ONGC Group of
Companies comprises of Oil and Natural Gas Corporation Limited (ONGC - The Parent Company); ONGC Videsh Limited (OVL – a wholly owned subsidiary of ONGC); ONGC Nile Ganga BV (ONG BV - a wholly owned subsidiary of OVL) and Mangalore
Refinery and Petrochemicals Limited (MRPL - a subsidiary of ONGC).
Oil and Natural Gas Corporation Limited (ONGC) is India's Most Valuable Company, having a market share of above 80% in India's Crude Oil and Natural Gas
Exploration and Production. ONGC registered the highest profit among all Indian companies at US $ 1.92 billion (Rs. 8664.4 Crore) in the year 2003-04. Its production of Crude Oil in 2003-04 was 26.7 MMT and of Natural Gas 25.70
Billion Cubic Meters. ONGC also produce Value-Added Products (VAP) like C2-C3; LPG; Naphtha and SKO.
ONGC Videsh Limited (OVL) is overseas arm of ONGC, engaged in Exploration & Production Activities. It
trans-nationally operates E&P Business in 10 countries, making ONGC the biggest Indian Multinational Corporation. In recent years, it has laid footholds in hydrocarbon acreage in various countries including Ivory Cost and
Australia. ONGC Nile Ganga BV is a wholly owned subsidiary of OVL and has equity in producing field in Sudan.
Mangalore Refinery and Petrochemicals Limited (MRPL), where ONGC now owns 71.6% equity, were taken over
by ONGC in March 2003. Under ONGC's management control, MRPL has seen a major turnaround and its market valuation has increased 1100%. MRPL has one of the modern refineries in India at Mangalore having annual capacity of 9.69
MMTPA. It is the most energy-efficient refinery in India and has a two-digit energy index of 85%.
ONGC envisages organizing Import/International Sale of Crude Oil and Export of Petroleum Products through Tendering Procedure for
all the Group Companies. However, it would be restricted to the Companies/ Firms/ Vendors registered with ONGC on its approved Vendor Lists.
1947 – 1960
During the pre-independence period,
the Assam Oil Company in the northeastern and Attock Oil company in northwestern part of the undivided India were the only oil companies producing oil in the country, with minimal exploration input. The major part of Indian
sedimentary basins was deemed to be unfit for development of oil and gas resources.
After independence, the national Government realized the importance oil and gas for rapid industrial development and its strategic role in
defense. Consequently, while framing the Industrial Policy Statement of 1948, the development of petroleum industry in the country was considered to be of utmost necessity.
Until 1955, private oil companies mainly carried
out exploration of hydrocarbon resources of India. In Assam, the Assam Oil Company was producing oil at Digboi (discovered in 1889) and the Oil India Ltd. (a 50% joint venture between Government of India and Burmah Oil Company) was
engaged in developing two newly discovered large fields Naharkatiya and Moran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a joint venture between Government of India and Standard Vacuum Oil Company of USA) was
engaged in exploration work. The vast sedimentary tract in other parts of India and adjoining offshore remained largely unexplored.
In 1955, Government of India decided to develop the oil and natural gas resources in the
various regions of the country as part of the Public Sector development. With this objective, an Oil and Natural Gas Directorate was set up towards the end of 1955, as a subordinate office under the then Ministry of Natural
Resources and Scientific Research. The department was constituted with a nucleus of geoscientists from the Geological survey of India.
Foreign experts from USA, West Germany, Romania and erstwhile U.S.S.R visited India and
helped the government with their expertise. Finally, the visiting Soviet experts drew up a detailed plan for geological and geophysical surveys and drilling operations to be carried out in the 2nd Five Year Plan (1956-57 to
In April 1956, the Government of India adopted the Industrial Policy Resolution, which placed mineral oil industry among the schedule 'A' industries, the future development of which was to be the sole and
exclusive responsibility of the state.
Soon, after the formation of the Oil and Natural Gas Directorate, it became apparent that it would not be possible for the Directorate with its limited financial and administrative
powers as subordinate office of the Government, to function efficiently. So in August, 1956, the Directorate was raised to the status of a commission with enhanced powers, although it continued to be under the government. In
October 1959, the Commission was converted into a statutory body by an act of the Indian Parliament, which enhanced powers of the commission further. The main functions of the Oil and Natural Gas Commission subject to the
provisions of the Act, were "to plan, promote, organize and implement programs for development of Petroleum Resources and the production and sale of petroleum and petroleum products produced by it, and to perform such other
functions as the Central Government may, from time to time, assign to it ". The act further outlined the activities and steps to be taken by ONGC in fulfilling its mandate.
1961 – 1990
Since its inception,
ONGC has been instrumental in transforming the country's limited upstream sector into a large viable playing field, with its activities spread throughout India and significantly in overseas territories. In the inland areas, ONGC
not only found new resources in Assam but
Also established new oil province in Cambay basin (Gujarat), while adding new petroliferous areas in the Assam-Arakan Fold Belt and East coast basins (both inland and offshore).
ONGC went offshore in early 70's and discovered a giant oil field in the form of Bombay High, now known as Mumbai High. This discovery, along with subsequent discoveries of huge oil and gas fields in Western offshore changed the
oil scenario of the country. Subsequently, over 5 billion tonnes of hydrocarbons, which were present in the country, were discovered. The most important contribution of ONGC, however, is its self-reliance and development of core
competence in E&P activities at a globally competitive level.
The liberalized economic policy, adopted by the Government of India in July 1991, sought to deregulate and de-license the core
sectors (including petroleum sector) with partial disinvestments of government equity in Public Sector Undertakings and other measures. As a consequence thereof, ONGC was re-organized as a limited Company under the Company's Act,
1956 in February 1994.
After the conversion of business of the erstwhile Oil & Natural Gas Commission to that of Oil & Natural Gas Corporation Limited in 1993, the Government disinvested 2 per cent of its shares
through competitive bidding. Subsequently, ONGC expanded its equity by another 2 per cent by offering shares to its employees.
During March 1999, ONGC, Indian Oil Corporation (IOC) - a downstream giant and Gas Authority of
India Limited (GAIL) - the only gas marketing company, agreed to have cross holding in each other's stock. This paved the way for long-term strategic alliances both for the domestic and overseas business opportunities in the energy
value chain, amongst themselves. Consequent to this the Government sold off 10 per cent of its share holding in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government holding in ONGC came down to 84.11 per cent. In the
year 2002-03, after taking over MRPL from the A V Birla Group,
ONGC diversified into the downstream sector. ONGC will soon be entering into the retailing business. ONGC has also entered the global field through its
subsidiary, ONGC Videsh Ltd. (OVL). ONGC has made major investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon revenue from its investment in Vietnam.
A) O.N.G.C LTD is perceived to be the leader in oil production industry.
B) O.N.G.C has a very efficient and professional management team.
C) O.N.G.C being an international company has sufficient resources and capital to invest.
D) O.N.G.C has ISO-9001 & ISO 14001 registration.
A) O.N.G.C facing difficulties to produce oil from aging reservoirs.
A) Energy utilization of buried coal resource (700 -1700M), estimated 63BT – Equivalent to 15000 BCM.
B) O.N.G.C facing difficulties to produce oil from aging reservoirs.
A) Security of personnel & property especially crude oil continues to be a cause of concern in certain area.
B) In some
exploration Campaign Company involves high technology, high technology, High investment and high risks.
After studying the detail of O.N.G.C LTD I reached at conclusion that O.N.G.C has achieved its
entire desire goal with its hard work and unique idea. O.N.G.C is having a good manpower and provides good facilities to their employees. The majority of the company's profitability ratios show an increasing trend. The performance
of the company can be considered as satisfactory. As per my opinion that O.N.G.C LTD has a wide scope to develop in coming years
FINANCIAL ACCOUNTING (A MANAGERIAL PERSPECTIVE)
R. NARAYANSWAMI 5th EDITION
HUMAN RESOURCE & PERSONNEL MANAGEMENT
K. ASWATHAPPA 3rd EDITION
O.N.G.C LTD. ANNUAL REPORT
(2001-02, 2002-03, 2003-04)