Company ProfileBharat Petroleum Corporation Ltd (BPCL) operates in the petroleum industry in India. The company operates in a single segment - Refinery and Marketing activities, which includes Downstream petroleum sector. They are also engaged in the Exploration and Production of Hydrocarbons (E&P). BPCL on a regular basis imports their LPG requirements mainly from the Middle East. Occasional there are import requirements of Gasoil, Kerosene, Gasoline and Base Oil. The company refineries consist of Mumbai Refinery, Kochi Refinery, Numaligarh Refinery and Bina Refinery. BPCL exports Fuel Oil and Naphtha and Base Oil (Group II). Bharat Petroleum Corporation Ltd was incorporated on November 3, 1952 as a private limited company with the name Burmah Shell Refineries Ltd. The company began their work on the marshland of Trombay at Bombay. The refinery on 454 acres of land at village Mahul went on-stream on 30th January 1955, one year ahead of schedule. In January 24, 1976, Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Ltd. In August 1, 1977, the company was renamed as Bharat Petroleum Corporation Ltd. The company was also the first refinery to process newly found indigenous crude (Bombay High), in the country. During the year 2001-02, the company commissioned the Gas Turbine and Heat Recovery Steam Generator project at a cost of Rs. 1750 million. Refinery Modernization Project was being implemented at a cost of Rs 18,310 million. This project besides improve distillate yield and energy efficiency of the company. The company had Allied Retail Business (ARB) also apart from the regular business, making them not only the largest non-fuel revenue generator in the oil industry, but also amongst the leading retail networks in the country, offering a basket of services ranging from C-stores, Quick Service Restaurants to financial and travel related services. The total of 8 numbers of In & Out convenience stores made up the 'millionaire club' by clocking average sales of Rs 1 million per month. Automatic Teller Machines (ATMs) continued by the company to be a focus area in the ARB initiative under the alliance management strategy. The 222 ATMs in the network are the result of alliances with 22 banks. Given the rapid growth of the travel industry in the country and especially personal travel, the company launched 'In & Out e-Traveller', a one-stop facility for all travel and hospitality needs in during year of 2006-07. The In & Out eTraveller is an e-ticketing / e-booking facility for rail, air and bus tickets and hotel accommodation, brought through a web of alliances with best in breed travel service providers. During the year 2009-10, the Mumbai refinery processed the Nigerian crude oil - Agbami for the first time. The company started operations at its Bina refinery in the central Indian state of Madhya Pradesh by launching their crude distillation unit, or CDU. The CDU at Bina was commissioned on June 29, 2010. Kerosene and cooking gas have been despatched to the marketing terminal. An oil refinery's CDU is the main unit where crude is separated into different petroleum products. In August 2010, Indian Oil Corporation Ltd, Bharat Petroleum Corporation Ltd and Hindustan Petroleum Corporation Limited entered into a memorandum of understanding (MoU) with Gujarat State Petroleum Corp Ltd to form a joint venture for trunk gas pipelines. In February 2011, the company signed an initial agreement with the provincial government of Rajasthan to sell fuel products from the state's proposed refinery. The company will sell at least 75% of the volume of the products from the proposed Rajasthan refinery under the agreement. In July 2011, the company sold a rare naphtha cargo from Haldia to Vitol at steep discounts of $63.00 a tonne to Middle East quotes on a free-on-board (FOB) basis, and the refiner may have more of such cargoes for sale. The company plans to rise the capacity at its just commissioned Bina refinery in Madhya Pradesh to nine million tonne and is looking at the right time for a public offering of the unit. The company is planning to bid for city-gas projects in Kochi (Kerala) and Hyderabad (Andhra Pradesh) and plans to launch 600 new fuel retail outlets this fiscal, according to S Vardarajan, director, corporate finance. The company has lined up investments of Rs 50,000 crore ($11 billion) to expand their capacities in refining, retail and upstream projects over the next five years.

“Star PSU Award” presented to BPCLOver the years, Bharat Petroleum continues to meet the challenges of the rapidly changing environment, leading to changes in the marketing of products and services. In all these changes, only one factor has remained constant and has been the source of Bharat Petroleum's strength and inspiration for any future innovations - Bharat Petroleum's People. The feeling of ownership has facilitated all employees to understand the complexity of the market and needs of the customers, and respond to these needs with innovative initiatives and offerings.

For Bharat Petroleum, commitment of its employees is a critical resource. Fully realising that only a happy employee will put his best foot forward with the customers, Bharat Petroleum has taken many steps to make the organisation a great place to work. In a survey conducted by Hewitt Associates for the January 2001 issue of Business Today magazine to identify the best employers, Bharat Petroleum was ranked among the top ten employers in India. The objective of the study was to find out which companies had really charged the emotional and intellectual energy of their employees. The other companies who were selected were Infosys, Hewlett-Packard, P and G, ICICI, Hughes, LG, HLL, Compaq and Asian Paints.Bharat Petroleum fosters effective value-based HR processes for development of people and their organisational capabilities with a view to provide them with a competitive edge and also to realise their personal vision in tandem with the corporate vision. The thrust areas include:

Performance Management which links business goals with individual performance goals Recognising competencies and capabilities of the staff through Competency Modelling to help identify

and place the right person in the right job Identifying competency gaps and bridging such gaps through appropriate training and developmental

programmes Multi-skilling to encourage employees to take up new initiatives in the areas of Enhanced Fuel

Proposition, Add-on Stores, One Stop Truck Shops, Grocery and Fast Food Stores.Bharat Petroleum has been conferred the National HRD Award - 2000 by National HRD Network for making Outstanding Contribution to HRD.At the National Petroleum Management Programme (NPMP) on Excellence in Creativity and Innovation (1999-2000), Bharat Petroleum employees bagged all the three awards in the individual category, along with four certificates of recognition in the team category.

Technological EdgeBharat Petroleum has always been on the forefront of harnessing technology initiatives for BPCL has been on forefront in harnessing technology. maximising efficiency and achieving greater customer satisfaction.Bharat Petroleum is the first Public Sector Oil Company to implement Enterprisewide Resource Planning (ERP) solutions - SAP. The implementation project known as ENTRANS (Enterprisewide Transformation) has been awarded the 'SAP Star Implementation Award', with Bharat Petroleum having the distinction of executing the largest and the most ambitious SAP project in India. The challenge of SAP implementation was to ensure that all the integrated elements (of the complex multi-modular integrated solutions that impact the entire workflow of the organisation) work seamlessly across the length and breadth of the country, including the remote locations. Providing online connectivity in these remote locations, given the full-fledged IT network infrastructure, was in itself a daunting task.Bharat Petroleum is reaping the benefits of the integrated system in many areas of its operations. The early gains of implementation are in the areas of tracking customer-receivables, monitoring credit-management, inventory management, besides easing the operations in a large number of areas.Furthermore, Bharat Petroleum has also set up one of the biggest 'Centres of Excellence' in Asia to provide online support to the end users and also work towards continuous improvement in business processes and handle product upgrades and new generation products.With SAP as the IT backbone, Bharat Petroleum plans to take advantage of the Internet based capabilities along the entire value chain with a Customer Relationship Management solution. A large data warehouse project has also been implemented, which facilitates access to real-time accurate information on key performance indicators at all Bharat Petroleum locations. This enables the management to take strategic and business decisions, thus ensuring value-added services, better customer satisfaction and enhanced shareholder value.

The Planned ApproachIncreasing globalisation, new products and services, and innovative marketing have resulted in a very market savvy consumer. The production-based success philosophy of marketers has now been replaced by a customer-oriented philosophy. Bharat Petroleum has taken cognisance of this situation well in time and has been taking

radical steps to keep itself attuned to the changing times, realising that the future belongs to those who listen and adapt to their customers.

Strategy DevelopmentBharat Petroleum recognises that all strategic initiatives must conform to the overall vision ofthe Corporation and improvethe economic value. The Strategy Development effort at the corporate level achieves better focus in the new organisational structure, besides facilitating the SBUs in developing their respective strategies that lead to an integrated Corporate Strategy. A Business Planning process has been put in place that not only provides opportunities for the SBUs to pursue their visionary goals in consonance with the Corporate Vision, but also continuously monitors trends and identifies strategic opportunities for the Corporation.

Brand ManagementIn the highly competitive scenario, it has become imperative to own dominant brands. The Brand Management team at Bharat Petroleum endeavours to build and manage a strong brand image reflecting Bharat Petroleum's core values of being 'INCARE', viz. INnovative, CAring and REliable. Emphasis is laid on continuously understanding customer behaviour, tracking their changing needs and expectations, and meeting these needs in the most cost-effective manner.

Research and DevelopmentResearch and development CentreAlways on the forefront to innovate, Bharat Petroleum is making distinct efforts towards Research and Development (R and D). Besides the R and D facilities at the Refinery and the Product Application Development Centre in Sewree in Mumbai, a new state-of-the-art RandD Centre is being set up near Delhi. The R and D Centre is being organised around three core groups - Process and Technology Development, Product Application Development and Environmental Engineering. A total outlay of Rs.3,000 million has been planned to be spent in three phases up to the year 2003-04 on this project.Shaping the FutureThe core strength of Bharat Petroleum Corporation Limited has always been the ardent pursuit of qualitative excellence for maximisation of customer satisfaction. Thus Bharat Petroleum, the erstwhile Burmah Shell, has today become one of the most formidable names in the petroleum industry.Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to aircraft fuel and speciality lubricants and markets them through its wide network of Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides supplying fuel directly to hundreds of industries, and several international and domestic airlines.

Dynamic Growth Post NationalisationFollowing Nationalisation in 1976, Bharat Petroleum changed gears and embarked upon a rapid growth path. Turnover, profitability and financial reserves grew by leaps and bounds. Massive expansion and modernisation provided a tremendous boost to the company's performance. Large-scale recruitment and training became critically important to meet the demands of expansion.

The Winds of Change - A Transformed Organisation EmergesOpening up of the Indian economy in the nineties brought with it more competition and challenges, kindled by the phased dismantling of the Administered Pricing Mechanism (APM) and emergence of additional capacities in the region in refining and marketing.In 1996, Bharat Petroleum went through a process of visioning, involving people at all levels, which evolved a shared vision and a set of shared values. Based on this, the company restructured itself, in a proactive move to adapt to the emerging competitive scenario. The function-based structure was carefully dismantled and replaced with a process-based one. This made the company more responsive to its customer needs.Bharat Petroleum realises that, in the long run, success can only come with a total reorientation and change in approach with the customer as the focal point. Today, Bharat Petroleum is restructured into a Corporate Centre, Strategic Business Units (SBUs) and Shared Services and Entities. The organisational design comprising of five customers facing SBUs, viz. Aviation, Industrial and Commercial, LPG, Lubricants and Retail and one asset based SBU, viz. Refinery, is based on the philosophy of greater customer focus.

Glorious Heritage Early History - Dawn of a New Era

Do take some time off for a brief interlude with the past, as we take you back in time to the evolution of Bharat Petroleum Corporation Limited. A new chapter in the history of Indian industry.Petroleum (derived from Latin Petra - rock and oleum - oil) first came up in wells drilled for salt. People found it useful as illuminating oil and the demand for it steadily increased.Samuel Kier, a Pittsburgh druggist, bottled and marketed Petroleum as medicinal cure. To market a deodorised variant, he designed the first primitive refinery in 1852, which was a huge improvised kettle, connected to a metal tank.'Colonel' Edwin Drake and 'Uncle' Billy Smith drilled a well with the specific objective of finding oil, and on 27th August 1859, they 'struck oil' at Titusvale, in North Western Pennsylvania, USA, at a depth of 69.5 ft.

From Nothing to GoldThe 1860s saw vast industrial development. A lot of petroleum refineries also came up.An important player in the South Asian market then was the Burmah Oil Company. Though incorporated in Scotland in 1886, the company grew out of the enterprises of the Rangoon Oil Company, which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma.The search for oil in India began in 1886, when Mr. Goodenough of McKillop Stewart Company drilled a well near Jaypore in upper Assam and struck oil. In 1889, the Assam Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil production in India.While discoveries were made and industries expanded, John D Rockefeller together with his business associates acquired control over numerous refineries and pipelines to later form the giant Standard Oil Trust. The largest rivals of Standard Oil - Royal Dutch, Shell, Rothschilds - came together to form a single organisation: Asiatic Petroleum to market petroleum products in South Asia.In 1928, Asiatic Petroleum (India) joined hands with Burmah Oil Company - an active producer, refiner and distributor of petroleum products, particularly in Indian and Burmese markets. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited.

The Pioneering Spirit - Burmah Shell MarketingA pioneer in more ways than one, Burmah Shell began its operations with import and marketing of Kerosene. This was imported in bulk and transported in 4 gallon and 1 gallon tins through rail, road and country craft all over India.The company took up the challenge of reaching out to the people even in the remote villages to ensure every home had its supply of kerosene. The development and promotion of efficient kerosene-burning appliances for lighting and cooking was an important part of kerosene selling activity.With motor cars, came canned Petrol, followed by service stations. In the 1930s, retail sales points were built with driveways set back from the road; service stations began to appear and became accepted as a part of road development. After the war Burmah Shell established efficient and up-to-date service and filling stations to give the customers the highest possible standard of service facilities.On 15th October 1932, when civil aviation arrived in India, the company had the honour of fuelling J.R.D. Tata's historic solo flight in a single engined de Havillian Puss Moth from Karachi to Bombay (Juhu) via Ahmedabad. Thirty years later, i.e. in 1962, Burmah Shell again had the privilege to fuel JRD Tata's re-enactment of the original flight. Burmah Shell also fuelled flying boats, which carried airmail at slightly higher rates than sea transport, at several locations.As a true pioneer would, the company introduced LPG as a cooking fuel to the Indian home in the mid-1950s. And all along, it went beyond selling petroleum, to educate the customer. Besides selling Bitumen, the company pioneered desert road construction, training road engineers. It provided free technical services to industrial customers - big and small - and it became a part of the company's culture.

On Stream - The Burmah Shell RefineryAn agreement to build a modern refinery at Trombay, Bombay was signed between the Burmah Shell group of companies and the Government of India on 15th December 1951.Burmah Shell Refineries Limited was incorporated as a private limited company under the Indian Companies Act on 3rd November 1952, and work began on the marshland of Trombay at Bombay. Man and machine worked relentlessly, and soon the swamps gave way to towers and tanks of steel, and miles of pipeline.The refinery on 454 acres of land at village Mahul went on-stream on 30th January 1955, one year ahead of schedule. Dr. S. Radakrishnan, Vice President of India, declared the 2.2 MMTPA (Million Metric Tonnes Per Annum) Refinery open on 17th March 1955. It was then the largest refinery in India then.With this infrastructure, free India moved one step closer to self-reliance.

From Burmah Shell to Bharat Petroleum

On 24th January 1976, the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. On 1st August 1977, it was renamed Bharat Petroleum Corporation Limited. It was also the first refinery to process newly found indigenous crude (Bombay High), in the country.

Vision We are the most admired global energy company leveraging talent and  technology We are the first choice of customers, always We exploit profitable growth opportunities outside energy We are the role model for Health Safety, Security and Environment  We are a great organisation to work for We are a learning organisationn We are a model corporate entity with social responsibility

Corporate Values Innovative Caring Reliable

Board of Directors

Shri. S.VaradarajanChairman & Managing Director

Shri. K.K. GuptaDirector (Marketing)

Shri. B.K. DattaDirector (Refineries)

 

Shri. S. P. GathooDirector (Human Resources)

Shri. P BalasubramanianDirector Finance

Dr. Neeraj MittalDirector

     

Shri. P.H. KurianDirector

Shri. J. R. VarmaDirector

Shri. B. ChakrabartiDirector

     

……….

About the Company

Petrol, the leading Slovenian energy company, is the principal strategic supplier of oil and other energy products to the Slovenian market. Through an extensive distribution network of proprietary service stations, Petrol provides drivers on Slovenia's roads and highways with a broad range of automotive goods and services and a wide selection of household and food products and other merchandise.

The core area of operations of the Petrol Group is oil trading activities. Petrol’s principal competitive advantage over potential competitors is its extensive network of 464 modern service stations in Slovenia and abroad.

The principal development direction of the Petrol Group is the introduction of new energy activities, in particular the sale of gas, heat and electricity, but in the long run also renewable energy sources.

Mission

Our comprehensive offers of energy-environmental products and services ensure a reliable, economic and environmentally friendly consumer supply in Slovenia and on the markets of South Eastern Europe. Our widespread gas station network provides drivers with everything they need for a safe and comfortable trip.

The economy and local communities are provided with a comprehensive energy supply and households are provided with all the energy they need for their homes – at their doorstep.

Vision

To become the leader in quality and development of a comprehensive energy supply and the “convenience” gas station model in South Eastern Europe with above-average satisfied customers.

Values

Respect: we respect our fellow humans and the environment. Trust: we build partnerships by being honourable. Excellence: we want to be the best in everything we do. Creativity: we create progress through our ideas. Courage: we work with commitment and courage.

Petrol feels a special responsibility towards its customers, suppliers, business partners, owners and society as a whole. Their expectations are realised through motivated and entrepreneurial-oriented staff, through compliance with the basic legal and moral rules of Slovenian society and broader European criteria as well as through environmental care.

Competitive placement

The company is distinguished primarily by the quality of its goods and services, by its high reputation, by established brands and by its stable financial standing. Including the staff at our franchise gas stations, at the end of 2009, the Petrol Group employed 3556 people. Its EUR 2.33 billion in turnover makes the Petrol Group the largest business entity in Slovenia.

Basic business activity

We are primarily active in the oil and trading sector, and our main competitive advantage lies in the modern and widespread network of 436 gas stations in Slovenia and beyond the Slovenian border. 2.2 million tons of oil products were sold in 2009. Revenue from the sale of the complementary assortment of products and the remaining trading goods amounted to EUR 382 million. Development policies

The main development area of the Petrol Group lies in the introduction of new energy business activities, which includes the marketing of gas, heating and electricity, managing larger environmental projects and the marketing of renewable energy in the long-term. In 2009, the Group sold 99.88 million m3 of natural gas and 227,826 MWh of electricity. In 2009, the Group managed 28 gas supply concessions. From the end of 2009, our customers have also been supplied with gas via more than 2,200 gas tanks for selling liquified petroleum gas.

In 2009, environmental activities were conducted through three concessions for managing communal waste water treatment plants and for rendering the public service of communal waste water treatment. That included the Murska Sobota Municipality, with a capacity of 42,000 population equivalents, the Mežica Municipality, with 4,000 population equivalents, and the Sežana Municipality, with 6,000 population equivalents. All waste water treatment plants performed successfully. As an important partner in Aquasystems, d.o.o., Petrol d.d., Ljubljana, also participates in communal waste water treatment in the Maribor Municipality, with a capacity of 190,000 population equivalents.

How business is done

The entire business of the Petrol Group is based on promoting business excellence and on following and complying with modern market demands regarding services, IT and environmental care.

Future of the business

Petrol Group is growing from the Slovenian oil trader to a comprehensive regional provider of energy and environmentally-friendly services. Our clear strategic policies and development priorities significantly co-shape not only the Slovenian energy field but also make us an important player on the energy field of South Eastern Europe. 

Run Your Own Business With A World Class Team

Petrol stations are no longer just about selling fuel - customers can experience a range of products and services, provided by people who take the time to understand their needs. It's not just our relationship with Ferrari that makes Shell service stations the front-runners of retailing. With over 56,000 outlets serving some 25 million customers globally, we're offering a multiple investment opportunity that's nothing short of world-class.

We're constantly working to improve our business and have recently added more than 250 new sites to our UK network. Consistent, top quality customer service is at the heart of what we do. That's why we're looking for bright, ambitious, business-minded people to help take our business to new levels of success.See Your Business SucceedRunning one Shell service station is a major commitment. Running a cluster is an even bigger one. Many of our service stations are open 24/7 and 365 days a year so even when you're not on duty, you'll need to be confident that your team can maintain world-class service standards.

That will put your powers of leadership and ability to delegate to the test. Highly motivated and well organised, you'll set the standard for the business under your control. You'll therefore need to be the kind of person who can inspire professionalism, and yet still get on with all kinds of people - not least your customers. Remember, gaining their repeat business will be absolutely vital to your success - it will be up to you and your team to win them over.

The OpportunityAs a self-employed retailer, you'll bring your skills, business approach, enthusiasm and your commitment. We, in return, supply the service stations, which are going concerns, the fuel, support and a full retailer-training programme. In short, we'll be working together to grow the business within an honest, open environment.  

Running a business cluster as a self-employed retailer, you'll receive commission on all fuel sales as well as income from all shop and car wash sales. You will be expected to pay agreed royalties to Shell. 

Grow the business and exceed estimated sales while controlling your costs, and your income will increase accordingly. 

You own the shop stock and set your own prices up to certain maximum limits.  You employ and manage your own staff.  Shell determines the core product range within the shop, but you will be able to include

some agreed local ranges and set your own prices up to certain maximum limits..

Returns On Your InvestmentYour income will depend on the type of Shell service stations you run and their locations, but you can look forward to potential earnings of between £70,000 and £90,000 per annum from year one (for a cluster of six sites), with the opportunity for additional earnings if you exceed targets and control your costs. Earnings and numbers of sites may vary and are not guaranteed.

 

We will require security in the form of a bank guarantee; the amount can vary depending on the cluster characteristics and the results of your credit assessment (a minimum of £50,000 for 3 sites). Working capital of at least £50,000 will also be required to fund your business, in order to purchase initial shop stock

Six Sites:  £100,000 working capital, £100,000 bank guarantee and earnings of between £70,000- £90,000Three Sites: £50,000 working capital, £50,000 bank guarantee and earnings of c£40,000

Supporting Your SuccessOur excellent training will ensure you have the skills you need to succeed. Initially, you'll receive supervised work experience and an onsite training programme at a Shell service station, tailored to suit your requirements. A training deposit of £10,000 will be refunded when you complete your training and pick up the keys to your cluster of sites. As you progress, we'll develop your abilities through a series of tailored training courses.Next StepsNow you've got an impression of what's on offer, here's what to do next. Register your interest and we will be in touch to take you through the application and selection processes. If you've the kind of background skills we seek we'll invite you to meet us and discuss the details in person. This will be your opportunity to ask more questions and gain a clearer idea of whether we can work together. We promise to be straightforward and honest with you at every stage. We believe that success should be founded on mutual trust and it's in both our interests for you to succeed.