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T-Pulse: For online streaming of jobs and safety at work, digital intervention for COVID-19 such as social distancing and
masking.
Drones: Safety surveillance of high-risk jobs, stack inspection and housekeeping are carried out by drones.
Tool Box Talk: Tool Box talks are being conducted at the site on daily basis before the start of the job to discuss job safety
aspects.
IT Enabled Applications: Number of IT-enabled processes are developed in-house to ensure centralized information
availability and ease of work process.
Details of few of the applications are mentioned under Table 4.2.3.
Application Details
License Tracking System Track the expiry/renewal process of statutory permissions/licenses
E-work permit system Issuance/tracking of work permits online
Management of Change (MOC) For changes implementation
AIMS application A platform for third party software interface
Attendance System Maintains records of attendance, entry/exit time, leave records
E-Interlock by-pass authorization Ensure by-pass authorization is done prior to any by-pass.
The material in & out System To ensure that materials entry/exit is made through the proper system.
Capex Approval application All Capital investment proposals are routed through well-laid process.
IT FM Help Desk application All IT issues/requirements are tracked through the application
Service Provider Registration Online registration for service providers
Contract Tracking System Contract management system
LIMS Samples quality & test record management
Table 4.2.3
Likewise, BORL is handling various other applications, which are an integral part of our day to day activities. These
applications enable easy access, maintenance and quick retrieval of information. Access to all these applications is based on
the job profile.
4.2.b (3) Organizational Learning:
Organizational learning has been one of the key objectives of BORL to ensure organization development along with the
development of its stakeholders/partners. BORL has well established Training Center which ensure to provide training to all
employees as per individual job profile and individual competencies. Employee competencies are mapped to Performance
evaluation system and also the part of individual KRA to identify training needs.
BORL management always encourages new ideas/creativities in executing jobs. “IDEA Awards” is one of such platforms
where ideas are implemented by employees in carrying out their work in a new or creative / innovative way and has resulted
in the ease of operation/cost saving/improved safety/operational reliability etc. These ideas are evaluated and the best ideas are
awarded to further encourage employees. Similarly, “CREATIVE STROKES” is also a platform to seek employee participation
in providing creative ideas to solve the problems/issues at the source. There is various evidence available where employee’s
ideas/suggestions have resulted in the considerable financial savings/operational easiness/enhanced safety.
Regular knowledge sharing sessions based on various knowledge acquired during the course of day-to-day activities are done
at the departmental level. Records of key learnings are maintained at Share Portal.
Incident Reporting and Investigation System (IRIS) is used to record incidents and further investigations are carried out to find
out route cause to avoid recurrence of the same.
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5. Workforce
5.1. Workforce Environment
5.1.a Workforce Capability and Capacity
5.1.a (1) Capability and Capacity Needs
BORL has a very young, vibrant and dynamic workforce having cosmopolitan culture since recruitments take place through
numbers of educational institutions across the country. BORL offers a healthy work life balance. BORL puts special emphasis
on recruitment, training and retaining quality engineers and other professionals leading to capable knowledge pool. This
establishment is segregated into various departments under the Four job-groups as Table 5.1.1.
I. Assistant Engineer (AE) / Assistant Officer (AO) / Assistant Technical Officer (ATO)
II. Management Trainee (MT) / Assistant Manager (AM) / Deputy Manager (DM)
III. Manager (Mgr.) / Senior Manager (Sr. Mgr.) / Assistant Vice President (AVP)
IV. Vice President (VP) / Joint Senior Vice President (JSVP) / Senior Vice President (Sr. VP)
Table 5.1.1
The staffing level is governed by the above structure and on a need basis catering to the attrition, recruitment of new manpower
is undertaken. The recruitment of new manpower is envisaged into a particular level based on:
(a) Attrition effected,
(b) Departmental strength against the approved establishment,
(c) Projection of campus recruitment i.e. Fresher/Management Trainee, and
(d) Anticipated attrition.
The campus recruitment drive to recruit Management Trainees are also assessed considering multiple variables pertaining to a
department, like: (a) average attrition in an FY under the job-group MT-AM-DM and (b) projected internal movements in/out.
The ‘Capability’ development needs have been holistically assessed for the Management Trainees. This process has drawn-out
a 52-weeks learning journey for a Management Trainee and resulting in taking charge as Assistant Manager. The 52 week
learning journey comprises as shown in Table 5.1.2.
Learning Journey Model Remarks
Industry/Business Orientation Class-room with Site-visits Fire & Safety and other mandatory training
Field Orientation Program On the field training Interim one-to-one review on learnings by a panel
Mid-Term Review Written Assessment On the learnings
On-the-Job (domain specific) Appraiser-led One-to-one review on the learnings by a panel
Annual Review Written Assessment On the learnings
Panel Interview -
Table 5.1.2
The ‘Capacity’ needs are understood as all those KSAs (Knowledge, Skills and Attitude) required for an employee to perform
in the job-role. These needs have been identified for an employee by means of:
(A) Technical Training Framework
This is matrix drawn for the technical departments of
BORL, which maps training needs w.r.t. each job-
group. These training needs have been identified by
the Head of Department considering the aspects (i)
Current Role Performance (ii) Cross-Functional
Exposure (iii) Awareness.
(B) Competency-Based Learning Framework
As a structured approach to route & align employee
behavior with the organizational values, the senior
management along with the Managing Director of
the organization co-created and defined 12 BORL
Core Competencies as given in Fig. 5.1.3.
These ‘Competencies’ define the way people think, Fig. 5.1.3 – Business and People Competencies
behave and react in various day to day situations and
hence form the lifeblood of the organization. To ensure that the culture of the organization is well entrenched in its core
competencies, a Competency-Based Learning Framework comprising of Three Learning Labs (Fig. 5.1.4 & 5.1.5) i.e.
Workshop on Leading Self, Workshop on Leading Others and Workshop on Leading Business & Change has been
designed for the employees:
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BORL
Fig. 5.1.4 – Learning Labs Fig. 5.1.5 Workshop on Leading Self & Others
(C) Management Systems, Statutory and Organizational Requirements
BORL is certified under ISO 9001:2015; ISO 14001:2015; ISO 45001:2018 and ISO 50001:2018. To maintain the
standards expected under these certifications for Quality, Environment, Occupational Health & Safety and Energy
respectively. BORL has certified auditor and lead auditors, who conduct internal audits periodically to assess the work
process compliance. Employees are provided training on First Aid, Process Safety Management, Fire & Safety,
Scaffolding, DCS Panel, Aspen Hysis, Train the Trainer, etc. to improve the skill and enhance safety.
5.1.a. (2) New Workforce Members
Recruitment of Fresher’s through Campus Recruitment: BORL visits premier engineering institutions such as NIT,
Government Engineering Colleges, Reputed State Autonomous Colleges to conduct the campus recruitment drive. The process
of recruitment as shown in Fig. 5.1.6.
Intial screening of Written Assessment Shortlisting for All candidates from
candidates based on Comprises of Domain candidates for previous step, progress
CGPA for Written Psychometric
and Aptitude Assessment and Panel for panel interview
Assessment along with their
Interview
psychometric report
Fig. 5.1.6 - Steps in the recruitment process
The psychometric assessment is based out of big 5 Personality Traits, which assess the fitment to BORL Values and Behavioral
Expectations. This is gauged considering that the output of the report (Fig. 5.1.7) indicates how the candidate would react in
different situations.
Sample
Fig. 5.1.7 - Sample Psychometric Report
This process has resulted in improved integrity of the workforce, which is evident from the lower attrition rate (Fig. 5.1.8) &
improved transparency, sincerity and discipline. Employee Attrition Better
Recruitment of Lateral Candidates through Empaneled 30 25
Recruitment Consultants: BORL has empaneled number of
reputed recruitment consultants, through whom sourcing for 20 12 9 10 7
relevant job profiles is done. The job-description provided to the 10
consultants to source the right profile based on experience,
exposure and job-role. Profiles matched based on initial screening 0
are further evaluated by an empowered panel during the interview 2015-16 2016-17 2017-18 2018-19 2019-20
Fig 5.1.8
process. To have a diversely experienced professional at BORL, during lateral hiring participation from following industries
are ensured – Fertilizers, Other Refineries, Pharmaceuticals, Manufacturing Organizations, Licensors, Tanking Terminals, etc.
On-boarding of New Recruits ensuring Fitment into BORL Culture: The culture fitment is naturally undertaken by the
orientation of these recruits into the different work processes, systems, avenues for engagement, etc. that BORL has to provide.
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To describe few, below are the key points:
(i) The Yearly Goal Setting Process
Every new recruit is part of the goal-setting process from Day 1. The employee is required to align the personal goals with that
of the organizations goal/business plan (Fig. 5.1.9).
Fig. 5.1.9 – Cascading effect of Business Plan to Dept. Head to Individual KRA
This alignment of a personal goal, job-role and the organizational requirement is further addressed by the PMS process that
BORL adopts – The Balanced Score Card approach. This requires the employee to align the job-role requirement to the business
plan by classifying the Key Result Areas under the four pillars – (i) Customer (ii) Financial (iii) Internal Business Process and
(iv) Learning & Growth. An additional pillar named ‘Special Assignment’ is customized into the approach for adoption of
innovative new technology, groundbreaking and newer ways of doing things and experimentation or pilot projects. This drives
and maintains organizational focus on innovation and promotes the culture of out of box thinking by providing space for
experimentation to employees.
(ii) Orientation to the various Mandatory Work Processes / Systems
Employees are oriented on the Fire & Safety awareness training, regulations, hands-on live firefighting training, management
systems such as IMS, PSM, Environment, BORL Code, Conduct & Appeal Rules, departmental training, etc.
(iii) Engagement avenues such as:
(a) Participation in various technical forum (b) Participation in platforms fostering innovation such as the R.I.S.E (c) Enrolling
as team members under Focus Groups for RCAs, Special Project Reports, Management Committees etc.
Service Provider Workforce:
BORL has adopted the outsourcing model in various core and non-core departments in the refinery, COT and VBPL. Hence,
when we consider the workforce driving the business of BORL, the role of the service provider workforce is also very
important. BORL provides various engagement platforms for the service provider workforce to enable them to perform:
a) Fire & Safety Trainings,
b) Tool-Box-Talks for that workforce who work in the plant area
c) Subsidized Food Facilities
d) Participation in various rewards and recognition in many events organized by the BORL team such as Electrical Week,
National Safety Week., Oil & Gas Conservation Fortnight etc.
e) Participation in many events in other places which are organized by the statutory authorities such as the labour welfare
officer etc.
Their engagement at work also leads to productive output for BORL.
5.1.a. (3) Workforce Change Management
Change is essential for businesses to grow, expand
and thrive. BORL business plan spells out
objectives, concrete goals, accomplishment and
detailed plan to adopt the changes. For any new
changes in business as well as any sudden changes,
such as recent COVID 19. The work to home
strategy, staggered timings, monitoring of health,
Meetings on Microsoft Teams (Fig. 5.1.10),
Training on Virtual Platforms, quarantine policy
with in residential campus of the company was
easily perpetuate by the employees. The new
changes generally adopted by forming a task force Fig. 5.1.10 – Meetings on virtual platforms
having employee’s different departments work
cohesively and also each employee will gain new knowledge /learning etc. This will help the employee to take charge of new
roles easily and accept the changes.
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In the past shutdowns and also in June 2020, frequent communication meetings are conducted by the HODs to share the
previous learning and also provide guidance to employees. In the recent shutdown in the month of June 2020, BORL engineers
show the example of the adoption of changes by successfully completing the shutdown and maintaining each and every step of
prevention of COVID-19. To understand the importance of Business communication in the organization for the junior level
staff, BORL tie-up with Aao Seekho, Indore to provide online English Language training. The L& D department with the help
of employees organizes various awareness session/latest knowledge programs such as Finance for Non-Finance, Legal
Awareness Contract Management, Compliance of Contractor’s so that employees will update on new norms/laws etc.
In order to ensure continuity, BORL maintains bench strength in core areas for positions at a higher attrition level. BORL
provides cross-functional training to its employees. Also, various cross-functional teams are formed for carrying out certain
projects of strategic importance to the organization e.g. PSM. Working in such diverse teams, employees get an understanding
of different job roles in different departments.
Also, to enhance the resilience of the organization in case of workforce reductions, it is a continuous endeavor of BORL to
move to systems based approach rather than a person based approach. For this purpose, BORL continuously reviewed the
online platforms and done the changes with the new requirement. Certain modification is done in an online Contract Man
Management System for all contract manpower related procedures and processes; online Employee Health Management
System; along with online Performance Management System.
Contract Man Management System
CMMS is a comprehensive online application with five different modules. Each module has a defined process flow with role-
based approval and communication among various role holders. Various role holders – Contractor, HR, OHC, F&S and Line
Manager can access the application. CMMS has been put in place for an effective, efficient and legally compliant way of
managing contractors and their manpower. Various modules – Gate Pass and Manpower Authorization, HR Clearance,
Grievance, Communication Tool and Compliance Calendar promotes synergies among the various process. System ensures
that skill of the workforce, medical fitness, mandatory safety training and police verification of the workforce. This is one of
the best applications in Oil & Gas Industry bringing various procedural and regulatory aspects of the contractor and its
manpower under one umbrella.
Employee Health Management System (EHMS)
EHMS tracks the status of employee’s Periodic Medical Examination and maintains a record of all the medical history of
employees. Employees can also upload the reports of their medical examination and treatment availed of outside the refinery.
Such a systems-based approach reflects our preparedness to remain agile and adapt to changes in the business environment. It
also reduces the dependence of specific job holders and hence makes the organization more resilient to internal and external
shocks.
5.1.a. (4) Work Accomplishment
The business plan of the organization is finalized for a financial year on the basis of long-term strategic aims. This business
plan is cascaded down to determine departmental goals and individual KRAs – Goal Setting Process. This exercise makes sure
that the organization, departments and individuals commit themselves to organizational goals. The same is reviewed by the top
management on a quarterly basis. The mid-term appraisal of employees, along with one-to-one feedback, ensures that
employees are on the track of achieving their goals. The cascading of goals from top to bottom ensures that adequate focus is
maintained on all the aspects of the organization’s strategic objectives.
To create an environment of healthy competition and maintain a continuous focus on goals, wide communication of business
plans is made through the intranet. Top management regularly appreciates and informs all employees of achievements made
by different departments and verticals.
5.1.b Workforce Climate
5.1.b. (1) Workplace Environment
BORL has defined, documented and communicated a written QEHS policy in line with corporate business philosophy, policies
and standards requirements. To achieve its objectives, we have:
Complied with all applicable legislation and other requirements
Maintained consistent focus on technology, asset integrity and QEHS aspects at the planning and operational levels
Ensured effective management of Energy and Resources
Institutionalized EHS hazard and risk assessment methodologies, pollution prevention and waste management
Implemented an effective response plan for potential emergency scenarios
In addition to the above we periodically review the sustainability, adequacy and effectiveness of our Integrated Management
Systems to drive continual improvement in an auditable manner. A few of the innovations in this field are as given below:
Fire Fighting Training Ground Facility – Constructed in an 8000 Square meters’ open ground. It consists of 14 modules for
facilitating hands-on training. Modules are provided to simulate various fire and rescue scenarios possible in the hydrocarbon
industry.
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Process Safety Management (PSM) – Covering all aspects of process risks, this system involves the proactive identification,
assessment and control of hazards in our company.
Pillar 1
Pillar 2
Pillar 3
Pillar 4
Building Safety Management Process Safety Operational
Culture Support and Management Discipline
Commitment
Bharat Oman Safety Observation Process (BOSOP) – A behavior-based safety program is implemented, which strengthen
our commitment to safety. It helps in preventing unsafe acts – not by penalizing or rewarding – but by improving workplace
conditions, working procedures and by identifying and eliminating unsafe behavior (Fig. 5.1.11)
Safety perception Survey (%)
100 99.8 99.8
97.1 96.1 94.2
100
80 62.2 68.6 61.2
60
40
20
0
Top Mgt Middle Mgt Junior Mgt
2013 2014 2017
Fig. 5.1.11 - BOSOP 6 Steps Process Fig. 5.1.12
Safety Perception Survey by National Safety Council – The objectives of the survey were to assess safety awareness levels
of different categories of employees, to highlight the areas of strengths & weaknesses and to recommend areas as well as
methodologies for safety culture improvement (Fig. 5.1.12).
Internal Safety Audit as per OISD – The internal audit is conducted as per the guidelines mentioned in OISD-145. The multi-
disciplinary audit team is constituted by the Head - Manufacturing to carry out an internal safety audit of all installations of
BORL every year. The audit is conducted on a yearly basis where teams are led by Senior Management representatives.
Internal QEEHS Audit as per IMS – Regular audit conducted for the confirmation of various standards and set procedures.
Internal IMS auditors are selected on the basis of training and certification as per ISO 9001:2015; ISO 14001:2015; ISO
45001:2018 and ISO 50001:2018. The independence of the internal auditors is always maintained. The objectives of the audit
include:
Conformity Assessment of IMS with ISO 9001:2015; ISO 14001:2015; ISO 45001:2018 and ISO 50001:2018
Effectiveness of Implementation and Maintenance of all standards, policies and procedures.
Identification of IMS Documentation, Implementation and Improvement Opportunities
To communicate Audit Findings to Top Management through Management Representative (MR)-IMS
At BORL, HSE is considered as a line function where the line managers are fully committed towards HSE activities. The
activities undertaken by the line managers are as follows:
Safe executions of jobs in compliance with work permit requirements.
Conducting Job Safety Analysis (JSA) and Risk Assessment (RA) for all critical activities.
Ensuring PPE compliance at the workplace
Ensuring good housekeeping in their departments/sections
Segregation of waste in respective sections and timely disposal
Regular leak checking and timely rectification.
Ensure timely periodic medical examination of all.
Ensure that persons posted in high-risk jobs are medically examined for specific hazards.
Provision of first aid services on-site by certified first aiders.
Online continuous monitoring of Heater/ furnace stacks, effluent and ambient air quality.
Security – Security cover is provided to all facilities of BORL. As per the Intelligence Bureau (I.B.) inputs, all Oil Industries
are vulnerable to terrorist attacks & sabotage. The security arrangements at BORL consist of two layers of cover provided by
Madhya Pradesh State Industrial Security Force (SISF) and Private Security Agency with Quick Response Team for effective
protection from terrorist attack & sabotage. This is further strengthened by Solar Power Fence throughout the Perimeter wall,
CCTV Video Surveillance System, Access Control System at all the Gates and Physical Security procedures like search &
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frisking of Man, Material and vehicle. BORL and the surrounding one kilometer area have also been declared as a ‘Prohibited
Place’. Security arrangement at COT Vadinar and VBPL is also in place to deal with any security exigency.
Health – BORL is committed to providing a healthy workplace to its workforce as well as working conditions congenial for
health promotion. Essential amenities like adequate and well-maintained sanitation facilities, drinking water facilities, canteens,
housekeeping services and pest control services are in place. Automation of the closed-loop processes ensures the restriction
of the physical and chemical health hazards well within the acceptable limits, which is assessed & verified periodically. The
health of workers is periodically monitored to assess for the occupational as well as lifestyle diseases. Services of the
Occupational Health Center are available 24*7 along with onsite ambulance services. In order to promote a healthy lifestyle,
an integrated program “CLIP – Community Lifestyle Intervention Programed is in place.
5.1.b. (2) Workplace Benefits and Policies
BORL believes in diversity at the workplace and provides various polices cater to the requirement of the various segment of
workforce. All the major policies a effecting the employee in their life cycle are captured in the HR manual and published on
the BORL intranet.
Key benefits and policies
(1) 3 days of Joining Leaves (4) Customized Holiday List for Bina, Mumbai (7) Extra Compensation, Shift
and Vadinar Locations Allowance, Tanker allowance
(2) Paternity Leaves - 7 days / (5) Transit House Facility at Bhopal, Hostel
Maternity Leaves - 180 d Facility at Kota for Employee’s Children
(3) Working Hours - 45 hours for (6) Remote Location Allowance for Bina and
General Shift Employees Vadinar Location Employees
5.2 Workforce Engagement
5.2.a Assessment of Workforce Engagement
5.2.a (1) Drivers of Engagement
BORL recognizes the importance of engagement with its workforce and has launched several schemes through which a
connection is established between the management and the employees.
a) The senior management of the organization and employees connects through regular town-hall meets (Fig. 5.2.1), corporate
broadcasts on the business performance, quarterly business plan reviews, every major shut-down learning discussion forums
etc.
b) The engagement also happens in several different forms through which the voice of every employee is heard by the
management of the company. Every unit/area conducts a monthly meeting on safety in which every person from the
department is shared to express his opinions and views on improving the safety aspects in his respective vertical.
c) Additionally, for the employees at large, different sections of BORL such as Safety, Energy, Environment, Maintenance
Teams organize dedicated weeks where-in various inter-departmental competitions are organized for employees as well as
service providers. Such weeks also engage the township residents drawing enthusiasm from the wards of employees.
d) An interactive forum with the HR through departmental connect meetings, cluster meetings in the township (Fig. 5.2.2),
where not only the employees but also their families discuss with HR representatives on the facilities and arrangements
available in the residential complex once in a year.
e) Quarterly Magazine ‘Suraksha’ and ‘Samvaad’ gives opportunities to employees to participate and share their thoughts.
Fig. 5.2.1: Town hall meetings Fig. 5.2.2 Cluster Meetings
Apart from this, through regular cultural and social events and gatherings employees and their families are engaged. Company
performance celebrations are also conducted from time to time involving employees and their families. Celebrating employees’
birthdays and marriage anniversaries, involving their family members, is a regular feature.
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5.2.a (2) Assessment of Engagement
From time to time, Employee connects surveys are conducted to measure the feel and satisfaction of employees with respect
to HR policies, practices and services. Actionable items are drawn out of the responses gathered and these are then
implemented. Implementation of Exit Interview findings benefited increased employee engagement and alignment and also
reduced employee turnover. Employee engagement feedback helped in achieving various strategic objectives of the
organization. This has been thoroughly leveraged in various tasks undertaken by the organization.
5.2.b Organizational Culture
BORL believes in open organization culture and nurtures its employees to motivate and participate in the growth of the
organization. Diverse professionals and experts from various disciplines, backgrounds, cultures and geographies work together
as one BORL Team. Involvement of each stakeholder, service providers, suppliers etc.in every aspect of the growth of this
refinery. The organization promotes a safety culture to each employee, service providers, contractors and suppliers etc.
We recognise the role played by rewards & recognitions in motivating our colleagues. To this end, we have created a culture
of rewards and appreciation through the celebration of various achievements and recognising the contributions behind such
success. There are reward schemes for individuals and teams excelling in their work, as well as, awards for special
events/competitions where employees can demonstrate their competence and skills.
Far removed from the buzz of cities, our township is the epitome of serenity, natural beauty and close community living. A
range of welfare and recreation facilities including school, hospital and social clubs are provided at the townships to enhance
the quality of life & the well-being of employees and their families. An entire gamut of benefits, from joining leave to post-
retirement medical benefits are extended to employees to meet any exigency that may arise in a person's life. Recently, COVID-
19, BORL reconnected ex-employees and send messages to stay safe which was appreciated by all. Further, BORL took steps
to first understand the current climate being experienced by its employees. For this, BORL collaborated with Korn Ferry Hay
Group to utilize their assessment tools namely the ‘Inventory of leadership Styles’ and the ‘Organizational Climate Survey’.
These tools are designed to understand the leadership style deployed by the current line of BORL leaders and the climate that
gets generated in their teams and in BORL thereby.
Recognition Involvement Scheme for Employees (RISE)
Aimed at creating an environment and culture of creativity, innovation and
participation the scheme provides a platform to all employees where each
nascent idea is carefully nurtured and its true potential is unlocked. The RISE
scheme (Fig. 5.2.3) is rolled out on yearly basis. The ideas submitted by
employees are categorized as below:
Creative Stroke
These are the Ideas that have already been implemented on the field. These are
the ideas that get generated on the field while solving specific problems and are Fig. 5.2.3 RISE Scheme
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 at a nascent stage currently but can be nurtured, developed and implemented. If implemented, these
ideas can be 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 ideas and thoughts of all the employees can reach the highest level and be discussed and deliberated by the
top management.
Knowledge Sharing Sessions
Peer to peer learning is one of the important aspects of an organizational learning strategy. BORL has formal such knowledge
sharing sessions through the P2P model where an opportunity is provided for anyone to share his learnings on technology or
equipment that he has worked on. This initiative helps the growth of the employee who is getting trained and also the trainer
gets more confidence in the subject that he is teaching.
5.2.c Performance Management and Development
5.2.c (1) Performance Management
BORL has implemented a digital HRMS portal that takes care of the performance systems. The PMS system is designed in a
way that it differentiates performance and incentivize superior performance. As mentioned earlier, BORL has adopted the
Balanced Score Card (BSC) approach to its PMS which ensures adequate concentration on all the lead and lag factors that are
of crucial concern for the organization.
During the annual appraisal process, reporting managers of employees rate them on their KRAs, Competencies and General
Attributes (behavioral). This is further reviewed by the reviewer who is usually the Head of the Department. Moderation
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committees consisting of HODs, finally moderate the performance ratings of all employees and fit it into a bell curve based on
the available resource for total payout. The performance ratings of employees are directly linked to CTC revision, performance
linked variable pay and progressions. Hence the PMS makes sure that a high-performance culture is fostered in the organization.
At each stage of the PMS, i.e. the Goal (KRA) setting process, Mid Term Appraisal, Annual Appraisal and the feedback
sessions with employees during these appraisals, employee participation is ensured. All these stages of the PMS are essentially
two-way dialogues wherein the employee and his reporting manager, through mutual consultation and consensus build the
KRAs for the FY and arrive at a performance rating where the employee has the prerogative to self-assess own performance
on the agreed KRAs. This ensures workforce engagement in the PMS process.
Also, BORL uses multiple compensation, recognition, reward and incentive programs to reinforce high performance and safety
culture. There are various Safety Incentive schemes like the Core Group Safety Incentive and Safety Incentive for LTI Free
Days. Such incentive schemes have helped BORL in enhancing the safety culture and achieve 14 Million incident free man-
hours as 31st Aug’2020.
5.2.c. (2) Performance Development
Learning & Development is an important aspect of an employee’s growth and BORL provides an excellent opportunity for
people to grow and develop in the organization. The organizational learning strategy has been framed in a way that the
individual’s development plan to cater to his personal aspirations as well as the organizational needs is made the responsibility
of self and his manager. During the time of annual performance review every employee chooses the training area against which
his growth should be attained. This self-growth need identification is then concurred and agreed by his manager in view of the
overall organizational needs in the HRMS portal.
5.2.c (3) Learning and Development Effectiveness
The organizational learning strategy of BORL is framed considering the aspects of the learning and growth of every employee
in addition to the requirements of the overall organizational growth requirement.
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. This is taken care of through the robust TNI process as already elaborated. The second step is
to have effective delivery of training which results in real time knowledge enhancement, behavioral improvement and positive
impact on business results.
To this end, BORL closely monitors training effectiveness following Kirk Patrick Model. Reaction feedback to assess the feel-
good factor of the training content, the trainer and training environment are solicited from participants right after each training.
Also, the functional trainings are accompanied by a pre-training and post-training assessment to pin-point learning outcomes
from the training. After an interval of 3 months, feedback from reporting manager / HOD is taken on the following parameters:
Demonstration of understanding of the concept of the training through knowledge sharing (this ensures intra-departmental
knowledge sharing; broad-bases skills in the department and helps mitigate the risk of attrition)
Conscious efforts of employees to deploy learnings in the workplace
Demonstrated change in skills / knowledge / behavior
Post training based feedback received, actionable items are drawn out. Proactive steps like training content, delivery methods,
different facilitators and in certain cases re-training are organized. It is also to be noted that, with the adoption of Edtech
concepts, BORL is able to engage its employees in learning activities regularly. The learning has become a part of the job with
the use of nugget learning methods where the training happens for a duration of 2-3 hours in a day. This will help the employees
to attend the training program from their own desks and start working on their daily assigned jobs on completion of training.
Recently, training on electrical safety and a workshop on Managing Managers was delivered to BORL employees using
gamification.
5.2.c (4) Career Development
BORL promotes career development which is strategically linked with BORL current and future requirements. Career
development at BORL encompasses cross-functional role-exposure, challenging task-force assignments, interim role postings.
These are implemented considering the developmental needs of such employees with consistent performance over a certain
duration. The Organization structure is flat and promotes young force at the middle and senior levels. Consequently, this
promotes merit-based development and encourages one to envision their future years in BORL.
Close working relationships with peers & seniors, collaborative & supportive working ecosystem and informal work culture
are some of the facets of BORL which makes it an exciting organization to work for.
The succession planning at BORL aims at developing a second and third line of leaders in all departments and for all critical
positions in the organization. As part of the process, BORL has identified the parameters that determine the criticality of a
position. Critical positions are identified based on various parameters like:
• Positions significantly affecting key performance measures i.e. revenue, costs, quality, customer engagement etc.
• Important to achieving and executing strategic objectives of the organization
• Specialized Knowledge and expertise requirement
• Rare in market
• Single Incumbent
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6. Operations
6.1 Work Processes
6.1.a Product and Process Design
6.1.a (1) Determination of Product and Process requirements
Refinery configuration and performance characteristics are determined primarily by its location, capital investment, available
crude oils, product demand, product quality requirements, environmental regulations and standards, market specifications and
requirements for refined products. BORL design configuration is oriented to maximize middle distillate i.e. High Speed Diesel
(HSD). In order to maximize the desired product from established refinery configuration work processes are defined with
respect to objectives, inputs, outputs, activities, and resources.
6.1.a (2) Key Work Processes
Key work processes (6.1.1) are Process Output
Inputdesigned based on the concept as • Compatible Operating • Desired Product
hardware • Market
depicted in Fig6.1.2 & supported by • Desired Crude
best operational practices developed • Available • Quality & Environmental Specifications
over a period of time, key Constraints • Market Demand
Infrastructure
Fig 6.1.1: Work processes
technological up-gradation, strong
support of IT and strategic initiatives
are undertaken in line with vision and values. The key
requirement for these work processes are mentioned in Fig 6.1.3
6.1.a (3) Design Concepts
The product specifications are maintained as
mandated by the Bureau of Indian Standards (BIS) Safety Management • OISD, BIS, PNGRB & NFPA
norms. BIS upgrades the fuel specification System etc.
periodically which requires setting up a new
process facility with advanced design or Operation •Process licensors/Detail Design
operational changes to accommodate new Management consultant operating guidelines
specifications. The agility to accommodate the and in-house expertise
change in fuel specifications depends on design &
operating margins available in existing units. Products & Inventory •Industry Oil
The latest process technologies are considered Management System
after detailed evaluation for refinery configuration accounting
practices
after discussion & deliberation with in-house & Fig 6.1.2: Design concept
industry experts. The selection of products is done
through a detailed market study with respect to demand sustenance. In order to mitigate the risk of substitution of product
flexibility is built during the design stage if self. Efforts are made during design for manufacturing of highest grade & value-
added products to create value for customers and stakeholders. Work processes at BORL are designed considering the statutory,
legal, technical and all stakeholder’s requirement of the
industry. Safety Management
6.1.b Process Management and Improvement Work Permit, Interlock Management, IRIS,
MOC
6.1.b (1) Process Implementation
Key Performance Indicators (KPI) are defined for each key Operation Management
SOP's, Alarm Management, Process Safety
process at the beginning of the financial year which eventually
forms the organization’s Business Plan. All these KPIs are
further divided into different support processes which are Product & Inventory Management
Quantity and Quality
managed by dedicated sections of the department. All
individuals working in respective departments are responsible
for the completion of KPIs. These KPI’s are monitored
quarterly through apex level business plan meetings. Value Fig 6.1.3: Key requirements for work processes
Creation Process (VCP) in refinery ensures the accomplishment
of these deliverables related to KPIs. These VCP`s undergo improvements based on changing needs through continual
improvement processes, which cut across various functions. The strict monitoring vide control measures of the key work
process KPIs helps to measure the product quality and performance of man & machines. Key performance measures along with
control measures are mentioned in the table below:
VCP Input Process Requirements Key Performance Indicator Control Measures
Safety Employees, Zero accident and fire
Business incidents, employee and Compliance of observations (ISA e-Work permit system,
Partners & contractor awareness on
Experts safety systems & ESA`s), number of fire OISD, Factories Act, IRIS;
incidents, employee/contractor Mock drills, safety & first-
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VCP Input Process Requirements Key Performance Indicator Control Measures
accidents, first aid cases, near aid training, safety
misses, safety training man-days observers, PSM
Production Planning Quality, Product evacuation On-stream factor, product give Monitoring through SAP /
Process and
Scheduling plan, optimum yield, away, capacity utilization, No MES, production analysis,
Delivery BPCL
Process marketing manpower productivity re-processing LIMS data analysis
/BDT
Product delivery as per Minimum turnaround of trucks, Product availability, the
evacuation plan, improved wagons etc. product quality system supported product
logistics, adhering to quality certification for dispatch, inventory & dispatch order
and quantity requirements customer satisfaction level execution
Table 6.1.4: Key Work Processes
6.1.b (2) Support Processes
Support processes are devised to supplement the main key processes mentioned in 6.1.b (1). The KPIs defined in the main key
processes are further divided into support processes. As the overall business plan is divided into key work processes & support
work processes, the fulfilment of these work processes on day to day basis helps in achieving the overall business objective.
Key Performance Indicators (KPI) and control measures are defined for each support processes. The key support processes are
mentioned below,
• Maintenance Management: Maximum equipment reliability and availability
• Quality Management: Product quality, Equipment reliability, adherence to QMS, Inspection, Certification
• Procurement & Contracts Management: Inventory management and Contract services
• Human Resource: Succession planning, PMS, Training and development
• IS Management: System uptime, improvements in Software & Hardware, cyber security
• Finance: Budgeting, Expenditure monitoring, Financial Risk Management
• Technology: Operation, Process tech, Process Safety Management, Energy and Environment
• Projects and Engg: Project tech, Major projects and In-house Projects execution
Control measures defined for all support processes are monitored continuously. The monitoring frequency is defined for each
support processes. Details of Value Creation Process (VCP) support processes along with control measures are mentioned in
the table below:
VCP Input From Process Requirements KPI Control Measures
Maintenance Operations, Plant availability, reliability Equipment availability, Adherence to maintenance
Management Technology, improvement maintenance cost, schedule/inspection
Inspection, planned maintenance recommendations, skill
Quality Meeting customer upgradation, condition monitoring
Management F&S requirements, no deviation Conformance on AIMS, Adherence to QMS,
/ Assurance / Quality from specifications, quality, products NABL, DGCA, DGAQA,
audits, reliability enhancement specifications/ CEMILAC accreditations,
Advisory Marketing, standards, turn-around quality assurance systems &
Internal time inspection standards, effective
Customers utilization of LIMS, adherence
Lead time, to calibration schedule, IMS
Procurement Users from Provide services to internal vendor/contractor base, review meeting
& Contract various customers on time ensuring level of inventory Online inventory management,
Management reliability and quality at a adherence to best practices in
departments competitive price Software and hardware purchasing, inventory turnover,
IS & vendors System uptime, uptime, no. of online stock-outs, vendor`s QA systems
Management Users from improvements in software applications System reliability, response time
and hardware, to end-user/complaints, ERP
Human various IT support for customers, Employee productivity, resolution status, Effectiveness
Resource departments Cyber security employee training man- of firewall, user-level access
Management & OEM`s Return on human capital, days, employee attrition control system
internal customer rate, manpower cost, Implementation of effective
HR strategy, satisfaction, strategic skill investment on welfare PMS, reward & recognition
Internal development, enhancing and CSR activities system, adherence to training
employee satisfaction, calendar, manpower
customer`s training effectiveness, rationalization, career
requirements, conducive Organizational progressions & job rotation and
Climate, CSR, community perception, ethical
Statutory Boundary management practices
agencies,
Society
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VCP Input From Process Requirements KPI Control Measures
Finance Internal and Fund mobilization & Working capital, control Monitoring of inventory cost,
External
Technology customers managing funds, refinery on credit, overhead cost, operating cost, comparison of
Projects & Internal and performance analysis, operating cost, financial financial data with competitors,
Engineering External
customers statutory compliance, performance reports, budgetary controls, financial
Internal supplier/vendor/employees credit rating, insurance authorities, benchmarking,
customers,
Business plan satisfaction, risk premium automation in safety control
management systems
Process improvement, New technologies Customer feedback on products,
technology up-gradation, adoption, safe process safety audits,
process safety, energy &optimized process benchmarking, test runs,
conservation, EII / MBN / operation, environment troubleshooting and
VEI regulations compliance, technological solutions/
MOU targets improvements
Project completion within Project execution: plan Project progress review,
time and cost, incident free vs. actual, zero incidents adherence to Work procedures
execution
Table 6.1.5: Support Work Process
6.1.b (3) Product and Process Improvement
Product Improvement
As per Govt. of India Auto Fuel Policy, it was mandated to implement BS-VI fuels throughout the country by April-2020. In
order to produce 100% BS-VI MS and HSD from BORL refinery, a revamp of existing units carried out in the year 2018-19.
Prior to the revamp, BORL was pre-invested to meet BS-VI fuel requirements in markets before its competitors. BORL
strategies, advance planning and anticipation of Govt. policies helped to held pole position in the fuels market.
The company has undertaken the KHDS project as part of the kerosene minimization strategy. The unit will reduce sulphur
content in kerosene to less than 10 ppm to upgrade it to ATF & middle distillates, besides meeting the new sulphur specifications
of SKO.
BORL aspires to expand its refining capacity from 7.8 to 15.0 MMTPA and foray into petrochemicals by implementing Bina
Refinery Expansion and Petrochemicals (BREP) project. Towards this objective, BORL has carried out a petrochemical market
study, refinery configuration study and pre-feasibility study for developing overall project cost estimate. Simultaneously,
activities related to land identification/acquisition and studies to identify the infrastructure required for water storage are also
completed. Implementation of this expansion project shall help BORL to diversify product portfolio & remain competitive in
changing markets of fuels.
Process Improvement
Opportunities for improvements are identified through the suggestion scheme, RISE/ IDEA scheme, unit test runs, interaction
with licensors & other industries, etc. Integrated Management System and Energy Management System brings in structured
improvement methodologies. Implementation of opportunities for improvements helps in improving support processes,
particularly targeting cost reduction.
The Business plan emphasizes cost reduction measures without compromising quality. High potential innovations are
encouraged for implementation. The Refinery`s process capacity utilization is maximized over a period using available design
margins. Sharing of knowledge, experience and best practices are undertaken through several methodologies like, task force
reports, incident analysis reports, project development reports, departmental meetings & other communication modes.
As BORL operates in the most dynamic market conditions, the processes are continuously reviewed and upgraded or introduced
afresh to cater to the latest developments. The main drivers are CTQ (Critical to Quality), customer requirements, reduction of
variability to improve products and services, cost optimization, improvement in safety, productivity enhancement, etc. Key
inputs for work process improvements are derived from root cause analysis of various taskforces and their recommendations.
Benchmarking with international and national companies has been of tremendous help in identifying process improvement
areas. ISO certification, internal & external audits support the continual improvement process. In ISO certification various
procedures are reviewed and revised with changing needs.
The refinery configuration, which consists of many processes and sub-processes, are designed for specific crude oils and
product yields. However, in the last few years, due to crude market volatility, the Refinery process had to adapt itself to a crude
mix different than the design. In such circumstances, the processes are revisited and necessary changes are incorporated after
a systematic analysis through a process of test runs. This helps in building flexibility of processing streams, modifying the
treatment process to meet new specifications, converting tanks on one service to another depending on the changing demand,
adding additives and changing catalysts to meet product requirements etc.
Several examples of process improvements in Operations, Technology adoption, Maintenance Management, HSE, Integrated
Information System, Product Evacuation Management and other related areas of refinery operations have been/are being
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implemented at BORL. Process flowchart under ISO systems has helped in eliminating non-value-adding steps in various
processes. A structured review mechanism at both functional/departmental level is used for monitoring outcomes against
targets. Gaps are identified during these review mechanisms and improvement actions are initiated.
In addition, improvement opportunities, new technologies and new best operating practices to achieve superior business
performance are continuously explored and actions are taken accordingly. Improvements in value creation processes are also
ensured through cross-functional teams working on specific projects. Key improvements are achieved through developmental
reports, magazines, web-based support and synergy forums.
New technology incorporation for process improvement
BORL refinery continuously upgrades its facilities and process plants by incorporating new technologies for improved
performance. Whenever any new proposal is developed, whether it is major or minor, the value addition and the economic
feasibility is worked out prior to the decision for investment is taken. In the case of major facilities, pre-feasibility and detailed
feasibility reports are prepared, incorporating the demand/supply projections as well as the economic feasibility and the
appropriate investment decisions are taken.
With respect to selection of appropriate process technology, necessary input data based on the feedstock quality and product
specification are provided to various process licensors for the supply of appropriate technology. These technologies are
evaluated from various techno-commercial aspects to maximize the return and to add value to the customers. On evaluation
and before the final selection of the appropriate technology, the refinery also seeks the opinion from the other existing process
units with the same process technology in operation elsewhere to learn from their experience. After the final selection of the
appropriate technology, the basic design of the facilities is carried out to meet the internal and external customer requirements
as well as statutory requirements through joint discussions with all the concerned including engineering consultants, process
licensors etc. Subsequently, detailed engineering is carried out for the implementation of the facilities and commissioning
thereafter. Prior to the commissioning, training is provided to all concerned in operation, maintenance and inspection of the
facilities including trouble-shooting. As part of Process safety management, the Pre-Start-up Safety Review is mandatory for
all new facilities and existing facilities after major shutdowns. For every new facility being commissioned, a pre-commissioning
approval/audit is carried out through external institutions like PESO / OISD. The products from new process units are tested
as per standard procedure before they are introduced to the customers. Also, the performance guarantee test run (PGTR) of the
facility is carried out to validate the performance of the facilities.
The overall project is planned against a schedule based on various pre-defined milestones and the same is monitored during the
progress of the implementation. Prior to the commissioning of the facilities, operating manual containing standard procedures,
safety aspects, feedstock and product sampling methods, identification of critical process parameters etc. is prepared and
training is imparted to all concerned.
As part of the management information system (MIS) of new facilities, technical specifications, datasheets, engineering
drawings are preserved for internal use, study, maintenance, up-gradation of facilities and improvement in effectiveness,
efficiency, cycle time, cost, productivity, quality, safety, etc.
Key new technologies implemented at BORL are mentioned as follows:
Sr Description of Technology Objective Benefits
5.4 TPH MP steam Saving achieved
1 Hybrid Vacuum Ejector System in Energy Saving
5.2 MMkcal/hr energy saving achieved
vacuum column overhead
Flare gas recovery up to 1.3TPH
2 Pre-flash System installation in Energy Saving
Feed up to 27 wt.% CCR can be handled
CDU/VDU Advance completion by 9 months as
compared to the conventional method
3 Installation of Flare gas recovery Reduction of Flare losses 15.0 TPH LP steam Saving achieved in
CPP Deaerator
compressor in DCU Excess kerosene upgraded to HSD & ATF
SRU units capacity is increased by 25%
4 Three Coke drum system in DCU Feed flexibility & Reliability
5 Implementation of ISOM unit on Fast track Implementation
Modular construction methodology
6 DM water preheating scheme in HGU Energy Saving
7 Kerosene Hydro-Desulphurisation unit Product upgradation
8 Vacuum Pressure Swing Adsorption Capacity Enhancement
(VPSA) unit for Oxygen production
6.1.c Supply Network Management
The Company procures crude oil through term and spot contracts. Term crudes quantities are finalized in consultation with
BPCL SCO & International Trade. The updated refinery PIMS AO model is being used for the selection of crude oil slate
based on overall profitability, uninterrupted availability, operational constraints etc.
Supply Chain Optimization Process has been one of the important processes, considering the fact that Supply Chain
Management is applied to all the functions as a cost-cutting tool, improving quality in customer service, projects and dispatch.
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The objective is to ensure that the internal supply chain processes Crude
work smoothly to pursue its mission of being customer-focused. Purchase
Accordingly, a core supply chain process consisting of five elements
is developed by a group comprising of Refinery, International Trading
and Shipping through BPCL, Scheduling & planning, product
dispatch etc. The supply chain process developed is shown in Fig 6.1.6
In line with the annual crude processing plan, Crude sourcing at Demand Monthly
BORL is being done into two categories i.e. Term and Spot. Out of Planning Processing
which, 70% of the total crude requirement is being procured from
various suppliers of the Middle East by entering an annual contract to Supply Plan
get the advantage of short-haul and sustainable supply. The remaining Network
30% of the total crude requirement is targeted from Spot market based
on the refinery operation and margin competitiveness from term Inventory Monthly
crudes on a month to month basis. The key activities like interaction manageme Despatch
with suppliers, annual contract finalization, chartering of vessels and
tendering for spot cargos are outsourced to BPCL-International Trade nt Plan
(IT) due to vast experience in crude procurement. However, the
evaluation of crudes and grades finalization is being done by the Fig 6.1.6: Supply Network
BORL-Strategy team on ASPEN based planning model “PIMS” with
the necessary inputs like demand and pricing from BPCL.
Quality systems are institutionalized in the refinery and work instructions based on ISO manuals are followed stringently with
audit protocol. All failures, accidents, incidents and major deviations are investigated through a cross-functional task force for
identifying root causes and preventive mechanisms to avoid recurrence in the future.
KPI for Performance Measurement of Vendors/Suppliers KPI Weightage
The selection of meaningful and actionable KPI for Vendors/Suppliers is of
utmost importance. Accordingly, based on past experience the three parameters Delivery 70%
which are very crucial to reduce the business risk are considered as KPI to
monitor the performance of a vendor/supplier. These KPIs pertain to Received Quality/Quantity 20%
Contractual Delivery date (CDD), Quality of supply & resolution of OSRD
(Over, Shortage, Rejection & Damage) in supplies. The weightage given to OSRD resolution 10%
these KPIs is given in Table 6.1.7
Total 100%
Table 6.1.7: KPI Weightage
Once the poorly performing vendors/suppliers are identified, a letter is issued to these vendors/suppliers stating the reasons for
their poor performance.
In the case of service providers, evaluation is carried out by the 0
respective Engineer In-Charge (EIC) on a half-yearly basis. This data
is monitored continuously and presented in the Apex review meeting. 1
Appropriate actions are initiated against poor-performing service 5
providers. Total 23 Nos. of service providers’/contractors
performance evaluation carried out in the year 2019-20. The outcome
of performance evaluation is mentioned in Fig 6.1.8. On the basis of
outcome, communications are sent to contractors for corrective 17
actions for improvement.
6.1.d Innovation Management 81-100% - Very good 66-80% - Good
Refinery technology innovations are aimed to, 51-65% - Borderline <50% -Un-acceptable
Maximize efficiency;
Minimize utility consumption; Fig 6.1.8: Contractors Performance Overview
Improve environmental quality or finished products;
Maximize yields on higher value-added products;
Process unconventional crudes;
Suggestion schemes, RISE / IDEA awards scheme, Integrated Management System and Energy Management System bring in
structured improvement methodologies. The best innovations are implemented through Management of Change (MOC) for
which the annual budget is allocated & strict utilization of budget is monitored. Innovations that require major CAPEX are
approved through the annual Project Development Report (PDR) cycle. In order to maximize profits & remain competitive in
the fuels market refinery undertakes major & minor revamp projects for capacity enhancement, energy efficiency improvement,
yield maximization & product diversification. During such major CAPEX, expenditure identified innovations are implemented.
Time to time the company needs to undertake certain intelligent risks. Using only spot contracts may be a high-risk strategy
for a business, because exchange rates can move significantly in a short period of time. Crude oil purchases through spot
transactions is mainly conducted by telephone or computer networks between two parties. It is an over-the-counter (OTC)
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market as opposed to an exchange. A key advantage of the OTC market is that the terms and conditions of a contract do not
have to have the specifications required by an exchange. A disadvantage is that there is usually a lack of transparency in the
market. Counter-party risk also exists in an OTC trade, which is otherwise taken by the exchange. So to mitigate the spot crude
purchase risks 70% of overall crude oil is purchased through term contracts. In addition to this, flexibility is built-in term
contract for crude purchases like heavy & light grades. Moreover, crudes can be exchanged between the BPCL group of
refineries based on economics, established refinery configuration & product requirements.
Junior Business Council (JBC): Towards young engineers’ development and empowerment, BORL has implemented JBC
comprising of 17 multidisciplinary team members. JBC has been mandated to work on challenging business opportunities,
innovations and study/analyze best global practices & industry trends and suggest way-forward to senior management for
implementation at BORL. Since its inception, the JBC committee has completed the following projects:
Improve Covid-19 discipline and a new way of functioning post Covid-19
Improve productivity for contract manpower at BORL
Effective implementation of behavioral-based safety culture at BORL
6.2.a. Process Efficiency and Effectiveness
Consistent product quality and sustained operation of BORL refinery is a key contributor to the success and competitiveness
of BORL. To accomplish these objectives, BORL has determined work processes based on factors like, creating value for
stakeholders, safety in operation, cost optimization, compliance to statutes, increased employee productivity and revenue
maximization etc. Various structured methodologies like PSM, Benchmarking, Ideas, Suggestion Schemes etc. are
implemented to achieve improvement like an increased run length of process plants, improvement in yield, reduction in
turnaround time of the delivery cycle, plant maintenance etc. These deliverables represent business success for BORL.
IT & ERP is the backbone of the business communication system at BORL. To ensure the efficient & effective functioning of
these, rigorous security measures are in place to protect the BORL server and network infrastructure. The availability of ERP
system necessarily depends upon its % uptime which is targeted at 99.99% & the same is achieved at BORL. BORL believes
in no-tolerance policy for cyber security which is reflected in single cyber security management system for the entire workforce.
BORL carries out planning and scheduling based on market demand studies and ensures effective product evacuation through
SAP thereby maximizing capacity utilization and optimizing logistics. By daily product analysis through LIMS, BORL ensures
required product quality which results in no re-processing.
BORL has ensured maximum equipment availability by adopting internationally recognized solution like Asset Integrity
Management System (AIMS), Risk-Based-Inspection (RBI), Reliability-Centered-Maintenance (RCM) to prioritize & comply
maintenance activities, inspection recommendation and condition monitoring. This has reduced unplanned shutdowns thereby
increasing plant reliability and availability and augmented in controlling maintenance cost. BORL also undertakes Periodical
Technological Upgradation of Electrical & Instrumentation Control System and Fire Alarm System to manage obsolescence.
BORL has carried out the integration of Refinery, BDT & Power & Utilities control system in a single network platform to
improve operational availability, effectiveness, reliability & accessibly, thereby reducing inspection & tests.
BORL has ensured conformance to quality, compliance to product specification and standards by adherence to national
/international guidelines & regulations, quality assurance systems, inspection standards and calibration schedules. This has
helped BORL to reduce slop generation, defects and avoid rework thereby enhanced reliability and meet customer requirement
with no deviations from specifications.
BORL has implemented digitalization initiatives of Material Requirement Planning (MRP) in inventory management, adopting
best practices in purchasing-inventory turnover-stock out, vendor’s QA systems which have reduced the overall work process
lead time, level of inventory, and improved vendor/contractor base. Development of alternate vendors for OEM items for cost
competitiveness. This has enabled to provision of services to internal customers on time ensuring reliability and quality at a
competitive prices.
PMS and reward & recognition system are in place to increase employee productivity which has supported BORL to develop
a conducive organizational climate. Training needs of an individual employee is captured in the PMS system which assists in
skill development within the organization. BORL introduced a job rotation policy along with the progression policy to build
an encouraging culture by giving employee satisfaction and reduce the attrition rate of the employee and manpower cost.
Cost monitoring is done through the support of Enterprise Resource Planning. Monthly Financial Reports provide performance
data in comparison to various parameters. Reviews are undertaken based on reports leading to the identification of improvement
actions. Financial processes are well managed to create and deliver value for customers. The processes strictly adhere to
guidelines and are monitored periodically. All processes are routed through the ERP system across the enterprise. Senior
Management reviews these reports periodically. This is reflected in steady growth in Earnings Before Interest, Depreciation
and Taxes (EBIDTA) over the years.
Prevention of defects, service errors and rework
With a systematic approach through clear purchase specifications, TPI at vendor`s works and strict quality control checks of
material received at the ware house, ensures the quality of engineering material used in the refinery. The fabrication and testing
activities are carried out meeting the criteria of prevalent codes and practices. Implementation of MIQA in PSM has ensured
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the systematic implementation of activities like inspections and tests necessary to ensure that the equipment will be suitable for
its intended application throughout its life. Activities focus on preventing a catastrophic release of a hazardous material or
sudden release of energy and ensuring the high availability of critical safety or utility systems that prevent or mitigate the
effects of these types of events.
To prevent defects and generation of off-spec products, critical operating parameter monitoring through Alarm Management
System, Online analyzer sampling/daily basis- sample analysis monitored to ensure quality of intermediate and end product.
All process control instruments and laboratory instruments are calibrated at regular intervals as per ISO-9001 and NABL
accreditation. Calibration history and traceability is maintained. This ensures that customer is getting a product of the highest
quality without any give-away and also enable BORL to produce at the highest efficiency at the lowest cost.
To prevent service errors, minimum competency of manpower is specified in contracts & standard checklist are developed with
defined KPI for contractors.
By preventing engineering material, product, & services error as mentioned above, BORL has ensured minimization of
warranty costs and customers’ productivity losses.
Minimizing the costs of inspections & tests:
Several advanced operations, maintenance and inspection techniques are deployed in the refinery to increase the reliability of
equipment & plants and to reduce the inspection & its associated cost. BORL has implemented AIMS to increase reliability,
availability, safety, and cost to achieve the overall Asset Integrity functionality. This system is proven to drive down inspection,
maintenance and repair costs while streamlining and automating our processes. AIMS has the ability to track workflow, produce
data on demand and have integration with data exchange interfaces of SAP, Exaquantum, AMS suite etc. For optimizing
Inspection activities & tests, BORL has implemented Risk-Based-Inspection as per API 580 /581 & for optimizing Maintenance
activities & tests BORL has implemented Reliability-Centered-Maintenance & Failure-Mode-and-Effect-Analysis as per Std
SAE JA 1011. Implementation of AIMS, RBI & RCM has improved the Intelligent risk-taking ability of BORL. BORL gives
emphasis on on-stream inspection to ensure the improved run length of units and storage tanks. BORL has carried out of in-
house Repair & Refurbishment of High Cost spares thereby reducing new spare procurement cost & reducing cycle time. Lube
oil monitoring and analysis using WDA as per the ASTM standard to reduce rotating equipment failures. Online condition
monitoring of all rotary equipment is carried out by GE Asset Manager Software and equipment symptoms are recorded and
corrective measures are taken to enhance the reliability.
Minimizing the cost of the process:
Cost minimization is done by adopting the latest technology, routine audits & assessments of all work processes like APC in
process units for process optimizations, Steam Leak and Trap management for keeping steam loss in 98-99%. Fired heater
performance, Flare loss, Refinery steam balance for monitoring, control & optimization, Hot feed maximization to the unit for
Energy Optimization, Nitrogen & Plant air audit for arresting leak & thereby reducing energy requirement, Specific water
consumption prevention, Online wireless vibration monitoring for critical air-fin coolers, Availing incentives for maximum
power factor in electricity bills from transmission company (MPPTCL), Exemption in electricity duty of energy consumption
of electrical equipment from the transmission company (MPPTCL), Implementation of solar plant in Admin car parking (140
KWp), Phase-wise implementation of energy-efficient light fittings on street lights & high masts. Implementation of energy-
efficient light fittings in Process units, Electrical Substations and non-plant area, in new projects, viz. Modular Penex, KHDS,
VPSA etc. Adopting the practice of new procurements for energy-efficient equipment (IE1 & IE2 motors). Ensuring higher in-
service reliability through the adoption of advanced NDT techniques like On-stream high-temperature PAUT of High-Pressure
REAC, AET and MFL of tanks, Laser mapping of DCU coke drums, LEO Scan for health assessment of reformer tubes, AUBT
technique for detecting HTHA, PAUT for health assessment of Hydrogen vessel and coke drum weld joints, Application of
digitized Ultrasonic Testing (Time of Flight Diffraction) inspection of weld joints, IRIS for inspection of REAC tubes,
Thermography of high-temperature equipment for the thermal profile, Inspection of flare using “Drone technology” etc. to
name a few.
6.2.b. Security & Cybersecurity
BORL follows the security standards entailed for the oil and gas industry. BORL ensures security right at the asset procurement
stage. The most reliable and suitable assets are selected for the Business which are safe and user-friendly. Procurement is
carried out on various parameters viz. Gartner expert advice, magic quadrant ARC, evaluation of vendors, reputed brands,
experience in the market, proven track record, 24x7 maintenance support, replacement of parts in shorts cycle, warranty and
guarantee, Annual maintenance contract with the vendor with defined SLA’s to ensure systems are reliable and user friendly.
All the physical data, like hard documents process/engineering details, are stored at a central location with strict access control.
Non-disclosure agreements (NDA) are signed with customers, partners, and suppliers to safeguard intellectual property.
Any activities in the organization are subjected to risks caused by external threats and vulnerabilities. To counter these, BORL
has deployed Data Leak Prevention Solution and Remote Desktop Protocol (RDP) facility disconnected in OT assets. BORL
has implemented the end point security solution for both IT & OT networks to prevent internal and external attacks. For physical
data security, BORL has multi-level password authentication for physical access, which is controlled by the administrator at
the Data center and Control/Rack Rooms. BORL also engage third party vendor for Vulnerability Assessment and Penetration
Testing to identify the gaps and enhancing network security periodically.
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BORL/RBNQA 2017 BORL/RBNQA 2020
For maintaining cyber security awareness, BORL-IT regularly communicates the Security Awareness Advisory which is
graphical-based and emphasizes emerging cyber security threats and protection measures. For OT cyber security awareness,
periodical discussions are held with the Working Level Committee of NCIIPC (National Critical Information Infrastructure
Protection Center), BPCL group OT network team and OEM. All the contractors who are using BORL-IT assets are imparted
awareness training about BORL-IT security rules and guidelines. BORL-OT network being maintained a stand-alone system,
we ensure vendors and channel partners to follow Industrial Automation and Control System guidelines and awareness in the
Oil & Gas sector.
BORL secures & detects the potential cybersecurity events by close monitoring of security events/logs through automated
Security Operation Center and protects the system by End Point Security Solution & Next-Generation Firewall. The response
and recovery are performed through the necessary patching and up-gradation of the system. Periodical backups are retrieved
and stored in multi-locations for immediate recovery in case of any incidents.
6.2.c. Safety and Emergency Preparedness
6.2.c.(1) Safety:
Safety is one of the BORL’s vision, is an integral part of BORL’s existence and our always takes top priority which is proved
by our slogan “OUR MOTTO, SAFETY IN TOTO”. In line with this objective, the refinery has been built with state-of-the-
art technology with the highest level of protection. The task of safety management is complex because it crosses over many
functional areas of a business’s organization, including engineering, manufacturing, construction, maintenance, training,
purchasing, contracts and sourcing. All safety systems are implemented to control the hazards associated with the refinery
operations to levels that are consistent with the BORL commitment to Health, Safety, and Environment. These safety systems
are intended to protect personnel from injury and prevent significant environmental harm, property damage, and business losses
in support of QEHS Policy.
BORL has ensured the incorporation of safety at the inception of any new project/work process by ensuring the selection of
safe process, infrastructure, materials in the design stage itself. All the active & passive layers of safety are considered like
Layout and inter-facility distances, Zoning and Maps, Layout/flow diagram, early warning alarm system, In-built safety
interlocks systems, Thermal safety valves, non-returning valves, remote operated valves, etc. BORL has fully equipped Fire
Fighting Facilities, has implemented the major recommendations of the MB Lal Committee.
BORL has a unique Behavior-Based-Safety program “BOSOP” program. BOSOP is aimed at improving the behavior-based
safety aspects and motivate the workforce to acknowledge the importance of safety and continuous improvement in compliance.
A safety perception survey was carried out by M/s. National Safety Council, Mumbai in 2014 & 2017 to assess the Employees'
perception of safety culture and the Management's commitment to safety and safety awareness levels of different categories of
employees. This was carried out to highlight the strengths and weaknesses with respect to the employee’s perception and
awareness about their role in Safety Management, Fire prevention & protection and Emergency Preparedness; and to make
recommendations for enhancing the employee’s awareness, wherever
required. In 2017, BORL attained the highest ever percentage in the Perception Level 2014 2017
survey by any manufacturing industry (Table 6.2.1). The next safety Junior Management 94.22% 99.79%
perception survey is planned for this year; PO is already placed for the Safety Middle Management 96.11% 99.78%
Top Management 97.11% 100%
perception survey.
Table 6.2.1: Safety Perception Survey
BORL has voluntarily adopted for Process Safety Management (PSM)
initiative, to ensure that all the hazards existing in the organization are identified and proactive control, monitoring/audit is in
place thereby, avoid major process safety incidents. It is an integrated, systematic approach to implement a process-safety
system across these business functions in
a consistent manner that is important to
sustain strong PSM-related performance.
This will thereby control the risk of major
accidents.
BORL has implemented Incident
Reporting and Investigation System
(IRIS) to capture all near-miss and
incidents, analysis to identify the root
cause. Recommendation/learning is
incorporated in HIRA/SOP/SMPs &
Fire Training training imparted to all stakeholders.
Ground BORL has also implemented an E-work
permit system to ensure that work is
carried out in the safest possible manner.
Due to digitalization, effective compliance and monitoring, prevention of injuries to personnel, protect property from damage,
avoid incident etc. is achieved. BORL also created a safe working environment through the implementation of Electrical
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Energization & De-energization through Lock Out Tag Out (LOTO) procedure. BORL is also equipped with best in class Fire
Training Facilities which is used for live firefighting training. This facility is also extended to train the staff from group
refineries and the mutual aid industry. BORL trained 183 personnel of group refineries in live firefighting at our well-equipped
firefighting facility. BORL has a Safety MIS system with Safety Committees, safety audits and inspections with the
participation of all employees & contractors. In order to improve the safety culture & motivate the employees and contractors,
BORL has a safety incentive scheme.
6.2.c. (2) Business Continuity
BORL being an industry involved in the manufacturing, storage and import of hazardous chemicals have developed an
Emergency Response and Disaster Management Plan (ERDMP) in line with the requirement of Petroleum and Natural Gas
Regulatory Board notification, Directorate of Industrial Health and Safety (DIHS) and Disaster Management Institute (DMI).
The plan elaborates on the maximum credible accident scenarios identified and also the emergency handling strategies for such
scenarios. The plan also elaborates on various aspects of emergency handling and assigns specific roles and responsibilities to
the various key personnel during emergencies.
In BORL, safety measures are taken right from the design stage. The plant is designed, operated & maintained as per OISD
standards, PESO, IBR, DIHS & API guidelines. HAZOP and risk analysis studies are conducted to prevent any safety incident.
This applies to all process design and equipment selection. Safety interlock trip systems with alarms and trip relays have been
provided to control and safe shut down of the plant during emergencies. Safety valves, Rupture discs, explosion vents, have
been provided as extra safety precautions other than automatic tripping of equipment/unit in case of any abnormality. Emissions
and Disposal of solid/liquid effluents are minimal and are well within acceptable ranges defined by PCB guidelines. With a
vow to have safe operations of the plant and its equipment, we have laid out SOP (Standard Operating Practices) for each plant.
The Refinery has a robust IMS (Integrated Management System) which ensures focus on Safety, Occupational Health and
Environment aspects. Hazard Identification and Risk assessment (HIRA) are carried out and necessary control measures are
put in place. Safety Systems like e-Work Permit, e-Management of Change and PSM strengthens the Refinery Safety.
In event of a disaster, the affected section of the refinery is isolated from other operating unit which is effectively handled
because of scheduled scenarios-specific mock drills, operating manuals, SOPs, etc. Also, adequate safeguards like ESD,
interlocks, etc. are built-in all units to safe shutdown & restart of operations.
The Refinery has competent fire engineers and firefighting crew, available on round the clock basis, to tackle any emergencies.
A full-fledged Occupational Health Centre with doctors and paramedical staff are a dependable support system. Well
maintained Firefighting equipment, Fire / Foam Tenders, Emergency Rescue Vehicles, Ambulances, fire water network, etc.
augment the emergency preparedness. The fire alarm call points, Smoke detection systems, Gas detection system, Plant
Communication Systems, Siren network, telephone and VHF sets, Intrinsically Safe Mobile phones, etc. ensure effective
communication. The major thrust is given on safety initiatives every year.
Safety Training: BORL has a well-structured Fire & Safety training module. The target groups are identified according to the
work area of the employees & service providers & imparted training on safety, hands-on Live-firefighting, Work Permit
System. Also specialized training on subjects such as Scaffolding, First-aid, High-Risk Job, H2S Awareness training etc. are
also arranged on need basis. In BORL, the safety training needs of the employees are defined as per OISD-154 as well as based
on best practices adopted in refinery and terminals.
BORL has also formalized a Quick Response Team among its employees who are specifically trained to respond to any incident
inside refinery premises. Also, BORL has formed an Auxiliary Fire Squad which includes all the security personnel who are
trained in hands-on live firefighting. There are many activities/programs practiced in BORL to promote workforce and
contractor participation. these programs have helped in developing a safety culture all around. with the help of such programs,
there’s a continuous improvement in the incident statistics of the organization.
As part of emergency preparedness for tackling major incidents, a Mutual Aid Group is formed with M/s JP Power. Synergy
meets, RPTM, Symposium and Mock Drills are conducted at regular intervals for knowledge sharing and improvement in
emergency preparedness. Offsite mock drills are conducted at periodic intervals by involving the district authorities, local
Police and DIHS authorities.
We implement the scheduled backup solutions (daily, weekly, fortnightly basis) for the End-user as well as server machines at
multi locations to ensure data is available for disaster recovery or any cyber-attack incident. Additional power backup is
provided for the availability of data in case of power failure.
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7. Results
7.1 Product and Process Outcomes
7.1.a Customer Focused Product and Process Results
BORL manufactures petroleum products, which comes under essential commodity, marketing of which are controlled by
regulatory guidelines. Products from BORL are marketed by Bharat Petroleum Corporation Limited (BPCL) based on Offtake
Agreement. In addition to BPCL, certain quantity of products is sold to other OMCs such as IOCL, HPCL, RIL, etc. BORL
products cater to BPCL market demands in the Northern & Central India and consistent product quality & availability from
BORL is key contributor to our customer’s success. Results of key indicators for customer focused product and process results
are given below:
Meeting customer demands on sustained basis:
Customer centric approach of BORL has enabled in achieving 18% growth in sales volume in 2019-20 as compared to 2017-
18 as given in Fig 7.1.1. One of the major product from BORL, sale of High Speed Diesel (HSD) increased continuously and
registered a growth of 23% in 2019-20 compared to year 2017-18 as can be seen in Fig 7.1.2. The growth is significantly high
as compared to previous year 2018-19, however it was not used for comparison as refinery remained in planned shutdown
during the year for implementation of debottlenecking project.
Total Sales, MMT HSD Sales, TMT
8 7.2 4500 4104
7 6.1 4000 3330
6 5.7 3500
5.0 3000 3010 2890
5
4 2500
3 2000
2 1500
2016-17
2017-18 2018-19 2019-20 2016-17 2017-18 2018-19 2019-20
* Lower in 2018-19 due to planned shutdown for revamp project * Lower in 2018-19 due to planned shutdown for revamp project
Fig 7.1.2
Fig 7.1.1
SCO Plan Adherence, %
Based on market demand estimates, quantity and quality
of products to be supplied by BORL are finalized each 120
month along with Customer (BPCL) Supply Chain 100
Optimization (SCO) group. Long-term projections such
as quarterly & annual demand numbers of Customers are 80
also finalized with SCO. Monthly SCO demand numbers 60
are firmed-up aggressively and adherence to same 40
indicates BORL’s ability in fulfilling Customer 20
0
requirements on sustained basis, as demonstrated in Fig Apr-17
Jun-17
7.1.3. Average SCO adherence in 2019-20 is 99%, which Aug-17
Oct-17
Dec-17
Feb-18
Apr-18
Jun-18
Aug-18
Oct-18
Dec-18
Feb-19
Apr-19
Jun-19
Aug-19
Oct-19
Dec-19
Feb-20
is above the target of 95%. Fig 7.1.3
Assisting in meeting increased product demand:
The product slate of a refinery remains range bound, typically depended on composition of crude oil for which refinery is
designed. However, from time to time Customer indicated higher market demand for only certain products such as Motor Spirit
(MS) and Aviation Turbine Fuel (ATF). BORL is able to meet ever increasing MS demand by continual improvements in
MS Sales, TMT ATF Sales, TMT
1400 1185 1280 1000 477 635 564 824
1200 2019-20 800
1000 1041 913 600
400
800 200
600 0
400
2016-17 2017-18 2018-19 2016-17 2017-18 2018-19 2019-20
Fig-7.1.4 * Lower in 2018-19 due to plan shut down for revamp project Fig-7.1.5
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BORL/RBNQA 2017 BORL/RBNQA 2020
refinery operation, as seen in Fig 7.1.4. Similarly, for ATF, despite turbulence in aviation sector, the high quality ATF product
from BORL enabled BPCL in holding major market share and 2019-20 ended with highest ATF sales of 824 TMT as seen in
Fig-7.1.5.
Managing Covid-19 and LPG demand: Effect of Covid-19 on Crude processing & LPG Production
Covid-19 has resulted in imposition of 800 658 717 706 652 733 30
countrywide lockdown and the demand of 700 27
petroleum products skydived except for Crude processing, TMT600667 25
LPG. In order to ensure availability of LPG LPG Production, TMT50024 24 24
to Customers, refinery sustained operation 400 532 20 21
at reduced throughput during these 440 17387 411 20
challenging times. Fig-7.1.6 indicates 16 15
sustained production of LPG despite 17 332 17
300 12 10
200
100 5
00
reduction in crude processing in 2020-21.
This was achieved as a result of Company’s
strong operational system & practices and Crude LPG
agile response to the crisis. Fig:-7.1.6
7.1.b Work Process Effectiveness Results:
7.1.b.1 Process Effectiveness and Efficiency
As part of Business Plan, BORL undertakes aggressive and stringent targets for the year, which are one of the best in the
industry. The key performance indicators for BORL for last three years as well as for last quarter is given in Table 7.1.1 below:
Business Plan Parameters 2017-18 2018-19 2019-20 Q1 2020-21
Actual Actual Plan Actual
Crude Throughput (TMT) 6,747 5,692 8,100 8,003 Plan Actual
Capacity Utilization (%) 112.5 103.8 102.6
Distillate Yield (%) 94.9 83.2 83.8 1,040 1,137
Transportation Fuels (%) 83.3 83.7 76.0 77.7
Fuel and Loss (%) 76.1 77.3 7.3 6.9 53.3 58.3
Sp. Energy (MBTU/BBL/NRGF) 7.5 7.4 67 65
GRM ($/bbl) 67 69.2 8.2 5.6 81.5 83.6
11.7 9.8
76.4 74.9
8.9 8.3
82 81.2
1.1 3.0
Table 7.1.1
From above table, it can be seen that BORL surpasses in efficiency/ effectiveness parameters vis-à-vis targets. Throughput and
capacity utilization was affected in 2018-19 due to plan shutdown for implementation of refinery debottlenecking project. The
Covid-19 situations and subsequent lockdowns has brought additional challenges during Q1 2020-21. However, as petroleum
products come under essential commodity, refinery sustained operation during the period through meticulous planning and
effective implementation.
Key indicators of effectiveness and efficiency: Transportation Fuels Yield (%)
Transportation fuels (ATF, MS & HSD) yield indicates 80 76.1 77.3 77.7
production of high value products from the refinery and are 75
important indicator for operational efficiency. BORL is 70 72
able to maximize transportation fuels yield on consistent
basis as indicated in Fig 7.1.7.
65 2017-18 2018-19 2019-20
2016-17
Specific energy Consumption (MBN) Better Fig 7.1.7
100 84.3 Refinery energy performance is measured in terms of
80 68.5 67.0 69.3 65.0 Specific Energy Consumption expressed in MBN
60 (Million BTU/ Barrel Crude/ Normalized Refining Gross
40 Factor). Due to its high complexity operation and high
20 energy intensive configuration, BORL is very conscious of
0 its energy conservation and loss reduction activities, which
2015-16 2016-17 2017-18 2018-19 2019-20 is evident from Fig 7.1.8.
Fig 7.1.8
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BORL/RBNQA 2017 BORL/RBNQA 2020
Refinery Fuel & Loss is one of the key performance 8 7.5 Fuel & Loss (%) Better
indicators. The trend can be seen in fig.7.1.9, which indicates 7.5 2016-17 7.5 7.4 6.9
consistent reductions achieved over the years. Despite increase
in refinery operational severity due to manufacturing of higher 7 2017-18 2018-19 2019-20
specification products, the reduction in Fuel & Loss was 6.5 Fig 7.1.9
possible due to implementation of strong energy management Better
systems in the refinery. Bearing failure trend
Reliability of critical equipment enhanced due to various
measures taken, as evident from Fig. 7.1.10 & 7.1.11, showing
reduction in failure trends of mechanical seals and bearing- the
key components of rotary equipment.
Seal failure trend Better
7 20
6
5 15
4
3 10
2
15
00
Fig 7.1.10 Fig 7.1.11
No of failures/year and Mean Time to Repair (MTTR) are indications of improved equipment reliability due to effective
maintenance practices. No. of failures and MTTR data of the refinery over past years clearly indicates significant improvement
in these parameters (refer Fig 7.1.12 & Fig 7.1.13). Reason for increase in MTTR is reduction in failure rates on account of
improved maintenance practices (root cause identification and elimination).
12.8 No of failures per year Mean Time to Repair (MTTR), Days
11.8
40
12 35 32.2 30.4
10 30
8 25
6 20
4 3.25
15
10 6.6 6.8
21 5
0 2018 2019 2020 0 2018 2019 2020
2017 2017
Fig 7.1.12 Fig 7.1.13
Cybersecurity: BORL has a robust cybersecurity system in 200
place, which are evident from following results. Firewall 160
threats/attacks trend indicating monthly malwares, botnets and
intrusion hits from outside world to BORL firewall and 150
firewall successfully blocked all of them through Anti
malwares/Threat policy (refer Fig 7.1.14). 100 95 85
55 42
0
50 16 20 15 10 18 27 32
4 03
0
Malware Timeline Botnet Timeline
Fig 7.1.14 Blocked Malware & Botnet attacks
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BORL/RBNQA 2017 BORL/RBNQA 2020
Another indicator for adherence to cybersecurity is Fig 7.1.15
the End Point Protection compliance detail of all
servers and devices. This report indicates number of
endpoints receiving up to date definition and
signature from Antivirus Manager and are in line
with Antivirus Policies (refer Fig 7.1.15).
Waste Reduction: Slop oil is generated during
refinery operation when quality of any finished
products or intermediates do not meet required
quality specification. Reprocessing of slop oil results
in additional operating cost and energy consumption.
Refinery undertook a number of process
optimization initiatives towards reduction in
generation of Slop, as indicated in trend given in Fig 7.1.16.
Slop Generation (TMT) Better Waste Management
82
1500 1315 20000
To Disposal & Recycler1300
120 109 In-house Utilization, MT11001572715000
105 900
700 12492 13703
100 500
86 300 425 446 10000
80 100 7203
150162 141 182 168 5000
60 -100 2016-17 2017-18 2018-19 2019-20 0
40 Disposal Recycler/Co-processor
2016-17 In-house Recycle/Reuse
2017-18 2018-19 2019-20
Fig 7.1.16 Fig 7.1.17
Other than Slop oil, as part of refinery operation other solid wastes gets generated. Refinery closely monitors waste generation
& implements strategy of Reduce, Reuse or Replace the waste. Disposal modes for various waste generated from refinery is
given in Fig 7.1.17. The trend indicates over 96% of overall waste generated in 2019-20 was recycled/reused in the refinery.
Effectiveness of Vendor performance: BORL has identified Contractors Performance Overview
set of KPIs for evaluation of performance of its suppliers and
service providers. Total 23 Nos. of service providers/contractors 0
were evaluated in year 2019-20 and the result is mentioned in 1
Fig 7.1.18. Majority of vendor/contractors are found in the range
of very good and none was found as un-acceptable. 5
Benchmarking of performance:
BORL always compares its performance with its competitors 17
and takes proactive steps in line with international
benchmarking. Gross refining margin (GRM) is one of the 81-100% - Very good 66-80% - Good
major indication of refineries performance and BORL GRM (in 51-65% - Borderline <50% -Un-acceptable
USD/bbl) is one of the highest in the country as seen from Fig-
7.1.19. Similarly, Fuel & Loss as % of crude intake is another Fig 7.1.18
key indicator of efficient operation of refinery. BORL puts
consistent efforts towards reduction in Fuel & Loss and the
results are one of the best in the industry (Fig 7.1.20).
The refinery continuously measures and monitors its specific energy consumption in terms of MBN (MBTU/BBL/NRGF) and
also compares its performance with other Indian refineries. Refinery achieved significant reduction in its Specific Energy
Consumption during 2019-20. MBN reduced from 84.3 in 2015-16 to 65.0 in 2019-20, which is 22.9% reduction and is highest
amongst PSU refineries in the country, as seen from Fig 7.1.21. In recognition, Company was conferred ‘National Energy
Conservation Award 2017’ by the Hon’ble President of India (Fig 7.1.22). Company also received ‘Excellent Energy Efficient
Unit’ by the Confederation of Indian Industry (CII) consecutively in 2017, 2018 and 2020.
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BORL/RBNQA 2017 BORL/RBNQA 2020
GRM of Indian Refineries, USD/bbl Fuel & Loss (%) of Indian Refineries Better
14 11
12 BORL 10
10
9
8 8
6 7
4 6
2 5 BORL
0 4
-2 2016-17 2017-18 2018-19 2019-20
2016-17 2017-18 2018-19 2019-20
BORL BPCL HPCL IOCL IOCL BPCL HPCL CPCL
CPCL MRPL RIL ONGC RIL BORL
Source: PPAC report Source: PPAC report Fig.7.1.20
Fig.7.1.19
% Reduction of MBN from baseline 2015-16
30 to 2019-20
20
10
0
-10
-20 Fig.7.1.22
Source: PPAC report
Fig.7.1.21
Energy Intensity Index (EII) Better
To benchmark its performance with global peers, Company 120
participated in Solomon Benchmarking Study in the year 2014 Quartile 4 - 111
and 2016, which gave BORL insights on possibilities to reduce
operating cost, improve energy efficiency and helped in 110
identifying opportunities to enhance refinery performance.
BORL has continued monitoring and benchmark of its key 100 Quartile 3 - 99
Quartile 2 - 90
Operational Availability (Reliability index)
98 90
97 80
70
60
2015-16 2016-17 2017-18 2018-19 2019-20
96 Quartile 1 - 96.7 Fig.7.1.23
95 Specific Water consumption (M3/ kUEDC) Better
94 18 16.3 15.7 13.9 Global
2014-15* 2015-16 2016-17* 2017-18 2018-19 2019-20 16 12.0 average 53.6
14 9.2
Fig.7.1.24 12
10 2016-17 2017-18 2018-19 2019-20
performance parameters in-house and compared with industry 8 Fig.7.1.25
benchmark. Below given in Fig 7.1.23 is EII (energy intensity 6
index) trend over the years and operational availability (indicator 4
for refinery reliability) in Fig 7.1.24, which indicates continual 2
improvement in BORL performance. Another parameter, 0
Specific Water Consumption is also found well below the global
average (Fig 7.1.25). 2016
(Study)
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BORL/RBNQA 2017 BORL/RBNQA 2020
7.1.b.2 Safety & Emergency Preparedness
BORL being an industry involved in manufacturing, storage and import of hazardous chemicals has developed an Emergency
Response and Disaster Management Plan (ERDMP) in line with the requirement of Petroleum and Natural Gas Regulatory
Board (PNGRB), refer Fig 7.1.26. The plan elaborates the maximum credible accident scenarios identified and also the
emergency handling strategies for
such scenarios. The plan also
elaborates various aspects of the
emergency handling and assigns
specific role and responsibilities to
the various key personnel during
emergencies. Post implementation
of refinery debottlenecking project,
BORL has revised its ERDMP plan
in the year 2019-20 and includes 10
Catastrophic scenarios & 23 credible
accident scenarios.
BORL conducts mock drill at regular
intervals in line with OISD and
PNGRB guidelines (Fig.7.1.27).
ERDMP of BORL is assessed and
certified by Disaster Management
Institute (DMI), Bhopal approved by
PNGRB (Fig.7.1.28).
Fig 7.1.26 There are many activities/programs
practised in BORL to encourage
participation at all level towards
HSE management. These programs
helped in inculcating safety culture
and few of them are listed as below:
Safety Movies: Corporate safety movie for employees, contractors & visitors
Safety Animation on incidents: Animations on first-aid and potential near misses to avoid recurrence
Display of Safety Posters: Digital board at main gate & safety posters at prominent locations of refinery
Safety Ke Sartaaj: Safety quiz competition at all levels
Suggestion Scheme: Best suggestions on safety and workplace enhancement
Safety Newsletter “Suraksha”: Quarterly newsletter on new techniques, inventions and case studies
Fire Safety Exhibition: Annual exhibition of Fire & Safety equipment for refinery & township residents
Mock Drill Planned v/s
Actual
13
13
12 12 12 12 12 12 12
12
11
10
2016-17 2017-18 2018-19 2019-20
Planned Actual
Fig.7.1.27 Fig.7.1.28
HSE Marathon: Organized annually with more than 500 participants
BOSOP: Observation based safety awareness program to inculcate behavioural based safety culture
PSM: 14 elements of process safety management are implemented
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BORL/RBNQA 2017 BORL/RBNQA 2020
With the help of such programs, there is continuous improvement in incident statistics of the organization. The data is tabulated
below:
Reportable Incident 2016-17 Assessment Period 2019-20
(including accidents to workers employed by Contractors,
0 2017-18 2018-19 0
Vendors, Transporters and Visitors) 0 0
1 Fatal 0 00 0
2 Total Permanent Disability (TPD) 0 00 0
3 Reportable Incident 18 02 8
0 0.237
4 Weighted Accident Frequency Rate (WAFR) 16 12
5 First-Aid cases
Incidents happened in 2018-19 were related with contract workmen associated with Refinery Revamp Project and were mainly
attributable to human errors. Detailed investigations of the incidents were carried out and recommendations were implemented
to avoid recurrence. First Aid Cases Better
First Aid cases are in reducing trend, which indicates enhanced 20 18 16
safety culture in the company as shown in Fig 7.1.29. Regular 15 12
mandatory safety trainings for both employees & service
providers are undertaken to create awareness on both on & off the
job safety. 10 8
7.1.c Supply-Network Management Results: 5
BORL has maximized product evacuation through pipeline and 0
rail mode as shown in Fig 7.1.30. This has enhanced safety in
2016-17 2017-18 2018-19 2019-20
transportation, lower logistic cost, ensuring product quality,
Product Evacuation Modes Fig.7.1.29
70% 60% 65% 63% reduced energy consumption and
60% environment friendliness.
52% 57%
Crude oil is the major raw material
50% 40% 36% for the company. For ensuring
40% reliable supply, BORL lines up
30% 33% 28% 30% about 80% of its crude oil
requirements with National Oil
20% 8% Companies in the Middle East
through Term Contract. Balance
10% 7% 7% 8% 7% quantity of crude oil is procured
from the Spot market based on
0% 2016-17 2017-18 2018-19 2019-20 economics.
2015-16
PIPELINE RAIL ROAD Linear (PIPELINE)
Fig 7.1.30
To enhance crude oil options available for the refinery, BORL has consistently increased its crude oil basket over the years as
given in Fig 7.1.31. Another indicator of supply chain performance is the reduction in crude oi freight cost. Over the years,
BORL could successfully increase number of Very Large Crude Carriers (VLCC) instead of SuezMax and AfraMax type
vessels for sourcing of its crude oil, thereby saving considerably on freight cost (Fig 7.1.32).
BORL Crude Oil Basket %VLCC of Total Crude Vessels
25 14 15 20 60 39 48
2019-20 2018-19 2019-20
20 2017-18 2018-19 50 26
2017-18
15 40
10 7 30
5 21
0 20
2016-17
10
0
2016-17
Fig 7.1.31 Fig 7.1.32
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BORL/RBNQA 2017 BORL/RBNQA 2020
7.2 Customer Results Customer Complaints, Nos. Better
7.2.a Customer Focused Results
7.2.a (1) Customer Satisfaction 10
8
Customer Complaints, which is a measure of dissatisfaction, is
integrated into ISO 9001 systems in BORL. Fig 7.2.1 indicates that 8
number of customer complaints is very low considering BORL’s
large customer base and transaction. While there were no 6
complaints in 2019-20, the only complaint received in 2018-19
was related to quality of solid sulphur. The complaint was 4 2
investigated and addressed at highest level with corrective
measures. 21 1
0
0
2015-16 2016-17 2017-18 2018-19 2019-20
7.2.a (2) Customer Engagement Fig 7.2.1
BORL / BPCL conducts Dealers & Transporters meet to understand their requirements and to have direct interaction with the
end users. BORL engaged with its prime customer, BPCL to enable meeting revised product quality specifications in shortest
possible time. BORL carried out promotional events to generate awareness and improved evacuation of low value products
like fly ash, sulphur, pet-coke, etc. Quality Upgrade : BS III to BS VI, TMT
Enabling customer to meet revised BS 5000
quality specification:
Fuel quality norms in India are very dynamic. 4000
Auto fuel quality upgrade from Bharat Stage
(BS) III to BS IV and recently from BS IV to 3000
BS VI has happened in short intervals.
Moreover, BS VI implementation in 2000
Delhi+NCT/NCR region was preponed as per
the directives of Supreme Court, which is one 1000
of the major markets for BORL. Company
responded to such quality upgradation with 0
agility and achieved necessary process 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
changes without disrupting the product
supply. Following trend (Fig 7.2.2) indicates Total BS III Total BS IV Total BS VI
switchover to different fuel qualities in the
past years. BORL is one of the first few Fig 7.2.2
refineries in the country to switch over to BS
IV and later to BS VI grade auto fuels,
enabling its customer to meet product quality requirements as per Govt. of India directives. BORL started BS VI fuel supply
from Jan’2018 for its customer to meet requirements of preponing BS VI implementation in Delhi/NCT region, which was
much ahead of roll out in the country from Apr’2020.
Enabling meeting revised Kerosene specification:
For Kerosene (SKO), there was regulatory impact both on SKO Sales (TMT) & Sulphur (ppm)
reductions of demand and quality upgrades. In view of PM 2500 2500
Ujjwala Yojana many districts became SKO free resulting 800
in demand reduction. Further, sulphur content in SKO was 700 644 2000 2000 2000 2000
also reduced. BORL acted with agility and achieved above 600
targets through innovative process optimization, thereby 500 449 1500
ensuring uninterrupted supply to customers (Fig 7.2.3). 400
Considering the long term business risk, BORL is 300 230 197 1000 1000
implementing a Kerosene Hydro-Desulphurization 200 194
(KHDS) project, whereby any further reductions in sulphur 100
content as well as market demand can be managed. 500
0
Awareness programs for Fly-ash: 0
To build awareness amongst fly-ash customers, BORL has 2015-16 2016-17 2017-18 2018-19 2019-20
arranged various programs at Bina and also extended SKO Sales Sulphur, ppm
sponsorship to prestigious “International conference on
technological development in fly-ash utilization 2020”. Fig 7.2.3
Nearly 44 nos. of flyash brick manufacturers are developed
and established the process of flyash utilization in manufacturing of cement. All these efforts have resulted in increase in 100%
fly-ash evacuation.
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BORL/RBNQA 2017 BORL/RBNQA 2020
7.3 Workforce Outcomes 12 2 17 2 Diploma Engineer
7 Engineering Professionals
7.3.a Workforce Results Graduates
32 PG
7.3.a (1) Workforce Capability & Capacity MBA
197 MSW
Since inception BORL workforce planning is based on the lean CA/CS/ICWA
workforce i.e. core processes are managed and controlled by 360 MBBS
own staff and balance non-core activities are outsourced.
Workforce planning is done through optimization of the existing Fig 7.3.1
resources and augmented as per requirement. BORL workforce
educational profile is shown in Fig.7.3.1 Safety perception Survey (%)
The improvement in safety perception as well as awareness can 100 99.8 99.8
be seen from the results depicted in Fig 7.3.2 of safety 97.1 96.1 94.2
perception survey conducted by NSCI. Perception survey for
year 2020 could not be completed due to COVID-19 pandemic. 100
BORL trained 183 personnel of group refineries in live
firefighting at our well-equipped firefighting facility. 80 62.2 68.6 61.2
7.3.a (3) Workforce Engagement 60
BORL offers a healthy work-life balance. Employees are 40
provided with many facilities and welfare measures, which are
continuously upgraded. Career growth opportunities and 20
professional development trainings are provided for building
expertise in their respective fields of work. 0
BORL has 84% young workforce. Engaging and retaining the Top Mgt Middle Mgt Junior Mgt
workforce is a predominant focus area. BORL has rolled out
multiple initiatives to engage not just its employees but also 2013 2014 2017
their family members. BORL is committed to the wellbeing of
employees and ensures that employees are able to fulfill their Fig 7.3.2
needs. The Fig 7.3.3 shows upward trend in employees benefit
expenses indicating enhanced wages and benefits for Employee Compensation, Rs Cr
employees.
110 107
Employee attrition 99 103
In spite being in remote location and deprived of city facilities,
decreasing trend of employee attrition is an indication of better 100
workforce engagement and satisfaction level. Employee
turnover in year 2019-20 was 6.2% (Fig 7.3.4) which is low as 90
compared to the industry average of 10%. Following major
initiatives has resulted in the reduction: 80
Compensation revision in 2019-20 in line with best in the
70 2018-19 2019-20
industry 2017-18
Introduction of merit based progression policy for Asst.
Fig 7.3.3
Engineers (the segment with higher attrition)
Introduction of robust training to new joiners
Introduction of employee friendly policies, e.g. joining
leave, paternity leave, cross-functional opportunities, etc.
Refinery visit for family members
BORL believes in the importance of families of our employees and as an initiative for engagement with family members,
regular guided tour of refinery facilities is arranged. Family 30 Employee Attrition, % Better
members are taken on buses around refinery facilities explaining
features of plant and facilities, refer Fig 7.3.5. They are also 25
shown a small film showcasing features of BORL and various
CSR activities undertaken. The family members are also shown
samples of Crude oil, Petrol, Diesel, Sulphur, Pet-coke etc. 20 12 9 10 7
10
Refinery conducts various programs for the employees and their
families though Khajuraho Klub, year-wise club expenses are
shown in Fig 7.3.6
0
2015-16 2016-17 2017-18 2018-19 2019-20
Fig 7.3.4
Page: - 56 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Khajuraho Klub Expenses, Rs Lakhs
200 2017-18 2018-19 2019-20
160
120
80
40
0
2016-17
Fig 7.3.5: - Nature Park Fig 7.3.6
7.3.a (4) Workforce Development
Employee Training
BORL believes in employee upskilling through the structured organizational learning strategy. Through structured learning
process, 1805 man days of training was provided to employees against a target of 1258 man days (considering an average of
two training man day opportunity for all employees)
Recognition Involvement Scheme for Employees (RISE) 60 51 38
BORL has a strong participative culture and welcomes ideas 50 41 22
from all verticals. Under RISE, suggestions from employees 40
are received under two categories: 30 31
20 25
1. Creative Stroke: Ideas already implemented in the field.
2. Mind’s Eye: Ideas which are at a nascent stage but can be
nurtured, developed and implemented. The number of ideas 10
received in each category is shown in Fig-7.3.7. 0
Ideas under each category are scrutinized through a rigorous 3-
2017-18 2018-19 2019-20
stage evaluation process. The evaluation process includes Creative Stroke Minds Eye
threadbare discussion in terms of its feasibility, cost-benefit
analysis and impact on other operations etc. The shortlisted Fig 7.3.7
ideas are selected for implementation/ replication in other areas
and top management felicitates the participants.
Junior Business Council: Towards young engineers’ development and empowerment, BORL has implemented a Junior
Business Council (JBC) comprising of 17 multidisciplinary team members. JBC has been mandated to work on challenging
business challenges and study/analyze best global practices & industry trends suitable for implementation at BORL and suggest
way-forward to senior management for implementation. Since its inception, JBC committee has completed following projects:
Improve Covid-19 discipline and new way of functioning post Covid-19
Improve productivity for contract manpower at BORL
Effective implementation of behavioral based safety culture at BORL
7.4 Leadership and Governance Outcomes
7.4.a Leadership, Governance and Societal Responsibility Results
7.4.a (1) Leadership
BORL’s visionary and dynamic leadership’s quest for “Operational Excellence” and “Business Acumen” is manifested in the
exemplary physical and financial performance of the organization. The significant achievements over the years are given below:
Implementation of refinery debottlenecking project without time and cost overruns
Strong focus on safe and reliable plant operation
Maximized asset utilization and sustained operation
Credit rating upgradation:
Rating on long term bank facilities has been reaffirmed at “CRISIL AA+”
Rating on short term bank facility & commercial paper program has been reaffirmed at the highest level “CRISIL A1-
Positive”
BORL has also received highest credit rating “AAA” on NCD by ICRA
Optimizing operating cost and improving bottom line (refer Fig 7.4.1)
BORL’s improving focus on CSR activities is evident from the increasing trend of CSR expenditure as seen in Fig 7.4.2.
Page: - 57 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Opex ($/bbl) Better CSR Expenditure
4 3.8 3.6 3.4 30 23.00 24.26
3 2.3 2.1 2.4 2.0 12.03 19.41
2
20 10.51 10.92 12.35
9.72
10
1 --
0 0
2015-16 2016-17 2017-18 2018-19 2019-20
CSR Expenditure (Rs. Cr) Prescribed Expenditure (Rs. Cr)
Fig 7.4.1 Fig 7.4.2
Clean Technology
Adoption of Clean Technology is an indicator of BORL Leadership’s commitment towards environment. BORL has
incorporated state of the art environmental protection measures (clean features) in the design stage itself.
Environmental protection in the refinery is achieved using latest technologies and strict monitoring and control.
SN Clean Measures Impact
1 Process gas waste heat recovery in HGU to preheat DM water Waste heat recovery
2 Power recovery turbine in Hydrocracker 1st stage reactor feed pump Reduction in Power consumption
3 140 KW Solar power plant at admin parking Use of renewal energy
4 Step less controller in one of Make Up Gas Compressor in HCU Reduction in Power consumption
5 Crude pre-flash drum in Crude Distillation Unit Efficiency technology
6 LP steam generator in Hydrocracker waste heat recovery
7 LRVP in VDU ejector system Efficiency technology
8 High efficiency Low NOx burners. Low NOx emissions
9 Installation of flare gas recovery system Waste utilization
10 VDU Off-gas Amine absorber Low emissions
11 Co-processing of Plastic Waste in Cement Kiln Waste management
12 Organic Waste Converter for conversion of food waste to manure Utilization of food waste
13 Sale of Bed Ash to Cement plants Utilization of waste
14 Low sulphur fuels Minimize SO2 emissions
15 More furnace stack heights Adequate dispersal of flue gas
16 Sulfur Recovery Unit with Tail Gas Treatment Unit (TGTU) Low SO2 emission
17 Dust control system in the Captive Power Plant (CPP) Low SPM
18 Floating roof tanks with double seals Low Fugitive emission
19 Nitrogen blanketed Cone and /Dome roof tanks Low evaporation loss
20 Double Mechanical Seals in pumps Low Fugitive emission
21 Close Blow-Down (CBD) system Low Fugitive emission
22 Volatile organic compound (VOC) treatment system in ETP Low emission of VOC
23 Leak detection and Repair (LDAR) program Low Fugitive emission
24 State-of-the art ETP for maximized recycle of waste water. Water conservation
25 Smokeless elevated flare Low emissions
26 Sludge recycle from ETP to Delayed Coker Unit (DCU). Sludge disposal
27 Membership with common TSDF agency hazardous waste management
28 Silencers and acoustic barriers in equipment Reducing noise pollution
In addition, BORL is encouraging use of non-conventional energy
sources such as installation of Solar Power plants, use of energy
efficient lighting & five-star rating energy efficient appliances, solar
power electric fencing along the property lines, solar water heating
systems, etc. Towards water conservation BORL has undertaken
rain water harvesting initiatives at refinery and nearby villages (Fig
7.4.3, 7.4.4, 7.4.5, 7.4.6, 7.4.7).
Fig 7.4.3
4.4 MWp Solar Power Plant at Dispatch Terminal
Page: - 58 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Fig 7.4.4 Fig 7.4.5
140 KWp Solar Power Plant at Admin Rainwater harvesting pond with solar lighting at Refinery
parking Energy Efficient Lighting (MW)
Rain Water Harvesting (SQM)
200000 165919 0.400 0.366
150000 0.350 0.252
100000 135740 0.300
50000 112740 0.250 0.126
0.200 0.016 0.013 0.001
94936 0.150 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
0.100
46374 46374 0.050
0.000
0
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
Fig 7.4.6 Fig 7.4.7
7.4.a (2) Governance
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. It has all assets insured as per Risk Management
policy. BORL conducted the leadership style and organizational climate survey through Hay Group with the objective of
identifying opportunities for improvement in governance quality. The corporate financial discipline are audited annually by a
reputed auditors and recommendations are implemented in time bound manner. All financial and commercial transactions are
done through Manual of Authority (MoA) approved by Company Board. BORL management encourages gender diversity in
direct and indirect employees and provides eco system for expressing their views and ideas. BORL proactively provides welfare
measures to its employees and service providers e.g. the enhanced maternity benefits to women employees before it became
the law of the land and was quick to implement ESIC & Minimum wages act.
7.4.a (3) Law and Regulation
A Register of Regulations (ROR) is maintained and reviewed annually to ensure compliance to statutory regulation under
Integrated Management System (IMS). It covers all Acts, Regulations, Standards and Documents (Legal Compliances)
applicable to BORL. Compliances are verified by third party expert agency like M/s PwC, who have certified that refinery is
largely complying with applicable laws and in many areas BORL has gone ahead of the compliance requirements like in
environment and safety. Clean design features as well as environmental initiatives taken by refinery have resulted into very
low emissions than statutory standard despite increase of high Sulphur crude processing. Ambient Air Quality in and around
refinery and effluent water quality is measured and compared with standard on a regular basis as shown in fig 7.4.8, 7.4.9,
7.4.10. 7.4.11, 7.4.12 & 7.4.13.
Chemical Oxygen Demand Biological Oxygen Demand
1000 921 120 110.5
800 100
Kg/day600 80 68.7
Kg/day
60 44.9 50.8
400 172 183 224 40
200
20
0 0
2017-18 2018-19 2019-20 Standard 2017-18 2018-19 2019-20 Standard
Fig. 7.4.8 Fig. 7.4.9
Page: - 59 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Total Suspended Solids pH Trend
147 10 8.5
150 7.53 7.54 7.49
Kg/day 125 8
100 84.1
75 43.4 48.1 6
50
25 4
2017-18 2018-19 2019-20 Standard
0
2017-18 2018-19 2019-20 Standard Fig. 7.4.11
Fig. 7.4.10
NO2 in Ambient Air Quality (μg/m3) Better SO2 in Ambient Air Quality (μg/m3) Better
40 40 40 40 50 50 50 50
40 50
30 40
20 151113 30
10
121212 151012 13 9 9 20 13 12 12 8 8 10
99 77 87
10
0 Stn#2 Stn#3 Stn#4 (ETP) 0
Stn#1 (Canteen) (Offsite) Stn#1 Stn#2 Stn#3 Stn#4
(Flare) (Flare) (Canteen) (Offsite) (ETP)
2018-19 2019-20 Statutory Standard
2017-18 2017-18 2018-19 2019-20 Statutory Standard
Fig. 7.4.12 Fig. 7.4.13
Green House Gas (GHG) Emissions GHG emission TCO2/MT Crude
Efforts on GHG emissions reduction has yielded positive impact 0.600 0.506
on GHG emission expressed as tons of CO2 per ton of crude 0.500 0.392 0.371 0.393 0.379
processed. It can be seen in Fig 7.4.14, calculated based on ISO 0.400
14064 -1 methodology.
0.300
Stack Emissions
0.200
BORL has taken number of initiatives like implementation of
ENCON measures, ESP upgradation in CPP, pet-coke along with 2015-16 2016-17 2017-18 2018-19 2019-20
limestone firing in CFBC, low sulphur fuel firing, low NOx
burners; to control the stack emissions well below the norms as
evident from fig 7.4.15, 7.4.16, 7.4.17 & 7.4.18
Fig. 7.4.14
Stack Emission - NOx (mg/Nm3) Better Stack Emission - Carbon Monoxide (mg/Nm3) Better
274 240 273 150
300 167 204 111 99 109
182 2018-19 2019-20 100
200
50 13 13 17
100 2018-19 2019-20
0
0 2017-18
2017-18
Oxides of Nitrogen (Nox) Standard Carbon Monoxide (CO) Standard
Fig. 7.4.15 Fig. 7.4.16
Page: - 60 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Stack Emission - Particulate Matter Better Stack Emission - SO2 (mg/Nm3) Better
(mg/Nm3)
289 274 273
30 20 19 20 300 116 187
20 13 11 14
200 112
10 100
0 2018-19 2019-20 0
2017-18 2017-18
2018-19 2019-20
Particulate Matter(PM) Standard Oxides of sulphur (SO2) Standard
Fig. 7.4.17 Fig. 7.4.18
7.4.a (4) Ethics
In BORL, ethical norms as per the code of conduct are strictly followed and the same are monitored through number of
measures like external audit, internal audit, MoPNG guidelines and OISD guidelines. Internal and external audit reports
and compliance are discussed at highest level at each department and also at the level of top management. Audit report
is presented to Audit Committee chaired by Independent Director. Any outcome of the audit recommendations are
monitored and closed. BORL management encourages ethical behavior across the organization. No breach of ethical
behavior is reported in BORL.
In order to ensure compliance, audits by external agencies and internal multi-disciplinary team are carried out regularly.
Audit observations and their compliance over the years given in following trends (Fig 7.4.19 and Fig 7.4.20), which indicates
100% compliance of audit points except for the most recent audits, where action plans are in place for compliance
ESA Recommendation Status ISA Recommendation Status
200 151151 145145 150
150 100 100
100 100 96 90 102 95 90 102 92 100100100 96
28 28 28 29 75 75
50 100
2020
50
0
2012 2015 (Surprise 2016 0
Safety Check) Total
Complied % Compliance
Total Complied % Compliance 2016 2017 2018 2019
Fig 7.4.19 Fig 7.4.20
7.4.a (5) Society
BORL commitment to Corporate Social Responsibility has Promotion Promotion of Promotion of
been ingrained in its DNA since inception. BORL’s CSR of Sports & Education & Healthcare,
initiatives continue to be influenced by the needs and concerns Hygiene &
of the community residing in the close proximity to its area of Culture Skill Sanitation
operation. BORL has identified promotion of Education & Skill Development
Development, Health, Hygiene & Sanitation, Rural
development & Environment sustainability and sports & culture CSR
as key areas for work. BORL team works closely with the
community and government agencies to ensure equitable and Rural
sustainable development of the region. BORL CSR activities Development
are undertaken in the state of Madhya Pradesh and Gujarat,
preferably in the nearby 22 villages of Refinery at Bina, Crude &
Oil Terminal at Vadinar and nearby areas of the Vadinar Bina Environment
Pipeline. CSR projects are focussed on strengthening socio- Sustainability
economic condition and environmental sustainability. CSR
core thematic areas are given in Fig 7.4.21. Over the years, the Fig. 7.4.21
ongoing schemes have provided a framework for access to basic
facilities and have resulted in positive outcomes, which is also
affirmed by an independent Impact Assessment Study by Tata
Institute of Social Sciences, Mumbai
Check BORL CSR Initiatives at : ftp://117.222.37.18/CSR%20initiatives/
Username : upload3
Password : B0rl3@1234 “Capital B – Zero - Small r - Small l - Three@1234”
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BORL/RBNQA 2017 BORL/RBNQA 2020
Promotion of Education & Skill Development
Shiksha Aapke Dwar: Mentoring classes being held since 2014, covering approx. 1,000 children per year. Success of the
program is demonstrated by participation & selection of village students for admission in reputed schools & performance
in competitive examinations. Results for last 3 years is given below:
Category Selected in Total
last 3 years Selected
Admissions in Shramodaya Vidyalaya, Bhopal (State Level Admission Exam)
Admissions in Navodaya Vidyalaya, Khurai (District Level Admission Exam) 03 03
Admissions in Gyanodaya Vidyalaya, Sagar (Division Level Admission Exam) 10 15
Admissions in Govt. Model School, Bina (Block Level Admission Exam) 03 03
Received Govt. Merit cum Means Scholarship (State Level Exam) 49 85
Cleared State Junior Hindi Olympiad (1st Level) 55 72
Cleared State Junior Mathematics Olympiad (1st Level) 39 39
32 38
Mentoring Classes taken by volunteers in villages Rajeshwar stood 1st in District at State Level Junior Hindi
Olympiad & was felicitated at Bhopal
Medhavi Vidyarthi Puruskar: Annual Scholarship awarded to meritorious students from nearby schools at Bina and
Vadinar. Results of students receiving scholarship during last 3 years is given below (Fig 7.4.17, 7.4.18) :
Location Students Received in last 3 years Total Students Received
Medhavi Vidyarthi Puruskar at Bina 1284 2817, since 2012
Medhavi Vidyarthi Puruskar at Vadinar 600 1053, since 2014
Medhavi Vidyarthi Puruskar, last 8
Years in Bina (Total 2817 Students)
296 346 374 386 400 427 457
131
2012 2013 2014 2015 2016 2017 2018 2019
Fig. 7.4.17 Fig. 7.4.18
Financial support to students: Scholarships provided to meritorious students from nearby villages of Refinery at Bina to
continue higher education. During last 3 years, 555 students received scholarship and total 753 students secured financial
support (refer Fig 7.4.19).
Upgradation of Schools Infrastructure: BORL has carried out renovation of 15 school buildings, constructed
boundary wall in 21 schools, constructed toilet block in 42 schools across Sagar region and provided desk benches in all 38
Financial Support, last 6 Years (Total 753
Students) 238
198
94 119
57 47
2014 2015 2016 2017 2018 2019 Fig. 7.4.20
Fig. 7.4.19
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BORL/RBNQA 2017 BORL/RBNQA 2020
nearby village Govt. schools. The intervention has created visible changes in school infrastructure and promoted conducive
environment for education (refer Fig 7.4.20)
Science Van: Improved science awareness through 150 practical science models to promote science education with
experimental science learning in the nearby Govt. Middle and High Schools. The result can be seen in consistent increase
in student participation in science fairs (Fig 7.4.21 & 7.4.22). Student Participation in Science Fair
500 420 380 410
400 355
300 220200 180200 195215
205
200 150
100
0 2016-17 2017-18 2018-19
2015-16
Male students
Female students
Fig. 7.4.21 Fig. 7.4.22
DAV-BORL Public School (Fig 7.4.23): One of the most renowned Fig 7.4.23
school of this region with consistent performance over the past years.
About 70% students are non-BORL employee’s children. For last 2
years, the school was placed under ‘Outstanding Category’ among all
DAV schools. DAV-BORL also nominated ‘Lead Collaborator
School’ by CBSE, handholding nearby 5 schools.
Project Swavalamban: Technical on-the-job and vocational training
in different trades was imparted to youths, linked with employment
and self-entrepreneurship development. About 1000 youths has been
trained till date on various vocational trades and approx. 600 people
have been engaged. The major initiatives and their outcomes are
tabulated below:
SN Initiatives Outcome
‘Learn & Earn Programme’ – On the 275 trained in 6 batches in
Job Training under AICTE NEEM last 3 years
1 Scheme to ITI pass outs (Fig 7.4.24) Total 419 trainees have
been trained in 10 batches
and 323 trainees has been
engaged
2 Public Private Partnership with ITI Approx. 100 candidates have
Bina been engaged till date
Vocational Trainings in Healthcare, 197 youth completed training
Driving, Customer Care cum Retail Fig 7.4.24
3 Sales Executive & Data Entry 1) Promotion of Healthcare,
Operator Fig 7.4.25
Maternity Ward ‘VATSALYA’
Hygiene & Sanitation
VK-BORL Hospital: VK-BORL is a 30-Bed modern hospital with
laboratory, pharmacy, 24-hour emergency care, radiography facilities etc.
The hospital provides significant benefit to locals to access the IPD and
OPD facilities. About 85% patients treated are non-staff & from the
neighboring areas. VK-BORL Hospital services have immensely benefitted
those who can’t afford treatment in a private hospital.
Swasthya Seva Yojana: Senior Citizen aged 55 years & above, pregnant
women (up to 2 child), children below 10 years and people under BPL
category from 22 nearby villages are given free treatment & medicines.
Mobile medical camps and specialized camps are regularly organized in
neighboring villages.
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BORL/RBNQA 2017 BORL/RBNQA 2020
Strengthening Govt. Hospital: To promote institutional delivery, BORL constructed 33-Bed new Maternity Ward
‘VATSALYA’ at Govt. Civil Hospital, Bina (Fig 7.4.25) and provided
necessary medical equipment. BORL also constructed Mortuary Room
with relevant facilities at Govt. Civil Hospital, Bina.
Observation of Swachhata Pakhwada: Under this program, various
cleaning activities, awareness campaign, plantation & 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 and the
award was received by Managing Director, BORL (Fig 7.4.26)
2) Rural Development & Environment Sustainability: BORL initiatives Fig 7.4.26 Swachhata Pakhwada Puraskar
have supported the backbone of rural livelihood like livestock 2019
management, support agriculture, water conservation and electrification.
Fig 7.4.27
Sustainable Livelihood Development Program: Livestock management
& agriculture support project initiated in 2015 generated awareness in the
villages about animal healthcare and increased milk production due to high
quality breeding program. The project has motivated a number of young
farmers to adopt better agricultural (Fig 7.4.27).& livestock development
practices and improved their livelihood. 1116 new high breed calf born
through Artificial Insemination (AI)
Project Urvi: Water conservation & provision of drinking water facilities
project started in 2018, supported nearby villagers in agriculture
production. Rain water harvesting activities includes construction of check
dams, dug out pond, field bunding, deepening of nallah, ponds etc in
nearby villages (Fig 7.4.28).
Activity Unit Constructed in last 3 FYs
Construction of check dam 06
Deepening of nallah 18
Field bunding 63.8 Hectares
Farm pond 05
Hand pump platform 22
Hand pump repairing 80
Dug Out Pond 16
Fig 7.4.28
Project Prakash: Under the project, electrification in each households of 19 neighboring villages were undertaken. Energy
efficient electrical appliances provided in approx. 1850 households and all institutions/common facilities. Dilapidated
power cables in the village were replaced and street lights were
installed to promote safety and mobility.
Infrastructure Development:
BORL constructed a Multipurpose Hall, Toilet Blocks & Waiting
Shed at Tehsil premises in Bina.
Infrastructure upgradation and installation of open gym & play
equipment was carried out at 3 Public Parks in Bina.
Upgradation of Playground at Govt. Excellence H.S. School No.1
at Bina.
Construction of Waiting Shed (Fig 7.4.29), Ticket Counter and
Toilet on western side of Bina Railway Station.
Fig 7.4.29
3) Promotion of Sports & Culture: Sports intervention done in
neighboring villages right from grass root level (e.g. identification, grooming & providing platform to players) to displaying
commendable performance (winning/participation of players at State/National level) and bringing social change (gender
parity & empowerment). More girl’s enrolment in male dominated games like wrestling, participating in other States and
giving creditable performance has established gender parity and empowerment.
Sports Training Program: BORL is providing regular training in Wrestling, Chess, Athletics & Kabbadi to children from
nearby villages through expert trainers. In a span of less than three years, 3 wrestlers have represented State at National
Level Wrestling Competition, chess player has ranked 18th in National Inter University Chess Competition, wrestler got
selected at State Academy, Bhopal, several players have won and represented District/Division at State level and many
more achievements. Summary of major deliverables of the Sports Program in last 3 years is mentioned below (Fig 7.4.30):
Page: - 64 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Tournaments Participants Winner
National Level 5 -
State Level 139 22
Division Level 167 100
District Level 276 200
Block level 392 231
Total 979 553
Fig 7.4.30
Sports Summer/Winter Camps and Inter School/Village Competition: Organized every year, where children participate
in different sporting competitions (Fig 7.4.31, 7.4.32)
Fig 7.4.31 Fig 7.4.32
BORL Run Bina Run Theme - ‘Run for Clean Bina- Green Bina’ 2017, ‘Daurega Bina-Aage Badhega Bina’ 2018
& ‘Khelega Bina – Khilega Bina ‘2019: In the Run Bina Run approx. 3000 people participates every year. Categorised
into 4 age groups including children 8 to 15 yrs, youth 16 to 49 yrs, senior citizen above 50 yrs and women 16 to 49 yrs.
The first 3 winners of each category were conferred awards. (Fig 7.4.33)
BORL Bundelkhand Hockey Cup, 2017, 2018 & 2019: Teams participates in the weeklong tournament from different
States like MP, UP, Haryana, Chhattisgarh, Maharashtra, Punjab and Telangana. (Fig 7.4.34)
BORL constructed Sports Hall and provided necessary facilities at village Agasod and Dehri, to help players practice in all
weather conditions and improve their performance. (Fig 7.4.35)
Fig 7.4.33 Fig 7.4.34
BORL Contribution in Fight against COVID-19
Fig 7.4.35
Fianancial Assistance
Rs. 25.19 Cr to PM-CARES
Rs. 2 Cr to CM Relief Fund
Rs. 10 Lakh to District Admin, Sagar
Rs. 7 Lakh to District Admin, Ashoknagar
Rs. 5 Lakh to District Admin, Jamnagar
Equiping VK-BORL Hospital Fight Support to Local Bodies
against
24x7 COVID-19 helpdesk Covid-19 Sanitization chemicals to Bina
Isolation ward with 15 beds 32,000 masks in nearby villages
Screening of workforce 80 bodysuits to Dist. Admin
2 vehicles for Corona Warriors
Sports Hall to quarantine centre
Page: - 65 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
7.5 Financial and Market Outcomes
7.5.a Financial and Market Results
7.5.a (1) Financial Performance
The sales of the company have been consistently growing, which marked a total of Rs 29,365 Crores at post Revamp Capacity
(Fig 7.5.1).
The Earnings before Interest, Depreciation and taxes (EBIDTA) been growing positively over the years, the decline in year
2018-19 was because of plan shutdown for implementation of Revamp project. EBIDTA decline during 2019-20 was due to
lower product cracks and crashing crude/product prices due to Covid-19 (Fig 7.5.2)
Opex: Operating cost of the refinery as USD per barrel crude processing indicates a consistent decline, which has positively
impacted the bottom line. (Fig 7.5.3)
CSR Expenditure: 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 7.5.4. The CSR expenditure on 2019-20 was Rs 24.26 Cr,
against Prescribed expenditure Rs 19.41 (25% increase).
Total Sales (TMT) and Value (Rs. Cr.) EBIDTA (Rs. Cr.)
40000 29365 3000 2593 2668
30000 2500
20000 20695 21676 2000 2034
18047 16988 1750
10000 6132 5726 6128 7245 1500 957
1000
5041
0 500
2015-16 2016-17 2017-18 2018-19 2019-20 0
Sales (TMT) Sales (Rs Cr.) 2015-16 2016-17 2017-18 2018-19 2019-20
Fig 7.5.1 Fig 7.5.2
Operating Cost, $/bbl
Better CSR Expenditure
3.4 30 23.00 24.26
2.3 2.1 2.4 2.0
12.03 19.41
2015-16 2016-17 2017-18 2018-19 2019-20
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 7.5.3 Fig 7.5.4
GRM: During the year 2017-18 to year 2019-20, BORL’s GRM was one of the highest amongst the Indian Refineries. GRM
in 2019-20 was second in the country due to inventory write-downs due to crude oil price reductions on account of Covid-19
(refer Fig 7.5.5).
Interest Cost: Through a number of proactive steps, Company was able to reduce its interest cost as well as debt (refer Fig
7.5.6 for trend).
GRM of Indian Refineries - last 3 years Interest Cost
15.0 11.7 11.6 12000 11267 1000
9.8 9.2 10000 900
10.0 5.6 8.5 7.5 8.9 8000 9267 9102 8889
5.4 4.1 6000
5.0 6.9 7.4 6.4 4000 800
4.6 5.1 3.7 2000 766 700
0.0 2.5 1.0 594 628
BORL BPCL HPCL IOCL CPCL MRPL RIL 0 613 600
0.1
-5.0
2017-18 2018-19 2019-20 -1.2 500
-0.2
Fig 7.5.5 2016-17 2017-18 2018-19 2019-20
Debt Interest
Fig 7.5.6
Page: - 66 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
7.5.a (2) Marketplace Performance
BORL being a core refining company leverages BPCL competence in marketing to create competitive edge in the marketplace
both for BORL & BPCL. BORL supports BPCL by uninterrupted supply of petroleum products in desired Quality and Quantity.
As a result, BORL was able to maintain its market-share on consistent basis (Fig 7.5.7)
Except for 2018-19, when refinery has undertaken planned shutdown for debottlenecking project, above figure indicates that
BORL was able to consistently improve market share of its major product, i.e. HSD, as well as of its total products in the
country. For MS, despite increase in production from BORL, overall market share was marginally reduced due to higher
demand growth rate in India (refer Fig 7.5.8)
Through consistent efforts, BORL is able to maximize its sale of products in its home state, Madhya Pradesh. Following trend
indicates Y-o-Y increase in % of products sale in Madhya Pradesh (refer Fig 7.5.9).
BORL Market Share in India (%) MS Sales Vs India Demand (MMT)
6% 1.4 1.3 30.0 31
5.0% 29
1.2 28.3
5% 4.5%
4.4% 4.1% 4.3% 1.2 1.0 26.2 27
5% 1.0 23.8 0.9 25
4.0% 23
4% 3.5% 3.4%
4% 3.2% 0.8 21
2.9% 3.0%
3% 2.7% 0.6 19
17
3%
2% 0.4 15
2016-17
2016-17 2017-18 2018-19 2019-20 2017-18 2018-19 2019-20
MS HSD ALL PRODUCTS BORL sales India consumption
Fig 7.5.7 Fig 7.5.8
Almost entire products manufactured by BORL are marketed by BPCL. Over the years, BORL was able to add few more Oil
Marketing Companies for sale of its products, although in small quantities. This establishes competitiveness and quality
assurance of BORL products (refer Fig 7.5.10).
Sales within Madhya Pradesh Products sale (Other than BPCL)
20% 15.3% 0.8%
15% 2019-20
10% 0.1%
5% 13.4%
0%
11.4% 13.0% 85.8%
2017-18 2018-19
HPCL Nayara NRL RIL
Fig 7.5.9 Fig 7.5.10
7.5.b Strategy Implementation Results: BORL operational and long term strategic initiatives are/being implemented through
detailed action plan (as mentioned in Table .2.2.1) and focused approach with some of the initiatives requiring huge capital
expenditure. Status of initiatives are mentioned in Fig 7.5.11 below:
Strategic Initiatives KPI Result & Status
Reliability improvement Project is completed and boiler
Commissioning of Utility Boiler of process steam commissioned in March 2015
requirement
Upgradation of power system from 132 to 220 Reliability of power Project completed in Sep’16
KV system
4 MW Solar Power Plant at Bina Dispatch Project completed in Mar’16
Terminal. Use of renewable energy
Revamp project to enhance capacity to 7.8 Project completed in Oct’18
MMTPA Increase in refining Expected completion by Oct’2020
Kerosene Hydro-Desulfurization Unit capacity Construction of 4 tanks completed. Crude
Upgradation of Kerosene Blender commissioning by Sep 2020
Crude blending project at COT. Develop opportunity
Crude Processing
capability
Page: - 67 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
Strategic Initiatives KPI Result & Status
Interconnection of IOCL & BORL SPM Reliability of SPM at
COT Project completed in March 2017
Build robust leadership pipeline
Leadership Style and Climate Survey Leadership Development As part of Leadership Development program
for the Managers & above of BORL,
Improve PMS Performance Evaluation workshop was conducted in 2019.
e-PMS based on balanced score card format.
Refinery capacity enhancement and develop Expansion of Refinery Pre-feasibility study completed Market
petrochemical hub Survey completed
Fig 7.5.11 Refinery configuration study is in progress.
Page: - 68 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
E. Accolades
BORL received ‘Swachhata Puraskar’ in Inter-Refinery Swachhata Ranking Awards
organized by Ministry of Petroleum & Natural Gas. The award was presented by Minister of
Petroleum & Natural Gas on 16th September 2019
BORL was conferred National CSR
Leadership Awards 2020 for its contribution
in the areas of ‘Sports/Promotions
Development’ by Economic Times Now &
World CSR Congress on 18th February 2020
BORL wins “Energy Efficient Unit” award at CII ‘National Award for Excellence in
Energy Management’ 2020. BORL also won the award consecutively during 2017 & 2018.
Page: - 69 of 70
BORL/RBNQA 2017 BORL/RBNQA 2020
The Govt. of Madhya Pradesh awarded the ‘Madhya Pradesh Best Employer Brand
Certificate of Recognition 2020 to BORL Awards 2019’ by CHRO Asia for BORL
for work in the area of sports promotion efforts in attracting, retaining &
under its CSR initiatives developing talent and its retention policy
National Energy Conservation Award 2017: 1st Prize in Refinery sector conferred
by the Hon’ble President of India Shri Ram Nath Kovind on 14th December 2017
BORL Management System Certifications
Page: - 70 of 70
BORL/RBNQA 2020
F. Glossary of Terms & Abbreviations
ACC Associated Cement Companies BSC Balanced Score Card
ACW Auxiliary Cooling Water BTU British Thermal Unit
AE Assistant Engineer BV Besloten Vennootschap
AET Acoustic Emission Testing CA Chartered Accountant
AFPM American Fuel & Petrochemical Manufacturers CAPEX Capital expenditures
AICTE All India Council for Technical Education CB & I Co. Chicago Bridge & Iron Company
AIMS Asset Integrity Management System CBD Continuous Blowdown
AM Assistant manager CBSE Central Board of Secondary Education
AMS Air Monitoring Station CCR Continuous Catalytic Regeneration
AO Assistant Officer CCTV Closed-circuit television
AORA Aspen Operations Reconciliation and Accounting CDD Contractual Delivery date
APC Advanced Process Control CDU Crude Distillation Unit
API American Petroleum Institute CEMILAC Centre for Military Airworthiness & Certification
ARC Annual Rate Contract CFBC Circulating Fluidised Bed Combustion
ASME American Society Of Mechanical Engineers CFO Chief Financial Officer
ASPEN Advanced System for Process Engineering CGPA Cumulative Grade Point Average
ASTM American Society for Testing and Materials CHT Centre for High Technology
ATF Aviation Turbine Fuel CII Confederation of Indian Industry
ATO Assistant Technical Officer CLIP Community Lifestyle Intervention Programed
ATOMS Aspen tanks and operations manager ClO2 Chlorine dioxide
ATR Action Taken Report CM Comprehensive Maintenance
AUBT Advanced Ultrasonic Backscatter technique CMMS Contract Man Management System
AVP Assistant Vice President CO Carbon Monoxide
B2B Back-to Back COO Chief Operating Officer
BBL Barrel COT Crude Oil Terminal
BCP Business Continuity Plan COVID Coronavirus Disease
BCPL Brahmaputra Cracker and Polymer Limited CPCB Central Pollution Control Board
BDT Bina Dispatch Terminal CPP Captive Power Plant
BEDP Business Economic Development Program CRDC Corporate Research & Development Centre
Credit Rating Information Services of India
BEE Bureau of Energy Efficiency CRISIL Limited
Corporate Social Responsibility
BHEL Bharat Heavy Electricals Limited CSR Cost to Company
BHU Banaras Hindu University CTC Critical to Quality
BIS Bureau of Indian Standards CTQ Dayanand Anglo Vedic
BITS Birla Institute of Technology & Science DAV Departmental Compliance Report
BKPL Bina-Kota Pipeline DCR Distributed Control System
BORL Bharat Oman Refineries Limited DCS Delayed Coker Unit
BOSOP Bharat Oman Safety Observation Process DCU Disk-Disk-Tape
BPCL Bharat Petroleum Corporation Limited DDT Diesel Generator
BPL Below Poverty Line DG Directorate General of Aeronautical Quality
Assurance
BPMI Business Process Management Initiative DGAQA Directorate General of Civil Aviation
Diesel Hydrotreating
BREP Bina Refinery Expansion and Petrochemicals DGCA
BS Bharat Stage DHDT
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BORL/RBNQA 2020
DHT Diesel Hydro Treater HHPS Hot High Pressure Separator
DIHS Directorate of Industrial Health and Safety HiPo High Potential
DISH HIRA Hazard Identification and Risk Assessment
DM Directorate of industrial Safety and Health HOD Head of Department
DMI HPCL Hindustan Petroleum Corporation Limited
DNA Deputy Manager HR Human Resource
EBIDTA Disaster Management Institute Hr Hour
ECB Deoxyribonucleic Acid HRC HR compliance
Earnings Before Interest, Depreciation
EDMS and Taxes HRMS Human Resource management System
External Commercial Borrowing
EHMS Engineering Documents Management HSD High Speed Diesel
EHS System HSE Health Safety and Environment
EIC Employee Health Management System HTHA High temperature hydrogen attack
EII I&C Industry and commerce
EIL Environmental Health and Safety IAC Investment Approval Committee
EMS IBR Indian Boiler Regulations
Engineer In-Charge Investment Information and Credit Rating
Agency of India
Energy Intensity Index Individual Development Plan
Engineers India Limited International Efficiency
Indian Institute of Technology
Environmental Management System
Inter-laboratory correlation
En.MS Energy Management System ICRA
Indian Molasses Company
ENCON Environmental Coalition for North IDP Integrated Management System
ENGG. America IE Indian Oil Corporation Limited
EPFO Engineering IIT Hospital Inpatient care
ERDMP ILC Internal Reflux
ERP Employee provident Fund Organization IMC International Research Institute for
ERTO Emergency Response & Disaster IMS manufacturing
ESA management Plan IOCL Integrated Risk Information System
ESD Enterprise Resource Planning IPD Internal Rate of Return
ESIC IR Information System
Energy Real-Time Optimizer Internal Safety Audit
International Organization for Standardization
External Safety Audit Isomerisation
Internet service provider
Emergency Shutdown System Information Technology
Industrial Training Institute
Employees State Insurance Corporation Junior Business Council
Jaypee
ESP Electro Static Precipitator IRIM Job Safety Analysis
Joint Senior Vice President
etc. et cetera IRIS Joint Senior Vice President
ETP Effluent Treatment Plan IRR Kerosene Hydro Desulfurization
EXAQUANTUM Software Name IS Kilo-meter
F&S Fire & safety ISA Key Performance Indicator
Fig. Figure ISO
FIPI Federation of Indian Petroleum Industry ISOM
FM Frequency Modulation ISP
FY Financial Year IT
GBI Government Boiler Inspectorate ITI
GE General Electric JBC
GHG Greenhouse gases JP
GOI Government Of India JSA
GREENASHCON Organisation Name JSVP
GRM Gross Refinery Margin JT. SR. VP
HAZOP hazard and operability KHDS
HCU Hydro Cracker Unit KM
HGU Hydrogen Generation Unit KPI
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BORL/RBNQA 2020
KPMG Klynveld Peat Marwick Goerdeler MP Madhya Pradesh
KRA Key Resulting Area MPPCB Madhya Pradesh Pollution Control Board
Madhya Pradesh Power Transmission Company
KSA Knowledge, Skills and Attitude MPPTCL Limited
Management Representative
kV Kilo Volt MR Management Review meeting
KW Kilowatts MRM Material Requirement Planning
L&D Learning & Development MRP Motor Spirit Euro
LAN Local Area Network MS Motor Spirit Block
LDAR Leak Detection and Repair MSB Management Trainee / Matric Ton
LED Light-Emitting Diode MT Methyl Tertiary Butyl Ether
LEO Laser Eddy current Outside MTBE Mean Time Between Failure
LIMS Laboratory Information management System MTBF Material take off
LLC Chevron Lummus Global MTO Mean time to repair
LOTO Lock Out Tag Out MTTR Mega Volt Ampere
LP Low Pressure MVA Mega Watt
LPG Liquefied Petroleum Gas MW National Accreditation Board for testing and
calibration Laboratories
LRVP Liquid Ring Vacuum Pump NABL Non-convertible debentures
National Critical Information Infrastructure
LSTK Lump Sum Turn Key NCD Protection Centre
National Capital Region
LTI loss-time-injury NCIIPC National Capital Territory
Near-Disaster Recovery
LVGO Light Vacuum Gas Oil NCR Non-destructive Testing
M Meter NCT National Employability Enhancement Mission
M&B Managerial & Behavioural NDR National Human Resource Development Network
M.Sc. Master of Science NDT Naphtha Hydro Treater
M/s Messrs NEEM National Institute of Technology
MAGS Movable Arm Grounding System NHRDN
MANIT Maulana Azad National Institute of Technology NHT Nomination & Remuneration Committee
MBA Master of Business Administration NIT
MBTO per BBL per NRGF Energy Factor
MBN (MBTO/BBL/NRGF) NRC Numaligarh Refinery Limited
Megabits per Second Net Refinery Margin
Mbps Mixed Bed Reactor NRGF National Safety Council
MBR One Thousand British thermal units NRL National Safety Council of India
MBTU Main Combustion Chamber NRM Original Equipment Manufacturer
MCC Managing Director NSC Opportunity for Improvement
MD Manufacturing Execution System NSCI Oil and Gas Conservation Festival
MES Manufacturing OEM Occupational Health Centre
Mfg Magnetic Flux Leakage OFI Occupational Health and Safety Assessment Series
MFL Mechanical Integrity and Quality Assurance OGCF Oil Industry Safety Directorate
MIQA Management Information System OHC Oil Marketing Company
MIS Million metric tones per annum OHSAS
MMTPA Management of Change OISD Oman Oil Company
MOC Ministry of Environment & Forests & Climate OMC
Change Outpatient Department
MoEF&CC Ministry of Petroleum & Natural Gas OOC One Point Lesson
Memorandum of Understanding
MoP&NG OPD
MOU OPL
Page: G- 3
BORL/RBNQA 2020
OQ Oman Oil Company REAC Reactor Effluent Air Cooler
OSRD Over, Shortage, Rejection & Damage RFET Remote Field Electromagnetic Testing
OT Operational Technology RGA Retractable Grounding Assembly
OTC Over-the-counter RIL Reliance Industries Limited
P&U Power and Utility RISE Recognition Involvement Scheme for Employees
PAUT Phased Array Ultrasonic Testing ROR Register of Regulations
PCB Pollution Control Boards ROU Remote Operator Unit
PCD Petroleum, Coal & Related Products Dept. RPTM Refinery & Petrochemical Technology Meet
PCRA Petroleum Conservation Research Association RTM Refinery Technology Meet
PDCA Plan-Do-Check-Act RTP Real-time pricing
PDR Project Design Review S&RP Strategy & Refinery Planning
PENEX Process Name SAN Storage Area Network
PESO Petroleum and Explosives Safety Organisation SAP System Application product
PGTR performance guarantee test run SBI State Bank Of India
PIMS Process Industry Modelling System SBU Strategies Business Unit
PM Preventive Maintenance SCADA Supervisory Control and Data Acquisition
PMC Project Management Contract SCO Supply Chain Optimization
PMS Performance management System SEC Securities and Exchange Commission
PNGRB Petroleum and Natural Gas Regulatory Board SISF State Industrial Security Force
PO Purchase Order SKO Superior Kerosene Oil
POL Petroleum Oil & Lubricant SLA Service Level Agreement
Specific, Measurable, Achievable, Realistic &
PPAC Petroleum Planning & Analysis Cell SMART Time bound
standard maintenance procedure
PPE Personal Protective Equipment SMP Stack Monitoring System
PPIMS Periodic Process Industry Modelling System SMS Serial Number
PR Purchase Requisition SN Sulfur Dioxide
PrI Primary Rate Interface SO2 Standard Operating Practices
PRT Purchase requisition tracking SOP Single Point Mooring
PSM Process safety management SPM Senior Vice President
Pstn public switched telephone network SR. VP Sulphur Recovery Unit
PSU Public Sector Unit SRU Steam Turbine Generator
PT Proficiency testing STG Strengths, Weaknesses, Opportunities, and Threats
analysis
PVC Polyvinyl Chloride SWOT Tail Gas Treating unit
Thousand Metric Tonne
Q&Q Quality and Quantity TGTU
QA Quality Assurance TMT Training Need Identification
Quality, Energy, Environment, Occupational
QEEHS Health And Safety TNI Tons Per Day
Quality, Environment, Occupational Health
QEHS And Safety TPD Tons Per Hour
Quality Management System Third Party Inspection
QMS Risk-Based-Inspection TPH Technical Services
RBI Ramkrishna Bajaj National Quality TPI Treatment, Storage, and Disposal Facility
RBNQ Root cause analysis TS Utility Boiler
RCA Reliability-Centred-Maintenance TSDF Universal Oil Products
RCM Remote Desktop Protocol UB
RDP UOP
Page: G- 4
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