HISTORY

1947 - 1960

During the pre-independence period, the

Assam Oil Company in the northeastern
andAttock Oil company in northwestern
part of the undivided India were the
only oilcompanies producing oil in the
country, with minimal exploration
input. The majorpart of Indian
sedimentary basins was deemed to be
unfit for development of oil andg a s
r e s o u r c e s . After
independence, the national Government
realized the importance oil and gas
forrapid industrial development and its
strategic role in defense. Consequently,
whileframing the Industrial Policy
Statement of 1948, the development of
petroleumindustry in the country was
considered to be of utmost
necessity.Until 1955, private oil
companies mainly carried out
exploration of hydrocarbonresources 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
Governmentof India and Burmah Oil
Company) was engaged in developing
two newly discoveredlarge fields
Naharkatiya and Moran in Assam. In
West Bengal, the Indo-
StanvacPetroleum project (a joint
venture between Government of
India and StandardVacuum Oil
Company of USA) was engaged in
exploration work. The vast
sedimentarytract 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 inthe various
regions of the country as part of the
Public Sector development. With
thisobjective, an Oil and Natural Gas
Directorate was set up towards the end of
1955, asa subordinate office under the
then Ministry of Natural Resources and
ScientificResearch. The department was
constituted with a nucleus of
geoscientists from theG e o l o g i c a l
s u r v e y o f I n d i a . A
delegation under the leadership of Mr.
K D Malviya, the then Minister of
NaturalResources, visited several
European countries to study the status
of oil industry inthose countries and to
facilitate the training of Indian
professionals for exploringpotential oil
and gas reserves. Foreign experts from
USA, West Germany, Romaniaand
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 andgeophysical surveys and
drilling operations to be carried out in the
2nd Five Year Plan( 1 9 5 6 - 5 7 t o
1 9 6 0 - 6 1 ) . In April 1956, the
Government of India adopted the
Industrial Policy Resolution, whichplaced
mineral oil industry among the schedule
'A' industries, the future developmentof
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 apparentthat it
would not be possible for the
Directorate with its limited financial
andadministrative powers as subordinate
office of the Government, to function
efficiently.So in August, 1956, the
Directorate was raised to the status of
a commission withenhanced powers,
although it continued to be under the
government. In October1959, the
Commission was converted into a
statutory body by an act of the
IndianParliament, 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 "toplan,
promote, organize and implement
programmes for development of
PetroleumResources and the
production and sale of petroleum
and petroleum productsproduced 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 limitedupstream sector into a
large viable playing field, with its
activities spread throughoutIndia and
sign ificantly 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 E a s t c o a s t
basins (both inland and
o f f s h o r e ) . 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
presentin 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 globallycompetitive level.
After 1990
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 andothe r
measures. As a consequence thereof,
ONGC was re-organized as a
limited C o mp a n y u nd er t he
C o mp a ny 's A c t , 19 56 i n F eb r ua ry
1 9 9 4. After the conversion of business of
the erstwhile Oil & Natural Gas
Commission to thatof Oil & Natural Gas
Corporation Limited in 1993, the
Government disinvested 2 percent of its
shares through competitive bidding.
Subsequently, ONGC expanded
itsequity by another 2 per cent by
offering shares to its employees. During
March 1999, ONGC, Indian Oil Corporation
(IOC) - a downstream giant and
GasAuthority of India Limited (GAIL) - the
only gas marketing company, agreed to
havecro ss 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 percent of its
share holding in ONGC to IOC and 2.5
per cent to GAIL. With this,
the Gov ernment holding in ONGC
came down to 84.11 per cent. I n th e
y ea r 2 00 2- 0 3, a ft er t a k in g o ve r
M R P L fr o m th e A V Bi rl a Gr o u p ,
O N G C diversified into the downstream
sector. ONGC will soon be entering into
the retailingbusiness. ONGC has also
entered the global field through its
subsidiary, ONGC VideshLtd. (OVL). ONGC
has made major investments in Vietnam,
Sakhalin and Sudan andearned its first
hydrocarbon revenue from its investment
in Vietnam.
PROFILE
• ONGC ranks 3rd Oil & Gas Exploration &
Production (E&P) Company in theworld
and 23rd among leading global energy
majors as per Platts 250 GlobalEnergy
Companies List for the year 2009• ONGC
ranks 24th among the Global publicly-
listed Energy companies as per ‘PFC
Energy 50” (Jan 2008)
• Finance Asia 100 list ranks ONGC no 1
among IndianBlue Chips.• Occupies 155th
rank in “Forbes Global 2000” list2010 of
the world’s biggest companies for 2010
basedon sales, profits, assets and market
capitalisation.• ONGC ranked 402nd
position as per Fortune Global 500 - 2009
list;, based onrevenues, profits, assets
and shareholder’s equity.
Represents India’s Energy Security
ONGC has single-handedly scripted
India’s hydrocarbon saga by:•
Establishing 6.89 billion tonnes of In-place
hydrocarbon reserves with more than
300discoveries of oil and gas; in fact, 6
out of the 7 producing basins have been
discoveredby ONGC: out of these In-place
hydrocarbons in domestic acreages,
Ultimate Reservesare 2.42 Billion Metric
tonnes (BMT) of Oil Plus Oil Equivalent
Gas (O+OEG).•Cumulatively produced
803 Million Metric Tonnes (MMT) of crude
and 485 BillionCubic Meters (BCM) of
Natural Gas, from 111 fields.•ONGC has
bagged 120 of the 238 Blocks (more than
50%) awarded in the 8 rounds of bidding,
under the New Exploration Licensing
Policy (NELP) of the Indian
Government.ONGC has bagged 17 out of
31 blocks awarded in NELP round VIII (14
as operator).• ONGC’s wholly-owned
subsidiary ONGC Videsh Ltd. (OVL) is the
biggest Indianmultinational, with 40 Oil &
Gas projects (9 of them producing) in 15
countries, i.e.Vietnam, Sudan, Russia,
Iraq, Iran, Myanmar, Libya, Cuba,
Colombia, Nigeria, NigeriaSao Tome JDZ,
Egypt, Brazil, Syria and Venezuela. OVL
had invested around Rs 50,000Crores
(Approx 10 billion US dollars).
India’s Most Valuable Public Sector
Enterprise
• Ranked at 2nd position in FE500 list
2010 in net worth and overall composite
ranking.• ONGC & MRPL won 6 Oil
Industry Safety Awards for 2008-09
instituted by OISD,
MOP&NG.• Ranked at top of the Best
companies to work for in Core Sector by
Business Today inFeb 2010 edition.•
Golden Peacock Global Award 2007 for
Excellence in Corporate Governance
2009”,conferred by World Council of
Corporate Governance, London.• Bagged
“BML Munjal Award” for Excellence in
Learning & Development in PublicSector
category.• Bestowed with “Leadership for
Business Excellence Award” for
leveraging IT in Oil &Gas Sector by Amity
University• ONGC awarded with Gold
Trophy for SCOPE Meritorious Award for
Corporate SocialResponsibility &
Responsiveness for the year 2007-08 and
for R&D, TechnologyDevelopment &
Innovation for the year 2008-09• Given
Best Overall Performance Award amongst
the upstream Sector Oil Companiesfor Oil
and Gas conservation programme for
2009 by PCRA• Clinched Dalal Street
investment Journal PSU awards 2010 for
Excellent OverallPerformance in the
category of heavy weights and Highest
Market Capitalisation in thecategory of
wealth Builders• Rated ‘Very Good’ in
MOU Performance Rating for 2008-09 by
the Department of Public Enterprises,
Ministry of Heavy Industries in Public
Enterprises, GOI.
Pioneering EffortsONGC is the only fully–
integrated petroleum company in India,
operating along theentire hydrocarbon value
chain:
• Holds largest share of hydrocarbon
acreages in India.• Contributes over 79
per cent of Indian’s oil and gas
production.• Refining capacity of about
12 MMTPA.• Created a record of sorts by
turning Mangalore Refinery and
PetrochemicalsLimited around from being
a stretcher case for referral to BIFR to the
BSE Top
30, within a year.• Interests in LNG and
product transportation business.
Competitive Strength
•
All crudes are sweet and most (76%) are
light, withsulphur percentage ranging
from 0.02-0.10, APIgravity range 26°-46°
and hence attract a premium inthe
market.Strong intellectual property base,
information,knowledge, skills and
experience• Maximum number of
Exploration Licenses, including
competitive NELProunds. ONGC has
bagged 120 of the 238 Blocks awarded in
the 8 rounds of bidding, under the New
Exploration Licensing Policy (NELP) of the
IndianGovernment. ONGC has begged 17
out of 31 blocks awarded in NELP
roundVIII(14 as operator).• ONGC owns
and operates more than 22000 kilometers
of pipelines in India,including nearly 4500
kilometers of sub-sea pipelines. No other
company in India,operates even 50 per
cent of this route length.
Strategic Vision: 2001-2020
To focus on core business of E&P, ONGC
has set strategicobjectives of:
•
Doubling reserves (i.e. accreting 6 billion
tonnes of O+OEG).
•
Improving average recovery from 28 per
cent to 40per cent.
•
Tie-up 20 MMTPA of equity Hydrocarbon
from abroad.The focus of management
will be to monetise the assets as well as
to assetise the money.
Sourcing Equity Oil Abroad
•
ONGC’s overseas arm ONGC Videsh
Limited(OVL), continued to maintain
robust growth during2009-10.
•
The First oil from BC-10 deepwater field in
Brazilcommenced from 12th July 2009
and currentlyproducing at a rate of about
72,500 bopd.
•
Production up from 6,000 bpd to 16.700
bpd fromImperial Energy fields in Russia.
•
At close of the financial year 2009- 10,
the Proved and Probable reserves (2P)
of OVL stood at 357 MMTOE, the second
largest holding of proven oil and
gasreserves (2P) by any Indian Company,
next only to ONGC.
•
Consortium of OVL acquired 40% in
Caraboo Venezuela in May 2010
for developing Carabobo 1 Norte &
Carabobo 1 Centre blocks.
•
The company now has participation in 40
projects in 15 countries. Out of
40Projects, OVL is operator in 17 projects
and joint operator in 6 projects in
11countries. OVL is currently producing
oil and gas from Block 6.1 in
Vietnam,Greater Nile Oil Project and Block
5A in Sudan, Imperial Energy and
Sakhalin-IProject in Russia, Mansarovar
Energy Project in Colombia, Al Furat
Project inSyria, PIVSA in Venezuela and
Block BC-10 in Brazil. While 7 projects
areunder development, 23 projects are in
exploration phase.
•
OVL’s produced 8.87 MMTOE during FY
2009-2010, its highest ever productionof
oil and oil-equivalent gas (O+OEG).
Consolidated turnover of OVL stood
at154.64 billion and OVL made a profit of
Rs 20.90 billion.
•
ONGC’s strategic objective of sourcing 20
million tonnes of equity oil abroad
per year is likely to be fulfilled well before
2020.
Frontiers Of Technology
• State-of-the-art seismic data
acquisition, processing andinterpretation
facilities• Uses one of the Top Ten Virtual
Reality Interpretationfacilities in the
world• Alliances with Transocean,
Schlumberger, Halliburton and Baker
Hughes, IPR,Petrobras, Norsk, ENI, Shell
• One of the biggest ERP implementations
in the Asia
Best In Class Infrastructure And Facilities
• ONGC’s success rate is at par with the
global norm and is elevating itsoperations
to the best in class level, with the
modernization of its fleet of drillingrigs
and related equipment.• ONGC has
adopted Best-in-class business practices
for modernization,expansion and
integration of all Info-com systems.
Onshore
• Production Installations :- 240• Pipeline
Network (km) :-17,500• Drilling Rigs :-
69• Work Over rigs :- 59• Well
Stimulation unit :-99• Seismic survey
crew :- 34• Logging Units :- 32•
Engineering Workshops :- 2• Virtual
Reality Centre :- 5• Regional Computer
Centre :- 5
Offshore
•Well Platforms :- 160• Well-cum-Process
Platforms :- 5• Water Injection Platform :-
7• Process Platforms :- 22• Well
Stimulation unit :-7
• Drilling Rigs :- 9• Pipeline Networks
(km) :- 4,500• Offshore Supply Vessels :-
73• Multi Purpose Support Vessel :- 6•
Seismic Vessels :- 1
Financials (2009-10)
•ONGC posted a net profit of Rs. 167.68
billion despite volatile oil markets
andcrude prices.• Net worth Rs. 864
billion• Practically Zero Debt Corporate•
Contributed over Rs. 281 billion to the
exchequer
VISION AND MISSION
World Class

Dedicated to excellence by leveraging

competitive advantages in R&D
andt e c h n o l o g y
w i t h i n v o l v e d p e o
p l e . Imbibe high standards of
business ethics and organizational
values. Abiding commitment to safety,
health and environment to enrich quality
of c o m m u n i t y l i f e . Fos t
er a culture of trust, openness and
mutual concern to make working
as t i m u l a t i n g
a n d challenging
experience for our
p e o p l e . Strive for customer delight
through quality products and services.
Intergrated In Energy Business
Focus on domestic and international oil
and gas exploration and production
businessopportunities.Pro vide value
linkages in other sectors of energy
business. Create growth opportunities
and maximize shareholder value.
Dominant Indian Leadership
 Retain dominant position in Indian
petroleum sector and enhance India's
energy availability.
BOARD OF DIRETORS
A K HazarikaChairman & Managing
Director,Director (Onshore) & Director
(HR)
FUNCTIONAL DIRECTORS
D K Sarraf Director (Finance)U N
BoseDirector (Technology &
FieldServicesSAFETY,HEALTH AND
ENVIRONMENT
HSE Management System in ONGC
The HSE management system of ONGC is
top driven efficient, effective and
vibrantmanag ement system. Top
management of company is committed
for maintaining highest standard of
Health Safety and Environment protection
and is also committedto mee t all
applicable statutory requirement and
prevention of pollution.
This commitment is evident as HSE
policy statement signed by CMD.ONGC
has a HSE Committee of Board, which
comprises of members of Board
fromONGC includi ng representative
from Ministry of Petroleum and Natural
Gas.This committee is the apex body of
HSE administration. The committee
reviews policy, processes and systems on
HSE and ecology aspects.ONGC has well
structured HSE set up for managing HSE
functions and issues of theorgan ization.
At Corporate level the HSE setup is
headed Chief HSE reporting to Director
–Incharge HSE and at Asset/ Basin and
Plant level by Head HSE
reporting directly to Asset/ Basin Manager
and Plant Head respectively.Greatest
emphasis is given to safety measures for
minimizing accidents. Accidentsare
investigated and analysed for root cause
so that re- occurrence can be prevented.A
comprehensive HSE manual has been
developed for use by operating and
HSE personnel.Specialized Personnel
Protective Equipments have been
standardized and provided tooperating
personnel for use in the work
areas.Regulatory authorities and Govt.
agencies carry out inspection/ audits with
an aim foroverall improvement in the HSE
performance at regular frequency.A
dedicated HSE website has been
developed for creating awareness among
companyemployees as well as for serving
an interactive platform for HSE personnel
throughdissemination of HSE related
information and providing links for
important websites.HSE management is
accorded top priority in ONGC and Quality
Occupational HealthSaf ety and
Environment Management System
(QHSE MS) has been
developed, implemented and certified at
operating facility as per the requirements
of ISO 9001,OHSAS 18001 and ISO 14001.
To enhance credibility, the QHSE
management systemat operating facility
is third party certified and subjected to
annual surveillance audit.HSE issues are
addressed systematically, effectively and
proactively as perrequirements of ISO
standards/ OHSAS guidelines by making
specific objectives andtargets to address
them.The system works on the principle
of risk management / environmental
aspects manag ement by identifying,
quantifying and addressing them
through appropriate work instructions
and management plans.
Institute of Petroleum Safety Health and
Environment (IPSHEM)
ONGC believe s in continuous capacity
building of employees and to support
this ONG C has Institute of Petroleum
Safety Health and Environment
Management (IPSHEM) the nodal
institute which deals with all HSE related
trainings and has beendeveloped as
centre of excellence.Infrastructure and
facilities* Developed as a premier in-
house HSE Training Centre of ONGC with
state-of-the artfac ilities of
international standard under one
roof for carrying out training
and c o n s u l t a n c y s t u d i e s i n
t h e f i e l d o f H S E . *Large campus
area spread over 250 acres of land
with 1.5 km exclusive sea front has
been developed as an environmental role
model with greenery development and

H S E l e a r n i n g
p a r k s . * 4 well furnished
lecture halls and 2 residential hostel
blocks with modern amenities.* Practical
Petroleum Emergency Trainings (PET)
include fire fighting simulators – X-mas/
well-he ad, confined space vessel entry,
smoke chamber, mini GGS/
process complex, emergency evacuation
& escape simulators, electrical panel/
transformerf i r e , L P G t a n k e r f i r e
s a f e t y , h e l i - d e c k f i r e , e t c . *Sea
Survival Training Facility (SSTF) – Vessel
‘Samudra Shiksha’ caters to
mandatorypract ical safety training for
offshore operations instilling a great
degree of skill development and
confidence among the offshore going
personnel of ONGC in dealingwith
emergency situations in high seas while
engaged in oil exploration &
productionactivities.*HSE Display Centres
and Library & Information Centre – 4
Display Centres on Safety,Fire Fighting,
Occupational Health and Environment,
help the trainees to
acquaintthems elves with the latest
equipment and technological
advancements in these fields. The
modern Library and Information Centre,
part of ONGC LIBNET, helps themt o
enhance their knowledge while
o n t r a i n i n g . * Environment Laboratory
equipped with ICP (Inductively Coupled
Plasma) Unit, UVSpectrophotometer, etc.
for carrying out environmental studies.
ONGC HSE policy
We are committed to maintain highest
standards of Occupational health, safety
ande n v i r o n m e n t p r o
t e c t i o n . We shall comply with
all applicable codes and requirements to
promote occupationalh e a l t h ,
safety and environment
p r o t e c t i o n . We shall be always alert,
equipped and ready to respond to
emergencies.We shall take all actions
necessary to protect the integrity of the
system in order toa v o i d a c c i d e n t a l
release of hazardous
s u b s t a n c e s . We shall enhance
awareness and involvement in promotion
of occupational health,safety and
environment protection wherever we
work and reside.HSEpolicy
(click here)

Environmental Initiatives in ONGC

ONGC has developed Environmental
Management System based on ISO
14001 at each operating facility which is
further integrated with Quality,
Occupational Healthand Safety
management System (QHSE MS) for
having holistic approach towards
HSEissues of the company.The EMS of the
individual installation is periodically
audited by Corporate/SectoralHSE and
reviewed by top management for
continual improvement.To tackle
emergency and disastrous situation,
Emergency Response Plan has
beenprepared at Installation level and
there is Disaster Management Plan at
Asset level.Mock drills are conducted
regularly for different emergency
situations for enhancingeffectiveness of
response plan.ONGC has adequate
resources to handle oil spills upto 700
Tons. For combating oilspills of higher
magnitude ONGC has obtained
membership of International agency
i.eM/S OSRL, UK The membership is
continually renewed annually to cover our
offshoreopera tions from the threat of
major oil spill. ONGC is also joining the
pool of oil companies to set up Tier-I
facility at Mumbai Port Trust for
combating oil pollution.As an inno vative
solution, bio-remediation technology
has been extensively and effec tively
used for treating oil contaminated soil
within installations. ONGC
has associated with TERI for
implementation of this technology and Oil
Zapperstechnology developed by them
has been applied for bio-remediation oil
contaminatedsoil and oily sludge.ONGC
has demonstrated its commitment for
environmental protection byunder taking
extensive mangrove plantation for
marine environment protection
in Gandhar area of Gujarat. Mangroves in
itself are an ecosystem and harbour
numerousspecies and also serve as
breeding place for marine organisms.At
present Fire Suppression System in
offshore platforms is based on utilizing
halonwhic h is considered to be a risk to
ozone layer. In accordance with
International gui delines and GoI’s
commitment, ONGC has initiated
phasing out HalonFire Suppression
system by 2010 and replacing it with
environmental friendly substitute.ONGC,
keeping up with its commitment to
promote and develop renewable
energyresources, and producing 50 MW
of energy through wind energy at
Kutch, Gujarat. ONGC is the first PSU to
initiate a renewable energy project of this
magnitude.In addition to plantation in
ONGC operational areas extensive tree
plantation job hasbeen entrust ed to
Uttranchal Bamboo and Fiber
Development Board (UBFDB),
an autonomous body of State Government
of Uttrakhand, in ecosensitive areas of
UpperHimal aya complementing the
objective of National Action Plan of
Govt. of India. 3,00,000 ringal plants
have been planted in 120 ha area of
upper Himalayan region.
FINANCIAL HIGHLIGHTS
ONGC Performance Graphs
Logos
ONGC
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