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CRUDE OIL INDUSTRY
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INTRODUCTION
CRUDE OIL INDUSTRY
Meaning
Mixture of naturally occurring hydrocarbons that is refined into diesel, gasoline, heating oil, jet fuel, kerosene, and literally thousands of other products called petrochemicals. Crude oils are named according to their contents and origins, and classified according to their per unit weight (specific gravity). Heavier crudes yield more heat upon burning, but have lower API gravity and market price in comparison to light (or sweet) crudes. See also petroleum.
Introduction
Crude oil is one of the most economically mature commodity markets in the world. Even though most crude oil is produced by a relatively small number of companies, and often in remote locations that are very far from the point of consumption, trade in crude oil is robust and global in nature. Nearly 80% of international crude oil transactions involve delivery via waterway in supertankers.
Oil and coal global commodities that are shipped all over the world. Thus, global supply and demand determines prices for these energy sources. Events around the world can affect our prices at home for oil-based energy such as gasoline and heating oil. Crude oil is a complex mixture of various hydrocarbons found in the upper layers of the earth’s crust. Crude oil is often attributed as the “Mother of all Commodities” because of its importance in the manufacturing of a wide variety of materials.



Global scenario
Global proven oil reserves in 2011 was around 1652.6 thousand million barrels, of which the OPEC had 1196.3 thousand million barrels. Crude oil accounts for 33% of the world’s primary consumption. Global oil demand was 88.3 million barrels per day (mmb/d) in 2011, an increase of around 0.7% from the previous year.
Indian scenario
Oil accounts for 29% of India’s total energy consumption and there seems to be no possibility of scaling down the dependence on these fuels. Crude oil production during April-March 2012 (provisional) was 38.19 million metric tonne (MMT), as compared with 37.71 MMT during the corresponding period last year. The total oil consumption in 2010 was around3.34 mmb/d. India is the fourth largest consumer of oil and imports more than 70% of its crude oil requirements.
CONTRIBUTION TO INDIAN ECONOMY
Brent crude oil prices are down almost 60% in the past two quarters, currently around $51 a barrel, a level not seen in five and a half years. While many see the fall as a blessing for the macro economy, the decline is not so good for all business and markets. The real benefits can be seen when prices stabilize, preferably at levels acceptable to both consumer and producers.
Madan Sabnavis, chief economist at CARE Ratings, said: “A lower crude oil price for a country like India (a third of our import bill is crude oil) is certainly beneficial, as it helps macroeconomic management.” It results in lower inflation, gives comfort to the Reserve Bank of India in cutting interest rates and flexibilities in budget and fiscal management.
Crude oil import in 2013-14 was $165 billion, about 36% of the total import bill. In April-November 2014, it was $90.3 billion, about 28.3% of the total import. Indian also exports petroleum products and in FY1415 till November, these were $42.6 bn or a fifth of total exports.


GDP Growth
Lower oil prices should boost growth through multiple channels(1) lower inflation will boost households real disposable incomes, thereby pushing higher consumer discretionary demand; (2) improved corporate profit margins due to falling input costs will be an additional tailwind to reviving business investment; and, (3) improvement in macro fundamentals (inflation and the twin fiscal and current account deficits) will, at the margin, increase the space for macro (monetary and fiscal) policies to boost growth. Every USD 10% barrel fall in oil price can boost GDP growth by around 0.1% points, according to Nomura.
Inflation
Given the higher share of tradable goods in the wholesale price index, the impact of lower commodity prices is much higher of WPI inflation than CPI inflation. Lower oil price directly impacts 8.6% of the WPI basket (crude petroleum and fuels excluding kerosene and LPG) and, additionally, around 5% indirectly through lower price of crude derivatives such as chemicals. Every USD 10% barrel fall in crude oil price lowers WPI by around 0.5% and CPI by about 0.2%.


FIVE COMPANIES INTRODUCTION ON CRUDE OIL INDUSTRY
1. Castrol crude oil
2. Gulf crude oil
3. Servo crude oil
4. ELF crude oil
5. Veedol crude oil
CASTROL CRUDE OIL INDIA
Castrol India Limited is an automotive and industrial lubricant manufacturing company. Castrol India is the 2nd largest manufacturer of automotive and industrial lubricants in the Indian lubricant market and owns around 22% market share in the overall Indian lubricant market. It’s part of Castrol Limited UK (part of BP Group). It has 5 manufacturing plants that are networked with 270 distributors, serving over 70,000 retail outlets.
History
In 1910, Castrol India Started importing certain automotive lubricants from C C Wakefield & Company made an entry in the Indian market. In 1979, CIL was incorporated under the name of Indrol Lubricants and Specialties Pvt Ltd-It listed on BSE in 1982 and CIL was converted into a public limited company. CIL had formed a subsidiary Company in the year 1987 under the name of Indtech Speciality Chemicals, Ltd.
On 1 November 1990, The name of the company was changed from Indrol Lubricants & Specialities Ltd. to Castrol India Ltd. It helped to manufacture of Telephone cable jellies, Pharmaceuticals jellies and industrial waxes in technical collaboration with Dussek Campbell, UK.


GULF OIL
Gulf oil was a major global oil company from the 1900s to the 1980s. The eighth-largest American manufacturing company in 1941 and the ninth-largest in 1979, Gulf Oil was one of the so-called Seven Sisters oil companies. Prior to its merger with Standard Oil of California, Gulf was one of the chief instruments of the legendary Mellon family fortune; both Gulf and Mellon Financial had their headquarters in Pittsburgh, Pennsylvania.
Gulf’s former headquarters, referred to as “the Gulf Building” (now the Gulf Tower office condos), is an art-deco skyscraper. The tallest building in Pittsburgh until 1970, when it was eclipsed by the U.S Steel Tower, it is capped by a step pyramid structure several stories high. Until the late 1970s, the entire top was illuminated; changing color with changes in barometric pressure to provide a weather indicator that could be seen for many miles.
Gulf oil Corporation ceased to exist as an independent company in 1985, when it merged with Standard Oil of California, with both re-branding as Chevron in the USA. Gulf Canada, Gulf’s main Canadian subsidiary, was sold the same year with retail outlets to Ultramar and petro Canada and what became Gulf Canada resources to Olympia & York.
However, the Gulf brand name and a number of the constituent business divisions of GOC survived. Gulf has experienced a significant revival since 1990, emerging as a flexible network of allied business interests based on partnerships, franchises and agencies.
SERVO OIL
SERVO brand, from Indian oil, is the brand leader among lubricants and greases in India and has been conferred the “Consumer Super brand” status by the Super brands Council of India. Recognized for its brand leadership by the World Brand Congress and as a Master brand by CMO, Asia, SERVO has now carved a significant niche in over 20 countries across the globe.
With over 1000 commercial grades and over 1500 formulations encompassing literally every conceivable application, SERVO serves as a one-stop shop for complete lubrication solutions in the automotive, industrial and marine segments. The recent top-end offerings in the segment are all-new engine oils on a differentiated synthetic platform-SERVO Futura Synth, a 100% synthetic premium lubricant for diesel & petrol cars and SERVO 4T Synth, engine oil with advanced synthetic chemistry for 4-stroke two-wheelers – represent a big leap in bringing technologically advanced motor oils of global standards to the Indian market. Both the products offer outstanding engine protection and performance that far surpasses the benefits offered by conventional mineral-oil based lubricants.
ELF OIL
Elf Aquitaine’s heritage is rooted among three French oil companies: Regie Autonome des Petrol’s (RAP), Societe Nationale des Petroles d’Aquitaine, and Bureau de Recherches de Petroles (BRP). These companies were formed to exploit the discovery of a gas field in Saint Marcet in the Aquitaine region of south-western France. In December 1965 RAP and BRP were merged to form Entreprise de Recherches et d’Activites Petrolieres. ERAP had SNPA, Union Generale des Petroles, and union Industrielle des Petroles as subsidiaries. The resulting company achieved vertical integration, owning assets in all phases of the petrol business from exploration and production to the filling station.
On April 28, 1967 the company’s disparate brands were unified under the Elf brand, Essence et Lubrifiants de france (France Gasoline and Lubricants). Elf was the first company to pioneer a total synthetic racing oil.
In 1973, the subsidiary SNPA set up a pharmaceuticals subsidiary called Sanofi and acquired the pharmaceutical groups Labaz, Castaigne, and Robiliart, and also bought interests in a cosmetics company.


VEEDOL OIL (TIDE WATER OIL)

Tide Water Oil has been one of the leading players in the Indian lubricant industry since 1928. It manufactures and markets Veedol brand of lubricants.
With a pan-India distribution network, Tide Water Oil has the spread and penetration to provide its products to every nook and corner of the country.
The extensive distribution network consists of 50 distributors & over 650 dealers servicing over 50,000 retail outlets. The network is fed by 5 plants and 55 depots located strategically across the country.
Its repertoire of automotive products includes engine oils for trucks, tractors, commercial vehicles, passenger cars and two/three wheelers. It also produces gear oils, transmission oils, coolants and greases for automobiles. For industrial application, it manufactures industrial oils, greases and speciality products like metal working fluids, quenching oils and heat transfer oils. Tide Water has tie-ups for the manufacture of genuine oils with a number of renowned OEMs in the automotive and industrial equipment segment.
Quality has been key area focus and the company has continued to innovate with high performance products keeping pace with advancements in technology and market needs. It has two R&D centres where new products are developed as per market needs. It has been a pioneer in the manufacture of latest engine oils exceeding JASO FC, API SM and API CI-4 Plus performance levels in India. The R&D centre for lube-oils is located at Turbhe in Navi Mumbai and the R&D centre for greases is at Oragadam, near Chennai. These R&D centres are approved by the Department of Scientific & Industrial Research, Ministry of Science and Technology, Government of India.
Tide Water Oil Co. (I) Ltd. is a part of the multi divisional Andrew Yule group that has diverse interests in Engineering, Electrical, Tea Cultivation, Power Generation, Digital Communication Systems and Lubricants
SWOT ANALYSIS OF CRUDE OIL INDUSTRY
Strengths
• Demand for oil products
• Scope of conservation
• Strong economic growth
• Increase in demand for oil
• High exploration of portfolio
Weaknesses
• Geo- political distribution
• Late start in acquisition
• High import dependence
Opportunities
• New sources
• Collaborations
• Supply channels
• Interdependence nations
• Technology
Threats
• Increasing competition
• Terrorism
• Production stagnation
• Lack of regional institutions



PEST ANALYSIS OF CRUDE OIL INDUSTRY
Political & Economical
• Financial and other resource constraints
• Macro-economic factors (e.g. oil prices & Fiscal regime instability)
• Non – standard legal & environmental regulatory frameworks
Social & Technological
• Non – integrated operations at the organizational level
• Non existence of expertise in new service offerings and emerging technologies


DEFINATION ON MARKETING MIX
The Marketing mix refers to the set of action’s or tactics, that a company uses to promote its brand or product in the market. The 4 p’s make up a typical marketing mix.
• Price
• Product
• Promotion
• Place
MARKETING MIX ON CASTROL OIL
Product
Castrol markets its automotive lubricant under two brands- Castrol and BP. Castrol India enjoys market leadership in passenger car engine oils, premium 2-stroke and 4-stroke oils, and multi-grade diesel engine oil, Castrol India Ltd, has 5 manufacturing plants that are meticulously networked with 270 distributors, serving over 70,000 retail outlets. Further, it is also equipped with a state-of-the-art plant in Silvasa. As the leading lubricant-manufacturing company, Castrol is the proud owner of the largest manufacturing facilities and marketing network amongst the lubricant companies operating in India.
 Car engine oil
1. Castrol EDGE
2. Castrol Magnates
3. Castrol GTX
 Motor cycle & Scooter engine oil
1. Castrol Power
2. Castrol Active
3. Castrol Go
 Truck & Bus engine oil
1. Castrol Vector
2. Castrol CRB
3. Castrol Tection
4. Castrol RX
Promotion
Among the marketing adopted as part of tie-ups, Castrol India Ltd. Entered in a strategy agreements as follows:
• Tie-up with Escorts (Automotive OEM), for exclusive supply of engine oils for service fill as well as after-market sales.
 As per the agreement signed in 2004, Castrol India Ltd developed and launched ‘Castrol Tractor max Power’, diesel-engine oil exclusively for use in Escorts tractors.
 Castrol Tractor max Power is the only engine oil to be recommended by Escorts for use in their tractors namely Farm Trac, Power Trac and Escort. It also carries an on-pack endorsement from Escorts.
• Tie-Up with Essar oil Ltd, for sale of Castrol lubricants through Essar oil Fuel outlets throughout the country.
 This tie-up allows Castrol to have access to an additional distribution channel through Essar’s fuel forecourts across the country; while Essar is able to offer premium quality international lubricants to its customers.
 The agreement is especially aimed at scooter owners, who earlier did not have access to Castrol lubricants at oil forecourts. This tie-up also increases Castrol product’s availability along the highways.

Pricing strategy
Castrol has offered superior customer value propositions in terms of product quality with relevant consumer benefits and therefore prices the products at a premium-to-market. It has also pioneered new distribution systems to make products easily available to consumers. This is to ensure that consumers see Castrol products as good value for money.
Castrol main competitions are the PSU’s such as Indian oil, BPCL etc. Because the longer drain times, and evolution of more sophisticated engines demand for lubricant has declined. A shrinking market and competition have made price undercutting the common strategy, both in automotive and industrial lubricant segments.
Castrol spends a good share in trade marketing too. A big part of the promotional spending of the public sector lubricant makers goes into trade promotions and price support mechanisms. On its part, Castrol uses trade management another strong marketing tool not only to build brand visibility but also to effectively implement inventory, pricing and market expansion initiatives.
Place (distribution)
Castrol has a nationwide network of 270 distributors who service over 70,000 outlets. Moreover, the company set up the Castrol authorized Service Associates network in 2007. Today, the network is 400-strong and it services over 12,000 independent mechanic workshops. Bike zone, a multi-brand two-wheeler service center initiative launched in 2005, was another strategic step. It is a franchise initiative. This (Bike Zone) strategy is about preparing for tomorrow’s growth. Most of the sales in the last five or six years have come from select cities. In the future, growth is going to come from Tier 2 and 3 cities as well as rural areas.
Oil pumps from a major distribution channel in retail trade. However sales of lubricants through retail outlets have been increasing. While the state owned oil marketing companies can sell through their own nationwide network of 30,000 oil stations, private manufacturers have to use the retail route consisting of auto spare stores, garages, authorized service stations, super markets and agricultural dealers.
MARKETING MIX ON SERVO OIL
Product
Servo brand from Indian oil, is the brand leader among lubricants and greases in India and has been conferred the “consumer super brand” status by the super brands councils of India. Recognized for its brand leadership by the world brand congress and as a master brand by Asia, servo has now curved a significant niche in over 20 countries across the globe.
With over 1000 commercial grades and over 1500 formulations encompassing literally every conceivable application, servo serves as a one – stop shop for complete lubrication solutions in the automotive, industrial and marine segments.
The recent top – end offerings in the segment are all – new engine oils on a differentiated synthetic platform – servo Futura synth, a 100% synthetic premium lubricant for diesel & petrol cars and servo synth, engine oil with advanced synthetic chemistry for 4 – stroke two – wheelers represent a big leap in bringing technologically advanced motor oils of global standards to the Indian market. Both the products offer outstanding engine protection and performance that far surpasses the benefits offered by conventional mineral – oil based lubricants.
Products
• Servo 2w Gear oil
• Servo pride 40
• Servo marine 1040
• Servo oil 20w40 , Servo 4
Promotion
Among the marketing adopted as part of tie-ups, Servo India Ltd. Entered in a strategy agreements as follows:
The product is available through the 2500 Escorts outlets including their franchise dealers, spare part distributors and authorized service centers.
Servo Tractor max Power is the only engine oil to be recommended by Escorts for use in their tractors namely Farm Trac, Power Trac and Escort. It also carries an on-pack endorsement from Escorts.
As per agreement, Essar Retail outlets are serviced by authorized Servo distributors. The tie up uses the promotion vans, mechanic and fleet owners meets to the mutual benefit of both companies.
The agreement is especially aimed at scooter owners, who earlier did not have access to Castrol lubricants at oil forecourts. This tie-up also increases Castrol product’s availability along the highways.
Pricing strategy
Servo has offered superior customer value propositions in terms of product quality with relevant consumer benefits and therefore prices the products at a premium-to-market. It has also pioneered new distribution systems to make products easily available to consumers. This is to ensure that consumers see Servo products as good value for money.
Servo main competitions are the PSU’s such as Indian oil, BPCL etc. Because the longer drain times, and evolution of more sophisticated engines demand for lubricant has declined. A shrinking market and competition have made price undercutting the common strategy, both in automotive and industrial lubricant segments.
The public sector oil companies resort to this strategy as they can afford to make up any loss here from their businesses; that they can afford to make up mask their promotional expenses given the overall size of their businesses.
Place (distribution)
Servo has a nationwide network of 270 distributors who service over 50,000 outlets. Moreover, the company set up the Servo authorized Service Associates network in 2005. Today, the network is 400-strong and it services over 12,000 independent mechanic workshops. Bike zone, a multi-brand two-wheeler service center initiative launched in 2004, was another strategic step. It is a franchise initiative. This (Bike Zone) strategy is about preparing for tomorrow’s growth. Most of the sales in the last five or six years have come from select cities. In the future, growth is going to come from Tier 2 and 3 cities as well as rural areas.
MARKETING MIX ON GULF OIL
Product
Gulf markets its automotive lubricant oil. Gulf India enjoys market leadership in passenger car engine oils, premium 2-stroke and 4-stroke oils, and multi-grade diesel engine oil, Gulf India Ltd, has 5 manufacturing plants that are meticulously networked with 270 distributors, serving over 70,000 retail outlets. Further, it is also equipped with a state-of-the-art plant in Silvasa. As the leading lubricant-manufacturing company, Gulf is the proud owner of the largest manufacturing facilities and marketing network amongst the lubricant companies operating in India.
Products
1. Gulf pride 4T synth
• Gulf pride 4T synth low 30
• Gulf pride 2T
2. Gulf Gear Ep
3. Gulf Formula GX
• Gulf TEC
• Gulf max supreme 5w -30
• Gulf max TD
Promotion
Among the marketing adopted as part of tie-ups, Gulf India Ltd. Entered in a strategy agreements as follows:
 Gulf Financial assistance program : Includes Equipment loans and Payback loans for Lube center needs
 Gulf Customer Retention program : Includes Punch-a-deal loyalty programs, which allows channel member to design customized loyalty products
 Customer Marketing programs : This includes providing
1. Business Intelligence studies/data, that allow the lube centers to better understand the local market
2. Imaging Programs : provides channel partner assistance in all branding needs through gulf oil partner
3. Vendor alliances : In select countries, vendor relations with following companies to help dealership customers with respective services:
Pricing strategy
Gulf has offered superior customer value propositions in terms of product quality with relevant consumer benefits and therefore prices the products at a premium-to-market. It has also pioneered new distribution systems to make products easily available to consumers. This is to ensure that consumers see Gulf products as good value for money.
The public sector oil companies resort to this strategy as they can afford to make their promotional expenses given the overall size of their businesses.
Gulf main competitions are the PSU’s such as Indian oil, BPCL etc. Because the longer drain times, and evolution of more sophisticated engines demand for lubricant has declined. A shrinking market and competition have made price undercutting the common strategy, both in automotive and industrial lubricant segments.
Gulf spends a good share in trade marketing too. A big part of the promotional spending of the public sector lubricant makers goes into trade promotions and price support mechanisms. On its part, Gulf uses trade management another strong marketing tool not only to build brand visibility but also to effectively implement inventory, pricing and market expansion initiatives.
Place (distribution)
Gulf has a nationwide network of 270 distributors who service over 70,000 outlets. Moreover, the company set up the Gulf authorized Service Associates network in 2007. Today, the network is 400-strong and it services over 12,000 independent mechanic workshops. Bike zone, a multi-brand two-wheeler service center initiative launched in 2005, was another strategic step. It is a franchise initiative. This (Bike Zone) strategy is about preparing for tomorrow’s growth. Most of the sales in the last five or six years have come from select cities. In the future, growth is going to come from Tier 2 and 3 cities as well as rural areas.
Oil pumps from a major distribution channel in retail trade. However sales of lubricants through retail outlets have been increasing. While the state owned oil marketing companies can sell through their own nationwide network of 30,000 oil stations, private manufacturers have to use the retail route consisting of auto spare stores, garages, authorized service stations, super markets and agricultural dealers.
MARKETING MIX ON VEEDOL OIL
Product
Veedol India has changed from a company depot / consignment stockiest – wholesaler – retailer to a distributor system. The company reaches its consumers through a distribution network of 270 distributors, servicing over 70,000 retail outlets the retailer automotive lubricant market, industrial lubricants.

1. Automotive products
• Diesel engine oil
• Gear & Transmission oil
• Greases
2. Industrial lubricants
• Industrial Greases
• Veedol lithium complex greases & soap greases

3. Genuine oils
• SML
• SML genuine cng engine oil
• KLT 901,903

Promotion
As per the agreement signed in 2004, Veedol India Ltd developed and launched ‘Veedol Tractor max Power’, diesel-engine oil exclusively for use in Escorts tractors.
Veedol Tractor max Power is the only engine oil to be recommended by Escorts for use in their tractors namely Farm Trac, Power Trac and Escort. It also carries an on-pack endorsement from Escorts.
The product is available through the 2500 Escorts outlets including their franchise dealers, spare part distributors and authorized service centers.
The agreement is especially aimed at scooter owners, who earlier did not have access to Veedol lubricants at oil forecourts. This tie-up also increases Veedol product’s availability along the highways.
Pricing strategy
Veedol follows a policy of defending margins and attacking cost inefficiencies. It looks at the overall spend, without cutting costs blindly, Veedol is planning to take away those advertising and promotion costs which may not lead to the development of their brand. For example, sometimes simplistic price rebates do not reach the end user not benefit brand volumes they are just pocketed by middlemen.
Veedol has offered superior customer value propositions in terms of product quality with relevant consumer benefits and therefore prices the products at a premium-to-market. It has also pioneered new distribution systems to make products easily available to consumers. This is to ensure that consumers see Veedol products as good value for money.
Veedol spends a good share in trade marketing too. A big part of the promotional spending of the public sector lubricant makers goes into trade promotions and price support mechanisms. On its part, Veedol uses trade management another strong marketing tool not only to build brand visibility but also to effectively implement inventory, pricing and market expansion initiatives.

Place (distribution)
Veedol has a nationwide network of 270 distributors who service over 70,000 outlets. Moreover, the company set up the Veedol authorized Service Associates network in 2007. Today, the network is 400-strong and it services over 12,000 independent mechanic workshops. This (Bike Zone) strategy is about preparing for tomorrow’s growth. Most of the sales in the last five or six years have come from select cities. In the future, growth is going to come from Tier 2 and 3 cities as well as rural areas.
Oil pumps from a major distribution in retail trade. However sales of lubricants through retail outlets have been increasing. While the state owned oil marketing companies can sell through their own nationwide network of 30,000 oil stations, private manufacturers have to use the retail route consisting of auto spare stores, garages, authorized service stations, super markets and agricultural dealers.
MARKETING MIX ON ELF OIL
Pricing strategy
ELF has offered superior customer value propositions in terms of product quality with relevant consumer benefits and therefore prices the products at a premium-to-market. It has also pioneered new distribution systems to make products easily available to consumers. This is to ensure that consumers see Elf products as good value for money.
Elf main competitions are the PSU’s such as Indian oil, BPCL etc. Because the longer drain times, and evolution of more sophisticated engines demand for lubricant has declined. A shrinking market and competition have made price undercutting the common strategy, both in automotive and industrial lubricant segments.
The public sector oil companies resort to this strategy as they can afford to make up any loss here from their other businesses; that they can afford to make up mask their promotional expenses given the overall size of their businesses.


Place (distribution)
Elf has a nationwide network of 270 distributors who service over 70,000 outlets. Moreover, the company set up the Elf authorized Service Associates network in 2007. Today, the network is 400-strong and it services over 12,000 independent mechanic workshops. Bike zone, a multi-brand two-wheeler service center initiative launched in 2005, was another strategic step. It is a franchise initiative. This (Bike Zone) strategy is about preparing for tomorrow’s growth. Most of the sales in the last five or six years have come from select cities. In the future, growth is going to come from Tier 2 and 3 cities as well as rural areas.
Oil pumps from a major distribution channel in retail trade. However sales of lubricants through retail outlets have been increasing. While the state owned oil marketing companies can sell through their own nationwide network of 30,000 oil stations, private manufacturers have to use the retail route consisting of auto spare stores, garages, authorized service stations, super markets and agricultural dealers.
Promotion
Among the marketing adopted as part of tie-ups, Elf India Ltd. Entered in a strategy agreements as follows:
Tie-up with Escorts (Automotive OEM), for exclusive supply of engine oils for service fill as well as after-market sales.
 As per the agreement signed in 2004, Elf India Ltd developed and launched “Elf Tractor max Power’, diesel-engine oil exclusively for use in Escorts tractors.
 Elf Tractor max Power is the only engine oil to be recommended by Escorts for use in their tractors namely Farm Trac, Power Trac and Escort. It also carries an on-pack endorsement from Escorts.



Product
Elf markets its automotive lubricant Elf India enjoys market leadership in passenger car engine oils, premium 2-stroke and 4-stroke oils, and multi-grade diesel engine oil, Elf India Ltd, has 5 manufacturing plants that are meticulously networked with 270 distributors, serving over 70,000 retail outlets. Further, it is also equipped with a state-of-the-art plant in Silvasa. As the leading lubricant-manufacturing company, Elf is the proud owner of the largest manufacturing facilities and marketing network amongst the lubricant companies operating in India.
Elf products
2 stroke motor cycle oil ,4 stroke motor cycle oil
Motor cycle oil…………... moto 2 oils,moto 4 oils
Scooter oil………………… Scooter 2 oil , scooter 4 oil
Motorsports bike oil ……….. HTX
Bike car products…………… Moto product + 6 in 1


HUMAN RESOURCE MANAGEMENT
HR POLICIES ON CASTROL OIL COMPAMY
Training and development
The company has a number of structured interventions that are in place to support the agenda of training and leadership development. The Castrol global leadership framework focuses on valuing Expertise, Emerging people, acting decisively and delivering results. There is a structured capability building agenda that is linked to technical and core competencies.
The opportunities for training and learning range from on job assignments, project roles, learning fairs, class room training, coaching and mentoring to develop special skills, e- learning, shadow stints. These are offered in combination based on the capability that needs to be developed.
The company invests hugely in identifying potential leaders through processes of "personal Development Plans", and "Self Advocacy Forums" and then developing them through emerging leaders and Career Advancement Programs (CAPs).
These programs are completely structured and range from customized classroom programs, long duration integrated training programs, job enrichment opportunities, mentoring program.
Castrol has also embarked upon an ambitious mechanic training program me - Eklavya, aimed at large scale training to enhance technical capability of independent mechanics. To date, the company has trained over 20,000 mechanics.
Recruitment
Once recruited, the company has holistic programmers, focusing on the specific needs of the individuals and businesses/functions. It ensures that the new joiners feel comfortable and are included in the organization as fact as possible.
In addition to hiring externally, the company has a robust process of internal recruitments, wherein all open positions are first advertised to employees, who get the first opportunity to apply against the positions reviewed by a cross-functional selection panel.
Compensation
Employees get a competitive compensation package that includes salary, allowances, bonuses, share plans and health and retirement provisions as well as other benefits. The package structure is designed to attract and retain the quality employees to continually develop their skills and enhance their contribution. Employees undergo an annual salary review to ensure that it remains competitive. This is done by comparing it with current levels of pay in the market and peers. The top-performers are differentiated on rewards. The company rewards top
Other than the retrial benefits mentioned above, the company has some employee-friendly and progressive benefit offers. Flexible Work Hours, Career Breaks, Leave (including paternity/Adoption Leave), an organization wide Fun and Fitness program and an almost free lunch - Where healthy and hygienic food at highly subsidized rates is provided to the employees. There is a comprehensive health and medical coverage plan. Apart from a distinguishing group accident cover, Castrol offers domiciliary medical insurance cover, a competitive hospitalization cover including an annual health check-up offer. Sickness leave is provided on need basis.
Health and safety
Castrol maintains high level for Health, Safety, Security and Environment (HSSE) performance. it makes sure that all employees, contractor and others connected with the company are well informed, well trained, engaged and committed to the HSE improvement process through several initiatives throughout the year like safe to go, go green, T 20 challenge and poster campaigns. Compliance to environmental laws and regulatory standards on a worldwide basis is taken seriously. The HSSE stated goals are;
i. no accidents
ii no harm to people
The company's road safety program has been successfully running for the past several years and is now recognized as the benchmark on road safety initiatives in India. It has a driving behavior monitoring program in place for all its drivers’ behavior including third-party contractors. This has greatly helped improve the driving behavior and in turn has positively impacted the company's road safety performance.
All the blending plants are certified for Environment Management System (ISO 14001) and Occupational Health & Safety Management System. The systems have been certified by accredited bodies recognized internationally, Castrol is now putting in place the BP Operating Management System as an enabler for better safety performance.
HR POLICIES ON ELF OIL COMPAMY
Training and development
The company has a number of structured interventions that are in place to support the agenda of training and leadership development. The Elf oil Global leadership framework focuses on valuing Expertise, Emerging people, acting decisively and delivering results. There is a structured capability building agenda that is linked to technical and core competencies.
The opportunities for training and learning range from on job assignments, project roles, learning fairs, class room training, coaching and mentoring to
develop special skills, e- learning, shadow stints. These are offered in combination based on the capability that needs to be developed.
These programs are completely structured and range from customized classroom programs, long duration integrated training programs, job enrichment opportunities, mentoring program.
Elf oil has also embarked upon an ambitious mechanic training program aimed at large scale training to enhance technical capability of independent mechanics. To date, the company has trained over 20,000 mechanics.

Compensation
Employees get a competitive compensation package that includes salary, allowances, bonuses, share plans and health and retirement provisions as well as other benefits. The package structure is designed to attract and retain the quality employees to continually develop their skills and enhance their contribution. Employees undergo an annual salary review to ensure that it remains competitive. This is done by comparing it with current levels of pay in the market and peers. The top-performers are differentiated on rewards. The company rewards top
Other than the retrial benefits mentioned above, the company has some employee-friendly and progressive benefit offers. Flexible Work Hours, Career Breaks, Leave (including paternity/Adoption Leave), an organization wide Fun and Fitness program and an almost free lunch - Where healthy and hygienic food at highly subsidized rates is provided to the employees.
Health and safety
Elf oil maintains high level for Health, Safety, Security and Environment performance. it makes sure that all employees, contractor and others connected with the company are well informed, well trained, engaged and committed to the HSE improvement process through several initiatives throughout the year like safe to go, go green, T 20 challenge and poster campaigns. Compliance to environmental laws and regulatory standards on a worldwide basis is taken seriously. The HSSE stated goals.
All the blending plants are certified for Environment Management System and Occupational Health & Safety Management System. The systems have been certified by accredited bodies recognized internationally, Elf is now putting in place the BP Operating Management System as an enabler for better safety performance.



HR POLICIES ON GULF OIL COMPAMY
Training and development
The company has a number of structured interventions that are in place to support the agenda of training and leadership development. The Gulf oil leadership framework focuses on valuing Expertise, Emerging people, acting decisively and delivering results. There is a structured capability building agenda that is linked to technical and core competencies.
The opportunities for training and learning range from on job assignments, project roles, learning fairs, class room training, coaching and mentoring to develop special skills, e- learning, shadow stints. These are offered in combination based on the capability that needs to be developed.
These programs are completely structured and range from customized classroom programs, long duration integrated training programs, job enrichment opportunities, mentoring program.
Recruitment
Once recruited, the company has holistic programmers, focusing on the specific needs of the individuals and businesses/functions. It ensures that the new joiners feel comfortable and are included in the organization as fact as possible. In addition to hiring externally, the company has a robust process of internal recruitments, wherein all open positions are first advertised to employees, who get the first opportunity to apply against the positions reviewed by a cross-functional selection panel.
Compensation
Employees get a competitive compensation package that includes salary, allowances, bonuses, share plans and health and retirement provisions as well as other benefits. The package structure is designed to attract and retain the quality employees to continually develop their skills and enhance their contribution. Employees undergo an annual salary review to ensure that it remains competitive. This is done by comparing it with current levels of pay in the market and peers.
Mission, vision and values
Gulf International's Mission, Vision & Values, are based on a dedicated commitment, to fulfill and satisfy the requirements of all of its associated groups. GI’s Mission statement is, to improve the quality of life for our people, customers and society society.
Customer satisfaction
Gulf strongly focuses on customer satisfaction. To record the feedback from the customers, the company conducts customer satisfaction surveys for continual improvement.
Company objectives
Gulf International's Yearly Objectives, are focused on the Four Perspective Groups that are Customers, Partners, Staff and Owners
Quality, Health, Safety, Environment & Business Management Policy
This Policy strongly focusses on enhanced growth of Gulf International’s businesses and its associated services and to develop and progress with continual improvement and sustainability


HR POLICIES ON SERVO OIL COMPAMY
Training and development
The company has a number of structured interventions that are in place to support the agenda of training and leadership development. The Servo oil leadership framework focuses on valuing Expertise, Emerging people, acting decisively and delivering results. There is a structured capability building agenda that is linked to technical and core competencies.
The opportunities for training and learning range from on job assignments, project roles, learning fairs, class room training, coaching and mentoring to develop special skills, e- learning, shadow stints. These are offered in combination based on the capability that needs to be developed.
The company invests hugely in identifying potential leaders through processes of "personal Development Plans", and "Self Advocacy Forums" and then developing them through emerging leaders and Career Advancement Programs.
These programs are completely structured and range from customized classroom programs, long duration integrated training programs, job enrichment opportunities, mentoring program.
Recruitment
Once recruited, the company has holistic programmers, focusing on the specific needs of the individuals and businesses/functions. It ensures that the new joiners feel comfortable and are included in the organization as fact as possible.
In addition to hiring externally, the company has a robust process of internal recruitments, wherein all open positions are first advertised to employees, who get the first opportunity to apply against the positions reviewed by a cross-functional selection panel.


Compensation
Employees get a competitive compensation package that includes salary, allowances, bonuses, share plans and health and retirement provisions as well as other benefits. The package structure is designed to attract and retain the quality employees to continually develop their skills and enhance their contribution. Employees undergo an annual salary review to ensure that it remains competitive. This is done by comparing it with current levels of pay in the market and peers. The top-performers are differentiated on rewards. The company rewards top
Other than the retrial benefits mentioned above, the company has some employee-friendly and progressive benefit offers. Flexible Work Hours, Career Breaks, Leave (including paternity/Adoption Leave), an organization wide Fun and Fitness program and an almost free lunch - Where healthy and hygienic food at highly subsidized rates is provided to the employees. There is a comprehensive health and medical coverage plan. Apart from a distinguishing group accident cover, Servo offers domiciliary medical insurance cover, a competitive hospitalization cover including an annual health check-up offer. Sickness leave is provided on need basis.
Health and safety
Servo oil maintains high level for Health, Safety, Security and Environment performance. it makes sure that all employees, contractor and others connected with the company are well informed, well trained, engaged and committed to the HSE improvement process through several initiatives throughout the year like safe to go, go green, T 20 challenge and poster campaigns. Compliance to environmental laws and regulatory standards on a worldwide basis is taken seriously. The HSSE stated goals.
The company's road safety program has been successfully running for the past several years and is now recognized as the benchmark on road safety initiatives in India. It has a driving behavior monitoring program in place for all its drivers’ behavior including third-party contractors. This has greatly helped improve the driving behavior and in turn has positively impacted the company's road safety performance. All the blending plants are certified for Environment Management System and Occupational Health & Safety Management System. The systems have been certified by accredited bodies recognized internationally, Servo oil is now putting in place the BP Operating Management System as an enabler for better safety performance.
HR POLICIES ON VEEDOL OIL COMPAMY
Training and development
The company has a number of structured interventions that are in place to support the agenda of training and leadership development. The Veedol global leadership framework focuses on valuing Expertise, Emerging people, acting decisively and delivering results. There is a structured capability building agenda that is linked to technical and core competencies.
The opportunities for training and learning range from on job assignments, project roles, learning fairs, class room training, coaching and mentoring to develop special skills, e- learning, shadow stints. These are offered in combination based on the capability that needs to be developed.
These programs are completely structured and range from customized classroom programs, long duration integrated training programs, job enrichment opportunities, mentoring program.
Veedol has also embarked upon an ambitious mechanic training program me aimed at large scale training to enhance technical capability of independent mechanics. To date, the company has trained over 20,000 mechanics.
Recruitment
Once recruited, the company has holistic programmers, focusing on the specific needs of the individuals and businesses/functions. It ensures that the new joiners feel comfortable and are included in the organization as fact as possible.
In addition to hiring externally, the company has a robust process of internal recruitments, wherein all open positions are first advertised to employees, who get the first opportunity to apply against the positions reviewed by a cross-functional selection panel.
Compensation
Employees get a competitive compensation package that includes salary, allowances, bonuses, share plans and health and retirement provisions as well as other benefits. The package structure is designed to attract and retain the quality employees to continually develop their skills and enhance their contribution. Employees undergo an annual salary review to ensure that it remains competitive. This is done by comparing it with current levels of pay in the market and peers. The top-performers are differentiated on rewards. The company rewards top
Other than the retrial benefits mentioned above, the company has some employee-friendly and progressive benefit offers. Flexible Work Hours, Career Breaks, Leave (including paternity/Adoption Leave), an organization wide Fun and Fitness program and an almost free lunch - Where healthy and hygienic food at highly subsidized rates is provided to the employees. There is a comprehensive health and medical coverage plan. Apart from a distinguishing group accident cover, Veedol offers domiciliary medical insurance cover, a competitive hospitalization cover including an annual health check-up offer. Sickness leave is provided on need basis.
Health and safety
Veedol maintains high level for Health, Safety, Security and Environment performance. it makes sure that all employees, contractor and others connected with the company are well informed, well trained, engaged and committed to the HSE improvement process through several initiatives throughout the year like safe to go, go green, T 20 challenge and poster campaigns.
The company's road safety program has been successfully running for the past several years and is now recognized as the benchmark on road safety initiatives in India. It has a driving behavior monitoring program in place for all its drivers’ behavior including third-party contractors. This has greatly helped improve the driving behavior and in turn has positively impacted the company's road safety performance. This and other road safety programs undertaken have been recognized externally, as well as internally with in the BP Group.
All the blending plants are certified for Environment Management System and Occupational Health & Safety Management System. The systems have been certified by accredited bodies recognized internationally, Veedol is now putting in place the BP OM System as an enabler for better safety performance.
 


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