IMC RAMKRISHNA BAJAJ
NATIONAL QUALITY AWARD-2020
Bharat Oman Refineries Limited
Administrative Building, Refinery Complex,
Post BORL Residential Complex
Bina – 470124
District – Sagar, Madhya Pradesh, India
Website : www.borl.in
“Growing the region, Growing with the region”
Our Mission… Our Values…
Awards & Accreditations…
BORL/RBNQA 2017 BORL/RBNQA 2020
Table of Contents
Ch. No. Title Pages
P1-P5
A Organizational Profile O-1
I-IV
B Organizational Chart
1-2
C Forms - Eligibility & Application 3-10
11-16
D QEHS & Energy Policy 17-22
23-30
1 Leadership 31-38
39-47
2 Strategy 48-68
69-70
3 Customers G1-G5
4 Measurement, Analysis & Knowledge Management
5 Workforce
6 Operations
7 Results
E Accolades
F Glossary of Terms & Abbreviations
BORL/RBNQA 2017 BORL/RBNQA 2020
A. Organizational Profile
P.1 Organizational Description
Bharat Oman Refineries has been incorporated on 25th February 1994 under the Companies Act 1956 as a result of a bilateral
agreement between the Government of India and the Sultanate of Oman. The shareholding of the Company was held equally by
Bharat Petroleum Corporation Limited (BPCL) and OQ (formerly Oman Oil Company S.A.O.C) till March 2020. From 1st April
2020, the Company has become a subsidiary of BPCL. Presently, the equity holding in BORL is 63.4% with BPCL and 36.6%
with OQ. The Government of Madhya Pradesh is also a stakeholder in the Company. BORL specializes in the refining petroleum
products as well as operating a supply system consisting of Single Point Mooring, Crude oil storage terminal and a cross country
crude oil pipeline from Vadinar (Gujarat) to Bina (Madhya Pradesh). The company's registered office is located at Bina, District-
Sagar, MP.
P.1.a Organizational Environment
P.1.a (1) Products offerings
BORL is manufacturing a wide range of high-quality petroleum products like:
High Speed Diesel (HSD) Aviation Turbine Fuel (ATF) Sulphur
Motor Spirit (MS) Naphtha Pet coke
Liquefied Petroleum Gas (LPG) Superior Kerosene Oil (SKO)
BORL is designed to maximize the production of high-value transportation fuels such as MS, HSD & ATF.
Delivery Mechanisms:
BORL is strategically located in the central part of the country, the refinery caters to the fuel demand of Central and Northern
India. In line with stringent norms envisaged through Auto Fuel Policy, the refinery since its inception is consistently delivering
environmentally compliant products. All the petroleum products manufactured by BORL are marketed by BPCL through its
nationwide retail network. The company operates a modern dispatch terminal with efficient storage and evacuation facilities.
Products are evacuated through Pipeline, Rail and Road.
Bina Dispatch Terminal (BDT) has product storage and evacuation facilities consisting of a pumping station, Rail & Lorry loading
gantries. The Bina-Kota pipeline (BKPL) is a multi-product pipeline that evacuates products (HSD, MS, SKO & ATF) from the
refinery and connects with the cross-country Mumbai-Manmad-Bijwasan pipeline operated by BPCL. Fully automated rake and
lorry loading gantries assure timely delivery of products to customers. Bina Kanpur (Panki) multi-product pipeline and Kandla-
Gorakhpur LPG pipeline are under implementation, which will further help in the timely evacuation of products.
P.1.a (2) Mission, Vision, Values and Culture
BORL has a unique organizational culture which is built on strong value systems and a blend of the best practices of PSU and
the Private Sector. BORL has a strong organizational culture that is nurtured through well-established systems, continuous
improvement, learning and participative management. The company aims to maximize production efficiency and customer
delight by involving all people and functions to prevent losses and strive for Incident Free Operations, Zero Breakdowns, No
Rework and Emissions within the norms with continual process improvement.
BORL’s corporate philosophy has been the passionate quest of qualitative excellence for maximization of stakeholder’s
satisfaction, fairness through transparency, full disclosures, empowerment of employees and collective decision-making. It has
always been BORL’s endeavor to ensure high returns and higher satisfaction levels to all its stakeholders.
BORL has a well-articulated Vision, Mission & Values statement and defined core competencies as depicted on cover
page. With a vision to become a performance driven and innovative company, BORL has changed the landscape of the region.
The state-of-the-art grass root refinery configuration has been designed to meet future needs in terms of stringent specifications
for fuels being envisaged in the Auto Fuel Policy. Being a socially responsible and caring organization, it supports the initiatives
to bring in development, promote education and foster healthcare services in the vicinity. BORL has well-defined Quality,
Environment, Occupational Health & Safety and Energy Policy in place. 15 Fig. 1.1
10
BORL being one of the finest refineries in the country has overcome GRM of Indian Refineries, USD/bbl
challenges like difficult topography, uncertain weather conditions and
non-availability of adequate skilled manpower etc. These learning and BORL
experiences give a competitive edge to BORL in achieving its long-term
developmental plans. The Company has a well laid out plan and
infrastructure at its existing operating facilities capable of 5
accommodating future capacity expansions.
In line with auto fuel policy to meet BS-VI specifications in India from 0 2016-17 2017-18 2018-19 2019-20
2020, BORL has taken prompt decision well ahead to modify the existing -5 HPCL
process units to manufacture products as per the specifications. This BORL BPCL MRPL
opportunity was also utilized to expand the capacity from 6 to 7.8 Million
Metric Tons Per Annum (MMTPA) by the de-bottlenecking of process IOCL CPCL
units. This project was commissioned in 2018 i.e. well ahead of the target of auto fuel policy. After commissioning BORL has
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processed the crude and achieved the highest 8 MMTPA in 2019-20. This demonstrates the decisiveness and agility of the
company. BORL GRM (in USD/bbl) is one of the highest in the country as seen from Fig-1.1.
P.1.a (3) Workforce Profile Age Group wise Category
BORL has a very young, vibrant and dynamic workforce with an average 4%
age below 36 (Fig. 1) coupled with fast-paced work environment that forms
the nucleus of the organization. BORL has a cosmopolitan culture since 12%
recruitments take place through numbers of educational institutions across 45%
39%
the country (Fig. 2). BORL offers a healthy work-life balance for
individuals working here. BORL’s success depends on its ability to recruit,
train and retain high-quality engineering and other professionals. We lay
special emphasis on the development of Human resources in our
organization. 20 - 30 31 - 40 41 - 50 Above 50
Employee Education Profile Fig. 1
The training/refresher training for skill development, domain knowledge
enhancement and building managerial capability is a continuous process in the
organization.
12% In addition to challenging and meaningful work, an effective support process,
31% compensation and benefits for the employee is one of the best in the country.
There are ample opportunities for continuous learning and self-development
for employees. BORL is looked upon as one of the most progressive
57% organizations in the region and has won the “Madhya Pradesh best Employer
Brand Award-2019”. OISD awards under individual category were received by
four of BORL Employees. BORL got 1st prize in the ‘Refinery’ sector in the
National Energy Conservation Award 2017 by the Hon’ble President of India
Diploma Engineer Shri Ram Nath Kovind at Delhi. BORL got the IMC RBNQ award-2017.
BORL received Swachhta Award (2018-19) from Hon’ble Minister of
Engineering Professionals
Petroleum & Natural Gas, Shri Dharmendra Pradhan. BORL bagged Gold
MBA, CA/CS/ICWA. MSW, MBBS, PG Medal in the ‘National Awards for Manufacturing Competitiveness 2016-17’
Fig. 2
organized by International Research Institute for Manufacturing (IRIM) at an
event
held at Quality,
Mumbai. Enviornment
, Health &
The employees are provided with many facilities and
welfare measures, which are continuously upgraded. Career Safety
growth opportunities and professional development training Management
are provided for building expertise in their respective fields Emergency Mutual aid
of work. BORL facilitates a higher standard of living to its Handling scheme with
employees in terms of a well-developed township equipped neighbouring
with modern amenities. BORL
Enviornment
Refining being hazardous operation, there is a huge
emphasis on Safety, Health and Environment. QEHS Policy
reflects the continuing commitment to preventing harm to
humans, environment and property. BORL imparts Civil Disaster
mandatory fire and safety training every year to all Defence Management
employees and contractor workforce. BORL has employee
health management systems that monitor the periodic
medical examination and health record of individual
employees. The periodic medical examination is based on the specific hazards of the processes to which individual employees
may be exposed. Constituents of Health & Safety management
system are depicted in Fig-3. Fig. 3
P.1.a (4) Assets
BORL Refinery having the design capacity to process 7.8 MMTPA of crude oil. BORL facilities consist of a crude oil supply
system consisting of a Single Point Mooring facility (SPM), Crude Oil Storage Terminal (COT) at Vadinar, a 935 Km long cross
country 24” crude pipeline and Refinery at Bina. BORL refinery is spread over 859 hectares, Crude Oil Terminal 172 Hac, Bina
Despatch Terminal (BDT) 288 Hac, and Township 162 Hac.
Crude Oil receipt and pumping
Crude oil imports and handling facility comprises of Single Point Mooring (SPM) system (Fig.4), Crude Oil Terminal (COT) and
a cross country pipeline from Vadinar to Bina. Crude oil is sourced primarily from the Middle East and is unloaded through SPM,
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which is capable of berthing Very Large Crude Carriers (VLCCs). SPM SYSTEM
Crude oil is transported from SPM to COT through a 17 Kms, 48”
concrete coated subsea pipeline and stored in tanks at COT. There are
12 numbers of Crude oil tanks at COT. Crude oil is further pumped
from COT to refinery through 24” cross country Vadinar-Bina
pipeline.
Vadinar Bina Pipe Line for Crude oil transportation
VBPL, an underground pipeline having two intermediate pumping
stations to boost pressure at Thamna & Bewadi, Two pigging stations
at Somsar & Sandvata and 29 sectionalizing valve stations across the
pipeline. VBPL has features of protection mechanisms like cathodic Fig. 4
protection system & Leak detection systems. The state-of-the-art
pipeline is provided with world-class Supervisory Control and Data
Acquisition (SCADA) system that facilitates timely and accurate information to the operating stations which control the pipeline
remotely.
Refinery
The Refinery comprises of various process plants along with Power & Utility and Intermediate storage facilities. There are 4
numbers of Crude oil tanks & 43 numbers of intermediate product tanks in the refinery, 41 nos. finished product storage tanks &
6 Nos LPG Mounded Bullets at BDT.
The Refinery has a Nelson complexity Index of 11.6 and is designed to maximize Auto Fuels of high quality eliminating low-
value fuel oil. The refinery has the capability to process 100% sour crudes. The heart of the refinery is a state-of-the-art Integrated
Hydrocracker & Diesel Hydrotreater which is one of its kind in India. The backbone of the BORL business is its strong IT support
through SAP & MES and all digital control system. Since the conceptualization adoption of the latest technology has been the
main strategic consideration and reflects in the present refinery configuration. Fig. 5 shows the various process units and
technologies.
SN Units Capacity (MMTPA) Process Licensor/Designer
1 Crude Distillation / Vacuum Distillation Unit (CDU-VDU). 7.80 Open Art (EIL)
2 Full Conversion Hydrocracker Unit (HCU) 2.63 Chevron Lummus Global LLC
3 Diesel Hydrotreater (DHT) 2.37
4 Delayed Coker Unit (DCU) 1.82 Chevron Lummus Global LLC
5 Hydrogen Unit 0.098 Technip Benelux, BV
6 Naphtha Hydrotreater (NHT) 1.55 UOP LLC
7 Continuous Catalytic Reforming Unit 0.84 UOP LLC
8 Isomerization Unit 0.64 UOP LLC
9 Kerosene Hydro-Desulphurization Unit (KHDS) 0.60 Axens (Under Implementation)
10 Sulphur Recovery Unit 3 x 243 TPD EIL
11 VPSA Oxygen Plant 2 x 91 TPD Sumitomo (Under Implementation)
12 Captive Power Plant 3 X 33 MW STG BHEL
Fig. 5
P.1.a (5) Regulatory Environment:
Oil refining is one of the key energy sectors has set its standards and norms world over. The industry standards for design,
construction, operation and up-gradation have been developed in India by OISD, PESO, GBI, CHT, BIS, DIHS, Petroleum Rules,
MoEF&CC and Pollution Control Boards (CPCB & MPPCB). Refinery maintains a Register of Regulations (ROR) for legal
compliance covering all relevant rules and acts, which are reviewed and updated periodically. Legal compliances are monitored
through Departmental Compliance Report (DCR) on a quarterly basis.
The manufacturing processes are designed to meet all the norms of the environment, safety and health of the employees & the
general population around. The Refinery has standards and systems which include Integrated Management System (IMS)
encompassing Quality Management System (ISO 9001:2015), Environmental Management System (ISO 14001:2015) and
Occupational Health and Safety Management System (ISO 45001:2018) and Energy Management System (ISO 50001:2018).
BORL Quality Assurance Laboratory accredited by NABL as per ISO 17025:2017 and process safety management system.
Internal as well as external Safety Audits are carried out and findings are implemented in a time-bound plan.
P.1.b Organizational Relationships
P.1.b (1) Organizational Structure
The refinery is operated by a team headed by the Managing Director under the overall guidance and superintendence of the Board
of Directors comprising of BPCL, OQ & MP Govt Nominees and independent Directors. The Board of Directors receives
qualitative & quantitative information on the performance of BORL at a periodic intervals. The Board assumes responsibilities
for developing a strategic vision, planning process, identifying and managing risk. The Board expresses its vision, strategy and
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action plan in a transparent manner to all stakeholders. BORL’s corporates philosophy on corporate governance has been to
ensure fairness to the stakeholders through transparency, full disclosures, empowerment of employees and collective decisions-
making. It has always been BORL’s endeavor to ensure optimization of returns and satisfaction levels accruing to all its
stakeholders. Our core philosophy has always been the ardent pursuit of qualitative excellence for the maximization of customer
& investors satisfactions. BORL is maintaining Conduct, Discipline and Appeal Rules for its employees. The organizational
relationships are further defined in the organization chart.
P.1.b (2) Customers and Stakeholders
BORL is specialized in manufacturing petroleum products and most of the products are marketed through BPCL. Emphasis is
laid on developing and maintaining a better understanding of the customer’s evolving needs & expectations. Other key
stakeholders of BORL are employees, Service Providers, vendors & neighboring communities. BORL diligently believes that the
growth and progress of the organization must correspond to the development of the society it serves and is committed towards
community development in the region around the installations. BORL has taken CSR projects at nearby villages around Bina and
along the pipeline running through Madhya Pradesh & Gujarat. The main CSR activities comprise of promotion of Education &
Skill Development, Healthcare, Hygiene & Sanitation, Rural Development, Environmental Sustainability and Sports & Culture.
P.1.b (3) Suppliers, Partners & Collaborators
For the refining business, crude oil is the main raw material. Planning for the same is done by BORL at the beginning of the
financial year based on the business plan targets. Supply of crude oil thus happens to be the most important component of supply
chain management. Procurement of crude oil from the international market is facilitated by BPCL based on BORL’s evaluation
of crude oil. Since inception BORL staffing is based on the core processes being managed and controlled by its own staff and
balance all non-core activities are outsourced under direct monitoring by BORL. Based on operating and maintenance philosophy,
main partners in our business process include M/s Thyssenkrupp for CPP, M/s IMC for BDT, M/s Siemens for Electrical systems,
M/s Yokogawa for Instrumentation, M/s Ion Exchange for Utilities, M/s MPPTCL for grid power and BPCL for Crude oil
pipeline. BORL collaborates with local administration for the implementation of various schemes and programs in the region.
BORL also collaborates with Licensors, Consultants and technologies suppliers for enhancing its competitiveness. BORL utilizes
the R&D capabilities of BPCL-CRDC for technology advancement and process innovations.
Along with BKPL of BPCL, Railways and Road transporters are the major partners in the delivery mechanism. BORL has a
product offtake agreement with BPCL to market its entire products and their feedback mechanism from end-users, dealers &
retailers provide inputs required for continuous improvement in our processes. BPCL marketing team has an office in BORL
premises which ensures prompt communication. It is our continuous endeavor to maintain communication with key suppliers for
technology transfer, knowledge sharing through various forums like technical meets, conferences, synergy forums and theme-
based knowledge sharing programs. BORL invites technical experts from suppliers during various internal meets to showcase
their latest technological developments.
P.2 Organizational Situations
P.2.a Competitive Environment
P.2.a (1) Competitive position
The Northern and Central part of the India is among the largest regions comprising major states of the country. BORL is
strategically located with no other refinery within 400 KM of radios. BORL is a mid-sized refinery and competes with other
major players having refineries in the northern regions and successfully maintained the market share. Growing business
opportunities on the back of rising consumer demand, increased government support, improving infrastructure and a host of other
factors are contributing to the accelerated growth of the region. Overall this region presently is believed to have established itself
on a healthy growth path which would increase the energy consumption in the region. Diesel remains the most consumed oil
product which is used primarily for commercial transportation. BORL configuration is based on the maximization of diesel
production. BORL has gained a competitive position among all refinery in terms of the vicinity to high demand market, well
thought of configuration and connected with a network of product pipeline extending till Bijwasan near Delhi.
Considering the growth prospect for Petroleum product, a feasibility study for enhancing the refining capacity from 7.8 to 15
MMTPA along with the Petrochemical hub has been completed and other low-cost options are also being explored. All these
initiatives give competitive strength to the refinery and will improve the bottom line for the company.
Considering the finance handling capability of BORL, BORL rating on long term bank facilities has been reaffirmed at “CRISIL
AA+” and rating on short term bank facility & commercial paper program has been reaffirmed at the highest level “CRISIL A1-
Positive”. BORL has also received the highest credit rating “AAA” on NCD by ICRA
P.2.a (2) Competitiveness Changes
The principle factors for proactive action to maintain BORL’s competitiveness, preparedness and success in a developing business
environment are enlisted in fig.6. In many of these areas, the refinery has already achieved various milestones which are evident
from examples shown below
• E-Work Permit system.
• AIMS Implementation
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• Full Naphtha conversion to high-value MS. Principle Factors
• EHMS-Employees health management system.
• IRIS system for incident reporting and Dealing with the change
investigation. Measurement and analysis through decision support system
• Benchmarking and taking actions based on OFI. Commitment to Safety / Environment / Quality / Society
• PSM implementation for process Safety People process
Market Responsive
Improvement. Technical optimization and up gradation
• Switch over from BS-IV to BS-VI Auto Fuels. Creative & innovation
• Maximization of HSD BS-VI & ATF production in
place of low-value SKO.
• Shifting from 132 kV to 220 kV Grid power supply Fig. 6
to improve the reliability of power system.
• Capacity Utilization in excess of 100 % using available design margins.
• E-tendering system for transparency and to reduce procurement lead time.
• Digital turn around management by use of maximal software.
• Implementation of Tpulse for live streaming and Covid-19 guideline monitoring.
• New Product Pipeline (Bina Kanpur (Panki) and Kandla Gorakhpur LPG Pipeline are under implementation.
• Junior Business Council (JBC) formation for the participation of young engineers in decision
BORL always compares its performance with its competitors and takes proactive steps in line with national & international
benchmarking such as Solomon Benchmarking Study, CHT, OGCF, BEE etc.
P.2.a (3) Comparative data
Comparative performance analysis in respect of various Dependency
refinery operating parameters are also undertaken based on of Import
competitor’s data obtained through different sources such as Crude Oil
Petroleum Planning and Analysis Cell (PPAC), Centre for High
Technology (CHT) organized activities committees meeting, Govt. Threats of
Bureau of Energy Efficiency (BEE), refinery technology meets policies on new entrants
and Solomon benchmarking. / Privatisation
E-
P.2.b Strategic Context Vehicles of PSU
The current oil industry scenario in India poses a number of 15 MMTPA De-regulation Present
challenges to oil sector. Based on the identified strategic Expansion oil sector De- market
challenges, efforts are made to protect the core business and to project for situation due
ensure progressive improvements in the future. The key capacity control on to Covid 19
strategic challenges identified are depicted in fig. 7. These enhancement retail product
challenges have a direct impact on organizational sustainability.
Therefore, the business planning process is focused on tackling Fig. 7 / subsidy
these strategic challenges in the most effective manner and
several initiatives are being undertaken.
P.2.c Performance Improvement System
The key elements of performance improvement system
comprise strategic planning for system-wide improvement, balanced score card reviews, performance review meetings at various
levels, review of key process requirements for strategic challenges as depicted in Fig 7. BORL Board assesses the performance
of refinery in the quarterly board meetings. Based on various sustainable solutions decided during the business planning processes
keeping in mind the organization’s mission, vision & goal, senior management sets objectives, measures, targets & initiatives
through the Annual Business Plan framework and it is cascaded down the line. Several innovations and continuous improvement
projects are also undertaken, which are monitored at regular intervals. Participation in benchmarking exercises to assess the
BORL position and to adopt the best prevailing practices is being done regularly.
There are constant communication and review of action plans within the organization. Cross-functional teams are formed to
promote synergy and collaboration. Resource allocation is done through the budgeting process & manpower planning. The leaders
champion initiatives such as cost control & optimization, improvement in people’s capabilities and system. BORL believes in
empowering people for improving work performance, by delegating and delineating roles & responsibilities across the level.
BORL has adopted an Integrated Management System comprising ISO 9001, ISO 14001, ISO 45001, ISO 50001 and Process
Safety Management (PSM) for continual performance improvement of systems and processes through PDCA.
BORL has Performance Management System (PMS) and performance-based reward structure. BORL makes consistent efforts
to accomplish synergy with group refineries at Mumbai, Kochi and Numaligarh. Incident analysis report, lessons learned from
incidents and the best practices are shared during Process Forum meets. BORL Information System and services play a major
role in supporting the collection, collation & reporting of data for reviewing the performance which enables decision making in
addition to providing an e-learning facility.
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Managing Director
COO CFO Company
Secretary
I/C 2017 BORL/RBNQA 2020I/CI/CI/CI/CI/C
BDT, COT, VBPLPage: - O-1TS & QACommInspection E&P Manufacturing
HOD HOD HOD HOD
HR Legal Finance IT /ERP
HOD HOD HOD HOD HOD HOD HOD HOD HOD
BDT COT VBPL Process P&U-OS FS & Env Elect & Mech Civil
Inst.
B. Organizational Chart - Bharat Oman Refineries Limited
BORL/RBNQA 2017 BORL/RBNQA 2020
C- Forms
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D. Policy
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1. Leadership Work
Enviornment
1.1 Senior Leadership
Safety Values
1.1.a Vision and Values
Mission
1.1.a (1) Setting Vision and Values
Operational Growth
BORL was formed as a Joint Venture company to have a vibrant organization Excellence
drawing the best of talents, technologies and practices from Public and Private
sector organizations. Following a mantra of ‘Growing the Region, Growing Fig. 1.1.a (1): Values & Vision
with the Region’, the company has adopted a path derived from its vision and
values statement co-created through employee participation. Vision and Values
have been widely shared through communication, posters, web pages and office
diaries. Commitment towards Vision and Values also gets reflected in the
QEHS & Energy policy. BORL’s Mission: we are a progressive petroleum
refining company committed to create wealth for all its stake-holders. Senior
leadership reviews vision & values through Apex review meetings.
Work environment
BORL is a performance driven company enabled by best management systems and practices, supported by state-of-the-art
infrastructure with a competent and committed team of professionals. The company provides a very conducive environment
for its employees so that they can perform as per expectation. Senior Management always provides necessary guidance to the
employees to accomplish challenging targets and encourage them to think for improvements in their respective areas. Jobs are
undertaken in line with the business plan compiled at the beginning of each year. Quarterly review meetings by senior
management help the employees to remain focused and aligned with the objective. Excellent work-life balance boosts up an
employee to remain motivated and add values to their respective areas. The smart township having excellent facilities and
providing free Wi-Fi to residents proved to be a boon during COVID-19 pandemic.
Value MD, BORL at inaugural function of Sports Hall
BORL is an ethical, transparent, socially responsible and caring
organization having its values Discipline, Integrity, Team-work,
Ethics, Transparency, Innovation, Commitment & accountability
towards its actions and creating wealth for its stakeholders. While on
the growth trajectory, to comply with all the applicable legal and
statutory requirements, regular audits are conducted on safety,
environment, energy and finance. The culture allows us to embrace
the best practices across the industries. One of the foundations of the
refinery is to promote the socio-economic development of the region.
Participation in NEEM, indirect employment to the local population,
sponsoring talented students for Industrial training and supporting
local ITI, extending free health facilities to the neighboring villages
through V K BORL Hospital, are some of the steps in this direction.
To encourage the children of these villages towards sports activities,
BORL arranges various training. Recently BORL constructed a
sports hall in a nearby village to enhance the infrastructure for sports.
Growth
Sensing the increasing demand in the region BORL had taken up a capacity enhancement project that was completed in Oct-
2018. The crude processing capacity was increased from 6.0 MMTPA to 7.8 MMTPA. One of the most complex project ever
executed in petroleum industries where extensive modifications were carried out in the running unit with utmost care & safety.
The project was completed within scheduled & approved cost without any LTI. The timely commissioning of the modular
PENEX unit helped in processing the additional naphtha generated to increase MS production. Innovative project management
that has become a bench mark and is being replicated in other organizations wherein a complete new unit was engineered,
constructed transported and erected within an operating unit following the modularization approach. Viewing frequent
variations in crude qualities as a considerable challenge in stable operation, BORL is commissioning a Crude Blender facility
at COT, Vadinar. Another notable futuristic step taken at the time of inception was to instill the capability to produce BS-VI
grade fuel in the shortest possible time. This helped BORL to be one of the first to supply BS-VI grade fuel to Delhi & NCR
as per government directive.
Since commissioning in 2010, BORL was facing a big challenge in terms of a reliable source of supply of steam and power.
Major strategic decisions taken by the leadership, viz. Utility Boiler, 220KV grid power supply has effectively resolved the
problem. The decision to go for 100% Pet coke firing in the CFBC boiler has brought down the operational cost substantially.
All these contributed to improvements energy consumption. Recognizing its efforts, BORL was honored with the ‘Excellence
in Energy Management 2018’ award. In view of the diminishing demand for kerosene, BORL took up the KHDS project which
is in the final stage of completion.
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Operational Excellence
In the face of stringent emission norms, products’ specifications and tough challenges, BORL leadership keep abreast of the
latest technology development and innovations. BORL has suitably leveraged with latest technologies/ software based solutions
to meet its specific requirements. While the use of process simulation, Energy optimizer (ERTO), APC, AIMS, Planning tools,
Assets’ performance monitoring help in continual optimization from the process side, Debottlenecking project for expansion
to 7.8 MMTPA, quicker switching to BS-VI fuels, BORL was the first refinery to commit & supply fuels the enable country
to fight against growing pollution by advancing switch over schedule by a Year to BS-VI in Delhi Capital Region. KHDS
project to mitigate market demand shift from Kerosene to LPG, the three-coke drum configuration of DCU and Solomon Bench
marking are a few examples of efforts towards Operational excellence.
BORL leadership encourages energy efficient operations, conservation
of natural resources, utilization of renewable energy, protection of the
environment and development of surrounding communities.
Recognizing the performance BORL was honored with ‘Refinery of
the Year’ award for the year 2017 by FIPI.
The COVID-19 pandemic brought an unprecedented situation to most
of the companies. Cognizant of its social responsibility BORL ensures
it essential commodity such as LPG and Other fuels throughout the
COVID Period by operating its refinery with minimum man-power and
taking the utmost safety measures. BORL also generously contributed
to PM Care funds to support Government of India in their fight against
COVID-19. It has adversely impacted BORL also. However, quick
measures taken under the guidance of senior leadership helped in
limiting the impact. Timely decision to operate the units at the turn-
down capacity, identifying areas where expenses could be reduced vis-
à-vis lower units’ loads, and immediately implementing the identified
cost reduction measures were few of the steps taken in a very short
time. In view of lower throughput processing, another major decision Fig. 1.1.a (1): Energy Management Awards
taken was to divert a VLCC (very large crude cargo). When the
majority of companies importing oil & suffering heavy damages due to the sudden fall of demands BORL quickly moved in to
divert excess crude oil to Indian Strategic Petroleum Reserve Ltd without incurring any demurrage loss.
Impact of novel Coronavirus (COVID-19) and precautionary measures taken:
Operation of Refinery, Crude Oil Terminal (COT), Vadinar and Vadinar Bina Pipe Line (VBPL) was sustained during the
lockdown declared by Government of India since 25th March 2020 with minimal manpower while taking all precautions to
safeguard health of the employees & contract workmen. Local Administration extended their full support by facilitating
movement of employees, workmen and regular consumable items needed for refinery operation.
Impact of COVID-19:
All project related works at Refinery and Vadinar were suspended for some time and again restarted meeting all
COVID guidelines.
Commissioning of completed facilities at refinery such as VPSA system licensed by M/s Sumitomo, Japan and Crude
Oil Blending system at COT, Vadinar supplied by M/s Cameron, UK were delayed.
Steep fall in demand of products like ATF, MS, HSD, Sulphur and Petcoke due to weaker demand leading to build
up of product inventories.
Crude processing targets are reduced significantly 50% due to product containment arising out of very low product
demand.
Due to sudden reduction in crude processing, several actions with were taken with the support of BPCL IT to minimize
demurrage cost such as exercising option of negative loading, diversion of crude parcels to other location etc.
Precautionary measures taken at Refinery, COT Vadinar and VBPL locations by BORL leadership:
Manpower reporting reduced to less than half of the normal strength while ensuring safety & security of facilities.
Thermal scanning implemented at all gates
Timings at entry / exit gates, canteen etc. staggered to maintain distancing.
Masks & sanitizer distributed to all employees and workmen.
Additional wash basins installed and regular sanitization of vehicles & common areas being carried out.
All meetings are being conducted through Video Conferencing.
Entry of visitors stopped in refinery & township.
Adequate stock of essential goods being ensured in township departmental store.
COT Vadinar: Additional precautions are being taken at Sikka Port, Vadinar while offloading crude oil cargos
received from abroad. Permission is being given to ships to enter the port only after checking by Port Health Officer
of Kandla. Requisite PPEs including chemical suits are provided to the boarding crew.
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VK BORL Hospital: Additional measures such as establishment of 24*7 helpdesk on COVID-19 at hospital, creation
of 9 bed isolation ward with provision to double the capacity, training to medical staffs to handle suspect cases,
stocking sufficient amount of medicines and PPE’s for medical & para medical staff etc.
Efforts were put across all the functions to reduce cost through process optimization, spares and maintenance
management, crude inventory management etc. Accordingly, assessment of bare minimum requirement of fuel,
power, steam, process chemicals at reduced operating load was carried out and prompt actions was taken to adjust
parameters as per new norms.
Maintenance costs were also reduced by deferring procurement of spares and services relying more on in-house
capability, refurbishments and reuse.
Crude oil inventory was judiciously managed and potential demurrage on imported crude parcel was averted by timely
planned actions and adopting alternative ways of accommodating crude.
Lower demand opportunity was utilized to take 12 days’ outage of CDU/VDU for replacement of vacuum column
internals of bed VI.
Leadership innovation and Cost reduction measures during COVID: Low capacity utilization combined with stunted
product cracks substantially affected GRM. To lessen its effect, efforts were put across organization to minimize expenditure
through process optimization, spares and maintenance management, crude inventory management and interest cost reduction.
Power generation was substantially maximized to average 56 MW as compared to average generation of 44 MW in
FY2019-20.
The sustained performance of CPP allowed reduction in grid power contract demand to 65 MVA from 75 MVA,
thereby reducing fixed charges to the tune of Rs 58.5 lakhs per month.
Optimize energy and process chemicals consumption resulted in savings of 2 MW power and 15 TPH steam in
addition to reduced consumption of process chemicals and utilities.
The process capacity margin in CCR was used to upgrade Naphtha to high value Reformate. LPG production was
maximized BY 10 % more than normal production in order to meet robust demand.
Company utilized in-house capabilities for several OEM services and maintenance jobs,
The demurrage cost on imported crude oil was also averted by timely planned actions with the support of BPCL
International Trade (BPCL IT).
The Company intensely negotiated with its term lender SBI for quarterly reset of interest rate instead of current annual
reset. The move is estimated to save Rs 45 crores per annum.
Safety
The company has safety on its foremost agenda and adopted all OISD standards. Fire Protection, Occupational Safety and
Process Safety work in sync towards achieving a common objective.
Automating various manual activities, BORL has successfully
implemented systems like IRIS, PSM, IMS, Work Permit system,
Interlock bypass register, BOSOP encompassing all workforce at
different locations. Periodic safety audits are conducted to maintain
alertness among the workforce. BORL was one of the first refinery to
implement and integrate PSM as part of work culture with the
involvement of all the workforce.
Mandatory safety guidelines are made a part of tender documents that
every vendor willing to work here has necessarily to comply with. F&S
department at BORL releases a quarterly newsletter ‘Suraksha’
explaining about some major incidents that had happened across the
globe, the root causes of the incident, safety news and other guidelines/
recommendations. BORL always encourages employees in building a
safety culture.
Our Values
To become one of the world class organization in the petroleum
refining, BORL has set values like Discipline, Integrity, Team work, Fig. 1.1.a (1): Refinery of the year award
Ethics, Transparency, Innovation, Commitment and Accountability.
These parameters remain guiding factors in all the interactions with employees, service providers, suppliers and other stake-
holders. Feedback received from all the stakeholders is considered and acted up on suitably.
1.1.a(2) Promoting Legal & Ethical Behavior
In order to achieve the highest order of performance, BORL leadership collectively evolved a set of desired values. The core
values that emerged are part of the BORL vision document. Senior leader's actions and decisions are guided by the commitment
to these organizational values. These values also form a part of the performance management system of employees.
BORL produces its products adhering to the set standards with a strong focus on efficient environmental management. Senior
management is committed towards Quality, Environment, Health & Safety and which is reflected in the vision, mission &
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values of the company. Both the policies i.e. QEHS & Energy are signed by MD BORL. When it comes to creating Project
Development Requests (PDRs), Environment and Energy related projects are given priority during evaluation. BORL has
commissioned an innovative flare gas recovery system to reduce the flaring losses and emissions. Refinery emissions & effluent
qualities are monitored round the clock and are maintained well within the regulatory limits. Senior management always
supports adopting cleaner technologies such as low NOx burners, VOC control, off-gas amine absorption system, use of only
low Sulphur fuels for refinery operation etc.
1.1.b Communication
BORL strongly believes that one of the most important key factors for the success of an organization is effective co-ordination
and regular communication between each business function. Leaders continuously communicate & engage with all the
stakeholders to keep them abreast of the organizational goals. Periodic meetings with key partners such as M/s thyssenkrupp
and BPCL are held to review the ongoing activities, concerns and identify viable approaches. BPCL being a key customer,
BORL MD and other senior management keep in constant touch with them via telephone, emails and meetings.
Senior leaders interact with employees both formally as well as informally in social settings which facilitates a strong social
bonding amongst its employees. Apart from informal verbal communications company has mediums like the quarterly
magazine “SAMVAAD” which acts as bridge between the company, employees and their families.
Fig. 1.1.b: Communication
Time- to- time, cluster meetings are conducted by our HR team to interact with the employees and their families to know about
the improvements/ facilities they wish for besides those which are already available in the township. Senior management
encourages such meetings and shortlisted inputs are considered for their implementations. Such initiatives enhance employees’
satisfaction and help them to perform better. Various events like energy conservation fortnight, environment week, safety week
are organized which are attended by Apex Management to communicate the message in the right spirit. Keeping in pace with
innovations the company has started annual RISE award and Managing Director award for best innovations.
All the important communications like regulatory requirements, energy and QEHS policy signed by MD BORL are displayed
at prominent locations. Leaders consistently help subordinates to select the appropriate goals and targets, keeping in mind the
resource availability. The individual goals are fixed in line with the Business Plan and individual development plan. The
departmental objectives & goals are aligned with the corporate objectives to maximize value for all the stakeholders.
Interactions with the local community and neighboring industry are held at periodic intervals to create awareness and
confidence about refinery processes. Town hall meeting is conducted by MD, COO and CFO to communicate the company’s
achievements & expectations. This is followed by a question- answer session to clarify an individual’s doubts and getting their
feedback/ suggestions for further improvements.
Fig. 1.1.b: Town- hall
meeting
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1.1.c Mission and Organizational Performance
1.1.c (1) Creating an Environment for Success
Senior Leadership creates an environment for learning, adopting new technologies, in-house innovations etc. so that
improvements could be sustained. A Technical Council is formed in which suggestions are invited from employees from
different departments. These suggestions are segregated as Short Term, Medium Term and Long Term schemes. Many of these
suggestions are implemented by the in-house team itself. The Dashboard for Delayed Coker unit was developed in-house for
real-time monitoring and optimization of critical parameters. Guided by the mission & vision, activities are planned at the
beginning of each year. Such planned activities prepared by different departments are compiled together and named as
‘Business Plan’. This business plan is cascaded down to determine departmental goals and individual KRAs. The progress on
the activities listed in the Business Plan is reviewed quarterly by senior management.
Events like energy conservation month, environment week, safety week are organized and are attended by Apex Management
to communicate the massage in the right spirit. To encourage innovations, the company has started various awards. RISE,
Managing Director award etc. are a few of them. There is also a Suggestion Scheme under which suggestions are invited on
different themes like Fuel & Loss Reduction, Energy & Environment, Equipment Reliability, Cost Optimization etc. Each
suggestion goes through two-stage evaluation. After shortlisting the suggestions, they are taken up for implementation.
In a rapidly changing situation across industries, BORL has taken a stride towards Industry 4.0 that necessarily employs various
sensors. The utilization of analytics is well being explored. Implementation of AIMS is an example in this direction. This
system is helpful in improving the reliability, availability and performance of rotary and static equipment that ultimately helps
in reduction in maintenance cost and forming a strategy based on the criticality of assets.
A taskforce is usually formed while taking on a challenging activity. The June-July’2020 shutdown is one of such examples
that had to be taken during the COVID-19 pandemic. A digital initiative “T pulse” was used in this shutdown. This helped in
online monitoring of column packing replacement job and social distancing/ masking needed in this difficult time. BORL
follows a practice of job- rotation to its employees that greatly helps in creating a back-up of skilled workforce. This also helps
in increasing the knowledge base. BORL has constituted a body of young engineers named Junior Business Council (JBC)
which is an initiative to develop future leaders through engaging them in various new projects, active participation in decision
making and resolving critical issues through brainstorming and study.
1.1.c (2) Creating Focus on action
Time-to-time messages from MD’s desk are circulated highlighting key achievements & challenges underlining key focus areas.
The executive council consisting of senior management conducts regular meetings in identifying the performance improvement
activities including developments.
Senior Management promotes an open culture for receiving feedback from stakeholders during various interactions, owning
up responsibilities for deficiencies, if any, and preparing an action plan for improvements in line with corporate values. The
chief operating officer (COO) conducts a weekly meeting with HODs to review the progress and challenges. Apex safety &
IMS committee meeting is held periodically to review the QEHS performance. To foster the safety culture, Refinery has a
structured Safety Performance Award System, which evaluates and rewards the achievements of selected individuals and
groups. The organization has well-established review and monitoring structure to keep track of progress vis-à-vis set goals and
targets for the year. Related meetings in this regard are listed below in the table.
Sr. No. Description Frequency
1 Refinery Co-ordination Meeting among Department / Unit Heads Daily
2 COO- HOD meeting Weekly
3 Co-ordination Meeting among unit operation & maintenance Weekly
4 Co-ordination Meeting among Commercial & Maintenance Department Weekly
5 Co-ordination Meeting among Inspection, Process & Maintenance Department Fortnightly
6 Area safety Committee Meeting of respective Area Monthly
7 HSE coordination committee meeting Monthly
8 Supply Chain Optimization Meeting Monthly
9 Project Review meeting Monthly
10 Apex HSE committee meeting Quarterly
11 Management review meeting for Management systems Quarterly
12 Business plan review meeting Quarterly
To benefit from ‘Others’ Experiences’ BORL always attends various forums where different industries, consultancy firms,
licensors, service providers etc. meet and share their experience & knowledge. A few of such forums are Refinery Technology
Meet (RTM), Group Refinery Synergy meet, American Fuel & Petrochemical Manufacturers (AFPM) etc. BORL has been
very sensitive towards environmental challenges. Besides increasing green cover within the premises and rain water harvesting,
it has also taken water consumption as a challenge. Proper planning for recycling & reusing of water helped BORL to reduce
fresh water consumption and achieve the ‘Zero-liquid discharge’ objective.
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1.2 Governance and Societal Contribution
1.2.a Organizational Governance
1.2.a (1) Governance System
The Company has a well-established procedure to ensure the smooth functioning of the organization. BORL’s philosophy on
the Code of Governance ensures fairness to stakeholders through transparency, full disclosure, empowerment of employees
and collective decision making. The Board empowers senior executives to discharge their duties in an unfettered and
independent manner with regular monitoring and assessing the performance. The Board of Directors comprises of Chairman,
Managing Director, two Directors from BPCL, two directors from OQ, two nominated Directors from Govt. of MP and two
independent directors. All Directors have full access to the company's records. There is a Board constituted auditing committee
in place to maintain transparency.
To ensure compliance with statuary regulation a Register of Regulations (ROR) is maintained that is reviewed annually and
updated. To comply with applicable guidelines and achieve targets, BORL has implemented an Integrated Management System
(IMS) which is audited half-yearly by internal auditors and yearly by external auditors.
BORL's philosophy on corporate governance has been to ensure fairness to the stakeholders through transparency, full
disclosures, empowerment of employees and collective decision making. The vigilance officer at BORL ensures fairness in all
the transaction. BORL endeavors to optimize the returns and achieve satisfaction levels of all its stakeholders through well-
defined policies, procedures and manuals of authorities (MoA). All financial and commercial transactions are governed by
MoA approved by the company board. A reputed auditing firm is engaged to audit various kinds of transactions so that
transparency in the system could be maintained.
The availability of the equipment/ machines is extremely important to continue the refining process. To minimize any big
financial impact in case of some incident, BORL has got all its assets insured as per the Risk Management policy. BORL has
set up an HR compliance (HRC) section which ensures that the contract employees get their benefits timely which is further
linked to contractors’ payments.
Senior Leadership takes initiatives for developing strategic vision, managing business risks, control and monitoring of company
affairs. The leadership expresses its vision, strategy and action plan in a transparent manner to all stakeholders and society
through various communication means. They lead by example and ensure quick implementation of strategic decisions. All the
major activity highlights across the functions are compiled and sent to the Board on monthly basis for their review and
comments.
1.2.a (2) Performance Evaluation
The Organizational performance of BORL is under continuous scrutiny and review by the Board of the company. Committees
comprising of senior leaders carry out periodic reviews of the performance of the company. The Board constitutes various
committees to evaluate different functions such as Project Evaluation, Product Offtake, NRC, CSR, Audit Committee.
The company is headed by Managing Director who is assisted by other senior executives like COO, CFO and Department head.
The Roles, Responsibilities and Accountabilities of senior executives are clearly defined in Apex document which is approved
by MD. The senior management performance is linked with MOU targets and business plan. MD reports the status of company
performance to the Board regularly. Progress on various CAPEX projects is also monitored by the ministry periodically.
1.2.b Legal & Ethical Behavior
1.2.b (1) Legal & Regulatory Behavior
BORL Refinery is subjected to several regulatory and legal requirements, which are taken care of during de sign basis
and project execution. BORL has developed & maintained the Register of Regulations (ROR) taking care of all the
regulatory and legal requirements. ROR is updated on yearly basis. Compliance with these rules and regulations are
monitored department-wise quarterly. The ROR compliance report is also submitted to the Board. Refinery is designed
to produce products as per the statutory norms. The products are certified by BORL Laboratory which is accr edited by
NABL.
BORL has established Environment management system & cell for day to day monitoring of environmental parameters.
BORL is very sensitive towards the qualities of water and air in the surrounding areas. The Latest technology membrane-
based Effluent Treatment Plant (ETP) is in-place for the treatment of effluent generated from different process units as
per set norms. An online stack monitoring system ensures that emissions are within the norms which are directly
connected to Pollution Control Board. Also, the ambient air quality is regularly monitored through fixed-mobile air
quality monitoring systems within the premises as well as in nearby villages. BORL EnMS & QEHS Policies ensure all
its operations with the highest concern for energy & environmental conservation and compliance with statutory
stipulations. Selection of appropriate technologies in the beginning itself made BORL capable to switch from BS -IV
grade fuel to produce BS-VI grade fuels in minimum time. As per the Government mandate to reduce the pollution by
the use of kerosene, BORL has set up a KHDS plant to reduce the Sulphur content in kerosene and convert it into high-
value products.
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BORL has already completed a feasibility study for future expansion which includes petro chemical complex considering
the demand. During the project stage, a public hearing will be organized to address the public concern. The Latest
technologies/ solutions will be selected to mitigate all concerns.
1.2.b (2) Ethical Behavior
Ethical behavior is a predominant factor in the value system of the organization. Company Policy and Procedures are
directed to promote honesty fairness in inter personal and professional conduct among the employees. Rules and
Regulations framed by the company are effectively communicated to all employees and business partners and are
followed. The Company promotes fare opportunity and a healthy work environment to all to grow as individual and
professional. Employees demonstrates fare level of responsibility accountability and uphold trust. Senior leadership
demonstrates the appropriate behavior with their actions and setting the role model for all workforce. The purpose of the
code of conduct is to reflect business practices and principals of behaviors of Board members and managerial personals
in affirming their commitment to good governance in line with organization philosophy.
Training on ethical behavior is one of the key modules for the new entrants to the organization. Communication and
training on ethics ensures that the workforce and partners understand ethical expectations, issues and knows how to
respond to ethical violation. Employees are encouraged to raise issues regarding ethical behavior in the organization.
Breaches of ethical behavior are addressed at the senior level and in such cases, investigations are carried out following
all legal requirements and appropriate action is taken.
BORL Board consists of 20% of independent directors from outside the organization. Various audits are conducted to
ensure the compliance of set processes and systems through reputed agencies and statuary bodies. Audit findings are
strictly monitored by independent board members for compliance.
BORL with high integrity keep its values at the forefront in both mundane and extraordinary moments. Corporate values
and ethics are reflected in multiple processes that drive the everyday life of the company, including (1) HR policies and
their implementation (2) Reward systems (3) Hiring and retention (4) Performance management and evaluation (5) Promotion
decisions
1.2.c Societal Contributions
1.2.c (1) Societal well being
BORL leadership believes in “Growing the Region, Growing with the
Region”. It has defined the core thrust areas as depicted in the adjacent Fig.
1.2.c (1). Various activities are taken up under CSR activities continuously, such
as (1) Medhavi Vidyarthi Puruskar (2) Shiksha Aapke Dwar (3) Science express are
some of the notable initiatives.
Water has been a concern in this region for a long. Understanding the need of the
people BORL took up a project named Urvi under which various water conservation
methods are adopted. Few dams and ponds are constructed under this project so that
potable water could be made available in nearby villages.
Emphasizing the need for ‘Swachhta’ and spreading the message in the nearby
villages, BORL took up an initiative. ‘Swachhta Pakhwara’ is organized every year
and various cleaning activities, awareness campaigns, plantations & other initiatives
are conducted at Refinery, Township and nearby community. BORL won the
“Swachhata Pakhwada Puraskar 2019” presented by Shri Dharmendra Pradhan -
Hon’ble Minister for Petroleum & Natural Gas, GOI.
1.2.c (2) Community Support Promotion of sports Promotion of
& culture Education & Skill
BORL has an extensive structured Community Development program for the
benefit of the local population and the society at large. Residents of the Development
adjoining villages in Bina, Madhya Pradesh and Vadinar, Gujarat both are
BORL CSR
considered as key communities. Consistent efforts of BORL in the area of Rural Development Promotion of Health
education is bearing fruits which is evident continual improvement selection & Enviornment care, Hygiene &
of students in prestigious school such as Model school, Navodaya School, Sustanability Sanitation
Shramodaya Vidyalay is taking from villages covered by BORL. BORL also Fig. 1.2.1: CSR
takes care of sports, animal husbandry and water conservation in nearby areas.
Majorly the people in this vicinity are primarily from the economically weaker strata of the society. Various activities
guided by above-mentioned themes (Fig. 1.2.c (1)). are taken under CSR for their upliftment. Besides this, BORL works
with different government departments for the welfare of the people. Some of the activities are listed below.
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Upgradation of Govt. Schools/ Hostels infrastructure: Total 38 Govt.
schools in 20 villages, 15 school building boundary wall construction &
21 school’s toilet & benches provision.
Project Swavlamban: Programs like Learn & Earn, Vocational training
in Healthcare, Vehicle Driving, Customer Care, Retail sales executives
etc.
Swasthya Sewa Yojana: Sr. Citizens of ages 55 years & above, Pregnant
women (up to 2 pregnancies), Children below 10 years, people belonging
to BPL in nearby villages are given free treatment & medicines up to a Fig. 1.2.2: Project Swavlamban
defined limit. Mobile Medical Camps visits villages and provides generic
medicines to villagers.
Construction of a Maternity ward VATSALYA: BORL has constructed 33 bed Maternity Ward with medical
equipment at Govt. Hospital, Bina.
DAV BORL Public School: One of the most renowned schools in the region with consistent performance over the
last few years. Over 70% of the students studying in the school are from nearby villages.
VK BORL Hospital: BORL has developed a well-equipped hospital run by Vivekananda Kendra Trust, named VK
BORL. The hospital provides medical services to the nearby residing community at free of cost to BPL card holder
and nominal cost to others.
Senior leadership and employees in large numbers participate in the campaigns conducted for the local community in the
villages, thus, fulfilling their responsibility as citizens. Employees too, widely participate in various social activities as
mentioned.
CSR activities are a thrust area as per corporate objectives. BORL’s improving focus on CSR activities is evident from the
increasing trend of CSR expenditure as seen in Fig 1.2.3.
CSR Expenditure
30 23.00 24.26
12.03 19.41
20 10.51 10.92 12.35
9.72
10
--
0
2015-16 2016-17 2017-18 2018-19 2019-20
CSR Expenditure (Rs. Cr) Prescribed Expenditure (Rs. Cr)
Fig 1.2.3
The CSR expenditure on 2019-20 was Rs 24.26 Cr, against the prescribed expenditure Rs 19.41 (25% increase).
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2. Strategy
2.1 Strategy Development
2.1.a Strategy Development Process Environme Core Stake
ntal & Competenci holder
2.1.a (1) Strategic Planning Process Societal Expectation
Impact es
In the competitive, dynamic and opportunistic world of Key Issues
specialty trading, strategic planning plays a consequential Statutory & Strategic &
role in the success and stability of a company. For this reason, Regulatory Planning
the Strategic planning process at BORL (Fig 2.1.1) is the key uncertaintie Challenges
link that steers the organization on the path of continual Market
improvement to set the new benchmarks and to achieve s Trend &
world-class performance standards so as to achieve the Competitio
organization’s value & vision. The Strategic planning is
being conducted at BORL taking into consideration of core ns
competencies, expectations of all stakeholders, key issues
and challenges for the oil sector, market trends, competitions, Fig 2.1.1: BORL Strategic Planning
uncertainties in the regulatory & statutory environment,
impact on the environment and the society. The key process
steps involved in the Strategic planning process, in brief are
shown in Fig 2.1.2.
Key process steps for Strategic Planning
Co-created
Vision
Data Strategy Strategy Business Business
Gathering Planning Formulation Plan Results
Fig. 2.1.2 Corrective
Action
Programs & Resources Realignment
Review through SWOT
BORL SWOT ANALYSIS
Strength Opportunity Weakness Threats
Strategically Located Space for future Landlocked refinery Reduction in fossil fuel
Refinery with latest technology
Young & Energetic work force expansion High inventory demand
Open organizational culture High petroleum Promotion of Green fuel
Rotation of workforce carrying cost Fluctuations in Global
Strong back-up from promotors product demand
Meeting latest Govt. guidelines State Govt. focus Higher attrition rate Markets
Outsourcing of non-core activities Stringent environmental
in developing Low development in
to experts Availability of norms
Strong collaboration with Refinery catchment Delayed demand post
competitive
Stakeholders area COVID-19
R&D backup from BPCL CRDC power tariff Geopolitical risk
Processing of Limited product Increasing cyber-attacks
Availability of water
opportunity swing capability
crudes Refinery without
marketing
infrastructure
In line with co-created company vision and for effective monitoring, target-based business plan document is prepared at
the beginning of the financial year as part of our Strategic Plan. The key participants involved in the preparation of the
Business Plan are all employees across the hierarchy, Senior Management of BORL, Customer, Consultants & the other
stakeholders. This business plan document is made available to all the employees through the refinery webpage & in the
form of a booklet and performance is monitored at regular intervals. Being a new refinery the strategic planning at BORL
is focused on short-term & subsequent long-term plans for Operational excellence and sustained operations. The Business
plan includes the Non-Plan CAPEX projects identified as short-term plan horizon for continual improvement of the
existing assets. The typical planning horizon for short-term and long-term are 0 to 3 years & beyond 3 years respectively.
On attaining these goals focus has extended to long term planning horizon for enhancing the capacity of BORL from the
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existing 7.8 to 15 MMTPA and further plan to develop a Petrochemical hub in Madhya Pradesh. BORL is also exploring
alternative measures for low-cost expansion up to 12 MMTPA. BORL also have a dedicated Strategic & Refinery
Planning cell which regularly interact with all stakeholders, supply chain optimization group, International trades, retail
etc. During this interaction market dynamics & intelligence are shared which are utilized by BORL while formulating
short-term & long-term strategic business plans. The Strategic planning process is also governed by the long-term growth
strategies of promoter companies coupled with challenges in the market environment.
BORL believes that in the competitive environment, strategizing for the future and benchmarking must be a continuous
process. This is due to the fact that the energy market is always in flux and the primary reason being volatility in the
demand and supply of the crude oil in the international market, increased awareness on global warming, strict regulatory
monitoring & control on emissions and penetration of clean renewable energy sources in the market. This requires
continuous readjustment and realignment of the strategic choices and intents.
Our strategic plans are based on a co-created vision of the company. In line with the same, management gained an insight
into the thoughts of all employees including group companies (Let’s Talk Series) across levels and disciplines and gauged
their aspirations. Various ideas generated during the process were further deliberated upon, validated by the Senior
Management and converted into a number of actionable projects. These projects mainly focusing on infrastructure
development, customer centricity, alternate / renewable energy, research & development, beyond fuel, international
opportunities and safety aspects.
In order to overcome the post-COVID pandemic crisis BORL has shown agility Creative Mind's
& implemented “Project Compass” for Cost Optimization Measures & Profit Stroke Eye
Accrual Strategy for Sustainability. The “Project Compass” is a strategic plan
RISE
focusing broad process of Spend Optimization, Efficiency Improvement,
Negotiation factory, Revenue Generation & Re-engaging staff to strengthening
organizational sustainability post-COVID crisis. The project also emphasis on
implementing the above process in the company future-ready through digital
intervention.
2.1.a (2) Innovation
BORL has been exploring & implementing the innovative ideas since the Fig 2.1.3: RISE
establishment & commissioning of the refinery. The refinery was designed with self-sufficient processes for Power and
steam generation with the utilization of by-product i.e. Petroleum Coke in CFBC boiler at Captive Power Plant (CPP).
However, due to the non-availability of the CPP, availability of Power and steam was the biggest challenge to
commissioning the refinery. BORL has chosen the path to expand its innovation & thoughts and thus arranged Power &
Steam through portable boiler & DG sets and successfully commissioned the refinery as per the schedule plan.
In order to recognize emerging talents focusing on the latest innovation & Ideas, BORL has implemented Recognition
Involvement Scheme for Employees (RISE) which provides a platform to all employees where each employee can showcase
their ideas aiming towards the latest innovation & technology (Fig2.1.3). This scheme is being organized every year and the
ideas submitted by employees are categorized as below –
Creative Stroke
These are the ideas that get generated on the field while solving specific problems and are implemented by individual
departments or units. But they possess replicability and are ground breaking in their own rights. These ideas are the ones
that carry immense learning for all of us and represent our ability to think on the feet and to remain agile even in the face
of a challenging situation.
Mind’s Eye
These are the ideas that are recognized at initial stages & recommended for further development and implementation. Post-
implementation, these innovative ideas are rewarding for the organization in terms of increasing efficiency, reducing costs
or time etc.
Ideas under each category are taken through a rigorous 3-stage evaluation process. The evaluation process discusses the
idea threadbare in terms of its feasibility, cost-benefit analysis, impact on other operations etc. Thus, this scheme provides
a channel through which the innovative ideas and thoughts of all the employees can reach the highest level and be recognized
by the top management. Following are some of the major innovative schemes which have been developed and implemented:
Implementation of Flare Gas Recovery system in DCU, CPP - HGU Heat Integration to save steam consumption,
Installation of pressure recovery turbine with power generator combination for HCU 2nd stage HHPS
Implementation of 3rd Coke Drum & sustainable refinery operation with 3 drums, first in India
Modular implementation of the PENEX unit & Third Coke Drum structure which reduced the project time & safety hazard
at the worksite.
Replacement of existing rotary equipment OEM spares with the latest available technology spares from non-OEM vendors
for improving reliability & reducing cost.
Modification in utility boiler for operation below turn down @ 11 % capacity from earlier 30 % to reduce fuel consumption.
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On-stream High-temperature PAUT performed on Reactor Effluent Air Cooler (REAC) for the First time in the oil industry
in India to monitor identified discontinuities in header weld joints
Digital management of Refinery Turn Around. Implementation of T Pulse system during CDU shutdown’2020 for online
streaming of job and safety at work, digital intervention for COVID-19 such as social distancing & masking.
Implementation of the host to host payment solution with SBI for real-time vendor payments
Implementation of Fund management system in SAP for cost controlling
Making of Tree guards from Scrap material of PVC drums. This was also recognized in the top six innovative ideas during
the Swachhta Award competition within all refineries in India.
Implementation of Nature walk (link road between the Engineering office to the Administration office) through waste and
scrap material as part of waste reduction. This promoted walking instead of vehicle usage & thus reducing the fuel
consumption of office vehicles.
The revival of unused old refinery construction water network for grey water supply to green belt area inside and around
the refinery boundary wall.
Smart Township enabled with seamless wireless internet facilitated to each employee for managing all the office activities
while working from home during the COVID-19 crisis.
During the COVID pandemic, BORL has to sustain the refinery operation through lower throughput to meet the market demand.
It was very challenging to sustain the operation and profitability at low throughput. In spite of the COVID pandemic BORL
has taken intelligent risk through meticulously planning and successfully executed the VDU column shutdown job to overcome
the limitation on higher throughput. BORL has first time used T pulse for online streaming of job & safety and digital
intervention, BORL successfully completed the shutdown activities and in parallel sustained the plant operation for meeting
the essential product demand during the COVID situation. Also, the low throughput operation of the refinery was utilized
to produce surplus reformate which generated additional value in terms of replacing procurement of MTBE for MS blending
and in the parallel refinery is also planning to sell the reformate in the market at a premium over naphtha.
BORL has also implemented Asset Integrity Management System (AIMS) which is an integrated & a connected enterprise
solution that enables asset-intensive organizations to drive safer and reliable operations while facilitating optimal performance
at a lower cost. The analytical approach utilized in Risk-Based Inspection (RBI), Reliability Centered Maintenance (RCM)
modules of AIMS has enhanced the intelligent risk-taking ability of BORL. AIMS is a proven technology solution which is
driving BORL towards complete digital industrial transformation, providing a significant competitive edge, unparalleled
opportunities for value creation & to enhance the reliability of asset for sustained operational excellence.
2.1.a (3) Strategy Considerations
Strategic planning at BORL takes into consideration several key factors for which extensive data is collected through a
number of means which includes Industry reports, Technical Journals and Magazines, Market surveys, Customer
feedback, Benchmarking and Consulting, inputs from Govt. bodies like OISD/ CHT/PESO, Technical Conferences /
meets / seminars, Synergy Forums, Audits by internal and external agencies etc. Plant operation data is collected from
the Exaquantum system, ATOMS, LIMS, AIMS, marketing details collected from BPCL SCO reports, Platts & Argus
reports and raw material data is collected from the Spiral Crude Oil Assay database. The data is collected and analyzed
which becomes the input for strategy formulation. Every strategic objective is finalized after Intelligent and passionate
discussions with all the stakeholders including process licensors, technology experts and consultants. One of the main
strategic considerations has been the generation of higher returns with low investment.
BORL has chosen the path to expand its horizon and has successfully implemented the debottlenecking project to increase
its refining capacity up to 7.8 MMTPA. Operational experience and available design margins in the existing process units
have accomplished the vision to increase the refining capacity by 30% margin to meet the market demand. BORL has
also decided to go in for three coke drum operations after a detailed study for adequate operational flexibility. The unique
approach of Modular Implementation of the PENEX unit in Motor Spirit Block has reduced the project implementation
time & safety hazard at the worksite.
The Internal investment committee analyzes every proposal. The Refinery finance department handles the financial
resources and capabilities with periodic monitoring by BORL Senior Management and Board of Directors.
Potential blind spots, if any, in the strategic planning process are identified during the regular discussion with group
refineries, monthly retro-meeting with supply chain optimizing group and in quarterly business plan review by senior
management including Board. Corrective measures, if any, identified are implemented.
2.1.a (4) Work System and Core Competencies
In line with the strategic plan and yearly business plan, the critical work systems pertaining to the operation of process units
are directly managed and controlled by its own staff. Other non-core process activities pertaining to the power & utilities section
are outsourced. While selecting the outsourced agency for Operation & Maintenance (O&M) activities are selected based on
previous track records. The Crude pipeline from Vadinar to Bina (VBPL) is maintained and operated by BPCL. All work
process related project & maintenance activities are outsourced & executed through reputed contractors. Non-core activities
like security, housekeeping and canteen services are also outsourced. Although the non-core work processes are outsourced to
the external agencies but entire control of the work process lies with BORL staff. Competencies help simplify the process of
tying concrete examples of performance expectations to organizational or professional mission and goals. For characterized
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identification of organizational & employee potential, a Competency Modelling exercise was done and thus through a co-
creation process, BORL Core Competencies were identified.
Developing Passion for
Capabilities Action
Empower- Change Decisiveness Domain
ment Management Experties
PEOPLE BUSINESS
Stakeholder Building Accountabi- Strategic
Influencing Trust lity Thinking
Collaboration Learning
Agility
Fig 2.1.5 Fig 2.1.4
This co-creation process was anchored by the Managing Director and facilitated by Sr. Vice President (HR). The participants
of the co-creation process were the business heads, i.e. Vice Presidents & above. This cohesive group underwent a series of
workshops in which they critically mapped the skills/traits required by ‘Team’ members for each department. This exhaustive
approach required the members to scan through the independent job-roles in each department and their deliverables as well.
By the end of the series of workshops, the 12 BORL Core Competencies were identified pertaining to Business (Fig.2.1.4) &
People (Fig.2.1.5) and the same are monitored on regular basis for continual improvement of the organization.
These ‘Competencies’ define the way people think, behave and react in various day to day situations. To ensure the organization
culture entrenched in its core competencies, a Competency-Based Learning Framework comprising of Three Learning Labs
i.e. Workshop on Leading Self, Workshop on Leading Others and Workshop on Leading Business & Change has been designed
for the employees. In addition to the development of organizational core competencies, BORL is also involved in potential
improvement & competency development of the outsourced workforce through various training & skill development programs.
2.1.b Strategic Objectives
2.1.b (1) Key strategic objectives
The key strategic objectives for BORL are:
Reliable & sustained operation of the refinery to maximize margins by increased production of transportation fuels and
optimizing of Fuel & Loss.
Safe and stabilized operation of the plant without emergency / forced shutdown.
Ensuring continuous evacuation of products so as to support the uninterrupted operation of refinery & supplies of BS-VI
auto fuels as per market requirement
Explore new technologies towards Kerosene minimization and MS maximization for meeting future demands
Commissioning of KHDS project to facilitate absorption of excess SKO in HSD after desulphurization
Commissioning of VPSA Oxygen plant to facilitate the supply of purified oxygen, to enhance the capacity of SRU Trains
from 180 TPD to 243 TPD.
Identification of low CAPEX configuration options for expansion from 7.8 to 12 MMTPA.
Keeping in mind the above strategic objectives and continuous monitoring of our strategic plans, Low-cost
debottlenecking project was successfully completed. The augmented capacity of 7.8 MMTPA was achieved during FY
2018-19. The project execution activities for the KHDS project are in the advance stage of completion & commissioning.
BORL has conducted studies for expansion to 15.0 and 12.0 MMTPA. The Company is further exploring low-cost options
for refinery expansion and for MS maximization in view of increasing market demand. Further studies are expected to
complete by end of this fiscal.
2.1.b (2) Strategic objective consideration
The strategic objectives are determined keeping in mind the organizational strategic challenges and advantages. The
strategic advantages for BORL refinery for expansion projects are
Existing ROU can be used for laying new crude pipeline
Base refinery expansion can be set up in the existing refinery plot
State Government is supporting the petrochemical complex
Availability of adequate water from river Betwa
The demand for petroleum products in the Central and Northern Region.
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The only refinery in the Central part of India thus easy accessibility to all the markets.
Well established network for product evacuation
Dry weather keeps low maintenance cost & low atmospheric corrosion.
New refinery with an energetic and motivated workforce
Since commissioning BORL has developed competence in refinery Operation, Maintenance and execution of the projects.
BORL believes that the combination of resources, capabilities, core competencies, state of the art technologies, energy-
efficient processes, out of box thinking, the culture of innovation, freedom for exploration can give sustainable
competitive advantage leading to superior value-creating processes. The strategic objectives and performance projection
balance short and long-term challenges and opportunities. Both the short-term and long-terms goals from the refinery
business plan, departmental action plan ensures alignment to the organizations to face the challenges.
2.2 Strategy Implementation
2.2.a Action Plan Development and Deployment
2.2.a.(1) Action Plans
Under the operational and long term strategies, BORL aims at setting the benchmark performance among the various
refineries through different initiatives. Also, in order to achieve the key strategic objectives, BORL is continuously
focusing on the implementation of innovative ideas for operational excellence and sustained operations. These innovative
ideas implemented through Management of Change (MOC) are part of short term action plans & ideas which are implemented
through the annual Project Development Report (PDR) cycle are part of medium-term action plans. However, the long-term
action plans are identified by the project technology team & approved by the Project Evaluation Committee (PEC). These
action plans are approved based on their outcome to enhance reliability, operational efficiency, yield improvement, energy
reduction & future market scenario in line with the strategic objectives of the company.
Action plan in BORL are proposed by individual departments after completing the pre‐project activities & considering
categories i.e. Profitability Related, Business Need, Replacement / Renewals, Welfare & Administration, Safety/ Health /
Security / Environment related, Information Systems, Energy Conservation & Plant Change. These proposals are collated by
the Corporate Planning & Strategy department and put up before the Investment Appraisal Committee (IAC). The proposals
cleared by IAC will be put up for the Board’s approval for further implementation termed as ongoing projects.
2.2.a (2) Action Plan Implementation
These ongoing projects are identified to meet the strategic objectives of the company, respective departments prepare a detailed
plans for their implementation with time-bound targets. The above targets are then become part of the refinery business plan
finalized at the beginning of the year. The Business plan clearly identifies the individual responsible for the accomplishment
of the targets. This process of deployment has a clear delineation of the roles and responsibilities. To ensure the implementation
of projects & achievement of targets as per business plan, Senior Management monitors the performance at a periodic intervals.
During review action items are decided for gaps identified during implementation and areas of concern. All the business plan
targets are linked to the individual KRA’s which makes the employees feel that they are an integral part of the organizational
goals and take personal responsibility in accomplishing the same. Upon accomplishment of the project, the benefit audit is
being carried within a period of one year after completion of the project to identify the key outcome of the implemented project.
2.2.a (3) Resource Allocation
Resource allocation is done through the budgeting process & manpower planning. The leaders champion initiatives such as
cost control & optimization, improvement in people’s capabilities and system. Short and Medium-term plan are taken-up
through PDR / MOC route under various categories. The Investor Appraisal committee (IAC) reviews all PDRs and the
recommendation of IAC is presented to the Board as part of the annual business plan for budget approval. The PDR’s which
will give more benefit to the company are put in fast-track for execution. During the start of the financial year Board allocates
the budget for the implementation of these plans which is assigned as project cost through Work Breakdown Structure in SAP.
Long-term plans are taken through the “Project Evaluation Committee” (PEC) which reviews the business proposal thoroughly
with detailed analysis for the IRR & life cycle costing and recommends to the Board for approval. Upon review & approval
from the Board project cost is allocated for implementation of the respective projects. Long-term proposals are being executed
through a mix of debt and equity as directed by Board. BORL resorts to short term and long term borrowings as required from
time to time.
In order to manage the risk associated with the above plans and to ensure financial viability, a separate Contingency fund is
also approved by the Board as a part of the business plan. This Contingency fund is controlled by IAC and monitored by the
Corporate Planning & Strategy department.
2.2.a (4) Workforce Plans
The Managing Director is the executive head of the company empowered to strategize the workforce requirement with
necessary approval from the board of Directors. In line with the strategic plan and yearly business plan, workforce planning is
done through the optimization of the existing resources and augmenting the resources based on the requirement. Short &
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Medium-terms plans are executed in house through the workforce of the respective departments responsible for achieving the
desired results from project implementation. Organization structure and workforce requirement for Long term strategic plans
are evaluated with reference to competency required with the help of reputed consultants. A detailed action plan is prepared
for implementation. These plans are executed by constituting a multidisciplinary project team having expertise in project
execution. This team is strengthened by engineering and project management consultants along with specialized vendors and
contractors.
Regular leadership and skill development programs are conducted periodically for continuous improvement of workforce
capability & potential and to align and motivate them for accomplishing the task with an emphasis on safety, quality and
reliability. There is constant communication for review of action plans within the organization. Across the organization, in
various levels, cross-functional teams are formed to promote synergy & collaboration. BORL believes in empowering people
for improving work performance, by delegating roles & responsibilities across the level.
2.2.a (5) Performance Measures
In order to track the achievement and effectiveness of the action plans, detailed schedules are prepared and finalized considering
intermediate milestones, critical path and final targets. These schedules are shared down the line with the workforce and other
stakeholders to align them towards the common goal. Periodic reviews are being conducted by senior management as a part of
Business Plan reviews to monitor the progress, identification for the gap, if any, and preparation of catch-up plan for necessary
corrective action. Project completion targets as included in the business plan, are also linked to the individual KRA’s which in
turn are directly associated with individual appraisal, performance pay and subsequently to overall company performance.
2.2.a (6) Performance Projections
Key performance projection for long term planning is shown below in table 2.2.1. A yearly business plan covers the short-term
& medium-term plans. These projections are based on the co-created vision, strategic plans, benchmarks, market requirement,
demand & supply projections. The yearly performance of BORL is evaluated based on the various parameters approved by the
Board. From the financial year 2014-15, BORL has excelled in various parameters and shown continuous improvement over a
period.
KPI Measures
Reliability improvement of process steam Commissioning of Utility Boiler
Reliability of power system Upgradation of the power system from 132 KV to 220 KV
Use of renewable energy 4 MW Solar Power Plant at Bina Dispatch Terminal & installation of
solar car parking of 140 kW for the admin building
Increase in refining capacity Debottlenecking project to enhance the capacity to 7.8 MMTPA
Upgradation of Kerosene Kerosene Hydro-Desulfurization (KHDS) unit to facilitate absorption
of excess SKO in HSD after desulphurization
Develop of Crude Processing capability Crude blending project at COT.
Reliability of SPM at COT Interconnection of IOCL and BORL SPM
Leadership Development Build a robust leadership, Leadership Style and Climate Survey
Performance Evaluation Improve PMS
Expansion of Refinery Refinery capacity enhancement and develop a petrochemical hub.
Table. 2.2.1
To measure the performance of each process unit’s vis-a-vis the business plan, Senior management sets challenging targets and
these are linked to individual performance through variable pay. The progress monitoring against the plan is done at the periodic
intervals and action plans are finalized for gaps if any. BORL refinery has been taking part in the business excellence
assessment under various awards promoted by the organization to compare and benchmark the performance.
2.2.b Action Plan Modification
Refinery performance is monitored on daily basis for all the important process parameters like Yield, F&L, Specific energy
consumption, utility consumption, Product quality, Operating plans for daily, monthly and yearly targets. Based on the daily
feedback, the scheduling team plans the daily processing targets. The technology department releases the monthly report for
process unit performance and gap analysis. For project work, both plan and non-plan CAPEX, the monitoring is done on a
continuous basis with monthly review by Sr Management. The focus is on compliance with respect to schedule, gap analysis
and plans for achieving the targets. Business plan review is done at the departmental level on monthly basis and top management
reviews the same at the end of every quarter.
As per the regulatory guideline of Govt. and grade change in market specification of kerosene it was initially planned to
process the SKO through our new KHDS project. In view of the delay in the completion of the project and to comply
with Govt. guidelines BORL have stored the available SKO in the existing Crude Tank and thus generated additional
margin time for project completion.
Thus, BORL has very promptly responded to the adverse circumstances and has rapidly responded with immediate
modification in the action plan.
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3. Customers
3.1 Customer Expectations
BORL QEHS policy states; “We at Bharat Oman Refineries Limited (BORL) are committed to achieve customer satisfaction
by timely delivery of quality products and services and demonstrating continual improvement in QEHS and Energy
performance in line with stakeholder’s expectations. Prevention of harm to human beings and damages to the environment and
Property are the intrinsic part of our business philosophy”.
The aforementioned QEHS (Quality, Environmental, Occupational Health and Safety) policy of BORL showing that vision
and mission of BORL are customer-focused and the voice of the customer is always prioritized in all our business processes.
All the components of BORL vision are systematically captured in policy to achieve customer satisfaction. BORL takes pride
being a very reliable source of quality products to our customers and the major stakeholder is BPCL. BORL has always met
the Q&Q and never defaulted its commitment. There is no customer complaint regarding product quality.
BORL produces a varied range of petroleum products like Liquefied Petroleum Gas (LPG), Motor Spirit (MS), Naphtha,
Aviation Turbine Fuel (ATF), Superior Kerosene Oil (SKO), High Speed Diesel (HSD), Pet Coke & Sulphur as co-products
(Fig.3.1.3). Fly ash and Bed ash are co-products generated out of CFBC boilers by combustion of Pet Coke and limestone.
BORL operates a modern dispatch terminal i.e. Bina Dispatch Terminal (BDT) has efficient product storage and evacuation
facilities consisting of a pumping station, Rail & Lorry loading gantries. The Bina-Kota pipeline (BKPL) is a multi-product
pipeline that evacuates products (HSD, MS, SKO & ATF) from the refinery and connects with the cross-country Mumbai-
Manmad-Bijwasan pipeline operated by BPCL. Fully automated rake and lorry loading gantries assure timely delivery of
products to customers. Bina Kanpur (Panki) multi-product pipeline and Kandla-Gorakhpur LPG pipeline are under
implementation, which will further help in the timely evacuation of products
3.1.a Customer Listening Face to face Telephonic
3.1.a (1) Current customers correspondence interaction on
All the petroleum products (LPG, MS, HSD, ATF, Naphtha, Pet Coke & Sulphur) are
24x7 basis
marketed by Bharat Petroleum Corporation Limited (BPCL) through its supply chain E-mail Plant visit by
network. BPCL has a presence all over India through its extensive marketing network communication customer
of installations, depots, Aviation service stations, cross country pipeline, dealers and officials
retail outlets. As per market demand, BORL products can be moved in various parts of
India through the BPCL supply chain. Fly ash and Bed ash are offered to various Brick Customer Monthly
manufacturing and Cement industries directly by BORL. Feedback coordination
Supply Chain
All current customers and customer groups at all stages of the customer life cycle have Optimization meeting
access to BORL’s customer listening process. End-users of BORL products can also (SCO) team Customer Meet
reach us through BPCL. BORL has well-established customer listening processes (Fig. meeting
3.1.1), which facilitates to listen and learn from the Customers through scheduled
reviews of inputs received via various listening mechanisms and this process empowers
BORL to steer through timely action. Fig. 3.1.1: Customer
listening process
BORL principally maintains
direct contacts with BPCL
representatives for the Reciept of Automated QC Open feedback
indent from Dispatch certification & for any
listening voice of the customer customers process Invoicing.
and actively engages itself in correction
addressing customer’s Fig. 3.1.2: Customer Life
grievances if any from time to cycle
time. To interact continuously and get uninterrupted supplies of products
from BORL, BPCL staff is having an office in BORL premises. This Products Major customers
provides access to the BPCL representative to look at the current stock LPG, MS, HSD,
position at BORL and smooth logistic arrangements accordingly. Social SKO, ATF, BPCL
media & web-based techniques are extensively used by the marketing Naphtha
division for customer listening process. Naphtha NRL, BCPL
MS HPCL, RIL, Nayara
BORL ascertains customer requirement with advance follow up of market HSD HPCL, RIL, Nayara
updates and get the information from customers on upcoming changes Reformate NRL
through daily interactions, monthly Retro and Business Plan meeting held Sulphur BPCL
with SCO (Supply chain optimization). Customer listening methodology Pet Coke BPCL
across the customer life cycle (Fig. 3.1.2).
3.1.a (2) Potential customers Fly & Bed Ash Cement & brick
manufacturer (ACC etc)
The petroleum product demand plan of BPCL is met first, according to the
agreement between BORL and BPCL. BORL has developed other OMC’s
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such as RIL, NRL, Nayara, HPCL as other potential customers. Products like MS, HSD, Naphtha and Reformate as per the
requirement of NRL, Nayara, HPCL & RIL are supplied directly by BORL through Tripartite Agreement with logistics
managed by the respective clients. In such cases, clients who sign the tripartite agreement, place indent on BORL under
intimation to BPCL and BORL serve to the customer directly (Table 3.1.3).
3.1 b Customer Segmentation and Product Offerings
3.1.b (1) Customer Segmentation
BORL interacts with following BPCL marketing wings for different product Customer Segments Products
evacuation. Household fuels LPG & SKO
Transport Fuels vis
BPCL-Retails for Liquid hydrocarbon products (MS, HSD, SKO) Retail MS, HSD, ATF
BPCL-LPG for Liquefied Petroleum Gas (LPG)
BPCL-I & C for Solid products (Pet Coke & Sulphur) Industrial Customers Naphtha, Reformate,
BPCL-Aviation (ATF) Pet coke, Sulphur,
Fly ash, Bed ash
The petroleum products market segment is mainly between Retail and
Industrial customers of BPCL and other existing customers. In the case of Pet Table 3.1.3: Products & Customers
coke and Sulphur, BORL is selling products to Cement, Brick manufacturing
& Fertilizer industries.
3.1.b(2) Product Offerings
BORL has a varied range of Petroleum product offerings as shown in Table 3.1.4. BORL is strategically located in the central
part of the country, the refinery mainly caters to the fuel demands of Central and Northern India. BORL has consistently
delivering environmentally compliant products since its inception. Qualities of some of BORL products are better than BS-VI
specifications (MS-Existing Sulphur content <1ppm; against Requirement <10ppm) as envisaged in the Auto Fuel Policy made
by MoPNG. We are a technologically advanced refinery post debottlenecking project that has further strengthened our
configuration to deliver premium quality fuel in line with stringent norms of the Government of India.
BS-VI auto fuels were notified to be introduced in the entire BORL Petroleum Products BORL Co-Products
country from 1st April 2020. But taking into consideration, LPG (Liquefied Petroleum Gas) Pet Coke
the serious pollution levels in Delhi and adjoining areas, MS (Motor Spirit) Sulphur
Petroleum Ministry in consultation with Public Sector Oil Aviation Turbine Fuel (ATF)
Marketing Companies (OMCs) has decided to preponing Superior Kerosene Oil (SKO) Co-Products of Boilers
the introduction of BS-VI Grade Auto Fuels in National
Capital Territory (NCT) of Delhi since 01.04.2018. High Speed Diesel (HSD) Fly Ash
BORL, Bina came forward to support the above cause and Naphtha Bed Ash
accordingly first BS-VI HSD parcel of 11.8 TMT was Table 3.1.4 – Product Offering of BORL
launched on 30.01.2018 from BORL, Bina via Bina Kota Pipeline
(BKPL) for the 1st time in the Country and cater the requirement for the
implementation of BS-VI grade auto fuel in NCT of Delhi. It’s a matter
of pride for us that we have commenced the production of BS-VI
standards diesel and petrol. (Fig. 3.1.5).
BORL has also supported the initiatives of the Government of India
towards the proliferation of LPG usage under Ujjwala Yojana by
enhancing our LPG production.
BORL is participating in Supply Chain Optimization (SCO) team
meetings, which are held every month twice (Planning and Retro)
through the Digital platform. Monthly product demand (volume & fuel Fig. 3.1.5: First parcel of HSD BS-VI to NCR
type-wise) and distribution plan specifying location, mode and product
slate are discussed during SCO meetings. This is further cascaded down to the daily evacuation plan by BPCL- SCO
representatives. On the basis of the aforesaid requirements, BORL schedules the daily production and dispatch volumes. Any
plant upsets/planned maintenance activities affecting the evacuation plan are shared with BPCL for further planning.
All liquid products are dispatched through 3 modes of transportations viz Road, Rail and pipeline (BKPL-Bina Kota Pipeline)
which is connected to cross country pipeline of BPCL for distribution of products. To meet future market demand of Central
UP and Eastern UP, and increase supply chain network, execution of the Bina-Panki pipeline project work is in progress.
As per requirement from BPCL, Products with higher quality specifications are supplied for better interface management at
receiving locations during product transfer through the pipeline.
For ensuring Quality of products, BORL is equipped with state of the art NABL accredited QA Laboratory for Quality
certification of the products. Further for Aviation Turbine Fuel (ATF) QA Laboratory is having a number of prestigious
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approvals like DGCA, DGAQA & CEMILAC which enhances customer confidence & satisfaction. All the product supplied
through any of the transportation modes is supported with a Quality certificate issued by QA Laboratory.
Solid Products:
Solid products i.e. Pet Coke and Sulphur are offered by BORL for marketing through BPCL. Monthly plan for the demand and
subsequent evacuation is finalized during the meetings with the I&C team. Pet Coke is partly consumed as a fuel for CFBC
boilers and balance quantity is marketed by BPCL. For Fly ash & bed ash disposal, the BORL dispatch team interacts with the
existing/potential customers to understand their monthly need and is supplied to them accordingly. Fly ash is used in the
manufacturing of the bricks and cement. BORL has demonstrated various innovative uses of fly ash i.e. landscaping & fly ash
mixed with soil for garden development etc. BORL is creating awareness among its valuable customers for use of fly ash and
bed ash.
3.2 Customer Engagement
3.2.a Customer Relationships and Support
3.2.a (1) Relationship Management
BORL believes in going beyond customer satisfaction and developing a customer relationship through continuous long term
engagement. There is a number of customer excellence culture and organizational philosophies, practices and processes in
existence in the organization. The success of the BORL business depends on the quality of its relationship with customers,
partners, employees and the nearby community. They must bring into being trust and mutual advantage. BORL is committed
to meet their needs with environmentally friendly fuel, delivered timely with safety and right cost.
The majority of the petroleum products of BORL are distributed by BPCL. BORL is continuously in contact with BPCL
representatives through monthly SCO meeting to plan its process systematically to meet the market demand.
BORL demonstrates a constructive and mutually beneficial approach
towards its customer. BORL maintains a cordial relationship with
dealers/transporters, by way of convening dealership/transporters meet.
This helps in understanding their requirements & issues and
identification of areas of improvement in the Supply System.
BORL has won the ‘Best Pavilion’ award at the Bhopal Vigyan Mela in
2018 & 2019. “Bhopal Vigyan Mela” is conducted annually by the MP
Council of Science & Technology for promoting Science and
demonstrating Research & Developmental activities in the state. This
was a recognition of the pioneering work being done by BORL in
promoting the energy needs of India and ushering in inclusive
development and innovations (Fig. 3.1.6). Fig. 3.1.6 BORL pavilion, BVM 2018
Dealers and transporters are allowed to check Q & Q procedures to
maintain transparency in the system and to build better relationship. BORL ensures an uninterrupted supply of all products as
per the demand of central and northern India market through its meticulous production planning & scheduling, which
demonstrates our agility to meet the market requirement even under adverse circumstances.
Recently during the COVID-19 pandemic and subsequent lockdown, the market scenario was suddenly changed cutting down
the fuel demand. BORL ensured uninterruptable supplies of all petroleum products for the essential needs of the consumers.
During the COVID-19 pandemic menace, BORL has stood with our valuable customers for maintaining healthy business
relationship and extended the following support to our customers: -
Issued various advisories from time-to-time in line with Govt. guidelines for our valued & esteemed customers.
Optimized refinery throughput as per market demand and squeezed profits to ensure reliability amongst customers.
Provided food supplies for customer’s lorry drivers during COVID lockdown.
Sanitization of lorries before entering the premises and also distributed the soaps to customer lorry drivers for hand
sanitation during transport.
3.2.a (2) Customer Access and Support
On the basis of the evaluation of several inputs received through the voice of customers and customers listening processes, key
inputs for customer support are determined. In line with the QEHS policy, BORL is keen to support its customer by;
a. Delivering the right Quality and Quantity of products as per the plan. Specific quality requirements of the customer if any
are met by carrying out necessary changes in the process. Several means and effective communication methods are adopted
at the refinery to fulfilling customer needs.
b. BORL is one of the participant in various Oil Industry forums like Centre for High Technology (CHT) Meet, Synergy Meet,
Refinery & Petrochemical Technology Meet (RPTM), Federation of Indian Petroleum Industry (FIPI), Bureau of Indian
Standards (BIS) committee meetings like BIS-PCD-1, PCD-3 (Petroleum, Coal & Related Products Department), etc. for
understanding the market requirement, quality specifications to support our customers and future market demands.
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c. Ensuring an uninterrupted supply of product with a target of Zero dry outs in BPCL retail outlets.
d. Sharing office accommodation for day to day activities and better communication with our prime and major customer-
BPCL. Access is provided to BPCL customers to check the calibration of Lorries & measuring instruments to maintain
transparency in the system and instill confidence. Daily Refinery Coordination Meeting with all HOD’s
e. Addressing and resolving complaints & issues in a time-bound
manner through well-established systems like daily/ weekly Daily Production Planning Meeting with Process Units
meetings (Table 3.1.7) and e-mail communications. On case Daily Product Dispatch Meeting (BDT & Marketing)
to case basis, support is extended to check the samples brought Weekly Refinery Coordination Meeting
by a customer in BORL laboratory at free of cost.
Table 3.1.7: Daily / Weekly Meetings
f. BORL is providing product-wise customer support.
Mandatory statutory guidelines of CEMILAC, DGCA & DGAQA are being followed for production, storage, testing and
supply of ATF product handling. In the case of Sulphur, customers are encouraged to uplift molten Sulphur instead of solid.
Molten Sulphur handling and transportation is advantageous to both BORL and end-user in terms of safety, environment
and energy-saving. BORL has developed transporters within the region to facilitate Molten Sulphur transportation.
g. BORL has a dedicated and competent Product & customer handling wing, Bina Dispatch Terminal (BDT) and the Strategy
& Refinery Planning (S&RP) to monitor consistent product flow.
h. Production Planning: BORL produces a variety of products as per product specifications under BIS and also based on
customer requirements under close monitoring of the Technical Services Department. The production planning and
requirements are communicated to concerned departments for compliance based on monthly meetings with Marketing. Prior
to the execution of the order, Technology Department reviews customer requirements in order to ensure that,
Product requirements are defined
Order requirements differing from those previously expressed
are resolved
BORL has the ability to meet the defined customer requirements.
In the case of customer requirements are changed, the relevant
orders will be amended &concerned personnel shall be made aware
of changed requirements. BORL planning team in contact with the
SCO team execute monthly requirement of customer.
i. Providing emergency services to customers. In case of any accidents Fig. 3.1.8: Rescue of LPG tanker near Sagar
to customer lorries, en-route relief support is extended by deploying
BORL fire tender and crew. Drivers of the customer- lorries are trained by BORL on safe driving practices. Medical camps
are conducted by BORL for health checking of transport crew (Fig. 3.1.8)
3.2.a (3) Complaint Management
BORL is in continuous communication with its customers for providing continual support & addresses and resolves the issues
if any. BORL has a well-defined process for addressing customer complaints under the complaint management system in line
with ISO standard requirements.
BORL has an established system for Fig. 3.1.9: Flow diagram of compliant handling
effective and periodic monitoring of
customer satisfaction. The Customer
complaint redressal form is capturing
and record the complaints. Indicative
methodology & flow chart for any type
of complaint handling is mentioned in
Fig. 3.1.9.
Complaints and feedbacks from customers are distributed in the following categories, which are handled as per the defined
process by authorized representatives of BORL (Table 3.1.10).
Receiving complaints through the e-mailing system, the BDT team in association with the laboratory and Technology responds
to the same to judge the occurrence. Suitable action for avoiding the recurrence of the problem is initiated, besides resolving
the issue. Feedback to the customer complaints along with
the specific details are discussed in the monthly coordination Category of Complaint Handled by
meeting and management review meeting. Critical Customer
complaints are analyzed by cross-functional team to identify Complaints related to the suitability of HOD – TS/BDT
the root cause of the complaint and recommend remedial product specifications
measures to avoid recurrence. We always remain in touch
with the customer sharing Complaints related to the specifications HOD – BDT
the same office and it helps us to of the delivered product
Receive the complaint clearly
Resolve the issues promptly & effectively Complaints related to product delivery HOD – BDT
and post-delivery activities
Table 3.1.10: Complaint Responsibility Matrix
Keep transparency of information and data
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Provide right information within timelines and subsequently to gain confidence of customers, resulting in satisfaction and
engagement.
In spite of the above, BPCL-retail has a full-fledged customer service mechanism, which enables us to capture customer
feedback/complaints. Customers can give their feedback/complaints through toll-free number, 24x7 voice call center, e-mail
or in writing. At several retail outlets, service executives are available to resolve any issues of customers at the time of contact
itself.
3.2.b Determination of CUSTOMER Satisfaction and Engagement
3.2.b (1) Satisfaction, Dissatisfaction and Engagement
Satisfaction and engagement
Determination of satisfaction level of customer is an on-going process in BORL for a better understanding of customer
expectations. The efforts in this direction have been guided by various means. BORL is interacting with customers through
BPCL to get information about the feedbacks and address the issues. BORL is committed to customer satisfaction until end-
user of the products at retail outlets. Customers directly approach to BPCL representative nominated at retail outlets for any
concerns related to quality, quantity and services. Relevant issues pertaining to BORL are communicated for effective
resolution.
The dispensing system used at retail outlets is certified by “Weights and Measure” to ensure the right quantity of fuel must
be dispensed to the end-user of the product.
With the aim of reinforcing customer trust, BPCL has introduced the “Pure for Sure” program at fuel stations to assure our
customers of our commitment to provide the purest fuels and services. Performance in PT-ILC Programs
Cashless transactions
Free service camps for vehicle servicing 98.9
Cashback offers on a certain quantity of fuel 98.6 98.5
Several promotional campaigns by BPCL to enhance customer
engagement and satisfaction: 98.0
“Smart Fleet”, a unique fuel management program is designed
for efficient & cost-conscious fleet owners, offering an unbeatable
combination of convenience & security.
“Petro Bonus” – is the most trusted loyalty program today with
over 1 million members across the country. Benefits of the Petro
Bonus Card are easy payments, fuel station locator, exciting
loyalty rewards and convenience in shopping. Fig. 3.1.11: Performance in PT-ILC
haps rnoogtrraemcesived any customer complaints
Customer satisfaction is a prime requirement of BORL. Customer related
feedbacks are taken at various points of distribution. It is proved that BORL
to Product Quality Specifications since inception. The details of customer complaints are shown in the result category under
7.2
At the beginning of every month, a communication meeting between BORL & BPCL – SCO team deliberates on the previous
month’s performance vs committed volumes and Quality issues if any. During the meeting, BORL presents the committed
production figures vs actual for the completed month. BPCL expresses their satisfaction level through market share gain in
comparison to competitors, Quality of products and demand level fluctuations, if any.
BPCL representative from the retail installation can directly contact with BORL through the mail for any Quality related
deviation observed at their end. On request, BORL QA Laboratory analyses its retention samples to identify deviation if any.
BORL participates in renowned Inter-laboratory correlation (ILC)
programs organized by BPCL/HPCL/IOCL and Proficiency testing
(PT) programs organized by ASTM – USA & BPCL. BORL
Laboratory performance was found to be excellent on a consistent 2966 3388 3049 4211
basis as indicated in Fig. 3.1.11. 1847 1788 1310 2004
Aviation Turbine fuel is supplied through all 3 modes of 172 217 200 200
transportation. BORL is the only refinery that is supplying ATF
through a multi-product pipeline. ATF reaches to end customers at
Aviation fuel stations through the BPCL supply network. No
complaints related to the quality of ATF supplied from BORL are
reported. Re-fueling of flights are considered as major services even
during a delay on flights. Customers can register their feedbacks
through online portal. Fig. 3.1.12: BORL Product dispatch through various modes
Product dispatch through the pipeline has been increased to meet
the supply-demand at various zones of northern India as shown in Fig. 3.1.12. To meet the demand fluctuations in SKO due to
change in regulations and the introduction of new policies by GOI, SKO is either exported or upgraded to value-added products
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like ATF. MS, MODULAR PENEX unit was revamped to meet the
MS demand in the market. Execution of Bina-Kanpur-Gorakhpur
pipeline project work is in progress to meet the future market demand
of Central UP and Eastern UP and increase the supply chain network.
To enhance customer satisfaction for fly ash, an independent study Fig. 3.1.13: Sponsoring GREENASHCON in Feb’2020
was carried out for its best utilization. In Feb’20, BORL sponsored
“International Conference on Technological Developments in Fly
Ash Utilization’’ organized by GREENASHCON (Fig. 3.1.13)
With such quick changes in processes and systems, BORL is engaged in close collaboration with various SBUs of BPCL on a
24 x 7 basis and with other OMCs to manufacture and make available all the products as per demands. In the case of other
customers like NRL & BCPL, BORL ensures supplies as per agreed volumes, specifications and schedules. BORL determines
customer satisfaction and engagement through the feedback form. In this process, BORL captures the actionable items for
future improvements, if any. Customer complaints/feedback are discussed in the Apex review meeting quarterly.
Dissatisfaction Vendor Performance Overview
In the extreme eventuality of BORL’s inability to meet the 0
committed production plan as agreed in monthly SCO meetings,
BPCL requires to arrange product from other sources incurring extra 1
cost. Such issues are captured & discussed in coordination meetings 5
and necessary corrective plans are prepared and implemented.
Various survey information and feedback is analyzed to determine 81-100% - Very good 17
any areas of improvement. BORL addresses the dissatisfaction level 51-65% - Borderline
through customer feedback analysis and captures actionable items. 66-80% - Good
<50% -Un-acceptable
Effectiveness of Vendor performance: BORL has identified a set Fig 3.1.14
of KPIs for evaluation of the performance of its suppliers and service providers. Total 23 Nos. of service providers/contractors
were evaluated in the year 2019-20 and the statics is mentioned in Fig 3.1.14. The majority of vendors/contractors are found in
the range of very good and none was found as unacceptable.
3.2.b(2) Satisfaction Relative to Other Organizations
Among the oil industries, there are product sharing agreements where each company gives the product to another company.
Product sharing is done on a fixed volume basis every month after meeting their own marketing requirement in the region.
Volume set off is done at the end of each month among the companies which have such product-sharing agreements limiting
to a maximum volume each company can offer to others. Prior to the commissioning of BORL, there was a shortfall in product
availability though sharing agreement and BPCL could not satisfy the demand of the entire central and northern market. Being
centrally located refinery, BPCL has now gained competitive advantages over its competitors due to the vicinity to the target
market and its accessibility to the existing most efficient mode of product evacuation. BPCL satisfaction is substantial with
enhanced market share owing to the supply of quality products by BORL as per the committed schedule.
BORL is sensitive to changing & emerging customer needs by adhering to the latest technological advancement like the latest
DCS automation, digitalized operations such as Digitalized lorry locks, fully automated gantries etc. This enables us to offer
better customer centricity compare to peers. BORL is committed to cater to our prime customer i.e. Mother Earth by standing
with the nation in tackling vehicular pollution, our refinery is the first few in the country to achieve capability for cent percent
ultra-clean BS-VI fuels production.
3.2.c Use of VOICE-OF-THE-CUSTOMER and Market Data
Systematic review and analysis of data from various surveys, sales performance report, sales trend and results, customer
characteristics, information from sources including PPAC (Petroleum planning and analysis cell) about competitors and
industry trends, market information from various external reports, trade shows, newspaper, political climate, gap analysis of
competitors and new product request from customers is carried out at various levels to identify and anticipate future customer
groups and market segments. Findings are used to create an action plan to improve our products and services.
BORL continuously search for new areas to expand its product and service offerings. Reformate selling to NRL is an example
of acquiring new avenues. Continuous efforts are made to know the customer`s customer so as to extend the chain in the
customer group. The integration of this information into the strategic planning process allows planning for capital resources,
workforce resources and training needed to successfully enter and serve this market. Analysis of feedback, customer survey
results, sales performance data, customer and product views provide indicators of future or changing customer requirements.
We identify and anticipate changing requirements and expectations across customers, customer groups and market segments
by segmenting data and applying historical data trends. Customer and market information is used to identify opportunities for
innovation. The information gathered through the listening and learning processes is evaluated, analyzed and reviewed at the
senior level to improve the product and customer service requirements under various market segments. A number of innovations
and improvements in products and services are introduced as a result of these processes. BORL systematically reviews the
methodologies in use and deploy amendments wherever required.
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4. Measurement, Analysis and Knowledge Management
4.1 Measurement, Analysis and Improvement of Organizational Performance
4.1.a Performance Measurement
4.1.a (1) Performance Measures
BORL is having well established structured mechanism of performance measurement through KPI for tracking of
organizational performance. Assessment of organizational performance is tracked and analyzed by various means as mentioned
below in Table 4.1.1. The data pertaining to the assessment of organizational performance are tracked on real-time basis through
the SAP system, operational performance through a dashboard which gathers the company’s key operational data for wide-
spread use and analysis.
Key Performance Measures Key Indicators Frequency Responsibility
Daily Plant Statement Refinery Mass Balance (using Aspen tanks and Daily JSVP-TS&QA,
operations manager ATOMS &Aspen JSVP (BDT),
Crude oil procurement & Planning- Operations Reconciliation and Accounting Monthly JSVP(Process)
Plant Planning. AORA) Daily
Yield Pattern, Logistic Cost, Crude Oil Inventory JSVP (TS & QA)
Quality Analysis. Refinery throughput, intermediate & product Daily JSVP (TS & QA),
Energy / MBN Monitoring. inventory Daily JSVP (BDT)
Stack & Ambient Monitoring. Sample quality monitoring LIMS Real-Time JSVP (TS & QA)
MBN VP (TS & QA)
Equipment Reliability Monitoring- Stack emission, Ambient air quality, Effluent Monthly JSVP (F&S, Env)
CM/PM compliance Quality.
Refinery Co-ordination Meeting. Equipment Availability, PM compliance Daily HODs
Daily COT report. Daily
Safety Performance Plant performance Daily Sr. VP (Mfg)
Financial Crude Receipt and Supply Plan Fortnightly VP(COT)
Project Performance Near miss, Incidents/Accidents, LTI Monthly JSVP (F&S, Env)
Business plan Target, GRM, NRM etc. VP (Finance)
Physical & financial performance Sr. VP (Projects)
Table 4.1.1
Apart from the above, other information is gathered from PIMS & LIMS in order to support the decision-making in the entire
operation. Our extensive information systems and services play a major role in supporting the collection, collation and reporting
of data for achieving KPIs and profitable operation of the business. Refinery being manufacturing location, in addition to the
ERP system; DCS, Exaquantum systems are also in place. The base data captured by these systems are sorted /filtered for
further analysis and MIS purposes. IT service and supports are available on 24 x 7 basis for finance, procurement & inventory
measurement, product delivery & monitoring, maintenance, human resources, payroll, etc.
All the data generated from internal customers through these elaborate systems are collated to provide information at right time
to take an appropriate decision. A number of MIS, reports and analytical charts are generated based on requirements stipulated
by end-users, which enable the management to monitor the business performance. The system provides the information and
data meeting requirements of users in terms of accessibility, timeliness and accuracy, which satisfies the total need of the
organization.
Process data is available on a real-time basis with the help of Exaquantum, which captures information from the plant to provide
accurate data like tank inventory, production, deliveries, yield etc. for monitoring and control. LIMS helps in monitoring the
quality of all product deliveries before it is dispatched. Results of all intermediate streams of individual process units, which
are frequently analyzed and result delivered through LIMS, enable plant personnel to take appropriate actions for product
quality optimization.
Data access is given depending upon the profile of each individual employee. Collaborative workflow systems’ including
automated reminders for exceeding prescribed limits of individual environmental parameters help to complete the corrective
action in a timely manner. Process automation has enhanced the productivity of employees, reduced errors in manual working
and simplified the operations.
Use of data for decision-making and innovations
In order to use data for decision making and innovations, day-to-day activity monitoring is done by using a number of MIS
reports consisting of key performance parameters. The data is used to take proactive action to align the performance with
organizational goals. The bottlenecks in the plant performance are identified through key performance parameters and
actionable output like modifications in the plant, CAPEX proposal pertaining to Safety/ Energy / Business needs, etc. and
corrective measures are taken. The data is elaborately used for benchmarking and identifying opportunities for improvements.
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In order to bring the young engineers in the front line and enable them to take the decision for the development and
troubleshooting, Junior Business Council (JBC) is constituted. This will also help in the succession plan as well as the second
line of leadership.
Number of ENCON measures implemented as mentioned in Table 4.1.2
ENCON measures Results
Dedicated CPP Vapor Absorption Machine (VAM) cooling Resulted in the savings in terms of Power i.e. 15.829
water system was stopped by meeting its cooling water KW
requirement through a refinery ACW system
Refinery cooling tower Fan A/B blade and hub modification with Resulted in the saving in terms of Power i.e. 25 KW.
energy-efficient blades
LVGO Product (12-PA-CF-112) one pump operation in place of Resulted in the savings in terms of Power i.e. 110 KW
two pumps by increasing the head of LVGO IR pump(12-PA-
CF-110) by impeller modification
Provision of a rooftop solar panel for in canteen for water heating Saving of around 22500 units/year
Replacement of conventional light by energy-efficient LED light Resulted in the saving in terms of Power i.e. 143 KW.
in plants for energy saving
Provision of solar panel on car parking shed near Admin building Resulted in the savings in terms of Power i.e. 140 KW
Table 4.1.2
4.1.a (2) Comparative Data
Performance data from competitors within India is collected from a common source MoP&NG and PPAC while private Oil
Company information is obtained from the respective company’s performance Report. Comparative information of competitors
is used to identify areas of improvement. Participation in national seminars, surveys, business excellence awards etc. also
contributes to focus on comparative performance and measures for improvement.
Various forums are organized such as Synergy Meet (Fig. 4.1.3), CHT & RPTM Symposium & knowledge sharing through
Virtual platform amongst group refineries, wherein comparative data is exchanged for best performance in areas of Plant
operations, Maintenance & Inspection, Projects, Fire & Safety and Commercial. Best practices and innovations emanating out
of synergy meets are implemented.
Fig. 4.1.3 - Synergy Meet at Bhopal in December
4.1.a(3) Measurement Agility 2019
The performance measurement system in BORL is well defined and aligned to the changing business needs and requirements.
There are a number of examples in BORL where-in-modifications required by the external organizational change including
regulatory changes / organizational changes are identified and implemented.
Modifications emerging out of external/organizational changes (as Table 4.1.4)
Sn. Objective Modifications
1 To continue the refinery operation during Time to time review of production/evacuation planning matching
the COVID-19 pandemic period. with market demand.
2 Capacity enhancement of refinery from 6.0 Debottlenecking of all units has been carried out to enhance
to 7.8 MMTPA capacities to meet market demand.
3 Supply of BS-VI products from 01.04.2020 BORL is already designed to meet such changes in the quality of
products w.r.t. change in govt. regulations.
4 Enhancing the safety of storage tanks. Enhanced Electrical safety system installed i.e. RGA/MAGS on
Floating Roof tanks.
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5 Complying with Environmental norms Lightening protection system installed in refinery and township
6 Digital India Initiative all buildings.
7 Financing cost reduction
A water recycling scheme was implemented.
Remote connectivity provided to the Pollution Control Board
server for furnace stack and ambient air quality monitoring.
The E-Interlock system is in place.
Online Work Permit System.
E - Approval for PR to reduce lead time and ease of business
transactions.
E-PRT (Electronic Purchase requisition tracking) is implemented
to ease business transactions.
AIMS implemented for reliability & performance improvement
of rotary and static equipment.
T-pulse deployed for online streaming of column packing
replacement.
Online meeting on Microsoft team in view of Covid-19.
Benefit Dash board is developed and implemented on a panel in
DCU Plant to monitor process parameters.
The restructuring of ECB (External Commercial Borrowing) has
resulted in reduction in interest rate.
BORL has handled finances effectively and efficiently and
improved the credit rating “CRISIL AA+” for the long-term,
“CRISIL A1-positive” for short term bank facility and highest
credit rating “AAA” on NCD by ICRA.
Various initiatives are taken by BORL for the reduction of Opex.
Table 4.1.4
4.1.b Performance Analysis & Review
Refinery business plan compliance is systematically monitored quarterly basis. The plans are fine-tuned to take care of market
uncertainties and ensure supply chain optimization. This is further reviewed monthly using production and evacuation data
obtained from MES EPS/SAP. In addition to the key performance indicators, another market related information such as
scheduled/unscheduled shutdowns of other refineries, price fluctuation and trends of both crude oil, product and actual
performance of other refineries are monitored during the BPCL SCO group monthly meeting. Feedbacks are incorporated in
weekly production/ evacuation plans and performance with respect to plans are reviewed through retro meetings. Thus, enabling
the refinery to meet customer requirements as per plan. The performance review mechanism is described briefly in Table 4.1.5
Day-to-Day monitoring Performance Indicator
(1) Daily / Monthly / Yearly Crude throughput variance with the target (2) Daily / Monthly /
Production Yearly Production variance with target (3) Crude changeover plan (4) Yield, Transportation
Fuels (MS, HSD & ATF), Product quality give-away (5) MBN and F&L (6) Status of critical
Utilities & operating parameters (7) Major maintenance jobs
Schedule, Strategy (1) Steam & Power generation, power import/export (2) Water consumption
Refinery Planning (1) Crude oil and Intermediate product inventory (2) Product availability/ullage constraints (3)
Maintenance Product evacuation variance with target (4) Ocean Loss/Demurrage
Quality Assurance (1) Major jobs and equipment availability (2) Number of critical equipment under maintenance
Product dispatches (1) Lab results, Critical test parameters (2) Deviations in results
Commercial (1) Product evacuation through various modes
Inspection (1) Procurement/contract Status
(1) Inspection findings and recommendations
F&S/PSM (1) Fire service equipment status (2) Safety Training details (3) Work Permit Status (4) Incident
Report (5) Fortnightly review of major deviation of plant, gap analysis and further action
through PSM meeting.
Energy (1) Fuel & Loss, Specific Energy Consumption against target (2) Status of ENCON parameters
Environment (3) Healthiness status of ENCON equipment and meters.
Financial (1) Effluent water quality and performance of ETP (2) AMS/SMS station readings/variations
(3) Water recycle and reused data (4) Fly ash generation & utilization
(1) Crude Price, Cracks, Product Price Trends and Evacuation prioritization
Table 4.1.5
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Business Plan Review: For successful implementation and monitor the progress of the Business Plan, monthly highlights of
the respective functions are shared with top management. Observations on the monthly highlights are sent to respective
Department Heads for appropriate actions. Overall organization
performance review including physical & financial performance is GRM of Indian Refineries - last 3 years
monitored quarterly by top management. Based on the review,
action plans are drawn for enhancing the performance of the 15.0
11.7
organization in the subsequent quarters to meet the Business Plan 10.0 9.8
targets. Also, the latest development in business taken place during 5.6
6.9
the quarter are discussed and the path forward is decided for 5.0 4.6
2.5
feasibility study & their implementation in the company. During the 7.4
5.1
quarterly board meetings, company performance with respect to 1.0
8.5
Business Plan is reviewed and guidance is provided for future 5.4
actions to meet strategic objectives considering the company’s 0.1
capability and the industry scenario. BORL’s GRM was one of the 6.4
3.7
highest amongst the Indian Refineries as shown in Fig. 4.1.5. 7.5
4.1
11.6
9.2
8.9
0.0 -1.2
BORL BPCL HPCL IOCL CPCL MRPL RIL-0.2
-5.0
2017-18 2018-19 2019-20
Fig 4.1.5
IMS Apex Management review meeting: Conducted on a quarterly basis chaired by the Managing Director. Refinery
performance with respect to quality, environment, occupational health & safety and energy are reviewed and continual
improvement actions are identified.
4.1.c Performance improvement
4.1.c (1) Future Performance
As mentioned above reviews are held at various frequencies wherein the reasons for the deviations are discussed, analyzed and
appropriate corrective actions for future
performance are identified along with the impact of
these corrections. Feasibility study has also Feasibility study is being
The impact of these corrections is also projected for been carried out for 15 carried out for low cost 12
the quarter and for the full financial year. New MMTPA refinery and
projects for product quality improvement, petrochemical complex. MMTPA refinery and
enhanced customer satisfaction, safety petrochemical complex
enhancement and reliability improvement are for future expansion.
identified after detailed discussions and brain-
storming sessions during these review meetings.
The Key performance projection for long-term
planning is shown below. A yearly business plan
covers the short-term & medium-term plans. These projections are based on the co-created vision, strategic plans, benchmarks,
market requirement, demand & supply projections. The yearly performance of BORL is evaluated based on the various
parameters approved by the Board. Future projections of BORL for the next Five years -
Refinery expansion to 15MMTPA with full-fledged petrochemicals to diversify product portfolio or Refinery expansion
to 12MMTPA with the production of major petrochemical as Polypropylene.
Maximization of BS-VI grade gasoline production by utilizing additional naphtha available from Hydrogen Unit (HGU)
feed replacement with Natural gas to increase refinery margin.
Production of ethanol by using HGU off-gases with novel technologies like bio-fermentation.
A 356 Km long cross-country multi-product petroleum pipeline of 18” dia. from its Bina Despatch Terminal
to Panki POL terminal (Kanpur).
Diversification for product portfolio for addition of specialty products such as Hexane, Mineral Turpentine Oil, Low
Aromatic & Narrow Cut Kerosene Solvents, Pentanes and Bitumen.
4.1.c (2) Continuous Improvement & Innovation
Continual improvement plans and innovation targets are taken following the PDCA cycle. Under the Integrated Management
System, a half-yearly internal audit is carried out for all facilities and the performance of QEHS&E is evaluated for compliance
and continual improvement. Continual improvement and innovation measures identified as part of the company objective, are
deployed to various work groups and individual employees as Key Performance measures as part of the Performance
Management System (PMS). Any relevant measure with respect contractor and suppliers are implemented as part of the vendor
effectiveness evaluation and tendering process.
The gaps identified during the performance reviews are considered as opportunities for improvement and prioritized actions
are initiated. In fact, many of the improvement projects are an offshoot of such gap identification. New ideas emanating out of
schemes like “IDEA” & “RISE”, which encourage creativity and innovation among employees. Outcomes of “IDEA” &
“RISE” implemented as a part of the continuous improvement process. Contractor performance review meetings platform is
utilized to align them to business needs & priorities arising out of the business plan review
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4.2. Information and Knowledge Management:
4.2.a Data and Information
4.2.a (1) Quality
BORL management has always regarded data/information as the source of all the knowledge and therefore has always paid
utmost priority to the quality and accessibility of the information. BORL considered information as the source of all our
analysis which helps us in making business decisions and system improvements. Most of this data/information is the outcome
of various processes and systems under operation. Considering this, BORL has taken due care since inception during the design
stage. Systems and processes are designed in such a way that information generated is validated at each stage and automatically
recorded without any manual interface/intervention. This plant information is extracted from various field instruments/
equipment installed all around the plant and integrated to plant information/digital control system. These instrument/ equipment
are calibration at regular intervals on a routine basis to ensure the correctness of the information. This information is stored in
various storage systems which also cannot be manually intruded. One example of such a system is “Exaquantum” which is an
automated system integrated with process plant which records and stores all plant information at all the times. Access to the
information is restricted by the way of providing read-only access, that too, only to authorized persons based on the job profile.
This ensures the data accuracy, validity, integrity, reliability and currency of the information all the time. Further, there is other
technical information obtained from our process licensors, suppliers and partners. Technical Documentation requirement is
defined in the “Process Safety Information” element of Process Safety Management (PSM). Accuracy, validity, reliability and
currency of data are validated in the Mechanical Integrity & Quality Assurance element of PSM. All information is analyzed
for future references/analysis as and when needed. Access of this data is available only to the authorized persons based on their
job profile. Most of this data is stored in the electronic form beside a few which is available in the hard form. As most of the
information is available in electronic form, Laptops/access to laptops/desktops is provided to all employees for quick access to
information.
4.2.a (2) Availability
Data and information are made available at various information centers to employees & partners. Information from various
sources is collected and maintained at various places based on the category of information and its usability. Individuals have
been provided access to this information based on their job profile. The information is updated on a regular/real time basis to
ensure that only updated information is available at all times.
Formal process i.e. Management of Change (MOC) is formulated at the organizational level to ensure that any change to the
existing technical drawings/documents is carried out through proper authorization only. Information is made available to
employees/partners through various easily available platforms described in Table 4.2.1.
Information center Details
Documentation and Drawing Center Well-equipped documentation center containing technical documents like
Engineering Documents Management Operations & Maintenance manuals, Technical drawings and datasheets etc.
System (EDMS) Access to the documentation center is available to all employees.
Engineering Documents Management System (EDMS) stores all technical
SAP System documents and drawings in electronic form plant wise to provide fast & easy access
to authorized employees.
Digital Library SAP system contains critical information on Sales, Operations, Maintenance,
SharePoint Portal Procurement & Contracts, Projects, HRMS, Finance and Accounts etc. Access to
SAP information is duly restricted and only authorized persons are provided access.
Laboratory Information Management User accounts are mapped as per the Manual of Authorities of the company to
System (LIMS) ensure the information is available to the only authorized persons.
Standards and codes (like ASME, ASTM etc.) in digital form are available for
EXAQUANTUM reference and access by all
BORL has implemented knowledge management portals using SharePoint for
Asset Integrity Management System every department in which all technical and functional related documents are
(AIMS) available to all the authorized employees over the web at anytime, anywhere.
LIMS is implemented for finished/intermediate product samples test records. LIMS
helps in monitoring the quality of all product deliveries before it is dispatched. All
laboratory instruments are calibrated and data input in LIMS is through
authorization only
Online transmission of critical process data and storage of the same for analysis
and decision making for improvement of process reliability and productivity.
Exaquantum captures information from the plant to provide accurate data like tank
inventory, production, deliveries, yield etc. This enables the availability of process
data on a real-time basis.
AIMS is implemented to provide anytime, anywhere view of assets, it’s state and
health. AIMS captures information from various platforms like SAP, Exaquantum,
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Information center Details
Asset Manager and LIMS which provides centralized access for ease in decision
BORL website (www.borl.in) making and formulating business strategy.
Newsletters e.g. Suraksha, Samvaad BORL website provides extensive information about the organization which can
etc. be accessed by the public. This website is updated on regular basis to ensure that
Company Broadcast e.g. cyber the latest information is available on the website.
Security / Learning. Various Newsletters like Suraksha (on safety awareness), Safety Beacons,
Incident Analysis Booklet Samvaad (on general awareness of company) are prepared on regular basis and
Development report distributed to all employees.
BORL Intranet Company Broadcasts are issued through e-mails to spread awareness on various
issues like general information, cyber security, health awareness during, pandemic
Contract Man Management System situation guidelines etc.
e-Tender portal Incident Analysis Booklet is circuited to spread awareness on incidents and
MPPCB / CPCB learning.
Knowledge & experience acquired in critical areas of processing is documented in
a book called “Development Report” which is being compiled annually since 2014.
BORL Intranet is the source of all in-house applications and development. General
information related to the organization is available here and only duly authorized
employees to have access to the information as per job profile.
Access is provided to Contractors to upload their manpower and other statutory
details on the online portal. Contractor information is updated and stored for future
business requirements.
BORL is following e-tender processes and 100% compliance is ensured. e-Tender
access is provided to all the registered vendors and service providers.
Online data access related to stack emission and ambient air quality is provided to
MPPCB and CPCB on real-time basis.
Table 4.2.1
The information available on the above platforms is regularly maintained and only authorized persons are allowed to access
based on their job profile. Further, access to these platforms is restricted through password protection.
Use of Information Technology:
Considering most of the data and information are available in electronic form, a robust IT system has become an integral part
of our business practices and its availability is maintained on 24 X 7 basis. BORL ensures procurement of most safe, user-
friendly, reliable and suitable Hardware and Software. Procurement is done considering various parameters like Gartner expert
advice, magic quadrant ARC, evaluation of vendors, reputed brands, experience in the market, proven track record, 24 X 7
maintenance support, replacement of parts in shorts cycle, warranty and guarantee, Annual maintenance contract with defined
SLA’s to ensure systems are reliable and user friendly. To ensure the services are highly secured, every server is hardened,
security patches are applied regularly, antivirus is updated on daily basis. Replacement of hardware as per the cycle time,
frequent auditing, daily server health monitoring is carried out.
Laptops/desktops are passwords protected with screen lock after an idle time. USB ports are disabled across all systems for
data security. The only company provided systems are allowed to be connected to the BORL network. The storing mechanism
is Disk-Disk-Tape (DDT), which implies that data is stored in two different repositories (disk & disk) prior to getting finally
stored in Tape.
Process information and control system is secured in a blast-proof control room to ensure that data is safe even in case of
accident/emergency. Most of the data is stored in a dedicated on premises storage system available at the IT data center. IT
data center/server room is strategically located in the township (situated 3 km away from refinery) and near-disaster recovery
(NDR) center is located inside the refinery. Unauthorized entry to IT data center/NDR is strictly prohibited. Further, data back-
up on daily, weekly and fortnightly basis is taken to ensure that there is no/minimal loss of data/information in case of
unforeseen exigency, if arises.
4.2.b Organizational Knowledge:
4.2.b (1) Knowledge Management:
BORL has multiple repositories of knowledge, which are referred by employees for their operational needs and knowledge
enhancement. Various knowledge sources are shown in Table 4.2.2.
Central Documentation Centre Project-Wise software EDMS Share Point Portal
Incident Analysis Booklet Learning Management System Animation and Videos
Company Broadcast e.g. Healthy Bites. Newsletters e.g. Suraksha Development report
Knowledge sharing sessions Seminar and Conferences Websites
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Process Safety Management Display boards Magazines e.g. Samvaad
AIMS LIMS APC
Spiral Crude Assay Digital Library Dash Boards
SAP EXAQUANTUM GE-Asset Manager
Monthly Plant Report AFPM Management Information System
Table 4.2.2
The above sources generate a huge amount of data and information such as texts, data tables, reports, videos etc. which are
critical for the organization. All this information is stored in various inbuilt systems and separate dedicated storage maintained
by BORL. This information is analyzed by using various automated systems. One such system is Advance Process Control
(APC) that analyses the data and generates the reports/results which helps in making business decisions. There are many other
such systems which analyses the data and provide results/reports to help the individual in the decision making. Most of the data
are analyzed using such systems and their results are used by authorized persons for further analysis and decision making.
Proper training based on the job roles and profile is imparted to these persons to ensure that data are properly analyzed in
making decisions.
The information available on the above platforms is regularly updated. BORL email policy/IT security system validates and
ensures that only information which is authorized is sent outside the organization. In coming/outgoing information is screened
which is in-appropriate is filtered and notifications are sent to the sender/recipient.
BORL is having a state of the art training center equipped with audio visual facilities to impart training to its workforce and
service providers. BORL is also organizing online training to ensure that its employee avails the best training through digital
platforms. Training effectiveness is driven in two ways: One is the identification of the right training needs and thereby
delivering the right training to the right person. The second is to have effective delivery of training which results in real-time
knowledge enhancement, behavioral improvement and positive impact on business results. Functional training are accompanied
by a pre-training and post-training assessment to pin-point learning outcomes from the training. To gauge the effectiveness of
the training, feedback from the reporting manager/HOD is taken.
Sensing the increasing demand in the region BORL had taken up a capacity enhancement project that was completed in Oct-
2018. The crude processing capacity was increased from 6.0 MMTPA to 7.8 MMTPA. One of the most complex projects ever
executed in petroleum industries where extensive modifications were carried out in the running unit with utmost care & safety.
The project was completed within scheduled & approved cost without any LTI. The timely commissioning of the Modular
Penex unit helped in processing the additional naphtha generated to increase MS production. Innovative project management
that has become a benchmark and is being replicated in other organizations wherein a complete new unit was engineered,
constructed transported and erected within an operating unit following the modularization approach.
4.2.b (2) Best Practices:
BORL is continuously looking around to identify and adopt all the best practices to the extent applicable. BORL is measuring
its performance w.r.t. set standards. Based on the discussion held during the business plan review meeting, the action plan is
percolated down the line by the respective HOD’s. Departmental KRA’s are identified and individual performance is linked to
these objectives. Performance and areas of improvement are communicated to all employees through the intranet / corporate
broadcast. The breakthrough performance of any particular team is highlighted in this communication to motivate them for
scaling newer heights.
In addition to this, senior management encourages participation in seminars/conferences/meets to provide a platform to share
the knowledge and best practices across the industry. A typical example is the Synergy meets organized within BPCL Group
refineries, wherein various best practices/learnings/innovations etc. followed at one refinery are discussed and identified for
implementation at other refineries. BORL also participates in the Center for High Technologies (CHT) meet, Refinery
Technology Meet (RTM), Federation of Indian Petroleum Industry (FIPI), Oil Industry Safety Directives (OISD) meets etc.
which give the opportunity to share and learn across the industry. Few of the best practices followed are mentioned below.
Idea Award / Suggestion Scheme: This award/scheme is conducted on annual basis to encourage employees in providing
and implementing new ideas/innovations.
Advance Process Control (APC): BORL has implemented APC to optimize the plant operation. APC is a proven
technology helps in operating plants is an efficient way.
Asset Integrity Management System (AIMS): AIMS is implemented to provide anytime, anywhere view of assets, state
and health.
Inter-Departmental Competitions: BORL organizes inter-departmental competitions such as are Housekeeping & Safety
award, Group Safety award etc., to spread general awareness and motivate workforce.
Development Report: Knowledge and experience acquired in critical areas is documented in “Development Report”.
Action Taken Report (ATR): System is a workflow-based application developed mainly to capture the ATR’s on incidents
and audits which helps to track the status of actions for each department.
Digital Turn Around: Digital turnaround is used to efficiently plan the turnaround.
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