New Report.docx

Bharati Vidyapeeth (Deemed to be University), Pune, India Institute of Management and Entrepreneurship Development, Pune

REFRESHING KEY DATA STRUCTURES FOR HR PROCESSES IN PETCHEM

A summer training project Report Submitted in Partial Fulfilment of the Requirements for the Award of Degree of Master of Business Administration 2017-2019

Submitted By

Guided By

Renuka Pandey

Dr. Hemangi More

Roll No. 52 MBA- HR 1|P a g e

CERTIFICATE

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Certificate of Originality

This is to certify that the project report entitled “REFRESHING KEY DATA STRUCTURES FOR HR PROCESSES IN PETCHEM” at RELIANCE INDUSTRIES LTD, RELIANCE CORPORATE PARK, MUMBAI Submitted to Bharati Vidyapeeth (Deemed to be University), Pune in partial fulfilment of the requirement for the award of the degree of Master of Business Administration is an original work carried out by Ms. Renuka Pandey under guidance of Mr. Hitesh Chugh. The matter embodied in this project is a genuine work done by (Renuka Pandey) to the best of my knowledge and belief and has not been submitted before, neither to this University for the fulfilment of the requirement of any course of study.

Renuka Pandey Dr. Hemangi More Signature of the Student

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Faculty Guide

Certificate This is to certify that the Project Titled “REFRESHING KEY DATA STRUCTURES FOR HR PROCESSES IN PETCHEM” at RELIANCE INDUSTRIES LTD, RELIANCE CORPORATE PARK, MUMBAI” is an academic work done by “Renuka Pandey” submitted in the partial fulfilment of the requirement for the award of the degree of Master of Business Administration from Bharati Vidyapeeth (Deemed to be University), Pune. It has been completed under the guidance of Dr. Hemangi More and Mr. Hitesh Chugh. We are thankful to Reliance Industries ltd. for having allowed our student to undergo project work training. The authenticity of the project work will be examined by the viva examiner which includes data verification, checking duplicity of information etc. And it may be rejected due to non fulfilment of quality standards set by the Institute.

Dr. Sachin S. Vernekar Dean FMS, BVDU Director IMED

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Acknowledgement

Apart from my efforts, the success of my project depends largely on the encouragement and guideline of many others. I take this opportunity to express my gratitude to the people who have been instrumental in the successful of this project.

I am grateful indebted to our esteemed guide Dr. Hemangi More for her sincere guidance and priceless support which would have been impossible for us to complete this project.

I express my gratitude to the staff members of Bharati Vidyapeeth (Deemed to be University) who directly or indirectly helped me. I would also like to express my sincere gratitude to all my seniors in Mahindra and Mahindra Financial Services Limited.

Finally, I thank Institute of Management and entrepreneurship Development (IMED) for giving me this golden opportunity to do my summer internship in Mahindra and Mahindra Financial Services Limited.

RENUKA PANDEY

SIGNATURE

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Preface

In this era of fast changing world, mere class room teaching is not sufficient to attain maturity and perfection for application of theory into practice. The dynamic economy, political and technological environment in which we live continually on us to change, improve and learn more about jobs, superiors and subordinated. Two years of continuous classroom teaching is sufficient for students to implement directly their knowledge in the market. A practical approach is needed. The Knowledge through project report is an essential requirement for MBA student .The purpose of this project is to “REFRESHING KEY DATA STRUCTURES FOR HR PROCESSES IN PETCHEM” with reference to Reliance Industries ltd, Reliance Corporate Park, Mumbai. I have tried my level best to do justice to the project. And I hope the study which was conducted will help not only the organization but also me and the society too.

RENUKA PANDEY

SIGNATURE

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TABLE OF CONTENTS Chap-1

Introduction

1.1

About the Company

1.2

Vision and Mission

1.3

Organisation Structure

1.4

SWOT Analysis

Chap-2

Introduction- About the Project

2.1

Target location structure

2.2

Objective of the Project

2.3

Scope of the Project

Chap-3

Research Methodology

3.1

Research Design

Chap-4

Data Analysis & Interpretation

27-31

Chap-5

Observation and Findings

32-39

Chap- 6

Other Task

40-46

Chap-7

Recommendations and Learnings

47-48

Chap-8

Annexure

49-53

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8-15

17-23

24-36

CHAPTER 1

INTRODUCTION

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1.1 ABOUT COMPANY Founded by Dhirubhai H. Ambani (1932-2002), the Reliance Group is one of India’s largest private sector enterprise with an annual revenue of $ 74.5 billion. Reliance Industries Limited is the flagship Company of the Group and is featured in the Fortune Global 500 list of the world’s largest corporations for the tenth consecutive year and was ranked 107th in terms of revenue and 128th in terms of profit in 2013. As per Newsweek’s Green Rankings 2014, RIL is India’s greenest and most environment friendly company, ranking 185th among the world’s largest 500 companies. The Company has expanded rapidly and integrated backwards into various industry sectors, most notably production of petrochemicals and refining of crude oil. RIL is a conglomerate headquartered in Mumbai, India and carries out its business activities in over 50 domestic locations with manufacturing facilities at Allahabad, Barabanki, Dahej, Hazira, Hoshiarpur, Jamnagar, Nagothane, Nagpur, Naroda, Patalganga, Upstream Business Operations In our upstream operations we have a balanced portfolio of both conventional and unconventional hydrocarbon resources. The major ones include deep-water blocks off the east coast of India and the US shale gas regions of Eagleford and Marcellus. Exploration and production facilities are located at KG-D6 Gadimoga, Panna Mukta Tapti and CBM Blocks at Shahdol (Sohagpur East & Sohagpur West). Downstream Business Operations Our downstream operations primarily constitute of refining and marketing, petrochemicals, polymers, polyester and fibre intermediates and textiles businesses. During FY 2013-14, we further consolidated leadership position in India in the production of synthetic rubber. We also maintained our leadership in the polymer industry with a domestic market share of around 40%. We lead the domestic market for Poly Propylene (PP) with a market share of around 60%. In Poly Ethylene (PE) production, our focus was mostly on high-value sectors in High Density Poly Ethylene

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(HDPE) as well as Low Density Poly Ethylene (LDPE) production. Our Poly Vinyl Chloride (PVC) production witnessed the introduction of several new grades, including value-added products such as C-PVC pipes and fittings compounds. In the refining and marketing business, our Jamnagar ‘Supersite’ processes around 1.4 MMBPD of crude. It is among the world’s largest and most complex refining assets and is composed of two refinery systems. Jamnagar has developed a reputation for its ability to process almost all grades of crude oil produced. We maintained our

We lead the domestic

leadership in the polymer industry with

market for Poly

a domestic market share of

market share of around

around 40%.

60%.

Propylene(PP) with a

Major Subsidiaries & New Businesses As on 31st March 2014 the number of our subsidiary companies stands at 103. The major subsidiaries and new businesses are listed below:  Reliance Retail Established in 2006, Reliance Retail Limited (RRL) has become India’s largest retailer by revenue. It caters to millions of customers while at the same time reaching out to thousands of farmers and vendors. RRL’s core growth strategy of backward integration has made rapid progress towards building an entire value chain starting from the farmers to the end consumers. The company enhanced its presence across various format sectors and now operates 1,691 stores across 146 cities  Reliance Jio Infocomm In a major technological advancement, our subsidiary Reliance Jio Infocomm Limited (RJIL), is introducing the Broadband Wireless Access (BWA) spectrum across all the 22 telecom circles of India. With the acquisition of the 1800 MHz band in 14 key circles across India, RJIL will be the holder of the largest quantum of liberalised spectrum. Our goal is to provide reliable high-speed internet connectivity across the country.

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1.2 VISION & MISSION AND VALUES

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MISSION Reliance’s mission is: 

To provide the best and most value-adding advice within investor relations, financial communications, media relations, crisis communications, issues management and CSR reporting



To be an independent sparring-partner and to provide excellent advice for our clients in connection with IPOs, ECM and M&A transactions, corporate governance-related issues as well as in connection with preparations of contingency communications plans regarding public takeovers

Reliance’s activities shall be of benefit for both our clients, collaboration partners, employees and shareholders

VISION Reliance’s vision is: 

To be our clients’ ’first call’ and preferred collaboration partner within our business areas



To consistently exceed our clients’ expectations for professional and value-adding advice

Our objective is long-standing and trustful client relationships created via excellent advice and service

VALUES We are governed by our fundamental values: 

Quality: We do not compromise – we have a passion for the best quality



Innovation: We are innovative and wish to enthuse our clients



Ambition: We set high objectives and push to achieve the best results



Honesty: We are honest towards our clients, also when it may be unpleasant



Integrity: We keep our word, guard confidentiality, and maintain a high level of integrity

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1.3 ORGANISATION STRUCTURE Product Flow

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1.4 SWOT ANALYSIS OF RELIANCE SWOT Analysis of Reliance Industries Limited with USP, Competition, STP (Segmentation, Targeting, Positioning) - Marketing Analysis.

Reliance Industries Limited (RIL) Category

Oil & Gas

Sector

Energy

Tagline/ Slogan

Growth is Life

USP

Reliance Industries is one of the most profitable and leading companies in India

Reliance Industries STP Segment

Corporates, countries, individuals looking to fulfill energy needs

Target Group

Enterprises looking for energy for production, people for petrol diesel for vehicles and domestic uses

Positioning

High quality oil products from Reliance Industries

Reliance Industries SWOT Analysis

Strengths

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1.Reliance Industries is one of the biggest players in India 2.Strong brand name of Reliance Industries 3.Excellent financial position and strong profitabilitty 4.One of the few Indian companies to be featured in Forbes 5.Employs over 25,000 people

6. The company has business spread across petrol, energy, retail, telecom etc 7. Strong advertising and marketing through TVCs, print, online ads, billboards etc 8. Reliance Industries has been recognized through several awards 9. Strong focus towards holistic growth and also involvement in CSR activities 1.Reliance Industries and ONGC had issues regarding the Krishna Godavari basin exploration Weaknesses

2.Intense competition means limited market share growth 1.Growing demand for petroleum products is a huge opportunity for Reliance Industries 2.Buyout of competition to strengthen its position 3. Increasing number of industries and cars in India is a huge opportunity and potential for growth

Opportunities

4. Tie-ups with global oil companies can boost business for Reliance Industries

Threats

1.Government regulations and strict guidelines can disrupt operations 2.High Competition can reduce Reliance Industries' market share 3.Environmental laws and NGOs against oil exploration can affect business 4.Economic instability and recession can decline margins and fuel prices

Competition 1. Bharat Petroleum 2. Hindustan Petroleum 3. ONGC Competitors

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4. IOCL

CHAPTER 2

INTRODUCTION ABOUT THE PROJECT

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2.1 TARGET LOCATION STRUCTURE : Petchem Petchem Polyester Chain Polyester Chain Sector Planning Polyester Chain Malaysia Polyester Chain - Recron Malaysia Polyester - FC&A - Recron Malaysia Polyester Chain - Recron Mfg Malaysia Polyester ChainRecronSolidsMktgMalaysia Polyester Chain - RPCM Malaysia Polyester Sector Analysis Polyester Sector Industry Affairs Petchem Polyester Polyester Filament Polyester - Filament POY Polyester - Filament FDY & IDY Polyester - Filament PTY Polyester - Filament Market Development Polyester - FC&A - Filament Polyester - Mumbai RO Polyester - POY Sales Mumbai RO Polyester - FDY & PTY Sales Mumbai RO Polyester - PSF Sales Mumbai RO Polyester - PFF Sales Mumbai RO Polyester - PET Sales Mumbai RO Polyester - FC&A - Mumbai RO Polyester - Surat RO Polyester - POY Sales Surat RO Polyester - FDY & PTY Sales Surat RO Polyester - FC&A - Surat RO Polyester - PFF Sales Surat RO Polyester - Ludhiana RO Polyester - FDY & PTY Sales Ludhiana RO Polyester - PSF Sales Ludhiana RO Petchem - FC&A - Delhi RO Polyester Petchem - FC&A Ludhiana RO Polyester - PFF Sales Ludhiana RO

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Polyester - Delhi RO Polyester - PFF Sales Delhi RO Polyester - PET Sales Delhi RO Polyester - PSF Sales Delhi RO Polyester - FDY & PTY Sales Delhi RO Polyester - Filament Technical Services Polyester - Staple Polyester - Staple PSF Polyester - Staple Market Development Polyester - Staple PFF Polyester - PFF Technical Services Polyester - Staple Sleep Products Polyester - Staple Recycle Polyester - Staple R3S Polyester - FC&A - Staple Polyester - Hyderabad RO Polyester - PSF Sales Hyderabad RO Polyester - PFF Sales Hyderabad RO Polyester - PET Sales Hyderabad RO Polyester - FC&A - Hyderabad RO Polyester - FDY & PTY Sales Hyderabad RO Polyester - Coimbatore RO Polyester-FDY & PTY Sales Coimbatore RO Polyester - PSF Sales Coimbatore RO Polyester - PFF Sales Coimbatore RO Polyester - FC&A - Coimbatore RO Polyester - R3S Sales Coimbatore RO Polyester - PET Sales Coimbatore RO Polyester - POY Sales Coimbatore RO Polyester - PSF Technical Services Polyester - PET Polyester - PET Market Development Polyester - FC&A - PET Polyester - PET Technical Services Polyester - PET Exports Polyester Exports Polyester - Staple Exports Polyester - Filament Exports Polyester - SCM

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Polyester - SC Ops Polyester - FC&A Polyester - FC&A & FP&A Polyester - FC&A - PTY Petchem FID FID - PTA FID - MEG FID - MEG EO & Derivatives FID - FC&A FID - FC&A - FP&A Petchem Aromatics Aromatics - PX / OX Aromatics - BT Aromatics - Ops Aromatics - LAB & N-Paraffin Aromatics - LAB Chennai RO Aromatics - FC&A Petchem Polymer Polymer - Sector Planning Polymer - PP Polymer - PP Product Management Polymer - FC&A - PP Polymer - Kolkata RO Polymer - SC Ops Kolkata RO Polymer - FC&A - Kolkata RO Polymer - Exports Polymer - FC&A - Exports Polymer - PP Market Development Polymer - PE Polymer - PE Product Management Polymer - Relpipe Polymer - FC&A - PE Polymer - FC&A - Relpipe Polymer - Ahmedabad RO Polymer - SC Ops Ahmedabad RO Polymer - FC&A - Ahmedabad & Indore RO Polymer - Daman RO Polymer - Indore RO Polymer - PE Market Development Polymer - Aurangabad RO Polymer - PVC

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Polymer - PVC Product Management Polymer - PVC Market Development Polymer - FC&A - PVC Polymer - Delhi RO Polymer - SC Ops Delhi RO Petchem - FC&A - RO - North Petchem - FC&A Delhi RO - Polymer Petchem - FC&A Kanpur RO Petchem - FC&A Chandigarh RO Polymer - Chandigarh RO Polymer - Kanpur RO Polymer - PVC Caustic Polymer - PVC Caustic Vadodara RO Polymer - Jaipur RO

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2.2 OBJECTIVE : The main Objective of this project is 

KDS i.e. Key Data Structures in Petchem were last refreshed in mid-2016 and with the advent of new platforms, supply chain transformation and an acquisition, the business landscape has changed tremendously.



To ensure right alignment of KDS with all processes and also to reinforce the contextual relevance, it is important to refresh and revise the KDS, wherever needed.

2.2.1 PROJECT DELIVERABLES : The primary elements that will be worked upon will be Petchem Job Catalogue, JD booklet, and organization cascade. 

Petchem Job Catalogue : A systematically categorized, organized and often descriptive collection, list or aggregation of Job Items that can be either electronic or hardcopy in nature and that makes it clear where to find, retrieve and store such items, as necessary. It includes Object type, Object name, Sub functional area text, functional area text and Grade.



JD booklet : A job description or JD is a document that describes the general tasks, or other related duties, and responsibilities of a position. It may specify the functionary to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, and a salary range.



Organization Cascade : Organizational cascade is a structure used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization.

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2.3 SCOPE OF THE PROJECT 

Cull out observations through checks performed on Job Description booklet having Job family and Job sub family Here Observation on existing Job Description through checks performed on Job family and Job sub family based on the following four parameters i.e.



o

Truly Generic

o

Degrees of Separation in Responsibilities

o

Undue Similarity

o

Inconsistency

Two way comparison between Job Description booklet and Job Catalogue Here two way comparison between Job Description booklet and Job Catalogue is done manually .



Usage of Organization units in our organization cascade Organization units – No. of positions Here I need to determine the number of positions in a particular organization unit . The primary elements that are used for finding the number of positions is Organization Cascade and OM of Petchem



Refreshing Policies for the new employees  Creating a communication pack of policies of organization which will be quick to understand at a glance for the new joiner  Following are the policies which I have covered : o

Leave and Working Hour Policy.

o

Health Insurance Policy

o

Domestic and International Travel Policy

o

Other Benefits like Marriage Assistance, Mobile Phone Policy and Vehicle Travel.

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CHAPTER 3

RESEARCH METHODOLOGY

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3.1 RESEARCH DESIGN Research: 

Research is defined as the objective and formal process of systematically obtaining analysing and interpreting data for actionable decision – making.

Research methodology: 

It’s natural to view client needs through the lens of their expertise. It tend to focus on those needs that match we do. But projects are typically driven by non-technical factors – business, operational, political, or personal needs.

EXPLORATORY RESEARCH – Exploratory research, as the name implies, intends merely to explore the research questions and does not intend to offer final and conclusive solutions to existing problems. Conducted in order to determine the nature of the problem, exploratory research is not intended to provide conclusive evidence, but helps us to have a better understanding of the problem.

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Exploratory study is done through 

Focus Groups- Bring together a small group of subjects to engage in a guided discussion about a limited issue



Case Studies- The document history of a particular person, group, organization or event.

SECONDARY RESEARCHSecondary research is a research method that involves using already existing data. Existing data is summarized and collated to increase the overall effectiveness of research. Secondary data is collected from the existing excel database of last few years. The primary elements that worked upon were Petchem job Catalogue, JD booklet, and organization cascade.

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CHAPTER 4

DATA ANALYSIS & INTERPRETATION

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APPROACH

Exploratory Research

Investigating the problem and finding the need of refreshment of Job Description.

Secondary Research

Observation done on existing excel database i.e. Job description booklet, Job catalogue, Organization Cascade

Analysis & Recommendations

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Analysis of collected data, and generated recommendations

•

Observation on existing Job Description through checks performed on Job family and Job sub family based on the following four parameters i.e. 1. Truly Generic 2. Degrees of Separation in Responsibilities 3. Undue Similarity 4. Inconsistency

1. TRULY GENERIC 

From job grade B to D there every job text has almost similar responsibilities along with the skills and competencies and experience.



Except one responsibility (i.e. price fixation in line with market trends) in head sector 1 /head sector 2/advisor 1/ advisor2, everything is same.



In Grade H Senior Manager Sales, in Grade I Manager Sales, in Grade J Executive Sales, all these managers have similar skills and competencies with similar responsibilities.



In Grade H Senior Manager Regional Sales, in Grade I Manager Regional Sales, in Grade J Executive Regional Sales, all these managers have similar skills and competencies with similar responsibilities.



In Grade F Business Manager Product Management and in Grade G Lead Product Management, are at different level have similar skills and competencies with similar responsibilities.



In Grade F Business Manager Market Management and in Grade G Lead Market Management, are at different level have similar skills and competencies with similar responsibilities



In Grade H Senior Manager Market Management, in Grade I Manager Marketing Management, have similar skills and competencies with similar responsibilities.



In Grade H Senior Manager Supply Chain Planning, in Grade I Manager Supply Chain Planning, have similar skills and competencies with similar responsibilities.



From B to D, all CEO and COO lie and must have 25+ year of experience. In Grade E, all Heads lie and must have 15 to 20 year of experience. In Grade F, Business Managers lie and must be having 13 to 18 year of experience In Grade G, Lead Managers lie and must be having 10 to 13 year of experience. In Grade H,Senior managers lie and they must be having 7 to 10 Year of experience. In Grade I, Managers lie and they must be having 4 to 7 Year of experience

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In Grade J, Executive managers lie and they must be having 2 to 5 Year of experience In Grade K, Officers lie and they must be having 0 to 3 Year of experience

2. INCONSISTENCY 

In Grade F Business Manager Sales and in Grade G Lead Sales, are at different level have similar skills and competencies but their responsibilities are different.



In Grade K, here Officer Regional Technical Services and Officer Technical Services requires similar skill set but their responsibilities are different.



In Grade K, here officer regional supply chain operation and officer supply chain operation requires similar skill set but their responsibilities are different.



In Grade F, Business Manager regional Sales and Business Manager Sales have different responsibilities with similar skill set.



In Grade H Senior Manager Product Management, in Grade I Manager- Product Management, in Grade J Executive Product Management, all these managers have similar skills and competencies but inconsistent in their responsibilities.



In Grade H Senior Manager Market Development (Conduct Market Study of Sector on continuous basis), in Grade I Manager- Market Development (Project Write ups with information on Product Mix, Machinery etc., Monitoring of downstream product pricing and margins), in Grade J Executive Market Development, all these managers have similar skills and competencies but inconsistent in their responsibilities.

3. LEVEL SEPARATION  In Grade D ,here level is same but skills and competencies and responsibilities are different like head special projects and head logistic operation. 

In Grade G, Lead Supply chain operation and Lead Supply chain planning have the same level but their responsibilities vary.



In Grade H, Sr. Manager Sector Logistic Operation and Sr. Manager Segment Logistic Operation have similar level but duties and responsibilities vary.

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4. UNDUE SIMILARITY  In Grade F Business Manager Regional Sales and in Grade G Lead Regional Sales, are at different level have similar skills and competencies but their responsibilities differ as business manager having some more responsibility including lead manager responsibility (like Guide the BD Team for arranging approvals, spec-ins, etc., Critically analyze material available in the open market, prices, inventories (pipeline and bookings) and suggest measures to counter and maximize volumes of our grades.)

 Grade I Manager Supply Chain Planning and Grade J Executive supply chain planning have similar skill and responsibilities but manager is having some more responsibilities including the responsibilities of Executive manager.

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CHAPTER 5

OBSERVATION & FINDINGS

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4.1 Two way comparison between Job Description booklet and Job Catalogue manually . 1. Here first I have referred to the information in the Job description booklet tab consisting of job grades, job titles, description , skills and responsibities, and experience and education required and then identified the job family and job sub family and figured out those Job Text from JD which are not present in Job Catalogue of Petchem 2. And then referred to the information in the Job Catalogue identifying the job family and job sub family and encountered those Job Texts which do not have Job Descriptions by comparing and matching both the document.

 Following are the those Job texts in Job Description Booklet which is not present in Job Catalogue.

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

Following are those Job texts in Job Catalogue which do not have Job Descriptions.

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4.2 Usage of Organization units in our organization cascade. Organization Cascade : Organizational cascade is a structure used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. By assigning positions to organizational units, you describe your personnel resource requirements for each area of your organization.  Here I need to determine the number of positions in a particular organization unit Organization units – No. of positions  The primary elements that are used for finding the number of positions is Organization Cascade and OM of Petchem 

The Organization unit which has zero number of positions should be merged with Organization unit at a higher level in order to ensure right alignment of KDS with all processes



The Organization unit which has number of positions 1, 2 and 3 needs to be re-evaluated

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 These are those organization unit in cascade which is having zero number of positions

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 These are those organization unit in cascade which is having number of position one

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 These are those organization unit in cascade having number of position two

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 These are those organization unit in cascade having number of position three

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CHAPTER 6

OTHER TASKS (POLICIES REVAMPING)

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6.1 Creating a communication pack of policies of organization which will be quick to understand at a glance for the new joiner •

Following are the policies which I have covered :  Leave and Working Hour Policy.  Health Insurance Policy  Domestic and International Travel Policy  Other Benefits like Marriage Assistance, Mobile Phone Policy and Vehicle Travel.

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• Leave and Working Hour Policy

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 Health Insurance Policy

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 Domestic and International Travel Policy

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 Other Benefits like Marriage Assistance, Mobile Phone Policy and Vehicle Travel.

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CHAPTER 7

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RECOMMENDATIONS AND LEARNINGS

7.1 RECOMMENDATIONS 

The Organization unit which has zero number of positions should be merged with Organization unit at a higher level.



The Organization unit which has number of positions 1, 2 and 3 needs to be reevaluated



Challenges and objectives should be spelled out in detail because these will be important in performance reviews



When writing generic duties for more than one position in a classification, extra care must be taken to describe the duties.

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7.2 LEARNINGS  Industry Exposure: Learnt a lot about different HR Processes.  Practical Learning: Analyzing the data that provided deeper and meaningful understanding on HR processes ,sales, marketing and technical services work related issues.  Application of concepts: Ample opportunity to apply different concepts learned in various courses.

CHAPTER 8

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ANNEXURES

8.1 Annexure 1– Organization Cascade

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8.2 Annexure 2– Job Catalogue

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8.3 Annexure 3– Staff Assignment

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8.4 Annexure 4– Staff Assignment

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Job Text

Job Job description Grade

CEO B Petchem

COO B Petchem

• Trigger and drive Annual Operating Plan by monitoring & periodic evaluation of the business • Use core technical expertise to drive Plant operations and introduce / create best practices in manufacturing • Drive organic and inorganic growth • Build a long-term strategy on Feedstock sourcing • Facilitate Business groups/ Regions in achieving their targets • Maintain relationship with all India top 50 customer at 1 to 1 level • Price Fixation in line with market trends • Be the custodian of budgeting and working capital management • Identify opportunities in the market where new projects can be initiated. Evaluate them and put them up to RIL Central Leadership Team for consideration • Be closely involved in technical decisions on additives / grade-mix / production planning • Drive innovation through new & specialized products / grades • Drive the Business Transformation (BT) exercise to be in line with RIL BT initiative for building organization for tomorrow which is more system based rather individual centric. • Facilitate filling up of all pillar positions in the sector with competent people. Also, work closely with HR on succession planning for all critical roles • Facilitate building up of right tools in line with BT like APO, CRM, NPDI and DSS dashboards • Safeguard interest of Business through industry affairs, and Anti-Dumping Duty safeguard initiations. • Trigger and drive Annual Operating Plan by monitoring & periodic evaluation of the business • Use core technical expertise to drive Plant operations and introduce / create best practices in manufacturing • Drive organic and inorganic growth • Build a long-term strategy on Feedstock sourcing • Facilitate Business groups/ Regions in achieving their targets • Maintain relationship with all India top 50 customer at 1 to 1 level • Price Fixation in line with market trends • Be the custodian of budgeting and working capital management • Identify opportunities in the market where new projects can be initiated. Evaluate them and put them up to RIL Central Leadership Team for consideration • Be closely involved in technical decisions on additives / grade-mix / production planning • Drive innovation through new & specialized products / grades • Drive the Business Transformation (BT) exercise to be in line with RIL BT initiative for building organization for tomorrow which is more system based rather individual centric. • Facilitate filling up of all pillar positions in the sector with competent people. Also, work closely with HR on succession planning for all critical roles • Facilitate building up of right tools in line with BT like APO, CRM, NPDI and DSS dashboards • Safeguard interest of Business through industry affairs, and Anti-Dumping Duty safeguard initiations.

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Skills & Competencies

Core Domain Competencies : Product Knowledge End use Sectors Product Technologies Role-specific Competencies : Mergers & Acquisition Global Product Economics Budgeting & Working Capital Management Customer Knowledge International Trade & WTO Decision Making

Core Domain Competencies : Product Knowledge End use Sectors Product Technologies Role-specific Competencies : Mergers & Acquisition Global Product Economics Budgeting & Working Capital Management Customer Knowledge International Trade & WTO Decision Making

Educatio Experien n ce requirem required ent

B. E. / B. Tech in Chemical / Polymer / Textile / Mechanic al engineer ing + MBA

25+ years of relevant experien ce

B. E. / B. Tech in Chemical / Polymer / Textile / Mechanic al engineer ing + MBA

25+ years of relevant experien ce