Ar 14 15

ONGCs quest for energy goes deeper than set ting new
benchmarks in deep-water drilling in the Krishna Godavari

Basin or finding new frontiers of energy. Global decline in
crude prices notwithstanding, we have taken significant
investment decisions diligently and aggressively, reversing
the production trend in of fshore.
And now we are venturing into deeper of fshore plays in our
quest for energy security. It is this journey that has placed
us among Fortune Worlds Most Admired Companies
and ranked us 3rd in the E&P industry globally on the Plat ts
Top 250 Rankings 2014.
It is this spirit of going beyond boundaries that is depicted
on the cover of this Annual Report. (L-R) Geo-scientists
acquiring exploratory data from fields in dif ficult terrains; A
typical sub-sea production system installed on deep
seabed; ONGC's downstream subsidiary Mangalore
Refinery and Petrochemicals Ltd (MRPL); ONGC Videsh
operations at Sakhalin, Russia.
Chairmans Message
Dinesh K Sarraf
Chairman & Managing Director
Dear Shareholder,
If I were to sum up the last one year in the global oil
and gas business, interesting will be an
understatement despite the largely familiar nature of
events and the manner in which they unfolded in the
then prevailing scenario over the course of time,
changing and redefining, to a large ex tent, not just
some of our firmly-held beliefs on markets but also
challenging many established players to vastly alter
their strategies for the future. Oil prices tumbled, not
without precedent but certainly beyond anticipation,
and the market reality we inhabit presently is
any thing but similar to the one we were in a lit tle
more than a year ago.
It is in this contex t of surrounding volatility, that I, on
behalf of the Board of Directors of Oil & Natural Gas
Corporation Ltd, the countrys most valued Public
Sector enterprise, and over 33,000 commit ted
ONGCians, present to you ONGCs Annual Report
for the financial year 2014-15; highlighting the
Companys per formance in operational and
financial metrics through the period.
Globally, it has been an uneasy and turbulent year
for many in the industry and our performance as the
countrys flagship energy explorer assumes even
more significance in times like these, in view of our
enduring commitment to the aspirations of this
country and the trust placed in us through the years
by our many shareholders. I believe value resides in
the ways a company chooses to grow, it is
manifested through the consistency and reliability

with which a company delivers on its myriad
commitments financial, social or environmental. In
FY2014-15, we put a check on all of those fronts.
Not withstanding the increasingly challenging
business environment, it marked another year of
solid performance from ONGC and reaf firmed the
Companys proven capabilities in sustainable value
creation. Beyond impressive operational and
financial numbers, what must hearten ONGCs
many shareholders further is that the resilience of
our business is also underpinned by a strong focus
on Safety and an environmentally-aware approach,
making our model not only robust but equally
adaptable to the emergent needs in this evolving
landscape.
Coming to specifics of our performance, at ONGC,
a strong exploratory performance has always
featured high among the companys priorities.
We remain steadfast in our commitment to
organic grow th through steady and continuous
enhancement of our already substantial reserve
position. FY2014-15 was a strong step in that
direction. We made 22 oil and gas discoveries in the
last financial year. On 2P basis, we made cumulative
reserve accretion of 61.05 Million Metric Tonnes of
Oil Equivalent (MMtoe). With a Reser ve
Replacement Ratio (RRR) for the year at 1.38 we
have also ensured a stronger pipeline of future
hydrocarbon supplies.
However, the biggest positive, most undoubtedly,
from last year comes from the arena of production
as we reversed the trend of declining indigenous
crude oil output. Our standalone domestic crude
output was 22.26 MMT compared to 22.25 in the
previous fiscal (FY14). The increase is marginal, yet
it shows the rich possibilities of a focused
operational approach and ef fective deployment of
technology in a port folio that is predominantly
mature. The results of our technology-intensive
schemes, geared to improve ONGCs recovery
rates, are the most outstanding in the prolific
Mumbai Of fshore fields, the mainstay of ONGCs
domestic port folio, where production shot up by
4.3 percent on a year-on-year basis. In fact,
supplies unlocked through these schemes
accounted for over 34 percent of our domestic
supplies in FY14-15. There is potential for more and

promising projects like Mumbai High North PhaseIII and Mumbai High South Phase-III form part of our
plans to realize additional volumes from our legacy
assets. However, our gas output for the year dipped
as a result of which total standalone domestic
supplies of crude oil and gas from ONGC-operated
fields declined to 44.28 MMtoe from 45.53 MMtoe
a year ago.
Beyond our commitment to ma ximizing output from
the producing assets, we are also actively focused
on monetizing fresh reserves through several
meaningful development projects which upon
execution has the potential to add meaningful
material volumes to our current production profile.
Six major field development projects worth over
` 24,000 Crore were approved by the Board of
ONGC during the past one year, of which the
development of Daman and Nagyalanka are the
more significant ones. Marginal fields otherwise
deemed commercially unviable for their pocketsized reserves and issues with accessibility have
been developed through a clustered approach and
they combined to contribute a healthy 13.8 percent
of the companys standalone domestic crude oil
output.
Overall, ONGC remained the largest producer of oil
and natural gas within the country, contributing over
69 percent and 70 percent to countrys production
of oil and gas respectively. The total output of ONGC
group (including ONGC Videsh and ONGCs share
in PSC-JVs) stood at 58.34 MMtoe (59.2 MMtoe in
FY14).
Financially as well, FY2014-15 was an encouraging
year for ONGC considering the widespread
pessimism around the earnings outlook in the
sector due to the depressed oil prices. The oil price
slump did dent our earnings but we still managed to
register annual revenue of ` 830,935 million. Our
combined group revenue for the fiscal was
` 1,660,668 million. Standalone Profit-Af ter-Ta x was
` 177,330 million (down 19.7 percent) while the
Group PAT was ` 183,335 million (down 30.8
percent).Staying on the earnings front, we realized
a higher value for our produced barrel ($44.87/bbl)
of crude compared to the previous year
($40.97/bbl) largely on account of our lower
contribution towards sharing of under-recoveries of

OMCs which at ` 362,996 million was significantly
lower than our subsidy burden of FY14 (` 563,842
million). The Governments progressive stance on
key policy matters related to the oil and gas sector
has played a key part in this regard.
ONGC has consistently been among the top
dividend payers in the country and FY15 was no
different. Whats more significant is that even in a year
where businesses were severely impacted by
diminished cashflows ONGCs overall dividend payout ratio (with dividend tax) was higher (55 percent)
than that in the preceding fiscal (43 percent). Total
dividend pay-out to shareholders was ` 81,277 million.
This amply illustrates the strength and flexibility of
ONGCs balance sheet; it also contrasts ONGCs
enduring conviction in the strength of its highly valued
long-term relationship with its shareholders with the
short-term cyclicality of the markets.
Our international E&P operations, too, is on a
stronger footing relative to last year. ONGC Videsh,
over the last few years, has aggressively expanded
the scope and presence of our operations on the
global map with a view to creating a more balanced
and diversified por t folio, a necessary hedge
against the characteristic volatility of our functional
environment. We grew our exploration position
during the year, having secured blocks in Myanmar,
Bangladesh and New Zealand, which crucially
marks our first entry into the Asia-Pacific region.
Also, our production, in spite of our interrupted
supplies in South Sudan and Syria, registered an
uptick as we pumped output to 8.87 MMtoe in FY15
from 8.36 MMtoe in FY14. This marks the second
consecutive year of grow th for our overseas
business in terms of production performance.
Today, ONGC Videsh is present in 17 countries
across 36 projects of which 13 are producing
proper ties. Success of our forays in the
international arena is central to realizing ONGCs
long-term grow th plans. Management, accordingly,
has invested significant resources towards further
expansion of our global business in a manner that
new properties not only play to our growing
strengths but also bring in desired level of exposure
to new plays and technologies. A stronger ONGC
Videsh, eventually, will greatly augment the
countrys energy security.

All the while, we remain commit ted to our vision of
evolving into an integrated energy major of
international repute. In that respect, progress and
per formance of our domestic value-chain
integration ventures have provided us with muchneeded assurance regarding our exposure in that
business domain. It was a major year for our
downstream subsidiary, MRPL. All units under the
15 MMTPA refinerys Phase-II expansion plan have
been commissioned. Having achieved its highest
ever throughput of 14.65 MMT in FY15, the
management, buoyed by an improved market
outlook and a facilitating policy regime, is actively
considering the expansion of its retail footprint.
ONGC Tripura Power Company Ltd (OTPC), our
venture in the Power segment, is a fine example of
ONGCs successful diversification into non-E&P
business as well as its promotion of energy within
the framework of sustainability. The 726.6 MW
combined cycle power plant is not only the biggest
energy project in the countrys North-eastern
region in terms of investment, it is also one of largest
UNFCCC-registered CDM projects in the world
earning an estimated annual CER of 1.6 million.
Our strong endorsement of a sustainable approach
to doing business in the energy industry stems from
our understanding that businesses exist to create
value that is meaningful and relevant across the
broad spectrum of its community of stakeholders.
Energy is essential to motoring not just the global
economic engine but equally important for the
improvement of the human condition. Right now,
there are countless global citizens and fellow
countrymen who are beref t of the bare minimum
necessities of life. And every form of energy, be it
fossil fuels, renewables or alternative, has its own
unique role to play in alleviating this reality. It is not
merely about the kind of fuels we use but also so
much more about how we find, produce and
consume those fuels that is largely going to
determine how sustainability influences overall
business decisions. At ONGC, we are continuously
tr ying to improve our per formance on this
parameter by reducing the energy intensity of our
operations and by bringing in an element of
reusability in our resource consumption pat terns.
This, along with our Corporate Social Responsibility
(CSR) initiatives, designed to positively integrate

our business with communities and the social
environment around our operational areas, lend a
healthy dimension to the ONGC model.
ONGCs sustained performance and contribution in
the energy arena continue to be acknowledged in
the industry. We are rated highly among our
corporate peers in such respected listings such as
Plat ts 250 Global Energy Rankings, Forbes Global
2000 and For tunes Worlds Most Admired
Companies.
I firmly believe that strong relationships at every
level remain at the core of a companys success in
the long run. From that perspective, our relationship
with the Government, particularly the Ministry of
Petroleum & Natural Gas, our most significant
stakeholder, has been marked with great
understanding and fulfilment. It is a partnership
spurred by the urgency to achieve the common
goal of greater energy independence for the
country, and the suppor t and consideration
ex tended by it to the organization through all the
many event ful years of ONGCs existence has been
nothing less than outstanding.
Stability in the energy industry is a chimera, an
overused concept that seldom encounters realworld translation. But you are looking at a company
that can look ahead to the future with as much
confidence as it can look back upon its more than
50 years of rich legacy, and with the potential to
deliver even more value for the investment you have
commit ted it through the years. ONGC continues to
be a worthy exemplar of consistency in a world
where change is the most abiding norm. In the same
vein, you have remained steady with your support
for this company. We sincerely acknowledge the
confidence and trust you have placed in us, right
along the journey, equally through periods of
grow th and turmoil. You, our valued shareholder,
are the cornerstone of our motivation for greater
success.
Dinesh Kumar Sarraf

Leading from the front: Hon'ble MoS (I/C), Petroleum & Natural Gas
Shri Dharmendra Pradhan during his review visit of the Mumbai
Of fshore operations.
VISION
To be the global leader in integrated energy business through sustainable

grow th, knowledge excellence and exemplary governance practices.
MISSION
World Class
Dedicated to excellence by leveraging competitive advantages in R&D
and technology with involved people.
Imbibe high standards of business ethics and organizational values.
Abiding commitment to safety, health and environment to enrich quality
of community life.
Foster a culture of trust, openness and mutual concern to make working a
stimulating and challenging experience for our people.
Strive for customer delight through quality products and services.
Integrated In Energy Business
Focus on domestic and international oil and gas exploration and
production business opportunities.
Provide value linkages in other sectors of energy business.
Create grow th opportunities and ma ximize shareholder value.
Dominant Indian Leadership
Retain dominant position in Indian petroleum sector and enhance India's
energy availability.
Carbon Neutrality
ONGC will continually strive to reduce CO2 emissions across its activity
chain with the objective of achieving carbon neutrality.
Board of Directors
14
Notice
23
Performance at a Glance
34
Management Discussion & Analysis
Board's Report
48
Annexure to Board's Report
80
Comments of C&AG
113
118
Report
Corporate Governance Report
143
Auditors Certificate on Corporate
172
Governance
Contents
Business Responsibility Report
174
Secretarial Audit Report
197
Independent Auditors Report on Standalone

Financial Statements
202
Standalone Financial Statement
208
Statement Pursuant to Section 129 (AOC-1)
264
Group Performance at a Glance
266
Auditors Report on Consolidated Financial

Statement
272
Consolidated Financial Statement
283
Contents
ONGC places utmost importance to safety at work place. Fire and safety drills are held
regularly to enable our people to be prepared to face any eventuality.
Board of Directors
Notice
Financial Highlights FY15

SALES INCOME (` MILLION)
NET PROFIT (` MILLION)
CAGR: 5.64%
CAGR: (-) 1.61%
825,714
761,291
834,697
823,488
251,229
661,549
209,257
189,240
FY'11
FY'12
FY'13
FY'14
FY'11
FY'15
220,948
177,330
FY'12
FY'13
FY'14
FY'15
DIVIDEND (` MILLION)
CONTRIBUTION TO EXCHEQUER (` MILLION)
CAGR: 7.29%
408,806
382,873
405,750
421,074
FY'14
FY'15
83,416
81,277
81,277
81,277
FY'12
FY'13
FY'14
FY'15
74,861
317,759
FY'11
FY'12
FY'13
FY'11
CAPEX (` MILLION)
NET WORTH (` MILLION)
CAGR: 10.39%
1,356,311
1,117,841
324,695
1,436,229
1,229,674
282,755
292,466
295,079
FY'11
FY'12
FY'13
299,975
967,084
FY'11
FY'12
FY'13
FY'14
FY'15
FY'14
FY'15
13
Financial Highlights FY'15
BOARD OF
DIRECTORS
As on 1 August, 2015
st
V P Mahawar
Director (Onshore)
A K Dwivedi
Director (Exploration)
T K Sengupta
Director (Of fshore)
K N Murthy
Independent Director
D K Sarraf
Chairman &
Managing Director
U P Singh
Gov t. Nominee
Director
Atreyee Das
Gov t. Nominee
Director
Shashi Shanker
Director (T&FS)
D D Misra
Director (HR)
Annual Report 2014-15
Brief Profiles of the Board of Directors As on 01.08.2015

Chairman and Managing Director
Shri D. K. Sarraf, 57, is the Chairman & Managing Director of Oil and
Natural Gas Corporation Ltd (ONGC), India's one of the most valuable public
sector enterprises and one of the most premier E&P companies in the world.
He is also the Chairman of ONGC Videsh Limited, Mangalore Refinery and
Petrochemicals Ltd and other ONGC Group companies ONGC Petroadditions Ltd, ONGC Mangalore Petrochemicals Ltd, Mangalore SEZ Ltd and
ONGC Tripura Power Company Ltd.
Shri Sarraf graduated in Commerce from the prestigious Shri Ram College
of Commerce, Delhi University and holds a post graduate degree in
Commerce from the same University. He is an Associate member of the
Institute of Cost Accountants of India and the Institute of Company
Secretaries of India.
He has experience of over three decades in the oil and gas industry, having
started his oil and gas career in India's second largest upstream oil
company Oil India Limited and worked there till 1991 where he inculcated
the experience in various facets of E&P at oil field level. He joined ONGC in 1991 and handled various key
assignments at corporate of fices. He was elevated to the post of Director (Finance) in ONGC Videsh in February,
2005 where he served till December, 2007. During this period, ONGC Videsh made significant acquisitions in Syria,
Brazil, Colombia, Venezuela, Cuba, Egypt and Myanmar. In December 2007, took over as Director (Finance), ONGC.
In September 2011, Shri Sarraf went back to ONGC Videsh assuming the charge of its Managing Director. In March
2014, he took over as Chairman & Managing Director of ONGC.
In recognition of his excellence in financial management and various other outstanding contributions, he has
been conferred with several accolades including the Best CFO Award in Oil & Gas sector in India by CNBC in
2009 and 2011. He has been conferred Distinguished Fellowship 2015 by the Institute of Directors (IOD) for
practicing highest standards of corporate governance while steering the boards of ONGC, a Maharatna firm and
its group companies.
Functional Directors
Shri Shashi Shanker, Director (T&FS) joined ONGC Board on 01.12.2012. He holds a B.Tech
degree in Petroleum Engineering from Indian School of Mines, Dhanbad and MBA with
specialization in Financial Management from IGNOU.
He undertook General Management Training from IIM, Lucknow and Leadership Development
Programme at ISB, Hyderabad under "Shangsaptak" programme. He has more than 32 years of
experience in Oil Industry and having wide exposure in diverse E&P activities both in on land &
of fshore operations, R&D activities and spearheading the deep/ultradeep water drilling campaign
of ONGC.
16
Brief Profiles of the Board of Directors
Shri Tapas Kumar Sengupta, Director (Of fshore) joined ONGC Board on 01.02.2014.
He holds a first-class B.Tech degree in Chemical Engineering from Jadavpur University,
Calcut ta, and a Diploma in Management from Indira Gandhi National Open University.
Prior to becoming Director(Of fshore), he was Chief of Well Services looking af ter
operations, technological needs apart from manpower and material support for all
Onshore and Of fshore assets in respect of Well Services and Deepwater projects of
Eastern Coast of India
Shri Sengupta is one of the select club of production engineers who has a balanced
exposure to both onshore and of fshore oilfields operation. His onshore experience
port folio comprises of Well Services in Gujarat and Assam for 11 long years and 4 years in
Sudan as part of ONGC Videsh.
Of his 18 years in Of fshore fields of f Mumbai, he served for 12 years in Mumbai High in
Well Ser vices, successfully handling a number of production-enhancement
assignments. Shri Sengupta was also instrumental in improving performances of
ONGCs Of fshore sick well inventory. He was the recipient of the CMD award for Best
Production Engineer in 1996 & Best Professional Engineer in 2001 for the same.
Shri Desh Deepak Misra, Director (Human Resource) joined ONGC Board on 01.08.2014. He
holds a Master's Degree in Public Administration (MPA) from University of Lucknow. Prior to his
appointment as Director (HR), ONGC he was Head Corporate Administration at ONGC
Dehradun.
Starting his career as Graduate Trainee, Shri Misra has lef t his imprint in diverse assignments
given to him in three decades with the company. Despite holding high pressure assignments,
Shri Misra has always found time to nurture his other interests, particularly his passion for
wildlife photography. His maiden Cof fee Table photo book "The Karjat diaries" profiling biodiversity of Western Ghats was launched in January-2014 at Petrotech.
Shri Ajay Kumar Dwivedi, Director (Exploration) joined ONGC Board on 16.03.2015. A postgraduate from Kanpur University, Shri Dwivedi has a distinguished career of more than 34
years in ONGC, holding key exploration-related assignments at dif ferent work centers starting
from Mumbai, moving to Dehradun in North, to Chennai in South, then Jorhat in the east,
Vadodara in the west and as Basin Manager MBA Basin, Kolkata, before finally taking over
Western Of fshore as Basin Manager. Shri Dwivedi has managed ONGCs prime exploration
port folios in Western Of fshore-Kutch-Saurashtra, Mumbai Of fshore and Kerala-Konkan
Basin.
His keen analytical acumen coupled with a people-centric approach has been his forte. His
strength has been to encourage Multi-Disciplinary team working in various capacities across the
organization. As a core team member of joint project team on organizational change program,
Shri Dwivedi was involved with redesign of structure, systems and business processes aligned to
Asset based model and their implementation in two pilot projects. With his rich academic lineage,
Shri Dwivedi has authored a number of technical papers. Shri Dwivedi has undergone various
development programs, including those at Indian School of Business, Hyderabad and University of
Alberta School of Business, Alberta, Canada. He is af filiated to SPG - India, AEG India and SPE
and presently holds the of fice of President, SPG-India.
17
Shri V. P. Mahawar has taken over as Director (Onshore), ONGC on 01.08. 2015. Shri Mahawar
is a Graduate in Mechanical Engineering from Pandit Ravi Shankar Shukla University, Raipur.
He joined ONGC as Driller in the year 1982. He is the first sub-sea engineer of ONGC. He was
awarded as CMDs Young Executive of the year in 1987 and CMDs Manager of the year award
in the year 1999. He has 33 years of oil field experience in various capacities across entire
spectrum of ONGC. He pioneered in establishment of Well Control School at Institute of
Drilling Technology (IDT), Dehradun, which has been imparting training to ONGCians and oil
personnel from Indian as well as foreign oil companies, in understanding the well control
techniques & equipment leading to upward change in drilling fraternitys skill & knowledge.
Shri Mahawar is a veteran of numerous Blow-out control jobs and an expert in handling the
complicated well control problems. He has authored and developed Well Control Manual for
Of fshore Operations as part of the team to develop OISD Standard 174 for Well Control
Practices.
Government Nominee Directors

Shri U. P. Singh, Additional Secretary (Exploration), Ministry of Petroleum & Natural Gas is the
Gov t Nominee Director of your Company and joined the Board on 16.10.2014. Shri Singh is
B.Tech (Mechanical Engineering) and M.Tech in Industrial & Management Engineering from
IIT, Kanpur. He belongs to 1985 batch of IAS (Odisha Cadre).
During his rich and varied experience as an IAS of ficer, he has held various administrative
positions in the areas of Revenue, Social Justice & Empowerment, District Administration,
Transport, Commercial Ta xes, Water Resources, Industries, Steel, Energy and Agriculture &
Cooperation, etc. in the State Government and in the Ministries of Ocean Development,
Parliamentary Af fairs, Surface Transport and Finance in the Central Government. Prior to
joining as Joint Secretary, Ministry of Petroleum & Natural Gas, he was Joint Secretary,
Ministry of Steel and earlier to that he was Principal Secretary, Agriculture Department in the
State Government of Odisha. He has been on the Board of Steel Authority of India Ltd. as a
Government nominee.
Smt Atreyee Das is the Gov t Nominee Director of your Company and joined the Board on
14.05.2015 and is Director General, Project Planning & Analysis Cell of Ministry of Petroleum &
Natural Gas. She belongs to 1989 batch of Indian Audit and Accounts Service under the
Comptroller and Auditor General of India. She has more than 24 years of experience in the field
of public auditing and conducted several performance audits, financial audits and compliance
audits. Before taking charge of Director General, Petroleum Planning and Analysis Cell,
Ministry of Petroleum and Natural Gas, New Delhi since September 2014 she held various
important positions viz. Director General, Of fice of the Director General of Commercial Audit
and ex-of ficio Member Audit Board-IV, New Delhi from May 2013 to September 2014, Principal
Director (State Receipt Audit) and Central Region in the O/o The Comptroller and Auditor
General of India, New Delhi from April 2010 to June 2013, Accountant General (Commercial,
Works and Receipt Audit), Orissa from September 2006 to April 2010, Principal Director of
Audit, East Coast Railway, Bhubaneswar from April 2006 to September 2006, on deputation to
the United Nations from September 2004 to December 2005, Director of Audit, Northern
Railway from March 2002 to September 2004 etc.
18
Independent Directors
Shri K. Narasimha Murthy, aged 57 years, an Independent Director of your Company. He has
a brilliant academic record, get ting ranks in both CA & ICWA courses. He entered the
Profession of Cost & Management Accountancy in 1983. He is associated with the
development of Cost & Management Information Systems for more than 150 Companies
covering more than 45 Industries. In addition, he is closely associated with turning around of
many large Corporates, focusing on systems improvement with Cost Reduction approach.
He is closely involved with several National level Financial Institutions and is on the Board of
various companies.
Special Invitee
Shri Narendra Kumar Verma is the Managing Director of ONGC Videsh Ltd, the wholly owned
subsidiary of your company. He has more than 32 years of experience. He holds a Master Degree
in Applied Geology, an M. Tech degree in Petroleum Exploration and MBA in Finance. He has also
completed One Year Global Manager's Program at IIM Kolkata. Recipient of many national
awards and international commendations, the crowning moment of his technical career came
with the prestigious 'National Mineral Award', the highest recognition by the Government of India
in the field of geosciences, mining and allied areas, that was conferred upon him for his
outstanding contribution to Petroleum Exploration in Mumbai Of fshore, ONGC. Shri Verma has
demonstrated remarkable competence in challenging roles in the domain of 'Exploration' and
technological research, ranging from management of overseas exploration and Business
Development; Management of exploration activities in Frontier Basin, Mumbai Of fshore and
Assam-Arakan Basin; and Head of Interpretation Group at the prestigious Geodata Processing
and Interpretation Centre (GEOPIC) of ONGC.
Directors whose term ceased since last

Annual General Meeting
Shri P. Uma Shankar, an Independent Director of your Company, had joined the ONGC Board
on 29.11. 2013 and ceased to be a director on 19.09.2014. He holds a Masters Degree of
Science in Mathematics from IIT, Madras and M.Sc in Social Policy and Planning in
Developing Countries from London School of Economics. Belonging to IAS of 1976 batch (UP
Cadre), He has 33 years of leadership experience in Government spanning revenue, law and
order, development work, rural infrastructure, finance, housing & urban development,
industries, municipal af fairs and relief. He has during his long and distinguished career served
both in the Central and State Government.
Shri S Ravi, an Independent Director of your Company, had joined the ONGC Board on 29.11.
2013 and ceased to be a director on 19.09.2014 He is a Fellow Member of the Institute of
Chartered Accountants of India and holds a Masters Degree in Commerce. He is a Senior
Partner of Ravi Rajan & Co. Chartered Accountants having vast experience in the profession.
He has handled various assignments in the field of Restructuring & Rehabilitation of
companies, Takeover, Mergers & Acquisitions and Business and Brand valuation. He has
specialised in the fields of Accounting & Audit, Financial & Management Consulting, Business
Valuations, Mergers & Acquisitions and Business Advisory Services.
19
Shri R. K. Singh, an Independent Director of your Company, had joined the ONGC Board on
23.05.2014 and ceased to be a director on 19.09.2014. He has done his graduation in
Mechanical Engineering from Banaras Hindu University, India. He has 38 years of experience
including 35 years in Oil Industry. He had associated with Bharat Petroleum Corporation of
India for 36 years and held Board level Position of Director (Refineries) and Chairman &
Managing Director for over 7 years. As Chairman & Managing Director of BPCL, he stewarded
BPCL group companies to new heights and making BPCL a global organization. He held
various positions and made significant contribution in the grow th aspiration of BPCL and
served as a working group member of Technology Transfer of LPG Equipment to India.
Prof. Samir Kumar Barua, an Independent Director of your Company, had joined the ONGC
Board on 14.12.2011 and ceased to be a director on 13.12.2014. He holds a Masters degree
in Industrial Engineering and Operations Research and holds a Doctorate degree in
Management. He joined the faculty of Indian Institute of Management, Ahmedabad in 1980.
His specific areas of interest include Capital Market, International Finance, Operations
Research, Decision Support System and Corporate Financial Management. He is a visiting
professor to academic institutions in USA, Netherlands, Singapore & Cyprus. He has authored
a number of books and case studies in Management. He is a consultant to many public and
private organizations in the manufacturing, banking, and financial services sectors. He has
handled various assignments as advisor to Reserve Bank of India, FICCI and the Bombay and
National Stock Exchanges.
Shri Om Prakash Bhat t, an Independent Director of your Company, had joined the ONGC
Board on 14.12. 2011 and ceased to be a director on 13.12.2014. He started his career as a
probationary of ficer with SBI in 1972. During his career span of 36 years with SBI, he has held
several important assignments in India and abroad including stints at the Bank's London and
Washington of fices. Under the leadership of Shri Bhat t, SBI steadily improved its global
ranking in the list of Fortune 500 companies. Shri Bhat t made rapid strides arresting falling
market share, rapid branch expansion with the bank opening 11,000th branch under him, the
first Indian bank and only the second in the world to do so, and entering a number of new
businesses.
Shri Aloke Kumar Banerjee, Former Director (Finance) of ONGC superannuated from the
services of ONGC on 30.04.2015. A member of Institute of Chartered Accountants of India,
Institute of Cost Accountants of India and Institute of Company Secretaries of India, he had 33
years of diversified experience in Financial Management and Strategic Planning in upstream
Oil & Gas Industry with specialization in Corporate Accounts, Corporate Budget, Cost
Management, Risk Analysis & Financial Planning, Procurement & Contracts, Performance
Benchmarking & Evaluation, Audit, Corporate Governance, Insurance, etc. He had introduced
& implemented Financial Benchmarking Concept and Zero-base Budgeting in ONGC.
20
Dr Subhash C. Khuntia, earlier Special Secretary & Financial Advisor, Ministry of Petroleum
& Natural Gas, Gov t of India, was a Government Nominee Director of ONGC and ceased to
be a Director on 26.06.2015. He holds Masters Degree in Physics, Economics, Sociology
and Doctorate in Art Economics from St. Stephens College, Delhi University. Belonging to
1981 batch of IAS (Karnataka cadre), He has handled various key assignments including
District administration, Land revenue management, Rural development in the Karnataka
State Government as well as in the Ministries of Agriculture, Finance and Human Resource
Development in the Central Government. He is presently Secretary, School Education and
Literacy, Ministry of Human Resource Development, Government of India.
Shri Ashok Varma, Former Director (Onshore) superannuated from the services of ONGC on
31.07.2015. Shri Ashok Varma is a graduate in Petroleum Engineering from Indian School of
Mines, Dhanbad and joined ONGC in 1978 as Assistant Engineer at Assam. During his early
years at ONGC, he was actively engaged in design and engineering of of fshore plat forms in
western Of fshore. Subsequently, he served in Western Onshore at Ankleshwar where he
ex tensively worked on water injections leading to initiation of pressure maintenance in
Gandhar field. He steered the Imperial Energy in Russia, a subsidiary of the ONGC Videsh
Limited, as the Chief Executive Of ficer and was instrumental in acquiring 20% participating
interest in Sakhalin-1 project in Russia by ONGC Videsh in 2001. He also headed ONGCs
Assam operations as Asset Manager from 2008 to 2009.
Chief Vigilance Of ficer

Dr Akhilesh Kumar Ambasht, an Indian Forest Service of ficer of cadre AGMUT - 1987, is the
Chief Vigilance Of ficer of ONGC. Dr Ambasht holds a Master's degree in Botany from the
Gorakhpur University and was awarded a Ph.D. in Botany (Ecology) from Banaras Hindu
University.
Prior to joining ONGC, Dr Ambasht has held important assignments such as CVO of Delhi Jal
Board, Member Secretary, Delhi Pollution Control Commit tee and Assessor & Collector of
Municipal Corporation of Delhi. He has a wide ranging experience in various assignments of
Ministry of Human Resources and various departments of Government of Goa. Dr Ambasht is
also M.Sc. in Forestry and has an in-depth knowledge of forestry. He has published around 14
Research papers in various National & International journals.
21
Reference Information
CIN : L74899DL1993GOI054155
Registered Of fice
Tower II, Jeevan Bharati Building
124, Indira Chowk, New Delhi - 110 001
Corporate Of fice
Tel Bhavan, Dehradun - 248 003
Ut tarakhand
Statutory Auditors
Cost Auditors
M/s Rao Murthy & Associates, Bangalore
M/s. R Nanabhoy & Co. Mumbai
M/s. R J Goel & Co., Delhi
M/s Shome & Banerjee, Kolkata
M/s Rohit & Associates, Mumbai
M/s Dhananjay V. Joshi & Associates, Pune
M/s Varma & Varma, Chennai

M/s Khandelwal Jain & Co., Mumbai
M/s Lodha & Co, Kolkata
M/s Mehra Goel & Co., New Delhi
M/s G D Apte & Co. Mumbai
Secretarial Auditor
M/s P P Agarwal & Co.
New Delhi
Subsidiaries
Listed at
ONGC Videsh Ltd.

Mangalore Refinery and Petrochemicals Ltd.
Bombay Stock Exchange Ltd.

National Stock Exchange of India Ltd.
Registrar & Share Transfer Agent

M/s Karv y Computershare Private Ltd.
Karv y Selenium, Tower B,
Plot 31-32, Gachibowli
Financial District, Nanakramguda,
Hyderabad-500 032
Depositories
National Securities Depository Ltd.
Central Depository Services (India) Ltd.
Bankers
State Bank of India
Company Secretary
N.K. Sinha (upto 30.06.2015)
V N Murthy (from 01.07.2015)
Website : w w w.ongcindia.com
email: secretariat@ongc.co.in
22
Reference Information
OIL AND NATURAL GAS CORPORATION LIMITED

CIN: L74899DL1993GOI054155
Reg. of fice: JEEVAN BHARATI, 124 INDIRA CHOWK, NEW DELHI- 110001
Website: w w w.ongcindia.com email: secretariat@ongc.co.in Tel: 011-23301277/1299
NOTICE
Notice is hereby given that the 22nd Annual General
Meeting of the Members of OIL AND NATURAL GAS
CORPORATION LIMITED will be held on Tuesday, the
15th September, 2015 at 10:00 hrs. at NDMC Indoor
Stadium, Talkatora Garden, New Delhi, to transact the
following business:
Director) under Section 161 of the Companies Act,

2013, ef fective 16th October, 2014 and holds of fice
upto the 22nd Annual General meeting and the
Company having received a notice in writing, under
Section 160 of the Companies Act, 2013, from a
member proposing his candidature for the of fice of
director, be and is hereby appointed as a Director of
the Company, liable to retire by rotation.
ORDINARY BUSINESS:
1. To receive, consider and adopt the Audited Financial
Statements including Consolidated Financial
Statements of the Company for the financial year ended
on 31st March, 2015, together with the Board's Repor t,
the Report of Auditors thereon and Comments of the
Comptroller & Auditor General of India, in terms of
Section 143(6) of the Companies Act, 2013.
ITEM No. 6
To consider and if thought fit, to pass with or without
modification(s), the following resolution as an
Ordinary Resolution:
RESOLVED THAT Shri Ajay Kumar Dwivedi (DIN07048874) who was appointed as an Additional
Director and designated as Director (Exploration)
under Section 161 of the Companies Act, 2013,
ef fective 16th March, 2015 and holds of fice upto the
22nd Annual General meeting and the Company
having received a notice in writing, under
Section 160 of the Companies Act, 2013, from
Shri A. K. Dwivedi proposing his candidature for the
of fice of director, be and is hereby appointed as a
Director of the Company, liable to retire by
rotation.
2. To confirm the payment of two interim dividends and

declare final dividend on equity shares for the year
2014-15.
3. To appoint a Director in place of Shri Shashi Shanker
(DIN-06447938) who retires by rotation and being
eligible, of fers himself for re-appointment.
4. To authorise Board of Directors of the Company to fix the
remuneration of the Joint Statutory Auditors of the
Company for the Financial Year 2015-16, in terms of the
provisions of Section 139(5) read with Section 142 of
the Companies Act, 2013 and to pass the following
resolution, with or without modification(s), as Ordinary
Resolution:
ITEM No. 7
RESOLVED THAT the Board of Directors of the

Company be and are hereby authorised to decide and
fix the remuneration of the Joint Statutory Auditors of
the Company for the Financial Year 2015-16, as may be
deemed fit by the Board.
RESOLVED THAT Smt. Atr eye e Das (DIN07194189)who was appointed as an Additional
Director (Gov t. Director) under Section 161 of the
Companies Act, 2013, ef fective 14th May, 2015 and
holds of fice upto the 22nd Annual General meeting
and the Company having received a notice in
writing, under Section 160 of the Companies Act,
2013, from a member proposing her candidature for
the of fice of director, be and is hereby appointed as
a Director of the Company, liable to retire by
rotation.
SPECIAL BUSINESS:
ITEM No. 5
RESOLVED THAT Shri U. P. Singh (DIN- 00354985)
who was appointed as an Additional Director (Gov t.
23
Notice
ITEM No. 8
ITEM No. 9

To consider and if thought fit, to pass, with or without

modifications, the following resolution as an
RESOLVED THAT Shri V. P. Mahawar(DIN07208090) who has been appointed as an Additional

Director by the Board of Directors and designated
as Director (Onshore) under Section 161 of the
Companies Act, 2013, ef fective 1st August, 2015 and
holds of fice upto the 22nd Annual General meeting
and the Company having received a notice in
writing, under Section 160 of the Companies Act,
2013, from Shri V. P. Mahawar proposing his
candidature for the of fice of director, be and is
hereby appointed as a Director of the Company,
liable to retire by rotation.
RESOLVED THAT pursuant to the provisions of

Section 148 and other applicable provisions of the
Companies Act, 2013 and rule 14(a)(ii) of the
Companies (Audit and Auditors) Rules, 2014
(including any statutory modification(s) or reenactment thereof, for the time being in force), the
aggregate remuneration of `19.50 lakhs plus
applicable taxes and out of pocket expenses
payable to the six Joint Cost Auditors appointed by
the Board of Directors of the Company, to conduct
the audit of the cost records of the various units of
the Company for the financial year ending
31st March, 2016, be and is hereby ratified.
By Order of the Board of Directors

Regd. Of fice:
Jeevan Bharti Building
Tower II, 124 Indira Chowk,
New Delhi - 110 001
(V N Murthy)
Company Secretary
1st August, 2015
24
Notice
NOTES:
1.
2.
A MEMBER ENTITLED TO ATTEND AND VOTE AT

THE MEETING IS ENTITLED TO APPOINT A
PROX Y TO ATTEND AND VOTE INSTEAD OF
HIMSELF AND THE PROX Y NEED NOT BE A
MEMBER OF THE COMPANY. THE PROX Y FORM
DULY COMPLETED MUST BE DEPOSITED AT THE
REGISTERED OFFICE OF THE COMPANY NOT
LESS THAN FORTY-EIGHT HOURS (48 HRS.)
BEFORE THE COMMENCEMENT OF THE
MEETING. BLANK PROX Y FORM IS ATTACHED. A
PERSON CAN ACT AS A PROX Y ON BEHALF OF
MEMBERS NOT EXCEEDING 50(FIFT Y)
MEMBERS AND HOLDING IN AGGREGATE NOT
MORE THAN TEN PERCENT OF THE TOTAL
SHARE CAPITAL OF THE COMPANY. PROXIES
SUBMITTED ON BEHALF OF LIMITED
COMPANIES, SOCIETIES ETC MUST BE
SUPPORTED BY APPROPRIATE RESOLUTION/
AUTHORITY, AS APPLICABLE.
The Register of Directors and Key Managerial

Personnel and their shareholding maintained under
Section 170 of the Companies Act, 2013 & the Register
of Contracts or arrangements in which the Directors
are interested, maintained under Section 189 of the
Companies Act, 2013 will be available for inspection
by the members at the AGM venue.
7.
Relevant documents referred to in the accompanying

notice are open for inspection by the members at the
Registered of fice of the Company on all working days
i.e Monday to Friday between 10.30 a.m. to 12.30 p.m.
upto the date of Annual General Meeting.
8.
Share transfer documents and all correspondence

relating thereto, should be addressed to the Registrar
and Transfer Agent of the Company M/s. Karv y
Computershare Private Ltd. (Karv y), Karv y Selenium
Tower B, Plot 31-32, Gachibowli Financial District,
Nanakramguda, Hyderabad 500 032, Phone Nos.
040 - 6716 2222, Fa x No. 040 - 2300 1153; e-mail :
einward.ris@karv y.com. Karv y is also the depository
interface of the Company with both NSDL and CDSL.
Relevant Explanatory Statement pursuant to Section

102(2) of the Companies Act, 2013, in respect of
Special Business, as set out above is annexed hereto.
3.
Brief profile of the Directors seeking appointment/reappointment as mandated under Clause 49 of the
Listing Agreement with the Stock Exchanges is
annexed hereto and forms part of the Notice. The
directors have furnished consent/declaration for their
appointment /re-appointment as required under the
Companies Act, 2013 and the Rules thereunder.
4.
The Register of Members and Share Transfer Books of

the Company will remain closed from Wednesday,
the 9 t h September, 2015 to Tuesday, the
15th September, 2015 (both days inclusive).
5.
6.
However, keeping in view the convenience of the

Shareholders, documents relating to shares will
continue to be accepted at Karv y Computershare
Private Ltd. 305, 3rd Floor, New Delhi House, 27,
Barakhamba Road, Connaught Place, New Delhi110001, Phone Nos. 011-41036370 (tele-fax) &
43528522; e-mail: delhi@karv y.com and at the
Registered Of fice of the Company at 8th Floor, Jeevan
Bharati, Tower-II, 124, Indira Chowk, New Delhi110001, Phone No.011-23301277/23301299;
e-mail: secretariat@ongc.co.in .
9.
The Board had recommended a final Dividend of `0.50

per equity share of `5/- each fully paid up, at its
meeting held on 28th May, 2015. The dividend, if
approved by the Members at the said Annual General
Meeting, will be paid within a period of 30 days from
the date of declaration, to the members whose
names appear on the Register of Members of the
Company af ter giving ef fect to all valid share
transfers in physical form lodged with the
Company on or befor e Tuesday, the 8th
September, 2015 and the respective Beneficial
Owners as at the close of business hours on
Tuesday, the 8th September, 2015, as per details
thereof to be furnished by the depositories.
The Company has designated an exclusive e-mail ID

called secretariat@ongc.co.in for redressal of
shareholders/investors complaints/grievances. In
case you have any queries/complaints or grievances,
then please write to us at the above e-mail address.
10. Members holding shares in electronic form may

please note that the bank account details and 9-digit
MICR Code of their Bankers, as noted in the records of
their depository, shall be used for the purpose of
remit tance of dividend through Electronic Clearing
Service (ECS), or for printing on dividend warrants,
wherever applicable. Members are, therefore,
requested to update their bank account particulars,
change of address and other details with their
respective Depository Participants for shares held in
demat mode and to the Registrar and Share Transfer
25
Notice
addresses, physical copies are being sent by the

permit ted mode.
Agent for shares held in physical form.

11. Reserve Bank of India (RBI) is providing ECS/NECS
facility for payment of dividend in select cities.
Members holding shares in physical form are advised
to submit particulars of their bank account, viz., names
and address of the branch of the bank, 9 digit MICR
code of the branch, type of account and account
number latest by 8th September, 2015 to M/s Karv y
Computershare Private Ltd.
16. In compliance with the provisions of section 108 of the

Act, the Rules there under and Clause 35B of the listing
agreement, the Members are provided with the facility
to cast their vote electronically, through the e-voting
services provided by M/s Karv y Computershare
Private Ltd.(KCPL), on all resolutions set forth in this
Notice. The instruction for e-voting are annexed to the
notice. The notice of 22nd Annual General Meeting
along with the proxy Form and at tendance slip is
being sent by electronic mode to those members
whose email addresses are registered with the
Company/Depositories/RTA, unless any member has
requested for a physical copy of the same. For
members, who have not registered their email
addresses, physical copies are being sent by the
permit ted mode. The facility for voting through ballot
paper, will also be made available at the AGM and the
members at tending the AGM who have not cast their
vote by remote e-voting shall be able to exercise their
right at the AGM through ballot papers. Members who
have cast their vote by remote e-voting prior to the
AGM, may at tend the AGM but shall not be entitled to
cast their vote again.
12. Pursuant to Section 124(5) and 125(c ) of the

Companies Act, 2013, the Company has transferred
the unpaid/unclaimed amount of final dividend
declared on 19th September, 2007 for the financial year
2006-07 and interim dividend declared on 22nd
December, 2007 for the financial year 2007-08, to the
Investor Education and Protection Fund of the Central
Government. The unpaid/unclaimed amount of
Final Dividend declared on 19th September, 2008
and Interim Dividend declared on 19th December,
2008 will be transferred to the Investor Education
and Protection Fund (IEPF) of the Central
Government by 18th October, 2015 and 18th January,
2016 respectively. Members who have not
encashed their dividend warrants pertaining to the
said years may approach the Company or its
Registrar & Share Transfer Agent for obtaining
payment there of.
17. In terms of Section 72 of the Companies Act, 2013,

nomination facilit y is available to individual
shareholders. Members holding shares in physical
form may nominate a person in respect of all the
shares held by them whether singly or jointly.
Members who hold shares in individual name are
advised to avail of the nomination facility by filing Form
No. 2B in their own interest. Blank form can be
obtained from Karv y on request. Members holding
shares in dematerialised form may contact their
respective DPs for registration of nomination.
13. In order to avoid the incidence of fraudulent

encashment of dividend warrants, the Members
holding shares in physical form are requested to
provide their Bank Account Number, Name and
Address of the Bank/Branch to the Company or Karv y
to enable them to incorporate the same in the dividend
warrant.
14. Members who have not encashed their dividend
warrants within its validity period may write to the
Company at its Registered Of fice or M/s Karv y
Computershare Private Limited, Registrar & Share
Transfer Agent of the Company, for revalidating the
warrants or payment in lieu of such warrants in the form
of demand draf t.
18. Members holding physical shares in multiple folios in

identical names are requested to send their share
cer tificates to Companys Registrar and Share
Transfer Agent, M/s Karv y Computershare Private Ltd.
for consolidation.
19. Pursuant to Section 139(5) read with Section 142 of the
Companies Act, 2013, the Auditors of a Government
Company are appointed or re-appointed by the
Comptroller and Auditor General (C&AG) of India and
their remuneration is to be fixed by the Company in the
Annual General Meeting. The members may authorise
the Board to fix up an appropriate remuneration of
Auditors for the year 2015-16 af ter taking into
15. The Annual Report 2014-15 is being sent by

electronic mode to those members whose email
addresses are registered with the Company/
Depositories/RTA, unless any member has
requested for a physical copy of the same. For
members, who have not registered their email
26
Notice
of India. In the State Government of Odisha, he has worked

in Departments of Land Revenue, Social Justice &
Empowerment, Energy, Transpor t, Finance, Water
Resources, Industries and Agriculture & Cooperation. In the
Central Government, he has worked as PS to Minister of
Parliamentary Af fairs and Tourism, Director in Department
of Financial Services, Ministry of Finance and Joint
Secretary, Ministry of Steel. He has also been on the
Boards of Allahabad Bank, United Bank of India, Steel
Authority of India Ltd and KIOCL as Government Nominee
Director. He is presently the Additional Secretary (Expl.) in
the Ministry of Petroleum & Natural Gas.
consideration the increase in volume of work and

prevailing inflation etc.
20.
Members are requested:

i)
to bring their copies of Annual Report and

At tendance Slip duly completed and signed at the
meeting.
ii)
to quote their Folio/DP & Client identification No. in

all correspondence.
iii) Not to bring brief case, bags, eatables, cell phone

etc. as they are prohibited inside the meeting hall
for security reasons.
Shri U. P. Singh is also acting as the CMD of Oil India Ltd.
iv) to notif y immediately any change of their address

and bank particulars to the Company or its Share
Transfer Agent, in case shares are held in physical
form.
He holds NIL equity shares in ONGC.

Except Shri U. P. Singh, none of the Directors, Key Managerial
Personnel and their relatives is interested or concerned in
the resolution.
AND
The Board of Directors considers that in view of the

background and experience of Shri U. P. Singh, it would be
in the interest of the Company to appoint him as a Director of
the Company. The Board recommends the resolution for
your approval.
In case their shares are held in dematerialised

form, information should be passed on directly to
their respective Depository Participants and not to
the Company/Share Transfer Agent, without any
delay.
Item No.6
v) to note that no gif t will be distributed at the

meeting.
APPOINTMENT OF SHRI A. K. DWIVEDI

Shri A. K. Dwivedi was appointed as an Additional Director
and designated as Director (Exploration) on the Board of
ONGC ef fective 16th March, 2015. In terms of Section 161 of
the Companies Act, 2013, he holds of fice upto the 22nd
Annual General meeting of the Company. The Company
has received a notice in writing from him pursuant to the
provisions of Section 160 of the Companies Act, 2013,
signif ying his intention as candidate for the of fice of
Director. Shri A. K. Dwivedi, if appointed, will be liable to
retire by rotation under Section 152 of the Companies Act,
2013 and in terms of provisions under the Articles of
Association of the Company.
EXPLANATORY STATEMENT PURSUANT TO SECTION

102 OF THE COMPANIES ACT, 2013
Item No.5
APPOINTMENT OF SHRI U. P. SINGH
Shri U. P. Singh was appointed as an Additional Director
(Gov t. Director) on the Board of ONGC ef fective 16th
October, 2014. In terms of Section 161 of the Companies
Act, 2013, he holds of fice upto the 22nd Annual General
meeting of the Company. The Company has received a
notice in writing from a member pursuant to the provisions
of Section 160 of the Companies Act, 2013, signif ying
intention to propose Shri U. P. Singh as candidate for the
of fice of Director. Shri U. P. Singh, if appointed, will be liable
to retire by rotation under Section 152 of the Companies
Act, 2013 and in terms of provisions under the Articles of
Association of the Company.
Born on 9th July 1959, Mr. A. K. Dwivedi holds a postgraduate degree from Kanpur University. Mr. Dwivedi has
34 years of experience in ONGC. He joined ONGC Board on
16.03.2015 at a crucial juncture when the business
environment is not only challenging but also demanding in
respect of exploration. Prior to becoming Director
(Exploration), he was holding key exploration-related
assignments at dif ferent work centers starting from
Mumbai, moving to Dehradun in North, to Chennai in South,
then Jorhat in the east, Vadodara in the west and as Basin
Manager MBA Basin, Kolkata, before finally taking over
Born on 10th October, 1962, Shri U. P. Singh an IAS Of ficer of

1985 Batch, Odisha Cadre, is a B.Tech. (Mechanical
Engineering) and M.Tech in Industrial & Management
Engineering from IIT, Kanpur. Shri Singh has held important
positions in Government of Odisha as well as Government
27
Notice
United Nations as an internal auditor and worked in the

United Nations peacekeeping Mission in Ethiopia and
Eritrea. She had also been an ex ternal auditor to UNEP and
FAO and was recently nominated as an ex ternal auditor for
the new spell of UN audits assigned to the CAG of India.
Western Of fshore as Basin Manager. Mr. Dwivedi has

played pivotal roles in the Management Commit tees of
various NELP blocks.
Mr. Dwivedi has authored a number of technical papers. Mr.
Dwivedi was Head of the steering commit tee for project on
sequence-stratigraphy and petroleum systems in all the
sedimentary basins of India in association with Dr. Octavian
Cataneanu, an expert in sequence stratigraphy. A strong
believer in continuous development, Mr. Dwivedi has
undergone various development programs, including those
at Indian School of Business, Hyderabad and University of
Alberta School of Business, Alberta, Canada. He is af filiated
to SPG - India, AEG India and SPE and presently holds the
of fice of President, SPG-India.
Before taking charge of Director General, Petroleum

Planning and Analysis Cell, Ministry of Petroleum and
Natural Gas, New Delhi since September, 2014, she held
various important positions such as - Director General,
Of fice of the Director General of Commercial Audit and exof ficio Member Audit Board-IV, New Delhi from May, 2013 to
September, 2014, Principal Director ( State Receipt Audit )
and Central Region in the O/o The Comptroller and Auditor
General of India, New Delhi from April, 2010 to June, 2013,
Accountant General (Commercial, Works and Receipt
Audit), Orissa from September, 2006 to April, 2010, Principal
Director of Audit, East Coast Railway, Bhubaneswar from
April, 2006 to September, 2006, on deputation to the United
Nations from September, 2004 to December, 2005, Director
of Audit, Northern Railway from March, 2002 to September,
2004 etc.
Shri A. K. Dwivedi holds Directorship on the Board of

ONGC Petro-additions Ltd. He holds 820 equity shares of
`5 each in ONGC.
Except Shri A. K. Dwivedi, none of the Directors, Key
Managerial Personnel and their relatives is interested or
concerned in the resolution.
Smt. Atreyee Das does not hold any directorship.

background and experience of Shri A. K. Dwivedi, it would
be in the interest of the Company to appoint him as a
Director of the Company. The Board recommends the
resolution for your approval.
She holds Nil equity shares in ONGC.

Except Smt. Atreyee Das, none of the Directors, Key
Item No.7

background and experience of Smt. Atreyee Das, it would
be in the interest of the Company to appoint her as a Director
of the Company. The Board recommends the resolution for
your approval.
APPOINTMENT OF SMT. ATREYEE DAS

Smt. Atreyee Das was appointed as an Additional Director
(Gov t Director) on the Board of ONGC ef fective 14th May,
2015. In terms of Section 161 of the Companies Act, 2013,
she holds of fice upto the 22nd Annual General meeting of the
Company. The Company has received a notice in writing
from a member pursuant to the provisions of Section 160 of
the Companies Act, 2013, signif ying intention to propose
Smt. Atreyee Das as candidate for the of fice of Director.
Smt. Atreyee Das, if appointed, will be liable to retire by
rotation under Section 152 of the Companies Act, 2013 and
in terms of provisions under the Articles of Association of the
Company.
Item No.8
APPOINTMENT OF SHRI V. P. MAHAWAR
Shri V. P. Mahawar has been appointed as an Additional
Director by the Board of Directors and designated as
Director (Onshore) on the Board of ONGC ef fective
1st August, 2015.In terms of Section 161 of the Companies
Act, 2013, he holds of fice upto the 22nd Annual General
meeting of the Company. The Company has received a
notice in writing from him pursuant to the provisions of
Section 160 of the Companies Act, 2013, signif ying his
intention as candidate for the of fice of Director. Shri V. P.
Mahawar, if appointed, will be liable to retire by rotation
under Section 152 of the Companies Act, 2013 and in terms
of provisions under the Articles of Association of the
Company.
Born on 13th June, 1965 Smt. Atreyee Das belongs to the

1989 batch of Indian Audit and Accounts Service under the
Comptroller and Auditor General of India. She has more
than 24 years of experience in the field of public auditing and
has conducted several performance audits, financial audits
and compliance audits. She was on secondment to the
28
Notice
Item No.9
Born on 8th February 1958, Mr. V. P. Mahawar is a Graduate in

Mechanical Engg. from Pandit Ravi Shankar Shukla
University, Raipur. He joined ONGC as Driller in the year
1982. He is the first sub-sea engineer of ONGC. He was
awarded as CMDs Young Executive of the year in 1987 and
CMDs Manager of the year award in the year 1999. He has
33 years of oil field experience in various capacities across
entire spectrum of ONGC.
RATIFICATION OF REMUNERATION OF COST

AUDITORS FOR THE FINANCIAL YEAR 2015-16
The Board of Directors of the Company on the
recommendations of the Audit & Ethics Commit tee have
approved appointment of the following Cost Auditors of
ONGC for the year 2015-16 at a remuneration of ` 3.25 Lakh
(Rupees Three Lakh twenty five thousand only) per Cost
Auditor plus applicable service ta x and out-of-pocket
expense, as per entitlement:
He pioneered in establishment of Well Control School at

Institute of Drilling Technology (IDT), Dehradun, which has
been imparting training to ONGCians and oil personnel
from Indian as well as foreign oil companies, in
understanding the well control techniques & equipment
leading to upward change in drilling fraternitys skill &
knowledge.
A veteran of numerous Blow-out control jobs and an expert
in handling the complicated well control problems, he has
successfully controlled more than 33 Blow-outs and
liquidated more than 100 well control complications of
Drilling, Well Services and producing wells successfully in
Onshore & Of fshore fields of ONGC, OVL & other operators
in India with enviable track record of safety. Mr. Mahawar
was the major force and face of the Crisis Management
Team (CMT) of ONGC making ONGC self-reliant in dealing
with well control situations.
1.
M/s Rao Murthy & Associates, Bangalore
2.
M/s R. Nanabhoy & Co., Mumbai
3.
M/s R J Goel & Co., Delhi
4.
M/s Shome & Banerjee, Kolkata
5.
M/s Rohit & Associates, Mumbai
6.
M/s Dhananjay V. Joshi & Associates, Pune
None of the Directors, Key Managerial Personnel and their

relatives is interested or concerned in the resolution.
The Board of Directors recommends the resolution for your
approval.
He has to his credit more than 25 Nos. of papers presented

in international conferences. He developed Well Control
Manual for Of fshore Operations and part of the team to
develop OISD Standard 174 for Well Control Practices.
By Order of the Board of Directors
Shri V. P. Mahawar does not hold any other Directorship

He holds 1272 equity shares of `5 each in ONGC.
Except Shri V. P. Mahawar, none of the Directors, Key
(V N Murthy)
Company Secretary
Regd. Of fice:
Jeevan Bharti Building
Tower II, 124 Indira Chowk,
New Delhi - 110 001

background and experience of Shri V. P. Mahawar, it would
be in the interest of the Company to appoint him as a
Director of the Company. The Board recommends the
resolution for your approval.
1st August, 2015
29
Notice
INSTRUCTIONS FOR E-VOTING

E-voting Particulars
EVEN (E-Voting Event Number)
User ID
PASSWORD / PIN
The e-voting facility will be available during the following voting period
End of e-voting
Commencement of e-voting
From 09.00 a.m (IST) on 12th September, 2015
Upto 05.00 p.m (IST) on 14th September, 2015
The instructions for e-voting are as under:
v.
You need to login again with the new password.
a)
Details of the process and manner of e-voting along

with the User ID and Password are being sent to the
members along with the notice:
vi.
On successful login, the system will prompt you to

select the EVENT i.e. Oil and Natural Gas
Corporation Limited.
By email to those members whose email ID is

registered with the Company / Depositor y
Participants.
By post to those members whose email ID is not

registered with the Company / Depositor y
Participant.
vii. On the voting page, enter the number of shares

(which represents the number of votes as on the
Cut Of f date) under FOR / AGAINST / ABSTAIN
or alternatively, you may partially enter any
number of votes in FOR and partially in
AGAINST such that the total number of votes cast
FOR / AGAINST taken together should not
exceed your total shareholding as on cut of f date.
In case you do not wish to cast your vote you may
choose the option ABSTAIN and the shares held
will not be counted under either head.
b)
The instructions and other information relating to evoting are as under:

i.
Launch internet browser by typing the URL:

ht tps://evoting.karv y.com.
ii.
Enter the login credentials (i.e. User ID and

Password mentioned in the notice). However, if
you are already registered with Karv y for e-voting,
you can use your existing User ID and password
for logging in.
iii.
Af ter entering these details appropriately, Click on

LOGIN.
iv.
You will now reach password change Menu

wherein you are required to mandatorily change
your password. The new password shall comprise
of minimum 8 characters with at least one upper
case (A-Z), one lower case (a-z), one numeric
value (0-9) and a special character (@,#,$, etc.).
The system will prompt you to change your
password and update your contact details like
mobile number, email ID, etc. on first login. You
may also enter a secret question and answer of
your choice to retrieve your password in case you
forget it. It is strongly recommended that you do
not share your password with any other person
and that you take utmost care to keep your
password confidential.
viii. Voting has to be done for each item of the Notice

separately. In case you do not cast your vote on
any specific item it will be treated as abstained.
Members holding multiple demat accounts / folios
shall choose the voting process separately for
each demat account / folio.
x.
You may then cast your vote by selecting an

appropriate option and click on Submit.
xi.
A confirmation box will be displayed. Click OK to

confirm else CANCEL to modif y. Once you
confirm, you will not be allowed to modif y your
vote. During the voting period, members can login
any number of times till they have voted on the
Resolution(s).
xii. Corporate / Institutional members are required to

send scanned certified true copy (PDF Format) of
the Board Resolution/Authorit y Let ter, etc.
together with at tested specimen signature(s) of
the duly authorized representative(s), to the
Scrutinizer at email ID: an_kukreja@redif fmail.com
with a copy marked to evoting@karv y.com.
30
Instructions for e-voting
ix.
Relevant Information for e-voting:

l
The e-voting period commences on 12.09.2015
(9.00 a.m. IST) and ends on 14.09.2015 (5.00 p.m.
IST). During this period, Members of the Company,
holding shares either in physical form or in
dematerialized form, as on 08.09.2015, may cast their
vote electronically. The e-voting module shall be
disabled by KCPL for voting thereaf ter. Once the vote
on a resolution is cast by the Member, he shall not be
allowed to change it subsequently.
l
The voting rights of Members shall be in proportion to
their shares of the paid up equity share capital of the
Company as on 08.09.2015.
l
Any person who acquires shares of the Company
and becomes a shareholders of the company af ter
dispatch of the Notice of AGM and holds shares as
of the cut-of f date i.e 08.09.2015. may obtain the
login ID and password by sending a request at
evoting@karv y.com. If you are already registered
with KCPL for e-voting then you can use your existing
user ID and password.
l
In case of any queries, you may refer the Frequently
Asked Questions (FAQs) for members and e-voting User
Manual available at the download section of
https://evoting.karvy.com or call Karvy Computershare
Private Limited on 1800 345 4001 (toll free).
l
A Member may participate in the AGM even af ter
exercising his right to vote through remote e-voting but
shall not be allowed to vote again at the AGM.
l
The facility
for voting through ballot paper, will also be

made available at the AGM and the members at tending
the AGM who have not cast their vote by remote evoting shall be able to exercise their right at the AGM
through ballot papers.
l
Shri A. N. Kukreja of M/s A. N.Kukreja & Co., Practicing
Company Secretary (Membership No. FCS 1070), has
been appointed as the Scrutinizer to scrutinize the
voting and remote e-voting process in a fair and
transparent manner.
l
The Scrutinizer shall immediately af ter the conclusion
of voting at the AGM count the votes cast at the AGM
and thereaf ter, unblock the votes cast through remote
e-voting in the presence of at least two witnesses not in
the employment of the Company. The Scrutinizer shall
submit a consolidated Scrutinizer Report of the total
votes cast in favour of or against, if any, not later than
three working days from the conclusion of the AGM to
the Chairman of the Company. The Chairman or any
other person authorised by the Chairman shall declare
the result of the voting forthwith.
l
The results declared along with the Scrutinizers Report
shall be placed on the Company s website
w w w.ongcindia.com and on the website of KCPL
immediately af ter the result is declared by the
Chairman or any other person authorised by the
Chairman and the same shall be communicated to the
BSE Limited and National Stock Exchange of India
Limited, where the shares of the Company are listed.
Quality assurance is the promise ONGC strictly adheres to everywhere: in the infrastructure it builds and operates, in the services it
renders and the human resources it relies on.
31
Instructions for e-voting
Green Initiative in Corporate Governance

Dear Shareholder,
As you are aware, your company being a responsible Corporate Citizen is implementing various Green initiatives with a view
to reduce the carbon foot print. During last few years, your company has undertaken various initiatives to reduce the number
of printed copies of Annual Reports and we sincerely thank you for your support and cooperation in this regard.
In furtherance of companys resolve to Go Green, we urge you
(i)
to register your email id with your Depository Participant
(ii)
furnish your e-mail id to M/s Karv y Computershare Pv t Ltd (R&T Agent of the Company) at their address indicated
in Reference page or email at einward.ris@karv y.com.
Please ensure that you have indicated your Folio No. / DP & client ID No as well as your consent to receive future
communications from ONGC including Annual Reports etc through email at your registered email address.
This year also, emails are being sent to those shareholders, who have registered their E-mail ID providing them with a
link(URL) to the website of ONGC and Karv y for downloading of the Annual Report for 2014-15.
For the benefit of other stakeholders the copy of Annual Report may be downloaded from Company's website
i.e. w w w.ongcindia.com.
Let us join together to save the environment.
V. N. Murthy
Company Secretary
While we care for the planet, we also nurture the seeds of prosperity through innovation and technology.
32
Green Initiative in Corporate Governance
Brief Resume and other Information in respect of Director

nd
seeking re-election at the 22 AGM
Name
Shri Shashi Shanker
Date of Birth
& Age (as on
01/08/2015)
02.03.1961
54 years
Date of
Qualifications
Appointment
01.12.2012
B Tech in
Petroleum
Engineering from
Indian School of
Mines, Dhanbad
and MBA with
specialization in
Financial
Management from
IGNOU. He
under took
Management
Development
programme from
IIM, Lucknow and
Leadership
Development
Programme at
ISB, Hyderabad.
No. of Experience in
Shares Specific
Functional
held
Areas
3712 32 years of
experience in Oil
Industry and
having wide
exposure in
diverse E&P
activities both in
onland &
of fshore
operations, R&D
activities and
spearheading
the deep/ultradeep water
drilling
campaign of
ONGC.
Directorship
held in
other Public
companies
Chairmanship/
Membership of
Committees
across all Public
companies
NIL
NIL
Our endeavours for a sustainable future go along with the technological steps we take for the energy security of the nation.
33
Brief Resume and other Information in respect of

Director seeking re-election at the 22nd AGM
(` in million unless otherwise stated)
PHYSICAL
Quantity Sold (Other than Trading)
- Crude Oil (MMT)
- Natural Gas (MMM3)
- LPG (000'Tonnes)
- Naptha/ARN (000'Tonnes)
- Ethane/Propane (000'Tonnes)
- Superior Kerosene Oil (000'Tonnes)
Quantity Sold (Trading)
- Superior Kerosene Oil (000'KL)
- HSD (000'KL)
- Motor Spirit (000'KL)
FINANCIAL
Revenue from Operations
Other Non Operating Income
Total Revenues
Statutory Levies
Operating Expenses
Exploration Costs writ ten of f #
Purchases
Profit Before Interest, Depreciation & Tax (PBIDT)
Depreciation, Depletion, Amortisation and Impairment
Profit Before Interest & Tax (PBIT)
Interest Payments
Profit before Tax and Exceptional Items
Exceptional items
Profit before Tax
Corporate Ta x
Net Profit (PAT)
Dividend
Ta x on Dividend
Share Capital
Reserve & Surplus
Net Worth (Equity)
Borrowings
Working Capital
Capital Employed
Internal Resources Generation
Plan Expenditure
Contribution to Exchequer
Expenditure on Employees
Number of Employees
FINANCIAL PERFORMANCE RATIOS
PBIDT to Turnover (%)
PBDT to Turnover (%)
Profit Margin(%)- incl. exceptional item
Contribution to Exchequer to Turnover (%)
ROCE(PBIDT to Capital Employed) (%)
Net Profit to Equity (%)- incl. exceptional item
BALANCE SHEET RATIOS
Current Ratio
Debt Equity Ratio
Debtors Turnover Ratio(Days)
PER SHARE DATA
Earning Per Share (`)
Dividend (%)
Book Value Per Share(`)
2014-15
2013-14
2012-13
2011-12
2010-11
24.11
17,983
1,090
1,124
337
74
23.61
19,633
1,073
1,379
428
85
23.69
20,160
1,005
1,520
425
106
23.09
20,202
1,033
1,557
461
79
22.94
20,288
1,057
1,600
387
118
3
1
830,935
53,665
884,600
230,993
168,175
105,225
44
380,163
114,583
265,580
28
265,552
265,552
88,223
177,330
81,277
16,256
42,778
1,403,232
1,436,229
13,930
105,681
1,144,994
218,699
299,975
421,074
86,299
33,185
842,028
67,132
909,160
229,607
167,583
78,357
32
433,582
109,259
324,323
4
324,319
324,319
103,371
220,948
81,277
13,807
42,778
1,324,472
1,356,311
104,061
1,094,412
327,545
324,695
405,750
104,051
33,911
833,090
54,367
887,457
223,615
173,925
100,431
31
389,455
83,736
305,720
276
305,443
305,443
96,186
209,257
81,277
13,012
42,778
1,201,755
1,229,674
124,714
1,017,636
217,402
295,079
408,806
103,302
32,923
768,871
44,529
813,400
169,902
139,812
93,334
25
410,327
74,959
335,368
348
335,020
31,405
366,425
115,196
251,229
83,416
13,286
42,777
1,086,790
1,117,841
97,739
908,848
352,088
292,466
382,874
67,960
32,909
686,488
34,069
720,557
142,368
142,379
82,490
138
353,182
76,767
276,415
251
276,164
276,164
86,924
189,240
74,861
12,156
42,777 \
932,267
967,084
65,392
796,972
311,191
282,755
317,759
67,282
33,273
45.8
45.7
21.3
50.7
33.2
12.3
51.5
51.5
26.2
48.2
39.6
16.3
46.7
46.7
25.1
49.1
38.3
17.0
53.4
53.3
32.7
49.8
45.1
22.5
51.4
51.4
27.6
46.3
44.3
19.6
1.55:1
0.0096:1
48
1.55:1
33
1.72:1
30
1.41:1
30
1.34:1
21
21
190
168
25.83
190
159
24.46
190
144
29.36
195
131
22.12
175
113
# Exploration Costs writ ten of f towards Survey & Dry Wells have been regrouped from Depreciation, Depletion and Amor tization and shown as a separate item
In view of the Notification no. S.O 447(E) dated 28.02.2011, issued by Ministry of Corporate Af fairs, the Balance sheet of the Company is mandatorily required to be prepared in Revised Schedule VI
st
st
w.e.f 1 April 2011 onwards (Schedule III af ter implementation of Companies Act., 2013 w.e.f. 1 April, 2014). Accordingly, the figures of FY 2014-15 are given as per the requirement of Schedule III ,
FY 2013-14, 2012-13, 2011-12 and FY 2010-11 are given as per the requirement of Revised Schedule VI and earlier years figures are as per Old Schedule VI.
34

PHYSICAL
Quantity Sold (Other than Trading)
- Crude Oil (MMT)
- Natural Gas (MMM3)
- LPG
(000'Tonnes)
- Naptha/ARN
(000'Tonnes)
- Ethane/Propane (000'Tonnes)
- Superior Kerosene Oil (000'Tonnes)
Quantity Sold (Trading)
- Superior Kerosene Oil (000'KL)
- HSD (000'KL)
- Motor Spirit (000'KL)
FINANCIAL
Income from Operations (Turnover)
Statutory Levies
Operating Expenses
Exchange Loss/(Gain)
Purchases (Trading)
Recouped Costs
Operating Income (PBIT)
Interest(Net)
Profit before Tax and Ex traordinary Items
Ex traordinary Items
Profit before Tax
Corporate Ta x
Net Profit (PAT)
Dividend
Ta x on Dividend
Share Capital
Net Worth
Borrowings
Working Capital
Capital Employed
Internal Resources Generation
Plan Expenditure
Contribution to Exchequer
Expenditure on Employees
Number of Employees
Profit Margin(%)
Contribution to Exchequer to Turnover (%)
Net Profit to Equity (%)
Current Ratio
Debt Equity Ratio
PER SHARE DATA
Earning Per Share (`)- before extraordinary items(Restated)**
Earning Per Share (`)- after extraordinary items(Restated)**
Dividend (%)
Book Value Per Share(`)(Restated)**
2009-10
2008-09
2007-08
2006-07
2005-06
22.33
20,598
1,108
1,598
533
166
22.88
20,534
1,029
1,545
497
153
24.08
20,432
1,037
1,442
520
168
24.42
20,306
1,033
1,442
548
156
22.45
20,500
1,084
1,578
535
176
4
1
441
1,742
273
308
1,539
232
563
1,394
121
432
874
110
619,832
121,841
126,297
(4,033)
139
375,588
146,588
229,000
(20,839)
249,839
249,839
82,163
167,676
70,583
11,616
21,389
864,413
50
342,714
738,014
228,068
235,591
280,983
57,191
32,826
650,494
118,013
123,812
3,819
85,166
319,684
120,849
198,835
(40,314)
239,149
658
239,807
78,544
161,263
68,444
11,632
21,389
780,848
267
334,949
640,583
172,449
218,201
280,496
47,396
33,035
615,426
129,768
106,823
(1,070)
65,115
314,790
97,979
216,811
(35,535)
252,346
252,346
85,330
167,016
68,444
11,632
21,389
699,435
369
322,248
604,844
185,158
176,510
300,200
60,484
32,996
590,575
122,516
102,016
177
59,401
306,465
94,994
211,471
(20,480)
231,951
4,751
236,702
80,273
156,429
66,305
10,125
21,389
614,099
696
304,021
540,744
242,253
133,050
286,596
48,833
33,810
494,397
99,738
76,762
(172)
34,338
283,731
84,573
199,158
(12,808)
211,966
6,405
218,371
74,063
144,308
64,167
9,000
14,259
535,934
1,069
265,664
493,763
142,847
114,210
234,086
30,147
34,722
60.6
64.0
27.1
45.3
50.9
19.4
49.1
55.3
24.8
43.1
49.9
20.7
51.2
56.9
27.1
48.8
52.0
23.9
51.9
55.4
26.5
48.5
56.7
25.5
57.4
60.0
29.2
47.3
57.5
26.9
2.38:1
0.00006:1
19
2.26:1
0.0003:1
23
2.47:1
0.001:1
26
2.77:1
0.001:1
17
3.08:1
0.002:1
27
19.60
19.60
330
101
18.80
18.85
320
91
19.52
19.52
320
82
17.92
18.29
310*
72
16.37
16.87
450
63
** Post Bonus & Split
35
Statement of Income and Retained Earnings

(` in million)
2014-15
2013-14
2012-13
2011-12
2010-11
REVENUES
Sales
Crude Oil (Including Condensate)
Natural Gas (incl. Gas Marketing Margin)
Liquified Petroleum Gas (LPG)-Domestic Market
Eathane/Propane (C2-C3)
Naphtha
Kerosene (SKO)
HSD
LSHS (Low sulpher heav y stock)/RCO (Residual Crude oil)
Aviation Turbine Fuel
Others
Sub- Total
Sale of Traded Products
Other Operating Income
536,638
187,381
34,380
10,064
50,835
2,771
312
705
286
58
823,428
60
7,447
525,734
183,291
30,145
14,837
75,743
2,779
522
1,295
220
87
834,653
44.42
7,331
533,269
165,400
31,484
13,440
76,804
3,686
170
1,063
318
38
825,671
43
7,375
507,873
141,397
23,711
12,741
72,167
1,520
100
1,250
436
62
761,257
34
7,580
448,645
127,544
18,369
8,796
56,342
679
473
527
3
661,378
171
24,939
Revenue from Operations
830,935
842,028
833,090
768,871
686,488

Total Revenues
EXPENSES
Royalty
Cess
Motor Spirit Cess
Natural Calamity Contingent Duty
Excise Duty
Sales Ta x
Service Ta x
Education cess
Octroi and Port Trust Charges
Sub-total
Operating Expensess
Exchange Loss
Purchases
(Accretion) / Decretion in stock
Exploration Costs writ ten of f#
- Survey Costs
- Exploratory well Costs
Provisions and Write-of fs
Prior Period Expenses (Net)
Total Expenses
Operating Income Before Interest &Ta x
Interest Payments
Exceptional items
Profit before Ta x
Corporate Ta x (Net)
Profit af ter Tax
Dividend
Ta x on Dividend
Retained Earnings For The Year
53,665
884,600
67,132
909,160
54,367
887,457
44,529
813,400
34069
720,557
116,079
102,535
1,123
2,206
2,586
290
91
6,083
230,993
163,654
241
44
(1,674)
114,890
99,734
3
1,097
3,076
3,123
439
2,348
4,897
229,607
165,833
1,021
32
1,043
108,094
99,971
1,101
3,093
3,834
353
3,111
4,057
223,615
153,839
922
31
(230)
97,745
57,831
71,373
56,963
1,097
3,599
3,339
236
1,871
4,184
169,902
134,110
3,613
25
(913)
1,114
3,228
3,113
227
1,828
4,522
142,368
136058
138
(129)
19,146
86,078
114,583
2,116
3,839
619,020
265,580
28
265,552
265,552
88,223
177,330
81,278
16,256
79,796
15,912
62,445
109,259
2,189
(2,502)
584,837
324,323
4
324,319
324,319
103,371
220,948
81,277
13,807
125,864
15,668
84,763
83,736
18,863
531
581,737
305,720
276
305,443
305,443
96,186
209,257
81,277
13,012
114,968
12,409
80,925
74,959
3,097
(95)
478,032
335,368
348
335,020
31,405
366,425
115,196
251,229
83,416
13,286
154,527
16,675
65,815
76,767
6,114
336
444,142
276,415
251
276,164
276,164
86,924
189,240
74,861
12,156
102,223
# Exploration Costs writ ten of f towards Survey & Dry Wells have been regrouped from Depreciation, Depletion and Amor tization and shown as a separate item
w.e.f 1st April 2011 onwards (Schedule III af ter implementation of Companies Act., 2013 w.e.f. 1st April, 2014). Accordingly, the figures of FY 2014-15 are given as per the requirement of Schedule III ,
36
Statement of Income & Retained Earnings
(` in million)
REVENUES
Sales
Crude Oil
Natural Gas
LPG
Naphtha/Aromatic Rich Naphtha
Ethane/Propane
Superior Kerosene Oil
HSD
Motor Spirit
Others
Price Revision Arrears
Sub Total
Pipeline Revenue
Other Receipts
Accretion / (Decretion) in stock
Total Income from Operations
COST & EXPENSES
Operating, Selling & General
(a) Royalty
(b) Cess/ Excise Duty
(c) Natural Calamity Contingent Duty
(d) Sales Ta x
(e).Education Cess *
(f) Octroi & Port Trust Charges
Sub-total (a to f)
Pipeline Operations (Excluding Depreciation)
Other Operational Costs
Exchange Loss
Purchases
Recouped Costs
(a) Depletion
(b) Depreciation
(c) Amortisation
(d) Impairment
Sub-Total (a to d)
Total Cost & Expenses
Operating Income Before Interest &Tax
Interest
-Payments
-Receipts
-Net
Ex traordinary Items
Profit before Tax
Corporate Ta x ( Net)
Net Profit
Dividend
Ta x on Dividend
2009-10
2008-09
2007-08
2006-07
2005-06
445,053
73,797
21,924
47,137
10,249
3,256
156
27
463
602,062
1,078
15,512
1,180
619,832
391,718
75,528
22,752
48,406
9,890
16,701
61,910
11,062
1,526
639,493
2,329
7,861
811
650,494
386,805
71,780
20,168
43,849
9,291
10,775
48,621
9,159
925
601,373
1,522
11,390
1,141
615,426
372,090
72,113
14,866
37,907
9,095
15,754
42,037
4,530
634
11
569,037
82
21,653
(197)
590,575
317,357
66,701
16,293
35,679
7,401
10,605
23,403
3,797
617
156
482,009
15
10,257
2,116
494,397
54,832
56,752
1,062
2,990
1,719
4,486
121,841
7,975
118,322
(4,033)
139
44,934
59,174
1,081
6,910
1,784
4,130
118,013
6,963
116,849
3,819
85,166
60,707
61,106
1,127
772
1,861
4,195
129,768
7,318
99,505
(1,070)
65,115
53,428
62,024
1,149
1,380
1,303
3,232
122,516
6,460
95,556
177
59,401
46,181
44,302
1,081
5,727
2,447
99,738
5,907
70,855
(172)
34,338
45,302
12,312
89,407
(433)
146,588
390,832
229,000
42,148
14,491
67,320
(3,110)
120,849
451,659
198,835
36,776
14,060
47,580
(437)
97,979
398,615
216,811
33,849
16,249
43,167
1,729
94,994
379,104
211,471
29,702
23,759
31,437
(325)
84,573
295,239
199,158
686
21,525
(20,839)
249,839
249,839
82,163
167,676
70,583
11,616
85,477
1,190
41,504
(40,314)
239,149
658
239,807
78,544
161,263
68,444
11,632
81,187
590
36,125
(35,535)
252,346
252,346
85,330
167,016
68,444
11,632
86,940
215
20,695
(20,480)
231,951
4,751
236,702
80,273
156,429
66,305
10,125
79,999
470
13,278
(12,808)
211,966
6,405
218,371
74,063
144,308
64,167
9,000
71,141
* Upto 2005-06, education cess is included in respective heads of levies.
37
Statement of Income & Retained Earnings
Statement of Financial Position

(` in million)
RESOURCES
A. Own
1. Net Worth
(a) Equity
i) Share Capital
ii) Reserves & Surplus
Sub-Total (a)
(b) Less: Deferred Revenue Expenditure
Net Worth (a)-(b)
B. Deferred Tax Liability
TOTAL RESOURCES ( A+ B )
DISPOSITION OF RESOURCES
A. Non-current assets
1) Block Capital
a). Fixed Assets (Net)
b). Producing Properties (Net)
Total Block Capital
2) Long-term loans and advances (excl. capital advances)
3) Deposit under Site Restoration Fund Scheme
4) Other non-current assets (excl. DRE)
Subtotal (A)
B. Non-current Liabilities
1) Long-term provisions:
a) Provision for Abandonment
b) Other Long Term provisions
2) Other Non-current liabilities
Subtotal (B)
C. Net Non Current Assets (A)-(B)
Working Capital
a) Current Assets
i) Inventories
ii) Trade receivables
iii) Cash and Cash Equivalents
iv) Short-term loans and advances
v) Other current assets (excl. DRE)
Subtotal (a)
b) Current liabilities
i) Short-term borrowings
ii) Trade payables
iii) Other current liabilities
iv) Short-term provisions
Subtotal (b)
Working Capital (D )= (a)-(b)
E. CAPITAL EMPLOYED (C+D)
F. Investments
i) Current investments
ii) Non-current investments
G. Capital work-in-progress (incl. capital advances)
H. Exploratory/Development Wells in Progress
TOTAL DISPOSITION (E+F+G+H)
As at
March 31
2015
As at
March 31
2014
As at
March 31
2013
As at
March 31
2012
As at
March 31
2011
42,778
1,403,232
1,446,010
9,781
1,436,229
42,778
1,324,472
1,367,250
10,939
1,356,311
42,778
1,201,755
1,244,532
14,859
1,229,674
42,777
1,086,790
1,129,567
11,726
1,117,841
42,777
932,267
975,044
7,960
967,084
177,332
165,787
128,880
111,979
99,504
1,613,560
1,522,098
1,358,553
1,229,820
1,066,588
314,907
667,110
982,018
193,177
125,444
4,397
1,305,036
302,792
657,833
960,625
181,718
113,102
3,956
1,259,401
274,835
524,407
799,242
221,454
101,331
4,011
1,126,037
216,801
463,768
680,569
254,482
91,826
2,983
1,029,860
186,395
435,757
622,152
239,392
81,155
2,941
945,640
227,138
27,296
11,289
265,723
228,022
29,178
11,850
269,050
177,052
44,823
11,242
233,116
176,477
36,654
5,620
218,751
175,608
32,627
5,825
214,060
1,039,313
990,351
892,921
811,109
731,580
59,635
135,783
27,601
69,477
4,921
297,416
58,825
81,657
107,989
43,670
2,718
294,859
57,044
68,637
132,186
37,021
4,565
299,453
51,654
61,948
201,246
31,237
8,633
354,718
41,190
39,947
144,811
26,734
4,276
256,958
13,930
54,891
102,938
19,976
191,735
105,681
1,144,994
63,725
119,262
7,811
190,798
104,061
1,094,412
53,410
112,227
9,102
174,739
124,714
1,017,636
45,000
52,612
136,941
22,426
256,979
97,739
908,848
52,253
130,055
9,258
191,566
65,392
796,972
181,243
128,437
158,885
1,613,560
172,043
116,516
139,128
1,522,098
91,731
144,429
104,759
1,358,553
8,519
43,644
182,997
85,812
1,229,820
1
51,827
140,316
77,472
1,066,588
D.
w.e.f 1st April 2011 onwards (Schedule III af ter implementation of Companies Act., 2013 w.e.f. 1st April, 2014). Accordingly, the figures of FY 2014-15 are given as per the requirement of Schedule III ,
38
RESOURCES
A. Own
1. Net Worth
(a) Equity
i) Share Capital
ii Reserves & Surplus
Sub-Total
(b) Less : Def fered Revenue Expenditure
Net Worth
2. Long Term Liabilities
Deferred Ta x Liability
Total Own Funds ( 1 + 2 )
B. Outside
Unsecured Loans
a) Indian Loans
b) Foreign Loans
Total Outside Resources
TOTAL RESOURCES ( A+ B )
A. Block Capital
1. Fixed Assets
2. Producing Properties (Net)
less: Liability for Abandonment Cost
Total Block Capital
B. Working Capital
a) Current Assets
i) Inventories
ii) Debtors (Net of Provision)
iii) Cash & Bank Balances
iv)Deposit with Bank Under Site Restoration
Fund Scheme #
v) Loans & Advances and Others
Sub-Total
Less :
(b) Current Liabilities and Provisions and
Short Term Loans
(excl. Abandonment & Impairment)*
Working Capital
C. CAPITAL EMPLOYED
D. INVESTMENTS
E. CAPITAL WORKS IN PROGRESS
F. EXPLORATORY/DEVELOPMENT
WELLS IN PROGRESS
TOTAL DISPOSITION (C+D+E+F)
As at
March 31
2010
As at
March 31
2009
As at
March 31
2008
As at
March 31
2007
As at
March 31
2006
21,389
851,437
872,826
8,413
864,413
21,389
765,965
787,354
6,506
780,848
21,389
684,785
706,174
6,739
699,435
21,389
597,851
619,240
5,141
614,099
14,259
525,338
539,597
3,663
535,934
89,182
953,595
78,023
858,871
73,708
773,143
65,227
679,326
63,551
599,485
50
50
953,645
267
267
859,138
369
369
773,512
202
494
696
680,022
404
665
1,069
600,554
156,485
402,822
164,007
395,300
104,144
361,580
160,090
305,634
105,180
301,874
124,458
282,596
88,391
295,685
147,353
236,723
78,422
275,833
126,156
228,099
46,786
30,586
108,279
40,607
40,838
121,405
34,806
43,604
160,143
30,338
27,594
136,704
30,385
37,043
42,792
74,031
278,031
537,713
69,557
273,593
546,000
64,033
195,745
498,331
56,103
193,214
443,953
45,336
216,059
371,615
194,999
342,714
738,014
57,720
102,414
211,051
334,949
640,583
50,903
116,965
176,083
322,248
604,844
58,995
70,745
139,932
304,021
540,744
57,021
48,251
105,951
265,664
493,763
48,885
28,303
55,497
953,645
50,687
859,138
38,928
773,512
34,006
680,022
29,603
600,554
* For the Year 2002-03 Abondonement are included in Current Liabilities.

From the Year 2003-04, Liability for Abandonment has been deducted from Producing Properties.
# Excluded for Current Ratio.
39
Depreciation and Contribution to Exchequer

(` in million)
2014-15
2013-14
2012-13
2011-12
2010-11
DETAILS OF DEPRECIATION ALLOCATED TO:

Survey
589
448
567
756
1,052
3,284
2,506
1,335
4,844
5,415
Development
36,774
66,628
62,584
52,782
41,734
Profit & Loss Account
14,367
20,518
14,620
13,395
19,993
298
162
114
16
156
55,311
90,262
79,220
71,793
68,350
2,207
3,076
3,093
3,599
3,228
102,550
99,740
99,993
57,852
57,005
1,123
1,097
1,101
1,098
1,115
35,870
41,965
39,407
36,144
36,519
91
2,349
3,112
1,872
1,830
76,152
67,646
79,285
102,722
76,628
25
36
11
73
27
7. Dividend
56,029
56,153
56,268
60,372
55,502
8. Ta x on Dividend
16,256
13,807
13,012
13,286
12,156
9. Customs Duties
77
87
75
96
44
984
884
923
855
891
291,363
286,840
296,280
277,969
244,945
1. Sales Ta x/VAT
43,765
41,344
40,144
39,393
33,711
2. Royalty
80,194
72,971
68,699
61,648
34,890
5,751
4,592
3,683
3,863
4,213
Sub Total
129,710
118,910
112,526
104,904
72,814
Grand Total
421,074
405,750
408,806
382,873
317,759
Exploratory Drilling
Others
Total
CONTRIBUTION TO EXCHEQUER
CENTRAL
1. Excise Duty
2. OID Cess
3. Natural Calamity Contingent Duty
4. Royalty
5. Education Cess *
6. Corporate Ta x
a) On ONGC's Account
b) For Foreign Contractors
10. Mumbai Port Trust Charges

Sub Total
STATE
3. Octroi Duties etc.

4. Motor Spirit -CESS
* Upto 2005-06, education cess is included in respective heads of levies.

40
2009-10
2008-09
2007-08
2006-07
2005-06
1,181
1,555
1,029
863
722
4,842
3,005
2,151
1,672
1,885
34,098
24,426
21,924
14,251
13,605
12,201
14,434
13,984
16,094
22,226
105
136
70
48
89
52,427
43,556
39,158
32,928
38,527
2,214
3,386
2,887
2,768
2,707
54,545
55,799
58,216
59,260
41,595
1,062
1,082
1,127
1,149
1,081
32,190
31,394
30,631
27,920
23,056
1,719
1,784
1,863
1,303
71,203
79,770
80,720
78,403
64,025
277
32
34
52,330
50,744
50,744
49,159
47,573
11,616
11,632
11,632
10,125
8,999
125
354
815
1,441
888
793
657
742
691
710
227,803
236,879
239,409
232,253
190,637
26,355
26,258
26,899
25,998
18,263
22,649
13,551
30,078
25,513
23,126
4,176
3,808
3,814
2,832
2,060
53,180
43,617
60,791
54,343
43,449
280,983
280,496
300,200
286,596
234,086
41
Glossary of Energy & Financial Terms

A. Energy Terms
exploration activity.
Appraisal Well: A well drilled as part of an appraisal drilling

programme, which is carried out to determine the physical
ex tent of oil and gas reserves & characteristics thereof and
the quantity of recoverable Petroleum therein.
Producing Property: These may be defined as the value

assigned to crude oil or gas reserves which can be
produced from existing facilities.
Reserves: Oil and Natural Gas contained in underground
rock formations called reservoirs. Proved reserves are the
estimated quantities that geologic and engineering data
demonstrate can be produced with reasonable certainty
from known reservoirs under existing economic and
operating conditions. Reser ve estimates change as
additional information becomes available. Recoverable
reserves are those that can be produced using all known
primary and enhanced recovery methods.
Condensates: Liquid hydrocarbons produced with natural

gas, separated by cooling and other means.
Development: Following discovery, drilling and related
activities necessary to begin production of oil or natural
gas.
Development Well: A well drilled within the proved area of
an Oil and Gas reservoir to the depth of a horizon known to
be productive.
Unit Of Production Method: The method of depreciation

(depletion) under which depreciation (depletion) is
calculated on the basis of the number of production or
similar units expected to be obtained from the asset by the
enterprise.
Enhanced Recovery: Techniques used to increase or

prolong production from oil and natural gas fields.
Exploration: Searching for oil and/or natural gas, including
topographical surveys, geologic studies, geophysical
surveys, seismic surveys and drilling wells.
Work-Over: Remedial work to the equipment within a well, the

well pipe work or relating to attempts to increase the rate of flow.
Exploratory Well: A well that is not a development well, a

service well, or a stratigraphic test well i.e. well drilled not in
a proved area for the purpose of obtaining information
pertaining to a specific geologic condition.
B. Financial Terms
Accounting Policies: The specific accounting principles
and the methods of applying those principles adopted by an
enterprise in the preparation and presentation of financial
statements.
Heav y Cut: These are heavier hydrocarbons obtained in

fractionation unit of Kerosene Recovery Process, where
NGL is processed to yield Aromatic Rich Naphtha and
Superior Kerosene Oil.
Accrual Basis of Accounting: The method of recording

transactions by which revenues, expenses, assets and
liabilities are reflected in the accounts in the period in which
they accrue. The 'accrual basis of accounting' includes
considerations relating to deferrals, allocations,
depreciation and amortization. This basis is also referred to
as mercantile basis of accounting.
Integrated Petroleum Company: A company engaged in

all aspects of the industry from exploration and production
of crude oil and natural gas (upstream) to refining,
marketing and transportation products (downstream).
Liquefied Natural Gas (LNG): Gas that is liquefied under
ex tremely cold temperatures and high pressure to facilitate
storage or transportation in specially designed vessels.
Acquisition Costs: These cover all costs incurred to

purchase, lease or otherwise acquire a property or mineral
right proved or unproved. These include lease/ signature
bonus, brokers' fees, legal costs, cost of temporary
occupation of the land including crop compensation paid to
farmers, consideration for farm-in arrangements and all other
costs incurred in acquiring these rights. Acquisition Costs are
recognized in the accounts note no.2.e.2 on Significant
Accounting Policies under Notes to Financial Statements.
Liquefied Petroleum Gas (LPG): Light gases, such as

butane and propane that can be maintained as liquids while
under pressure.
Mining Lease: The license issued for of fshore and onshore
properties for conducting development and production
activity.
Natural Gas Liquids (NGL): Separated from natural gas,
these include ethane, propane, butane and natural gasoline.
Abandonment Cost: Abandonment costs are the costs

incurred on discontinuation of all operations and
surrendering the property back to the owner. These costs
relate to plugging and abandoning of wells, dismantling of
wellheads, production and transpor t facilities and
restoration of producing areas. Abandonment Cost is
Oil Equivalent Gas (OEG): The volume of natural gas that

can be burnt to give the same amount of heat as a barrel of
oil (6,000 cubic feet of gas equals one barrel of oil).
Petroleum Exploration License: The license issued for
of f shore and onshore proper ties for conducting
42
(d) the company does not have an unconditional right to

defer set tlement of the liability for at least twelve
months af ter the reporting date.
recognized in the accounts note no.2.i on Significant

Accounting Policies under Notes to Financial Statements.
Absorption Costing: A method whereby the cost is
determined so as to include the appropriate share of both
variable and fixed costs.
Cess: It is a lev y imposed under The Oil Industry

(Development) Act, 1974 on Crude oil acknowledged &
received in the refinery and payable to the Central
Government.
Balance Sheet: A statement of the financial position of an

enterprise as at a given date, which exhibits its assets,
liabilities, capital, reserves and other account balances at
their respective book values.
Development Costs: Costs incurred in preparing proved

reserves for production i.e. costs incurred to obtain access
to prove reserves and to provide facilities for ex tracting,
treating, gathering and storing oil and gas.
Book Value: The amount at which an item appears in the

books of account or financial statements. It does not refer to
any particular basis on which the amount is determined e.g.
cost, replacement value etc.
Diminishing Balance Method: It is a method under which the

periodic charge for depreciation of an asset is computed by
applying a fixed percentage to its historical cost or substituted
amount less accumulated depreciation (net book value). This
is also referred to as written down value method.
Capital Commitment: Future liabilit y for capital

expenditure in respect of which contracts have been made.
Capital Employed: The finances deployed by an enterprise
in its net fixed assets, investments and working capital.
Capital employed in an operation may, however, exclude
investments made outside that operation.
Dividend: A distribution to shareholders out of profits or

reserves available for this purpose.
Earnings Per Share: The earnings in monetary terms
at tributable to each equity share, based on net profit for the
period, before taking into account prior period items,
ex traordinary items and adjustments resulting from
changes in accounting policies but af ter deducting ta x
appropriate thereto and preference dividends, divided by
the number of equity shares issued and ranking for
dividends in respect of that period.
Capital Reserve: A reserve of a corporate enterprise which

is not available for distribution as dividend.
Contingent Asset: An asset the existence, ownership or
value of which may be known or determined only on the
occurrence or non-occurrence of one or more uncertain
future events.
Expenditure: Incurring a liability, disbursement of cash or

transfer of property for the purpose of obtaining assets,
goods and services.
Contingent Liability: An obligation relating to an existing

condition or situation which may arise in future depending
on the occurrence or non-occurrence of one or more
uncertain future events.
Expense: A cost relating to the operations of an accounting

period or to the revenue earned during the period or the
benefits of which do not ex tend beyond that period.
Current Asset: An asset shall be classified as current when

it satisfies any of the following criteria:
Ex traordinary Item: Gain or loss which arises from events

or transactions that are distinct from ordinary activities of
the enterprise and which are both material and expected not
to recur frequently or regularly. This would also include
material adjustments necessitated by circumstances,
which, though related to previous periods, are determined
in the current period.
(a) it is expected to be realized in, or is intended for sale or

consumption in, the company's normal operating
cycle;
(b) it is held primarily for the purpose of being traded,
(c) it is expected to be realized within twelve months af ter
the reporting date, or
Exploration Costs: Costs incurred in exploring property.

Exploration involves identif ying areas that may warrant
examination and examining specific areas, including drilling
exploratory wells.
(d) it is cash or cash equivalent unless it is restricted from

being exchanged or used to set tle a liability for at least
twelve months af ter the reporting date.
Current Liability: A liability shall be classified as current
when it satisfies any of the following criteria:
Exploration Costs writ ten of f: It refers to the Survey

expenditure and Dry wells expensed in the accounts in line
with note no.2.e.3 and 2.e.4.1 on Significant Accounting
Policies under Notes to Financial Statements.
(a) it is expected to be set tled in the company's normal

operating cycle;
(b) it is held primarily for the purpose of being traded,
First In, First Out (FIFO): Computation of the cost of items

sold or consumed during a period as though they were sold
or consumed in order of their acquisition.
(c) it is due to be set tled within twelve months af ter the

reporting date, or
43
Fixed Assets: Assets held for the purpose of providing or

producing goods or services and that is not held for resale
in the normal course of business
Operating Cycle: An Operating cycle is the time between

the acquisition of assets for processing and their realization
in cash or Cash equivalents.
Fixed Cost: The cost of production which, by its very

nature, remains relatively unaf fected in a defined period of
time by variations in the volume of production.
Prior Period Item: A material charge or credit which arises

in the current period as a result of errors or omissions in the
preparation of the financial statements of one or more prior
periods.
Fundamental Accounting Assumptions: Basic

accounting assumption which underline the preparation
and presentation of financial statements. They are going
concern, consistency and accrual. Usually, they are not
specifically stated because their acceptance and use are
assumed. Disclosure is necessary if they are not followed.
Provision: An amount writ ten of f or retained by way of

providing for depreciation or diminution in value of assets or
retained by way of providing for any known liability the
amount of which cannot be determined with substantial
accuracy.
Inventory: Tangible property held for sale in the ordinary

course of business, or in the process of production for such
sale, or for consumption in the production of goods or
services for sale, including maintenance supplies and
consumables other than machinery spares.
Provisions for Doubtful Debts: A provision made for debts

considered doubt ful of recovery.
Par ticipating Interest: The share expressed as a
percentage in the rights and obligations of each par ty to a
Production Sharing Contract (PSC).
Investment: Expenditure on assets held to earn interest,

income, profit or other benefits.
Production Costs: Costs incurred in lif ting the oil and gas
to the surface and in gathering, treating and storing the oil
and gas.
Materiality: An accounting concept according to which all

relatively important and relevant items, i.e., items the
knowledge of which might influence the decisions of the
user of the financial statements are disclosed in the
financial statements.
Royalty: It is a lev y imposed under The Petroleum and

Natural Gas Rules, 1959 payable to the respective State or
Central Government granting the lease (Central
Government in case of of fshore) on crude oil and natural
gas.
Net Assets: The excess of the book value of assets of an

enterprise over its liabilities. This is also referred to as net
worth or shareholders' funds.
Recouped Cost: It refers to Depreciation, Depletion,

Impairment and Amortization charged in accounts. These
are non-cash costs.
Net Profit: The excess of revenue over expenses during a

particular accounting period. When the result of this
computation is negative, it is referred to as net loss. The net
profit may be shown before or af ter ta x.
a) Depreciation: A measure of the wearing out,

consumption or other loss of value of a depreciable
asset arising from use, ef flux of time or obsolescence
through technology and market changes. It is provided
for and allocated as mentioned in note no. 2.n.1 to 2.n.4
on Significant Accounting Policies under Notes to
Financial Statements.
Net Realisable Value: The actual/ estimated selling price

of an asset in the ordinary course of the business less cost
of completion and cost necessarily to be incurred in order
to make the sale.
Non Current Asset: All assets other than Current assets
are classified as Non Current asset.
Non Current Liability: All liabilities other than Current
liabilities are classified as non-current liability.
b)
Depletion: A measure of exhaustion of a wasting asset

(Producing Properties) represented by periodic write
of f of cost. It is computed with reference to the
amortization base by taking the related capital cost
incurred divided by hydrocarbon reser ves and
multiplied by production.
c)
Impairment: An impairment loss is the amount by

which the carrying amount of an asset exceeds its
recoverable amount. Impairment Loss is recognized in
the accounts as per note no. 2.n.7 on Significant
Net Present Value: NPV is the present (discounted) value

of future cash inflows minus the present value of the cash
out flows.
Obsolescence: Diminution in the value of an asset by
reason of its becoming out-of-date or less useful due to
technological changes, improvement in production
methods, change in market demand for the product or
service output of the asset, or legal or other restrictions.
44
Trade Payable: A payable is classified as "trade

payable" if it is in respect of amount due on account of
goods purchased or services received in normal
course of business.
Accounting Policies under Notes to Financial

Statements.
d)
Amortization: It refers to the amount amortized in

respect of Intangible Assets in line with note no.2.n.6 on
Significant Accounting Policies under Notes to
Financial Statements.
Useful life: Life which is either (i) the period over which
a depreciable asset is expected to be used by the
enterprise; or (ii) the number of production or similar
units expected to be obtained from the use of the asset
by the enterprise.
Statement of Profit and Loss: A financial statement

which presents the revenues and expenses of an
enterprise for an accounting period and shown the
excess of revenues over expenses (or vice versa). It is
also known as Statement of Profit and Loss.
Wasting Asset: Natural resource which is subject to

depletion through the process of ex traction or use e.g.
mines, quarries.
Straight Line Method: The method under which the

periodic charge for depreciation is computed by
dividing the depreciable amount of a depreciable asset
by the estimated number of years of its useful life.
Working Capital: The funds available for conducting

day-to-day operations of an enterprise. Also it is
represented by the excess of current assets over
current liabilities including short-term loans.
Trade Receivable: A Receivable is classified as "Trade

Receivable" if it is in respect of amount due for goods
sold or services rendered in the normal course of
business.
Work in Process: Work in Process includes all materials

which have undergone manufacturing or processing
operations, but upon which further operations are
necessary before the product is ready for sale.
Secretary MoPNG Shri Kapil Dev Tripathi interacting with ONGC CMD and Directors during his recent visit to ONGC corporate of fice.
45
ONGC produces 1.2 million barrels of oil equivalent per day
Board's Report
Annexures to Boards Report
Comments of C&AG
Board's Report
the country. This has been possible because of ex tensive
exploration in known basins as well as frontier plays.
Domestic crude oil and natural gas production of ONGC
along with its share in the domestic joint ventures (PSC-JVs)
during FY15 has been 49.46 million metric tonnes of oil and
oil equivalent gas (MMtoe) which is about 2.7% lower than
FY14 production (50.84 MMtoe). On standalone basis
crude oil production from ONGC operated fields has been
22.26 million metric tonnes (MMT) against production of
22.25 MMT during FY14. This goes to the credit of your
Company that production decline could be arrested due to
prudent reservoir management practices adopted in the
matured fields and bringing new fields on stream.
Dear Shareholders,
It gives me great pleasure to present, on behalf of the Board
of Directors of your Company, the 22nd Annual Report on the
business and operations of Oil And Natural Gas Corporation
Ltd. (ONGC) and its Audited Statements of Accounts for the
year ended March 31, 2015, together with the Auditors
Report and Comments on the Accounts by the Comptroller
and Auditor General (CAG) of India.
Your Company along with its group companies has
registered yet another year of sustained performance.
Exploration and production of crude oil and gas, our core
business, set various milestones during the year. Besides
that performance in the areas where ONGC has engaged
substantially also witnessed success with positive
contributions.
Major Highlights: FY2014-15

Salient highlights with respect to performance of your
Company during FY2014-15 are as below:
ONGC has steadfastly focussed on organic grow th through

its exploratory endeavours and build a healthy reserve
profile for the future. During FY15, the Company registered
Reserve Replacement Ratio (RRR) of 1.38 (with 2P
reserves) with 22 oil and gas discoveries in various basins of
22 oil & gas discoveries in domestic acreages with

accretion of 61.05 MMToe of 2P reserves.
RRR (2P) for FY2014-15 was 1.38; in excess of
One consecutively for 9 years.
48
Board's Report
During the year ONGC Videsh made a maiden venture in

New Zealand with exploratory acreages.
Despite natural decline in matured fields, crude oil

production from domestic fields maintained at 25.94
MMT. Major upside in production was registered from the
Western of fshore fields with incremental oil gain of 4.3%.
Discoveries
New and marginal fields contributed about 12.3% of

crude oil (2.74 MMT out of 22.26 MMT from domestic
operated fields) and 15.2% of natural gas production
(3.35 BCM out of 22.02 BCM from domestic operated
fields). 34.5% of crude oil production was contributed by
the IOR/EOR and redevelopment schemes.
Offshore: 10; Onshore: 12

New Prospects: 10; New Pool: 12
NELP Blocks: 7; Nomination blocks: 15
The gross revenue from operations during FY2014-15

has been `830,935 million; 1.3% lower than FY14.
MRPL commissioned all the units under Phase-III

refiner y expansion project during the year and
registered the highest-ever thru-put of 14.65 MMT.
`362,996 million contribution towards sharing the underrecoveries of OMCs during FY2014-15 impacting
ONGCs Profit Before Ta x (PBT) by `309,596 million and
Profit Af ter Ta x (PAT) by `204,370 million. Despite this
Net Profit has been `177,330 million; 19.7% lower than
the profit during previous year FY2013-14.
Turnover of MRPL for the year was down by 17% due to

lower products prices and it registered a net loss of
`11,700 million against Net profit of `6,010 million in
FY2013-14 due to exchange and inventory losses.
Besides excellence in core operational activities your
Company positioned itself as a valuable corporate citizen
through its mapped defined actions towards inclusive
grow th of the Society/Community and green initiatives as
per the commitment and our performance was globally
recognized. ONGC was ranked at 183rd position among
2000 top global companies in Forbes Global 2000 list
published in May2015. In the global oil and gas operation
industry, ONGC has moved up three places to occupy the
18th position. ONGC has been ranked as the Top energy
company in India, in the coveted Plat ts Top 250 Global
Energy Company Rankings 2014. ONGC improved upon its
global ranking by a notch to be positioned 21st among the
global energy majors. ONGC has also maintained its
position as the 3rd largest Exploration and Production (E&P)
company in the world. In the latest Newsweek Green
Rankings, the worlds most recognized assessment of
corporate environmental performance, ONGC has made a
quantum leap to be ranked 217 globally (it was positioned
386th in 2012 Green rankings). The company now stands
third amongst only seven Indian companies named in the
prestigious list.
Honble Prime Minister Mr. Narendra Modi dedicated the

2nd unit of OTPC Power Plant at Palatana, Tripura, to the
Nation on December 1, 2014. The 726.6 MW gas-based
power plant of ONGC Tripura Power Company is the
biggest project in North East part of India in terms of
investment in E&P, gas and power transmission. It is also
credited as the largest Clean Development Mechanism
(CDM) projects of the world.
Your Company decided to invest `249,000 million in five
major projects in Western Of fshore for sustaining crude
oil and gas production.
HRD process plat form of ONGC was installed
successfully on January 15, 2015 using the state-of-thear t Float-Over technology. This is the first such
endeavour in the history of ONGC, where installation of
an add-on plat form with the existing operational plat form
has been completed successfully.
The operationalization of FPSO at Cluster-7 project on
February 26, 2015 resulted in doubling the crude oil
production from around 7,500 barrels per day (bpd) to
around 15,000 bpd.
Performance 2014-15
ONGC Videsh Ltd. (100% subsidiary of your Company)

registered 8.87 Mmtoe of O+OEG production during
FY2014-15 against 8.36 Mmtoe during FY2013-14.
Production upside primarily came from BC-10 field in Brazil,
blocks in Myanmar and the Sakhalin project in Russia.
Exploration
During the year 2014-15, ONGC has made 22 Oil and gas
discoveries in domestic acreages (operated by ONGC). Out
of 22, 10 discoveries are in Of fshore and 12 in Onshore; 10
discoveries were made in the new prospects whereas 12
were new pool discoveries. 7 discoveries were made in
NELP blocks and 15 in nomination blocks.
Despite higher production, ONGC Videshs Revenue

during FY2014-15 has been down by 14% due to lower
oil prices globally. PAT has been down by 57% due to
lower oil prices, exchange losses, higher financing cost
and higher depletion charges.
Two discoveries (Rudrasagar-184 & Gandhar-699) during
49
Board's Report
development activities will be taken up keeping in view the

timelines of the respective blocks. In addition to these
discoveries, exploratory wells conclusively tested and
proved to be hydrocarbon bearing will help in field grow th
of existing fields. Details of the discoveries are as under:
2014-15 in nomination blocks have already been put on

production and ef forts are on for bringing the other
discoveries on production as early as possible. 7
discoveries in NELP blocks (5 Onland, 2 Of fshore) are
governed by the PSC guidelines and appraisal/
Sr.
Well No.
Tukbai-3A (TK-3A)
Rupal-2*
Vadatal-10 (VDAH)*
Basin/
Sub-basin
Type of Hydro-carbon
Type of discovery
A AFB-Cachar
Gas
New Prospect
Oil
New Prospect
Cambay
Oil
New Prospect
Oil
New Prospect
Cauvery(On)
Gas
New Prospect
Vadatal-11*
Thirunagari / Thirunagari-1*
South Pasarlapudi-1
KG(On)
Oil & Gas
New Prospect
YS-9-1 (Shif t)
KG(SW)
Gas
New Prospect
GD-11 / GD-11-1
KG(DW)
Gas
New Prospect
GKS092NA A-1*
Kutch
Gas
New Prospect
10
GKS091NDA-1*
Of fshore
Gas
New Prospect
11
C-1-7
Mumbai
Oil & Gas
New Pool
Of fshore
Oil & Gas
New Pool
Oil
New Pool
Gas & Cond.
New Pool
12
C-1-8
13
Rudrasagar / Rudrasagar-184
14
Khoraghat-35
15
Khoraghat-37
16
Gandhar-699
17
Madanam / Madanam-6*
18
Damoh / Damoh-4
A&A A (Assam)
Gas
New Pool
Cambay
Oil
New Pool
Cauvery Onshore
Oil & Gas
New Pool
Vindhyan
Gas
New Pool
19
GS-29-10 (AJ)
KG (SW)
Oil & Gas
New Pool
20
G-1-NE-1
KG (SW)
Oil & Gas
New Pool
KG (SW)
Gas & Cond.
New Pool
Mumbai Of fshore
Oil & Gas
New Pool
21
G-1-NE-2
22
WO-5 / WO-5-11
* In NELP blocks
Details of the discoveries in NELP blocks (since

inception till 01.04.2015)
Plan. ONGC has put three NELP Blocks on Commercial

Production:
Out of the 114 NELP blocks awarded to/ acquired by ONGC

as operator, currently ONGC is operating in 49 blocks,
balance 65 blocks have been relinquished. Exploration/
appraisal programme is underway in all the active blocks. A
total of 47 discoveries as on date (16 in deep-water, 13 in
shallow water and 18 in onland) have been made by ONGC
in 22 of these NELP blocks (6 deep-water, 6 shallow water &
10 onland). Commencement of production from these
discoveries is governed by stipulations laid down in the
respective PSCs and is to be taken up af ter successful
completion of appraisal programme followed by
submission of DOC and approval of Field Development
a.
Onshore NELP Block CB-ONN-2004/1 (Karannagar)

located in Ahmedabad was put on commercial
production on 24.03.2015 within 24 hours of get ting
the Mining Lease. This NELP block was awarded to
consortium of ONGC and GSPC in VI round of NELP
bidding in 2007. ONGC is the operator of block with
60% participatory interest.
b.
NELP block CB-ONN-2004/2 (Vadatal)

Vadatal-1 in the NELP block CB-ONN-2004/2 (Vadatal)
was put on production on March 26, 2015. The NELP
50
Board's Report
NELP Block CB-ONN-2004/1 (Karannagar)
the domestic basins (operated by ONGC). As on

01.04.2015, in-place hydrocarbon volume of ONGC as a
group stands at 9,283.84 MMtoe; up 4.2% from FY2013-14
figure of 8,912.81 MMtoe. The ultimate reserves (3P)
accretion in domestic area (ONGC operated) during
FY2014-15 has been 70.98 MMtoe and 2P reserve
accretion has been 61.06 MMtoe. Total reserve accretion
during 2014-15 in domestic basins including ONGCs share
in PSC JVs stands at 60.03 MMtoe. Voluntary disclosures in
respect of Oil & Gas Reserves, conforming to SPE
classification 1994 and US Financial Accounting
Standards Board (FASB-69) have been made by your
Company.
block CB-ONN-2004/2 was awarded to a consortium of

ONGC and GSPC in VI round of NELP bidding in 2007.
ONGC is the operator of the block (PI: 55%) with
partner GSPC (PI: 45 %.).
c.
NELP block CB-ONN-2002/1 (West Patan)

West Patan #3 well in the NELP block CB-ONN-2002/1
(West Patan) was put on commercial production on
31.03.15 on the same day of get ting the Mining Lease
from the Gov t. of Gujarat. The block CB-ONN-2002/1,
covering 135 sq. km and falls in the northern part of the
Cambay Basin and is located west of Patan town in
North Gujarat.
Reserve accretion & Reserve Replacement Ratio (RRR)
The following table gives the details of reserve accretion

(2P) for the last 5 years in domestic basins as well as from
the overseas assets:
Continuing exploration in challenging and frontier areas,

your company has accreted 215.65 million metric tonnes of
oil equivalent (MMtoe) of In-place volume of hydrocarbon in
Ultimate Reserve (2P) accretion O+OEG

Year
Domestic
Assets
ONGC's share in
Domestic JVs
(1)
(in MMToe)
(2)
Total
Domestic
Reserve
(3)=(1)+(2)
ONGC VIDESH's
Share in
Foreign Asset
(4)
Total
(5)=(3)+(4)
2010-11
63.09
0.29
63.38
54.2
117.58
2011-12
58.67
1.43
60.1
-0.06
60.04
2012-13
67.59
4.23
71.82
10.09
81.91
2013-14
56.26
4.29
60.55
213.24
273.79
2014-15
61.06
-1.03
60.03
20.03
80.06
Note: Reserve accretion reported in terms of 2P reserves

Statement of Reserve Recognition Accounting (RRA)
a)
Proved Oil and Gas reserve quantities
Reserve Recognition Accounting is a voluntary disclosure

towards recognizing income at the point of discovery of
reserves and seeks to demonstrate the intrinsic strength of
an organization engaged in exploration and production of
hydrocarbons with reference to its future earning capacity
in terms of current prices for income as well as expenditure.
This information is based on the estimated net proved
reserves (developed and undeveloped) as determined by
the Reserves Estimates Commit tee of the Company.
b)
Capitalized costs relating to Oil and Gas

producing activities
c)
Cost incurred for property acquisition, exploration

and development activities
d)
Results of operations for Oil and Gas producing

activities
e)
A standardized measure of discounted future net

cash flows relating to proved Oil and Gas reserve
quantities
As per FASB-69 on disclosure about Oil and Gas producing

activities, publicly traded enterprises that have significant
Oil and Gas producing activities, are to disclose with
complete set of annual financial statements, the following
supplemental information:
Your Company has disclosed information in respect of

(a) to (d) above in the Annual Financial Statements.
Your Company has also made voluntary disclosure on
standardized measure of discounted future net cash flows
51
Board's Report
standalone basis, in FY15 ONGCs domestic crude oil

production registered 22.26 MMt against 22.25 MMt in
FY14, reversing the production decline in domestic fields.
The major contribution came from Western Offshore, which
produced 4.3 per cent more than the production during last year.
relating to proved oil and gas reserve at Annexure-A to this

report as statement of Reserve Recognition Accounting
(RRA).
Oil & Gas production
During FY 15, your Company retained its position as the
largest producer of oil and gas in the country and
contributed 69 per cent of oil and 70 per cent of natural gas
production of the country from its domestic operations. On
Unit
Details of crude oil and natural gas production from

domestic basins along with that of Value Added Products
(VAP) are as below:
Production Qty
Value
(` in million)
Sales Qty
FY'15
FY'14
FY'15
FY'14
FY'15
FY'14
Direct
Crude Oil
(MMT)
25.94
25.99
24.11
23.61
536,638
525,734
Natural Gas
(BCM)
23.52
24.85
17.98
19.63
187,381
183,291
Ethane/Propane
000 MT
339
430
337
428
10,064
14,837
LPG
000 MT
1,095
1,067
1,090
1,073
34,380
30,145
Naphtha
000 MT
1,155
1,358
1,124
1,379
50,835
75,743
SKO
000 MT
72
84
74
85
2,771
2,779
1,359
2,124
823,428
834,653
Others
Sub Total
Trading
Motor Spirit
000 KL
0.53
0.54
38
41
HSD
000 KL
0.39
0.05
22
60
44
823,488
834,697
Sub Total
Total
52
Board's Report
Oil & Gas production of ONGC Group, including PSC-JVs

and from overseas Assets for FY15 has been 58.33 MMtoe
(against 59.21 MMtoe during FY14).
Production from overseas assets

ONGC Videsh, has thirteen (13) producing assets in ten
countries Venezuela (1), Brazil (1), Colombia (1), Sudan
(1), South Sudan (2), Syria (1), Vietnam (1), Mayanmar (2),
Russia (2) and Azerbaijan (1).
70
58.33
60
40
30
Total production from these overseas assets during

FY15 has been 8.87 MMtoe of O+OEG (Crude oil: 5.53
MMT & Gas: 3.34 BCM).
44.28
50
31.47
27.04
22.26 22.02
Ajerbaijan has contributed 12% as compared to around

0.1% last year. Resumption of operations in South Sudan &
Sudan has also contributed to this years increased volume
contributing 13.2% this year as compared to 8.2% last year.
Russia & Vietnam continued to be the biggest contributor to
overseas production volume with 29.4% and 23%
respectively.
20
10
3.68
1.5
5.18
5.53
8.87
3.34
0
JV
ONGC
Oil (MMT)
OVL
Gas (BCM)
Total
0+OEG (MMToe)
(Crude Oil figure Including Gas Condensate)
Out of the total production of 31.47 MMT of crude oil, 70.8

per cent production came from ONGC operated domestic
fields, 17.5 per cent from the overseas assets and balance
11.7 per cent from domestic joint ventures. As far as natural
gas production is concerned, majority of production (82 per
cent) came from ONGC operated domestic fields, 12.4 per
cent from overseas assets and 5.6 per cent from domestic
joint ventures.
Vietnam
23.0%
Sudan &
S. Sudan
13.2%
Syria
0.0%
Colombia
7.3%
Venezuela
10.8%
Crude Oil Share (MMT)

FY'15
Brazil
2.8%
OVL
17%
Russia
29.4%
Mynamar
1.50%
Azerbaijan
12.0%
JV
12%
ONGC
71%
Unconventional sources of energy

ONGC plans to continue its endeavor for exploration and
development of Unconventional & other resources like
Shale Gas, CBM, etc. ONGC has prioritized suitable actions
for exploration and exploitation of Non-Conventional and
Alternate Sources of energy which has the potential to
change the energy business landscape in the country as it
is happening in the other parts of the world. The initiatives
by ONGC in these areas are summarized below;
Natural Gas Share (BCM) FY15
OVL
12%
JV
6%
a.
Shale Gas
ONGC has the distinction of establishing the first flow of
shale gas in the country on 25th January, 2011 from
RNSG#1 well (R&D Pilot Project, Durgapur).
ONGC
82%
ONGC has chalked out plan of drilling of pilot shale gas

and oil wells in most of the identified blocks in
Cambay,Krishna-Godavari,Cauver y and Assam
&Assam-Arakan Basins. During October, 2013
53
Board's Report
negotiated. Further, of fers for formation of Joint

Venture for Jharia and Raniganj blocks are being
invited.
Government of India brought out shale gas policy

which allows National Oil Companies viz. ONGC and
OIL to initiate shale gas and oil assessment activities in
their allocated nomination blocks in phased manner. As
per the new Policy, 50 nomination PML blocks have
been identified in four Basins - 28 PMLs in Cambay, 3
PMLs in A&A A, 10 PMLs in Krishna-Godavari and 9
PMLs in Cauvery basins for Shale Gas assessment
within three year period of Phase-I. A total of 57
pilot/assessment wells are to be drilled by April, 2017
Sale of incidentally CBM gas from existing wells at

Parbatpur of Jharia block is continuing and as on
April 1, 2015 cumulative gas supply has been
13,875,102 SCM.
c.
ONGC with GIPCL selected Vastan Mine block site in

Gujarat as an R&D project to establish UCG technology.
All the ground work and inputs for construction and
implementation of UCG Pilot Project at Vastan, has
been completed and further development is awaiting
award of Mining Lease by Ministry of Coal (MoC), GoI.
During 2014-15, ONGC has drilled five exploratory

wells for shale gas exploration (4 dual and 1 exclusive)
in Cambay, Cauvery, Krishna-Godavari and AssamArakan Basins and samples have been collected for
assessment of Shale Gas potential. Most of the studies
in wells drilled last year have been completed and the
integration/ assessment exercise is in progress. Based
on the review of data collected in wells JMSGA and
GNSGA, prospective intervals have been identified in
Cambay Shale which are planned to be hydrofractured shortly. Presently, 2 Shale gas wells (GNSGB
& GNSGC, Cambay Basin) and 1conventional well with
dual objective (WPGA A,KG Basin) are under drilling.
b.
Further, a number of sites have been jointly identified

by ONGC & Ney veli Lignite Corporation Limited (NLC)
for studying their suitability to UCG. These are
Tadkeshwar in Gujarat and Hodu-Sindhari & East Kurla
in Rajasthan. One more site was jointly identified by
ONGC & GMDC viz. Surkha in Bhavnagar district,
Gujarat. The data of all the fields have already been
analyzed for evaluating the suitabilit y of these sites for
UCG. All the sites have been found suitable for UCG
exploration.
Coal Bed Methane (CBM)

Of the total thirty-three CBM Blocks awarded by GOI to
various operators through four rounds of bidding and
nomination, ONGC was awarded nine CBM blocks.
Due to poor CBM potential, concluded on the basis of
the data generated in the exploratory activities, five
Blocks viz. Satpura (Madhya Pradesh), Wardha
(Maharashtra), Barmer-Sanchor (Rajasthan), North
Karanpura (West) and South Karanpura (Jharkhand)
have been relinquished.
Oil & Gas Projects

In recent years your Company took up 15 projects for
development of 39 new/marginal oil and gas fields with
an investment of `386,024 million. Out of these 15
projects, 11 projects have already been completed.
Production from development of G-1 & GS-15 fields has
already commenced. Rest three projects, Development
of WO-16 Cluster, C-26 Cluster and B-127 Cluster, are
under implementation and are expected to be completed
in FY17. Further, Improved Oil Recovery (IOR),
Enhanced Oil Recovery (EOR) and redevelopment
projects were also taken up by your Company for prudent
reservoir management and arresting decline from
matured fields. 21 of 26 such projects have so far been
completed. Two projects i.e., Heera & South Heera
Redevelopment Project and Development of Western
Periphery of Mumbai High South project is likely to be
completed by Mid FY16 and the remaining three
projects i.e., Redevelopment of Mumbai High North
Phase-III, Redevelopment of Mumbai High South
Phase-III and Additional development of Vasai East will
be completed by the year 2017-18.
Currently, ONGC is operating four CBM Blocks i.e.,

Jharia, Bokaro, North Karanpura (Jharkhand) and
Raniganj (West Bengal),FDP of which has been
approved. Nearly 400 wells and 2000 hydro-fracturing
jobs have to be carried out in the coming 4-5 years as
per timelines of the CBM Contract. In view of the
mammoth and time bound task, ONGC is in the
process of farming out its participative interest (PI) to
experienced CBM players through formation of JV.
Farm out Agreement (FoA) for North Karanpura Block
has been signed on October 7, 2014 with M/s Prabha
Energy Pv t. Ltd (PEPL) with assignment of 25% PI from
ONGCs share. Documents have been submit ted to
DGH for Governments approval of PI assignment.
Joint Venture for farming out in Bokaro Block is being
Details about the projects completed during the year

2014-15, new projects taken up are given as below:
54
Board's Report
Underground Coal Gasification (UCG)
Oil and Gas projects approved by ONGC Board during FY'2014-15
1.
Sl.
No
Name of Projects
Approved Cost
(`million)
Incremental Oil & Gas gain
MHN Redevelopment Phase-III
58,133
6.997 MMT of Oil and 5.253 BCM of gas

by the year 2029-30
MHS Redevelopment Phase-III
60,688
7.547 MMT of oil and 3.864 BCM of gas

by the year 2029-30
Additional Development of Vasai
24,768
1.827 MMT of Oil and 1.971 BCM of gas

by the year 2029-30
Integrated Development of Daman
60,861
5.01 MMm3 of condensate and 27.67

BCM of gas by the year 2024-25
Enhanced Recovery from Bassein

field through Integrated Development
of Mukta, Bassein & Panna
46,199
19.36 BCM of gas 1.97

Mm3 of condensational, 0.183 mmt of oil
till 2027-28
Pipeline replacement Project-IV
28,999
Total
279,648
Financial Results
Despite volatile markets and sharing under-recoveries of ` 362,996 million during the year 2014-15, your Company has
earned a Profit Af ter Ta x (PAT) of `177,330 million, down 19.74% over FY 2013-14 (`220,948 million). During 2014-15,
your Company registered Gross revenue of `830,935 million, down 1.32 % over 2013-14 (`842,028 million).
Highlights
:
` 830,935 million
` 177,330 million
` 421,074 million
33.2 %
0.0096 :1
Per Share (`)
20.73
Value Per Share (`)
168
l
Gross
l
Profit
Revenue
After Tax
l
Contribution
l
Return
on Capital Employed
l
Debt-Equity
l
Earnings
l
Book
to Exchequer
Ratio
56
Board's Report
(` in million)
Particulars
2014-15
2013-14
Revenue from operations
830,935
842,028
Other Income
53,666
67,132
Total Revenues
884,601
909,160
Profit Before Interest, Depreciation & Ta x (PBIDT)
380,163
433,582
Profit Before Ta x (PBT)
265,552
324,319
Profit Af ter Tax (PAT)
177,330
220,948
Interim Dividend
77,000
79,138
Proposed Final Dividend
4,278
2,139
Ta x on Dividend
16,256
13,807
Transfer to General Reserve
79,796
125,864
177,330
220,948
APPROPRIATION
TOTAL
The decrease in Profit during FY 14 -15 as compared to FY
13-14 is mainly due to higher exploratory wells writ ten of f
and reduction in quantity sold as well as lower price
realization of value added products.
Pursuant to first proviso to sub-section (3) of Section 129
read with Rule 5 of Companies (Accounts) Rules, 2014, a
separate statement containing the salient features of the
financial statement of its subsidiaries, associate company
and joint venture in Form AOC-1 forms part of the Financial
Statements.
2. Dividend
Your Company paid interim dividend of ` 9.00 per share
(180 per cent) in two phases(`5.00 and `4.00). The
Board of Directors has recommended a final dividend
of ` 0.50 per share(10 per cent) making the aggregate
dividend at `9.50 per share (190 per cent) for FY 14-15
i.e. same as compared to dividend for the year
2013-14. The total dividend will be `81,278 million,
besides `16,256 million as ta x on dividend amounting
to 55% of PAT.
3. Management Discussion and Analysis Report
As per the terms of Clause 49VIIID of the Listing
Agr e ement with the Stock Exchanges, the
Management Discussion and Analysis Report (MDAR)
has been included and forms part of the Annual Report
of the Company.
4. Financial Accounting
The Financial Statements have been prepared in
accordance with the Generally Accepted Accounting
Principles (GA AP) and in compliance with all
applicable Accounting Standards and Successful
Ef forts Method of accounting as per the Revised
Guidance Note on Accounting for Oil & Gas Producing
Activities issued by The Institute of Char tered
Accountants of India (ICAI) ef fective from 01.04.2013

and provisions of the Companies Act, 2013. Further, as
per Ministry of Corporate Af fairs (MCA) notification, the
financial statements have been prepared under the
Schedule III format of the Companies Act, 2013.
Loans, Guarantees or Investments
ONGC is engaged in Exploration & Production business
which is covered under the exemption provided under
Section 186(11) of the Companies Act, 2013. Accordingly,
the details of loans given, investment made or guarantee or
security given by the company to subsidiaries and
associates is not required to be reported.
Related Party Transaction
Particulars of contracts or arrangements with related
parties referred to in Section 188 of the Companies Act,
2013 in the form AOC-2 form part of Boards Report and
placed at Annexure-B.
5. Subsidiaries
I ONGC Videsh Limited (ONGC Videsh)
ONGC Videsh, the wholly-owned subsidiary of
your Company for E&P activities outside India,
has participation in 36 projects in 17 countries
viz., Azerbaijan, Bangladesh, Brazil, Colombia,
Iran, Iraq, Kazakhstan, Libya, Mozambique,
Myanmar, New Zealand, Russia, South Sudan,
Sudan, Syria, Venezuela and Vietnam. Out of 36 projects,
13 are producing, 4 are discovered/ under development, 17
are exploratory and remaining 2 are pipeline projects.
ONGC Videsh is currently producing about 167 thousand
barrels of oil and oil equivalent gas per day and has total oil
and gas (2P) reserves of about 612 MMtoe as on 31st March
57
Board's Report
2015. During FY15, there is an increase in oil and gas

production by 6.19% (Oil 0.86% and Gas 16.37%) as
compared to previous fiscal year. The incremental
production is primarily due to bet ter management of fields
and addition in the port folio.
(PEP) was executed on 25th September, 2014, for

cooperation in the hydrocarbon sector in the fields
of technology, human resources, research &
development.
(vi) MoU with Mubadala Petroleum, UAE was
executed on 29 t h September, 2014, for
collaboration in potential upstream oil & gas
exploration, development and producing projects
and LNG opportunities.
ONGC Videshs share in production of oil and oil equivalent

gas (O+OEG), together with its wholly-owned subsidiaries,
ONGC Nile Ganga B.V., ONGC Amazon Alaknanda Limited,
Imperial Energy Limited and Carabobo One AB, was 8.874
MMtoe during FY15 as compared to 8.357 MMtoe during FY
14. The oil production increased from 5.486 MMT during FY14
to 5.533 MMT during FY15 (0.86% higher) primarily due to
increased share of additional 12% PI in Block BC-10, Brazil.
(vii) HoA with PVEP was executed on 28th October,

2014, for mutual cooperation and participation in
Blocks 102/10 & 106/10 of PVEP and Block 128 of
ONGC Videsh in of fshore Vietnam subject to due
diligence and negotiations on the terms of
participation.
During FY15, the company has earned profit af ter ta x of

` 19,042 million, a decrease of 57% as compared to FY14.
Despite higher production during FY15, the decrease in
profit is mainly due tolower oil prices, higher financing cost
including exchange loss, higher depletion charge, and
impairment provision in one of the assets.
(c) Operations
i.
In Sakhalin-1 Project, the topside of Berkut-worlds

biggest offshore platform in Arkutun-Dagi field, was
successfully floated over from South Korea to Russia
and installed on 20th June, 2014 with production
commencing from 5th January, 2015.
ii.
Gas Export Pipeline Remediation project in Block

BC-10, Brazil was successfully commissioned on
1st November, 2014 leading to gas export about
0.27 MMSCMD.
iii.
In A-1/A3 Project, Myanmar, plateau gas

production rate of 14.2 MMSCMD was achieved
on 2nd December, 2014.
iv.
Oil production from Petro Carabobo, Venezuela,

crossed 16,000 BOPD on 16th March, 2015 with
average oil production of 9,775 BOPD during
FY15 as compared to 3,293 BOPD during FY14.
v.
First crude oil cargo of 1.2 million barrel of Petro

Carabobowas lif ted by RIL on 25th May, 2014 from
Venezuela.
vi.
The ongoing geo-political situation in Syria

including EU sanctions and the resulting restrictions
on contractors continue adversely af fecting Syrian
operations since December, 2011.
vii.
The operations in South Sudan projects are

temporarily under shutdown af ter internal conflicts
and adverse security situation in the country since
22nd December, 2013. The operations in South
Sudan shall resume once security situation
improves.
(A) Significant Acquisitions, Alliances and Operations

highlights of ONGC Videshduring FY15 are as follows:
a) Block PEP 57090, New Zealand: ONGC Videsh was
awarded an exploration permit PEP 57090 in the
Taranaki of fshore basin by Government of New Zealand
on 9th December, 2014. ONGC Videsh has now started
operations in Pacific Region.
b) During FY15, ONGC Videsh has signed the
following MoUs:
(i)
MoU with ROSNEFT was executed on 24th May,

2014 for cooperation in subsurface surveys,
exploration and appraisal activities and hydrocarbon
production in Russias offshore Arctic.
(ii)
MoU with TPAO (the Turkish Petroleum

Company) was executed on 18th June 2014 for
working together for E&P activities in Turkey, joint
participation in bidding for opportunities including
exploration bid rounds in third countries and
pursuit of hydrocarbon opportunities related
research and development activities.
(iii)
MoU with YPF S.A. Argentina was executed on

1st September, 2014 for working to explore
possibilit y of cooperation in the areas of
Unconventional and Conventional Hydrocarbon
Assets in Argentina, E&P activities in India and in
third countries, research & development activities
and human resources development.
(iv) LoI with Petro Vietnam was executed on

15th September, 2014, for expansion of exploration
activities by ONGC Videsh in Vietnam by
considering participation in 2-3 additional blocks
subject to technical and commercial viability and
requisite approvals.
(v)
Direct Subsidiaries of ONGC Videsh

i.
ONGBV, a subsidiary of ONGC Videsh, is

engaged in E&P activities in Sudan, South
Sudan, Syria, Venezuela, Bra zil and
Myanmar. ONGBV holds 25 per cent
MoU with Pemex-Exploracion Y Produccion
58
Board's Report
ONGC Nile Ganga B.V. (ONGBV)
An aerial view of Berkut plat form under construction at Arkutun Dagi, Sakhalin. ONGC
Videsh is currently present in 17 countries across 5 continents with a balanced port folio of
36 Hydrocarbon properties, with cumulative investment of over USD 23 billion.
Participating Interest (PI) in Greater Nile Oil Project

(GNOP), Sudan with its share of oil production of about
0.705 MMT during 2014-15. ONGBV also holds 25 per
cent PI in Greater Pioneer Operating Company
(GPOC), South Sudan. Due to adverse geo-political
conditions, ONGC Videsh could not produce in GPOC,
South Sudan during FY15.
Azerbaijan, Georgia and Turkey. The pipeline mainly

carries crude from the ACG fields from Azerbaijan to the
Mediterranean Sea.
vii. Beas Rovuma Energy Mozambique Limited:
Beas Rovuma Energy Mozambique Limited was
incorporated in British Vergin Islands (BVI) and holding
6% PI in Rovuma Area 1, Mozambique.
ONGBV holds 16.66 per cent to 18.75 per cent PI in four

Production Sharing Contracts in Al Furat Project
(AFPC), Syria. Due to force majeure condition in Syria,
there was no production in AFPC project during FY15.
ONGBV holds 40 per cent PI in San Cristobal Project in
Venezuela through its wholly owned subsidiary ONGC
Nile Ganga (San Cristobal) BV with its share of oil
production of about 0.645 MMT during FY 15. ONGBV
holds 27 per cent PI in BC-10 Project in Brazil through
its wholly owned subsidiary ONGC Campos Ltd. with its
share of oil and gas production of about 0.854 MMtoe
during FY 15. It also holds 25 percent PI in Block BMSEAL-4 located in deep-water of fshore, Brazil through
its wholly owned subsidiary ONGC Campos Ltd.
ONGBV also holds 8.347 per cent PI in South East Asia
Gas Pipeline Co. Ltd., (SEAGP) for Pipeline project,
Myanmar through its wholly owned subsidiary ONGC
Caspian E&P B.V.
ii. ONGC Narmada Limited (ONL)
ONL has been retained for acquisition of future
E&P projects in Nigeria.
iii
viii.ONGC Videsh Atlantic Inc.:

ONGC Videsh Atlantic Inc. is incorporated in Texas,
United States of America, to work in co-ordination with
Anadarko (Operator of Rovuma Area 1, Mozambique)
and to establish G&G centre etc.
ix. ONGC Videsh Rovuma Limited:
ONGC Videsh Rovuma Limited was incorporated in
Mauritius for structuring of 10% PI in ONGC Videshs
Rovuma Area 1, Mozambique.
II
Your Company continues to hold 71.62 per

cent equity stake in MRPL, a Schedule A
Mini Ratna, which is a single location 15
MMTPA Refinery on the West coast.
Performance Highlights FY 2014-15
MRPL achieved the highest-ever thruput of 14.65 MMT in
FY 14-15 against 14.55 MMT in FY 13-14 .
MRPL exported 4.98 MMT of products against 6.72 MMT in
the previous year. The exports were low compared to the
previous year due to the commissioning of Delayed Coker
Unit and increased domestic sale of Kerosene and HSD .
ONGC Amazon Alaknanda Limited (OAAL)

OA AL, a wholly-owned subsidiary of ONGC Videsh,
holds stake in E&P projects in Colombia, through
Mansarovar Energy Colombia Limited (MECL), a 50:50
joint venture company with Sinopec of China. During
FY 15, ONGC Videshs share of oil production in MECL
was about 0.626 MMT.
Crude sourcing (Receipts): 14.35 MMT; Iran (34.83 per

cent), Saudi Arabia (19.67 per cent), ADNOC (12.12 per
cent), Kuwait (15.12 per cent), Basrah Light (0.8 percent)
Mumbai High (5.03 per cent), Rav va and KG basin (3.50 per
cent) Sonangol (3.81 percent) Spot (5.12 per cent).
iv. Imperial Energy Limited
Marketing and Retail Operations
Imperial Energy Limited, a

Imperial Energy wholly-owned subsidiar y of
ONGC Videsh incorporated in
Cyprus, has its main activities in
the Tomsk region of Western Siberia, Russia. During
FY 15, Imperial Energys oil and gas production was
about 0.289 MMToe.
MRPL continues to expand its market spread in the direct

sales segment of petroleum products in the state of
Karnataka and its adjoining states. MRPL has significant
market share and direct customer relations for products
such as Bitumen, Fuel Oil, Sulphur, Diesel, Petcoke and
Mixed Xylene in its refinery zone. The total sales volume of
direct marketing products during the FY 2014-15 was 820
TMT with a sales value of ` 22,970 million compared to
volume of 507 TMT and sales value of ` 25,890 million in the
previous FY 2013-14.
v. Carabobo One AB
Carabobo One AB, a subsidiary of ONGC Videsh
incorporated in Sweden, indirectly holds 11 per cent PI
in Carabobo-1 Project, Venezuela. During FY 15,
Carabobos oil production was about 0.066 MMT.
Phase III - Brownfield expansion Project

All the units of MRPLs Phase III up-gradation and expansion
project have been commissioned . The Polypropylene unit
was inaugurated by Hon'ble Minister (I/C) P&NG on
05-04-2015.
vi. ONGC (BTC) Limited :

ONGC (BTC) Limited holding 2.36 per cent interest in
the Baku-Tbilisi-Ceyhan Pipeline (BTC) owns and
operates 1,768 km oil pipeline running through
60
Board's Report
Mangalore Refinery and Petrochemicals Limited

(MRPL)
Acquisition of controlling stake in OMPL
Combined Cycle Power Plant (CCCP) at Palatana,

Tripura. The basic objective of the project is to monetize
idle gas assets of ONGC in land-locked Tripura state
and to boost exploratory ef forts in the region.
MRPL has increased its stake in OMPL to 51 % by

subscribing to the right issue made by OMPL Subsequently
OMPL has become subsidiary of MRPL and a Government
company under Companies Act, 2013.
6.
Present Status
Annual Report of Subsidiaries and Consolidated

Financial Statement
In accordance with Section 134 of the Companies Act,

2013 and the Accounting Standard (AS)21 on
Consolidated Financial Statements read with AS-23
on Accounting for Investments in Associates and AS27 on Financial Reporting of Interests in Joint
Ventures, audited Consolidated Financial Statements
for the year ended 31st March, 2015 of the Company
and its subsidiaries form part of the Annual Report.
The Plant has been granted provisional tarif f by Central

Electricit y Regulatory Commission (CERC). The
Ministry of Power has allocated more than 86% of
power from the project (two units) to the NER
beneficiary states while 98 MW is allocated to OTPC for
merchant sales. The OTPC has signed a gas sale and
purchase agreement (GSPA) with ONGC for supplying
Daily contracted Quantity of 2.65 MMSCMD of gas.
Full Annual Report of subsidiaries of ONGC will be

made available to any shareholder, if he/she desires,
which is also available on Companys website. Further,
Annual Reports of MRPL and ONGC Videsh are
also available on website w w w.mrpl.co.in and
w w w.ongcvidesh.com respectively.
7.
Joint Ventures/ Associates
i.
ONGC Petro-additions Limited (OPaL)

ONGC Petro-additions Limited (OPaL), has
been promoted by your company asa Joint
Venture (JV) Company, with envisaged
equity stake of 26% along with GAIL (15.5%).
GSPC also has a token presence in OPaL.
The balance equity of 58.5% is to be tied up with
Strategic Partners/ FIs / IPO.
OPaL is a mega petrochemical project at Dahej SEZ for
utilizing in-house production of C2-C3 and Naphtha
from various units of ONGC.
Overall Cumulative progress is 95 %.

Total cumulative expenditure as on 31st March 2015 is
` 213,110 million. Approved project cost is ` 270,110 million.
Debt closure has been at tained for approved project

cost of ` 270,110 million with the execution of Rupee
Term Loan agreement.
Phase-wise commissioning of the complex has

commenced with stabilized operations envisaged in Q3
2015-16.
ii.
ONGC Tripura Power Company Ltd (OTPC)

Your Company has promoted OTPC
with an envisaged stake of 50% along
with Gov t. of Tripura (0.5%) and IL&FS
Ener gy Development Co. Ltd.
(IEDCL-an IL&FS subsidiary) (26%); the balance 23.5%
has been tied up with India Infrastructure FundII acting
through IDFC alternatives Limited.
The 663 KM long 400 K V double circuit transmission

network Palatana-Bongaigaon transmission has been
commissioned up to Bongaigaon by North-East
Transmission Company Limited (NETCL), a joint
venture of Power Grid Corporation, OTPC and
Governments of the Nor th-Eastern states. This
development is helping in evacuating power from both
Unit-1and Unit-2.
The total expenditure incurred on the project till 31st

March, 2015 is `37511 million against the total
estimated cost of `40,470million.
iii. ONGC Mangalore Petrochemicals Limited (OMPL)

Your company has promoted OMPL which
has set up Aromatic Complex with an annual
capacity 914 KTPA of Para-xylene and 283
KPTA of Benzene in Mangalore Special
Economic Zone as value chain integration
project of ONGC. The total project cost is about
`68,750 million and commenced commercial
operation from 1st October, 2014. 2,59,618 MT of
Para-xylene and 61,788 MT of Benzene, have since
been exported in the financial year, as the production is
being ramped up. Af ter successful commissioning of
OMPL in October, 2014, MRPL has increased its equity
from 3% to 51.002% in February, 2015 with balance
48.998% held by ONGC and thus OMPL has become a
subsidiary of MRPL.
Present status
OTPCs first unit (Unit-1) was dedicated to the Nation by

the Honble President of India on 21stJune, 2013 and its
commercial operation was achieved on 4thJanuary
2014 in presence of representatives of beneficiary
states. The second unit was dedicated to nation by
Honble Prime Minister of India on 1st December, 2014
and its commercial operation was achieved on
24th March, 2015.
iv. Dahej SEZ Ltd (DSL)

Your company as Lead Promoter has
developed a multi-product SEZ at Dahej
in coastal Gujarat .Your Company is
set ting up C2-C3 Ex traction Plant on its
own and value-chain integration project
OPaL through JV route in this SEZ Area. Your
OTPC has set up a 726.6 MW (2 X 363.3 MW) gas based
61
Board's Report
company has 23% equity in the project with GIDC

having 26% and balance 51% is proposed to be tied up
through IPO / Strategic / Financial Investor.
Present status:
SEZ is already operational and units in SEZ have
clocked export of `19,740 million in FY 2013-14 and
`21,050 million in FY 2014-15.
v. Mangalore Special Economic Zone Limited (MSEZ)
With an envisaged equity stake of 26%
along with KIADB (23%), IL&FS (50%),
OMPL (0.96%) and KCCI (0.04%),
ONGC has set up MSEZ to serve as site
for development of necessar y
infrastructure to facilitate and locate ONGC/MRPLs
Aromatic complex being promoted by ONGC.
Present Status:
Commercial Operation Date (COD) has been declared
on 1st April, 2015.
vi. Petronet MHB Limited (PMHBL)
PMHBL is a JV company wherein your company has an
equity stake of 28.7% along
with HPCL (28.7%) and PIL
(7.9%) with balance 34.57per
cent of equity being held by
leading banks.
PMHBL owns and operates a multiproduct pipeline to
transpor t MRPLs products to the hinterland of
Karnataka.
In FY15 PMHBL pipeline has achieved a throughput of
3.141MMT against total throughput of 3.073 MMT last
year. As per audited results for the year 2014-15, the
turnover and PAT of PMHBL are `1,071 million and
` 341million respectively.
vii. ONGC TERI Biotech Limited (OTBL)
ONGC TERI Biotech Limited
(OTBL) which was
incorporated on 26th March,
2007
is a Joint-venture
Company of ONGC in
association with The Energy
Research Institute (TERI), with shareholding of 49.98%
& 48.02%, respectively. Through the ef forts of joint
research of ONGC & TERI over the years, OTBL is
of fering below mentioned technologies and providing
various Biotechnical Solutions to Oil and Gas Industry,
both in India and abroad:
OilzapperTechnology(Bioremediation)- used to
eliminate & tackle Oil Spills, Oily Sludge, and
hazardous hydro carbon waste;
Paraf fin Degrading Bacteria (PDB)- used to prevent
Paraf fin Deposition in Oil well Tubing;
Wax Deposition Prevention (WDP)- used to prevent
Paraffin Deposition in surface and sub-surface flow lines;
Microbial Enhanced Oil Recovery (MeOR)- used for
Enhanced Oil Recovery by mobilizing crude oil
trapped in pores of Oil Reservoirs.

During 2014-15 the turnover of OTBL was `180.0 Million
with Profit af ter Ta x of ` 45.1 Million as against turnover
of `141.0 Million and Pr ofit af ter Ta x of
` 44.8 Million in the previous year.
viii. Petronet LNG Limited (PLL)
ONGC has 12.5 per cent equity stake in
PLL, identical to stakes held by other Oil
PSU co-promoters viz., IOCL, GAIL and
BPCL. Dahej LNG terminal of PLL
having a capacity of 10 MMTPA is
currently meeting nearly 20 per cent of
the total gas demand of the country. Dahej LNG
Terminal is being further expanded from 10 MMTPA to
15 MMTPA. The construction activities continue as
planned and the project is expected to be completed
by end 2016.
A new LNG terminal of capacity 5 MMTPA has been set
up at Kochi and has already been dedicated to the
Nation.
The Company is also planning to set up an LNG
terminal of capacity 5 MMTPA at Gangavaram, Andhra
Pradesh. The turnover of PLL during 2014-15 is
` 395,010 million and net profit is ` 8,825 million.
ix. Pawan Hans Limited (PHL)
ONGC has 49 per cent equity
stake in PHL (previously known
as Pawan Hans Helicopters
Limited). Balance 51 per cent
equit y is held by the
Government of India. PHL is one of Asias largest
helicopter operators having a well-balanced
operational fleet of 46 helicopters. It provides
helicopter support for ONGCs of fshore operations.
PHL was successful in providing all the 12 Dauphin N
and N3 helicopters fully compliant with AS-4 as per the
new contract with ONGC.
8. Other New Projects/ Business initiatives
C2-C3-C4 Ex traction Plant
Your company has set up a C2, C3 and C4
Ex traction Plant at Dahej having a capacity to
process 5.0 MMTPA Rich Liquefied Natural
Gas (LNG) from M/s Petronet LNG Limited (PLL)
as feed stock, for ex traction of C2, C3 & C4
products.
The plant will be commissioned shortly.
These ex tracted C2, C3 and C4 products would be
fe ed stock for ONGCs pr omoted Joint
Venture OPaL in the same SEZ at Dahej. They
would form 40 % feed stock for upcoming OPaL
Project.
However till the star ting operations and
stabilization of OPaL, ONGC shall be
producing LPG by blending C3 & C4 in the
requisite ratio and would be sold to Oil Marketing
Companies.
62
Board's Report
9.
Alliances & Partnerships for Business Grow th

a. MoU between ONGC, BPCL, Mitsui and NMPT
ONGC along its consortium partners BPCL and
Japanese conglomerate Mitsui signed a MoU with
the New Mangalore Por t trust (NMPT) on
18t h March, 2013. The MoU documents Ports NoObjection to carry out feasibility studies and
intention to ex tend all cooperation to the
consortium in this regard. The consortium has
carried out the pre-feasibility study of the project
and found that terminal is technically feasible and
the same had been presented to NMPT. Based on
the report, NMPT has conveyed its no objection to
the consor tium, for carr ying out detailed
feasibility studies for the identified locations,
subject to adherence to navigational safety
requirements. Commercial prefeasibility study is
being carried out.
b.
Highlights for the year 2014-15
MoU for set ting up a Special Purpose Vehicle

(SPV) for implementing Renewable Energy
projects
Consequent to allotment of transponder on GSAT

10 satellite in lieu of INSAT 3E by Department of
Space, Gov t. of India, Satcom stations were
successfully migrated to GSAT 10 satellite using
in-house capabilities. On the directive from
MoP&NG, a me eting was held with
representatives of Indian Space Research
Organisation (ISRO) on 05.09.2014 to work-out
the use of space applications in E&P sector. ISRO
has constituted a five member team which will
interact with ONGC team to work-out the use of
space applications in E&P sector.
ISO/IEC 20000: 2011 accreditation for IT Services

has been ex tended to all locations covering entire
ONGC, af ter successful ex ternal audit during
8th-12th September, 2014.
Crisis Management Plan (CMP) for Countering

Cyber At tacks and Cyber Terrorism prepared
based on CERT-In template and got validated from
security expert of CMC and submit ted to EC for
approval. CMP Incident Management team was
constituted at corporate level, which will meet
weekly or in case of requirement, to oversee
resolution of incidents and discuss mitigation
plans for upcoming / known threats & which are
communicated by NCIIPC, CERT-in etc.
Infocom has developed O Drive facility for

ONGCians. With O Drive facility, documents can
be stored in a centralized server which can be
accessed from anywhere. This ef fort is alternative
option to the usage of USB drives and thus
contributes for Information security
Developed a complete pipeline information

system In-house and rolled out at Mehsana&
Rajahmundry Assets. The system feature includes
facility to view other geographical information
such as nearby locations of hospitals, schools fire
stations etc., facility to measure distance between
any two points, liquid flow direction animation etc.
Distinctive colours adopted for dif ferent type of
lines. The facility can be accessed from anywhere
on ONGC Intranet with user login authentication.
Participated in the CERT-in simulated cyberat tacks based Cyber Security Drill on 23.12.2014,
along with 47 other organizations, to assess
ONGC preparedness to withstand the possible
cyber-at tacks. The Cyber Security Drill was
completed successfully and Cyber Security Crisis
Management Team was able to detect and analyze
the incidents and inform CERT-in within given time.
A portal for Public Grievances was developed inhouse to facilitate public to launch their complaints
Your company is likely to be a lead partner in a Joint

Venture Company being set up through Special
Purpose Vehicle (SPV) for implementing large scale
grid-connected solar, wind and other renewable
energy (including hybrid) power projects.
An MOU for creating such a JVC was signed on
25th February, 2014 between the Ministry of New
& Renewable Energy and Ministry of Petroleum &
Natural Gas, Gov t of India.
This JVC shall be for grid connected renewable
energy and would be led by ONGC as the lead
partner with likely 26% equity and other Oil
upstream companies like OIL and GAIL along with
EIL, IREDA and SECI as par tners, equit y
percentage of each one of them to be decided
later. Feasibility study for formation of SPV has
been done by EIL and report has been submit ted
to MoPNG.
10. Information Technology
Considering the need to ensure implementation of
cut ting edge technology in all areas of operations and
to ensure data integrity and security, ONGC has
deployed state-of-theart IT tools and technologies. In
a knowledge-driven and technology-intensive industry
such as oil & gas E&P, information technology
establishes the vital synergy across the companys
many locations and varied workforce, essentially
serving as its operations lifeline. Many of the IT
achievements of the Company are regarded as
benchmarks in the industry in terms of implementation
of widespread systems integration and process
automation.
63
Board's Report
online. This web-based Grievance redressal

initiative of ONGC reinforces focus on Digital India
project which aims to leverage technology to
maintain the Citizen-Government Interface with
the highest integrit y. Through this por tal,
citizen/vendor/employee/former-employee can
register their grievances relating to any
operational wing of ONGC, through an
online/single window system. Facility available for
monitoring the complaint status by the complainer.
A portal for JRM (Joint Review Meeting) of
Technology and Field ser vices was developed inhouse to cater to the complete JRM requirements
for conducting the meeting smoothly. JRM
members can upload the presentations, tour
program details, ATR for previous meetings etc.
Notifications/ messages can be generated
through this portal and be sent as SMS as well as
mail to the members.
11. Health, Safety and Environment(HSE)
Safet y, Occupational health and protection of
environment in and around its workingareas are prime
concerns of ONGC. ONGC has implemented globally
recognized QHSE Management System conforming to
requirements of QHSE Certifications ISO 9001 ISO
14001 and ISO 18001(OHSAS) at ONGC facilities and
certified by reputed certification agencies at all its
operational units. During the year 2014-15, 412 Nos. of
installations of ONGC were audited for
certification/surveillance audit. Corporate guidelines
on incident reporting, investigation and monitoring of
recommendations was developed and implemented
for maintaining uniformity throughout the organization
in line with international practice.
A few highlights of HSE during 2014-15 are:
Regular QHSE internal audits
Fire safety measures including regular fire and
earthquake mock drills
Training on HSE related topics
Environmental analysis
PME of employees and Health Awareness
programs
Water and electricity conservation Noise and
pollution reduction measures
Material Safety Data Sheets(MSDS)
Personal protective Equipments(PPE)
Solid waste management and Developing Ewaste disposal procedure
Identification and implementation of Environment
Management Programmes (EMP).
Occupation Health & Safety(OHS) programs as
per need of the unit
Energy conservation awareness through display

and communication
Accident near miss and Governance Risk
Compliance (GRC) reporting.
Mines Vocational Training for Pet ty Contractual
Workers
ONGC is now an Accredited Environment Impact
Assessment (EIA) Consultant organization by Ministry
of Environment & Forest (MoEF) in Oil and Gas
Exploration Development and Production in
Of fshore/Onshore areas and Petroleum refining
industry.
Approval by DSIR
ONGC Institutes have received the renewal of recognition of
In-house R&D unit by Department of Scientific and
Industrial Research (DSIR) for a period of five years (valid till
31st March, 2018) on 26.03.2013. This will enable ONGC
Institutes to continue claiming weighted deduction in
Income Ta x (200%) against the expenditure towards R&D
activities.
Patenting R&D Work
1. One Patent proposal of IRS, Ahmedabad on Process
and composition for cleaning scale deposits of ef fluent
dispatch lines has been submit ted to Centralized
Patent Cell, KDMIPE in March, 2015.
2. Patent application has been made by CEWELL for
patenting the innovative technique for TOC estimation.
The TOC estimated by this technique in first shale gas
well matches very well with TOC data obtained through
laboratory study on cut ting samples. This validates the
new technique developed by CEWELL and its
applicability in Indian basins.
12. Carbon Management & Sustainability Development
ONGC being one of the premier energy majors of the
world and the highest profit earning PSU of India
realises its responsibilities in ensuring sustained
development through protection of the ecological
system. It therefore strives to position itself as a leading
organisation in sustainable management and is aiming
to achieve sustainable development through a holistic
approach to carbon management. ONGC believes that
focused Carbon Management ef forts are an ideal route
to cover the elements of our business specific
sustainable development issues acr oss the
environmental dimensions. A critical area of
environmental sustainability is mitigation of global
greenhouse gas from operations. It isan organizational
objective for us to progressively reduce our carbon
footprint by working towards reduction in both direct
and indirect energy consumption.
Sustainable development requires contribution of all
the societal players and with increasingly dominant
role of modern day corporates; they can contribute
significantly towards sustainable development. ONGC
has created a small group called
Carbon
64
Board's Report
Management & Sustainabilit y Group with a

mandate for developing CDM projects, Sustainability
reporting, Carbon & Water Management and focussed
R&D in the area of low carbon. The following ef forts
undertaken by ONGC illustrate its commitment to
Sustainable Development:
Project status:
1. Clean Development Mechanism (CDM):
ONGC commenced its CDM journey in 2006. Till date,
ONGC has registered 12 CDM projects with UNFCCC.
2 new CDM projects validated and 2 already registered
projects successfully verified for issuance of CERs.
Validation of New CDM projects
1. Gas Flare Recovery at GGS Chariali, Assam
2. Energy Savings by replacement of MOL pump at
Neelam&Heera Asset
Verification & Issuance of Registered CDM projects
1. Gas Flaring Reduction at Uran Plant
2. 51 MW wind power project of ONGC at Surajbari
2. Carbon and Water Foot printing:
Carbon Foot printing:
GHG Accounting & GHG mitigation projects
Comprehensive company-wide GHG accounting had
been completed for the base year 2010-11 and it is
found that ONGC has 8,234,853 and 281,178 tons of
CO2 emissions under
Scope 1 Direct Emissions
and Scope 2 Energy Indirect Emissions respectively.
Based on the study, 11 focus areas and projects have
been identified. It is proposed to undertake the
feasibility study of eleven identified GHG mitigation
projects.
Global Methane Initiative (GMI):
The Global Methane Initiative (GMI) is an action-oriented
initiative from United State Environmental Protection
Agency (USEPA) to reduce global fugitive methane
emissions to enhance economic grow th, promote energy
securit y, improve the environment, and reduce
greenhouse gases emission. The Global Methane Initiative
facilitates cooperative mitigation activities that result in
bringing more gas to markets through Identification,
Quantification, and Reduction (IQR) path.
ONGC entered into a MoU with the USEPA in August 2007,
to undertake Methane to Market (now GMI) projects in
ONGC and over the years since its joining into the program,
ONGC has formed a dedicated team and has procured
methane emission detection and measurement equipment
in order to undertake Fugitive Emission detection and
quantification at its operating facilities and has reduced
approx. 14 MMSCM over the years. This is equivalent to
reductions of over 2 lakhs tCO2e emitting into atmosphere.
for fugitive emissions. The reports have been submitted to

respective work centres to take corrective actions.
Water Foot printing:
Sustainable water management:
Every business depends and impacts on water resources.
The future of business depends on the sustainability of
water resources, which are increasingly under pressure.
With freshwater supplies tightening due to overuse and
more ex treme weather pat terns, business is coming under
more pressure to measure and cut water use. ONGC is
concerned towards the risks and benefits of water
management and exploring new techniques to cut
consumption. ONGCs Sustainable Water Management
policy is based on philosophy of 4 R i.e. Reduce, Reuse,
Recycle & Replenish. CM&SG is entrusted with the
responsibility of steering SWM projects across ONGC.
CM&SG is working on following projects in this area:
Water footprint study in Ahmedabad Asset and IPSHEM,
Goa:
For the first time an in-house footprint study has been done
without engaging any ex ternal agency. The project was
completed ahead of schedule.
Set ting up sea water desalination plant at Uran:
LOA for techno-commercial and environmental feasibility
study for proposed 20 MLD sea water desalination plant has
been placed on M/s MECON India.
Set ting up desalination plants at ONGC work centres
located near coastal areas and at MRPL:
It is proposed to set up desalination plants at ONGC work
centres located near coastal areas (Ha zira Plant,
Ankleshwar Asset, Cauvery Asset-Karaikal, Rajahmundry
Asset & Eastern Of fshore Asset-Kakinada) and at MRPL as
a SWM measure, in order to mitigate future sustainability
risk due to declining fresh water availability. It is proposed to
initially conduct techno-commercial and environmental
feasibility study and based on the af firmative outcome of
the feasibilit y repor t, implementation of set ting up
desalination plant at the respective work centre may be
undertaken.
Rain water Harvesting:
Rain Water Harvesting (RWH) projects are implemented/
being implemented at dif ferent work centres of ONGC
under the umbrella of Sustainable Water Management. The
harvested water is being used for beneficial use like
gardening, toilet flushing, etc and also for recharging of
ground water aquifers. The RWH projects have been taken
up at Ahmedabad Asset, Tripura Asset, WOB Vadodara and
IPSHEM Goa.
Sewage Treatment Plant (STP) at Mehsana Asset:
Administrative approval accorded for set ting up three
STPs (each of capacity 100 KLD) at ONGC Nagar,
Mehsana. Finalization of scope of work and tendering
process is being taken up by Mehsana Asset.
Fugitive emission Identification & Quantification (IQ) jobs have

been completed as per Performance Contract (PC) targets.
Assam Asset, Ankleshwar Asset &Hazira plant were mapped
65
Board's Report
Produced Water Management at Mehsana Asset:

CM&SG and Mehsana Asset have jointly undertaken
produced water management in a holistic manner through a
Multi-disciplinary Team (MDT) under sustainable water
management umbrella in line with EC decision.
Integrated Watershed/Check dam Management at
Mehsana:
ONGC as a responsible corporate wants to expand its
activities in sustainable water management beyond its
operational boundaries. As a first step Mehsana Asset has
been chosen as it is one of the worst af fected regions as far as
water scarcity is concerned. The project will be a CSR project
in association with CM&SG, Mehsana Asset and local
concerned authorities. The project is at present exists as a
concept and implementation roadmap is being worked out.
SD through focussed R&D and collaborations
ONGC is commit ted towards reduction of greenhouse
gases (GHG) emissions and is actively pursuing various
R&D projects towards CO2 capture and sequestration in
following ways:
Sequestration by Algal biomass
Conversion into useful products
ONGC has signed NDA (Non-Disclosure Agreement)
with following Finnish agencies
Ripasso Energy, Sweden in the field of Solar CSP-ST
technology,
Chempolis, Finland in the area of 3G bio refinery.
Cleen, Finland in the area of CCSP, EFEU and BEST
program
VTT, Finland in the area of water management
At present, however, CM&SG has been pursuing the CCSP
programme with CLEEN for the CO2 capture and
reformation programme at Hazira plant.
Set ting up of 3G Bio-refinery
ONGC is planning to setup a 3G bio-refinery (first of its kind
in India) to meet the government mandate of E95 (blending
of 5% ethanol to gasoline). To this ef fect, ONGC had signed
NDA &MoU with Chempolis, Finland. This endeavor would
create a new business dimension for ONGC. Chempolis
had conducted feasibility study for the state of Punjab and
the same is under consideration.
Carbon Capture & Sequestration
ONGC has also collaborated with CLEEN, Finland in the
area of carbon capture and joined its program named
Carbon Capture & Storage Program (CCSP). This program
works on sharing knowledge among consortium members
and working on the specific goals. Consortium agreement
has been signed for ONGC specific work package at
Hazira.
Solar power CSP-ST technology
Ripasso Energy has specific and unique expertise in the
Concentrated Solar Power (CSP) technology. CSP
technology is based on Stirling Engine technology, a unit
has a typical power output of 30 K W. An inherited modular

design ideally suited for volume electricity production with
an outstanding conversion ef ficiency of 32%, provides a
number of benefits compared to other solar thermal
technologies. CM&SG is in talk with Rippaso Energy for
establishing a 3MW pilot solar power project at Gamnewala,
Jaisalmer. The project proposal is under consideration.
Pilot project on CO2 sequestration through microalgae
at Hazira plant
Algae have recently received a lot of at tention as a new
biomass source for the production of renewable energy.
Some of the main characteristics which set algae apart from
other biomass sources are that algae have a high biomass
yield per unit of light and area, can have a high oil or starch
content, do not require agricultural land, fresh water is not
essential and nutrients can be supplied by wastewater and
CO2 by combustion gas.
The pilot project was set up at Hazira plant with an aim to
sequester CO2 from vent gas (released during sweeting
process of sour gas) with the microalgae and convert into
value added products. The results are encouraging which
shows that 50% of the CO2 from the SRU vent could be
absorbed by the absorption medium in the absorption
column at a pressure of 0.5 Bar. The carbonated medium,
when transferred to the raceway pond, inoculated with
microalgal strain, showed appreciable algal grow th
(18 g/m2/day), which was harvested. The harvested
biomass was tested at BITS Pilani, Goa Campus for the
potential of bio-methane generation. It was found that the
biomass have good potential of bio-methane generation.
(336 Litre/ when fed with 0.5 KgVS /m3/day).
Waste to Fuel project (under Swach Bharat Abhiyan)
MoP&NG has desired to take a project on waste to fuel at
Puri, Odisha under Swachh Bharat Abhiyan (SBA) as a part
of Corporate Social Responsibility. The project being of
specialized nature and involving technical expertise is
being steered by CM&SG. Following steps were taken:
MDT has been formulated to take project forward
Meeting with Puri administration had been concluded.
Draf t EoI has been put up for approval before floating
for identif ying technology and prospective bidders.
Disclosing sustainability performance- Sustainability
Reporting
Sustainabilit y repor ting, the practice of measuring,
disclosing, and being accountable to internal and ex ternal
stakeholders for organizational performance towards the
goal of sustainable development is being increasingly
adopted by organizations. Sustainability Reporting is also
believed to lead to improved sustainable development
outcomes as it allows organizations to measure, track, and
improve their performance on specific issues along the
three bot tom lines.
Published third party assured A+ sustainability report
for ONGC group of companies including ONGC Videsh and
66
Board's Report
MRPL (GRI-G3.0 complaint with Oil and gas sector

supplement and BRR).
Capacity building & knowledge Dissemination
CM&SG has three tier knowledge dissemination
approaches on carbon, water management and
sustainable development.
Annual Training Program at ONGC Academy
Programs at Petrotech
Awareness programs at dif ferent work-centers
Total seven awareness programs were conducted by
CM&SG at CFB Silchar, RFB Jodhpur, Western Of fshore
Basin Mumbai, MBA Basin Kolkata, Cauvery Asset Karaikal,
WOB Vadodara and Cauvery & KG-PG Basin. Total 240
executives participated in the program.
A two day 3rd CM&SG meet was conducted at Goa in
January, 2015 for an in depth interaction of CM&SG and SD
of ficers from all ONGC work centers to strategize the pursuit
of SD activities in ONGC.
A two day seminar on Innovation for Sustainability
Dividend was conducted by CM&SG in association with
Petrotech Society at Delhi during November, 2014. The
seminar was at tended by representatives across Indian oil
& gas industries, institutes working in the sustainability and
representatives from ONGC.
SD brochure was published during 3rd CM&SG meet. The
brochure would be a communication tool to communicate
ONGCs triple bot tom line performance (economic, social
and environmental) and sustainability practices. This
brochure highlights the considerable work done in the
sustainability space, SD initiatives and performance.
Film on Sustainability was unveiled during 3rd CM&SG
meet by Governor of Goa in the presence of Director-I/cCM&SG.This small film highlights the journey of ONGC in
the pursuit of sustainable development.
Stake holder engagement meet
Two stakeholders engagement meets were organized to
map and prioritise the key sustainability issues of ONGC.
The first meet was meant for internal stakeholders who had
prioritized the set of issues which would impact the
business sustainability of ONGC. The second meet was for
the ex ternal stakeholders who had prioritized the issues
whose impacts on ONGC would impact their business
sustainability. The outcome of the two reports, upon
jux taposition, has generated the key materiality issues of
ONGC to work upon. This is the first time such an exercise
was undertaken.
Other Initatives:
Corporate Waste Management Policy: Your company
approved Corporate Waste Management Policy and the
same will be reviewed af ter every three years.
Trading policy on monetizing of CER shas been
approved and will be operational shortly.
Carbon Neutrality: ONGC has taken a conscious

decision to reduce its carbon footprint as a part of its
sustainable development programme. As a first step
towards this mission, CM&SG has undertaken a maiden
initiative to render the carbon footprints of three major
areas neutralised for 2013-14. The areas are :
v
Air travel of all ONGC employees including to and
fro local surface transportation to airport.
v
Consumption of electricity, paper, LPG and fuel for
local transportation from IPE Campus, IDT, IEOT,
IRS and IPSHEM
v
Flaring and electricity consumption of Uran Plant.
Carbon neutrality is essentially a concept of having a
net zero GHG footprint of an activity. The entire
process involved a detailed GHG accounting of the
activity and of fset ting the footprint. The total footprint
of the activities is 1,37, 345 tons of CO2 equivalent and
has been of fset by retiring an equivalent quantity of
carbon credits issued against the registered CDM
projects of ONGC.
13. Business Responsibility Report 2014-15
Securities & Exchange Board of India has introduced
Clause 55 to the Listing Agreement with the Stock
Exchanges, which states that Listed entities shall
submit, as part of their Annual Report, Business
Responsibility Report, describing the initiatives taken
by them from an environmental, social and governance
perspective. Accordingly, the third Business
Responsibility Report 2014-15 has been drawn up
and forms part of the Annual Report for 2014-15.
14. Internal Control System
Your Company has a well-established and ef ficient
internal control system and procedure. The Company
has a well-defined delegation of financial powers to its
various executives through the Book of Delegated
Powers (BDP). The Integrated BDP is updated from timeto-time in line with the needs of the organisation as well
as to bring further delegation. BDP has been revised
during FY 14-15 and the same has been made ef fective
from 01.01.2015. The Company has in-house Internal
Audit Department commensurate with its size of
operations. Audit observations are periodically reviewed
by the Audit &Ethics Committee of the Board and
necessary directions are issued whenever required.
15. R&D EFFORTS THROUGH ONGC ENERGY CENTRE
TRUST(OECT)
Your company has taken steps to evaluate various
forms of energy to fulfil the countrys growing energy
needs. Towards this end, your company has
established an ONGC Energy Centre Trust (OECT),
which is mandated to undertake or assist in programs /
projects of fundamental and applied research for
improving and developing commercially viable energy
67
Board's Report
mediums and sources beyond hydrocarbons,

especially in clean and/or renewable energy options.
ONGC Energy Centre (OEC) has been set-up under
the aegis of the OEC Trust to work on various clean
energy options.
Your company through ONGC Energy Centre has been
implementing several Research Projects on new and
alternative sources of energy. These Projects are in
advanced stages of implementation, in collaboration
with various national and international academic,
research and industrial organizations. The projects
where your company is currently engaged in are:
a) Hydrogen Generation through Thermo-chemical
Processes
b) Exploration for Uranium
c) Bioconversion of lignite to Methane
d) Bioconversion of Oil to Methane
e) Kinetic Hydro Power
f) Geothermal Energy
g) Solar Thermal Project
These apart, during 2014-15, ONGC Energy Centrehas
also evaluated many new options to expand the
research and technology development activities and
also to focus on optimum utilization of resources
available with ONGC. These ef forts have been
described in detail in the Annexure Con Energy
Conservation.
Further, a Board Level Committee on Research &
Development has been constituted. The first meeting of
the Committee was held on 27.05.2015 and the terms of
reference of the Committee have been approved.
16. Human Resources
Your Company values its Human Resources the most.
To keep their morale high, your company ex tends
several welfare benefits to the employees and their
families by way of comprehensive medical care,
education, housing and social security.
17. Employee Welfare
Your Company continues to ex tend welfare benefits to
the employees and their dependants by way of
comprehensive medical care, education, housing, and
social security. Your Company continues to align
company policies with changing economy and
business environment.
Employee Welfare Trusts
Your Company has established the following major
Trusts for welfare of employees:Employees Contributory Provident Fund(ECPF)
Trust, manages Provident Fund accounts of
employees of your Company.
The Post Retirement Benefit Scheme (PRBS) Trust of
your Company manages the pension fund of

employees of your company which has been
converted into a Defined Contribution Scheme as per
DPE guidelines.In the converted Defined Contribution
Scheme, the corpus in the individual employee
account shall include employer/ employe e
contributions and interest thereon. The benefits under
the Scheme are dependent on corpus in the individual
employee account and accordingly, would be market
determined which depends on interest rate, annuity
price etc.
The Composite Social Security Scheme(CSSS)
formulated by your company provides an assured exgratia payment in the event of unfortunate death or
permanent disability of an employee in service. In case
of Separation other than Death/Permanent total
disability, employees own contribution alongwith
interest is refunded.
Gratuity Fund Trust exists for payment of gratuity as
per the provisions of the Gratuity Act.
Your Company has a Sahayog Trust for its Sahayog
Yojana to provide ex-gratia financial grant for
sustenance, medical assistance, tr eatment,
rehabilitation, education, marriage of female
dependent and alleviation of any hardship or distress
to secure the Welfare of the workforce and their kin,
who do not have adequate means of support. The
beneficiaries under this scheme includes casual,
contingent, daily rated, part time, adhoc, contract
appointees, tenure based employees, apprentices
and trainees employed by your Company besides
regular and past employees. Under the scheme an
amount of ` 5770 million were disbursed by the Trust
during the year.
Ex tension of Benefits under the Asha Kiran Scheme
to retired employees:The Asha Kiran Scheme was introduced to meet the
emergency needs of the ex-employees retired prior to
01.01.2007, who are passing through distressful
situation. The scheme was launched as per DPE
guidelines by creating a corpus of 1.5% of PBT. During
the year, under this scheme financial assistance of
`1780 million was provided to 14698 ex-employee.
Persons with Disabilities
ONGC believes in af fording equal opportunities to
physically challenged people. As on 31.03.2015, there
were 156 permanent employees with disabilities
(0.5%) on the rolls of ONGC.
Implementation of Gov t. Directives for Priority
Section
Your Company complies with the Government
directives for Priority Section of the society. The
percentage of Scheduled Castes(SC) and Scheduled
68
Board's Report
ONGC has entered into an MoU with Super Wave Technology Pv t. Ltd. ( SWTPL) for doing research on alternate technology for
hydraulic fracturing. The MoU was signed in the gracious presence of Hon'ble Prime Minister of India Shri Narendra Modi and
Hon'ble MoS (I/C), Petroleum & Natural Gas Shri Dharmendra Pradhan.
ONGC has signed a Memorandum of Collaboration with the Indian Institutes of Technology (IITs) to work
towards a collective R&D programme for developing indigenous technologies to enhance exploration & exploitation of
hydrocarbons and alternate sources of energy in the gracious presence of Hon'ble Minister of Human Resources Smt. Smriti
Irani and Hon'ble MoS (I/C), Petroleum & Natural Gas Shri Dharmendra Pradhan.
competitive advantage. Towards that end, during the

year, your Company conducted Business Games to
hone the business acumen of its executives. Business
Game has proved to be very popular initiative and tests
the ability of the executives through business quizzes,
business simulations and case-study presentations.
During the year 2014-15, a total of 144 teams and 576
executives participated in the event. Fun Team Games
(FTG) were organized for E0 and staf f level employees
to inculcate MDT(Multi-disciplinary Team) concept and
spirit of camaraderie and belongingness to the
organization, which was very well received by the
participants. A total of 75 Teams and 300 employees
participated in FTG during the year 2014-15. The
winners of Business Games and Fun Team Games
were felicitated by the CMD on Republic Day
Celebrations. Your Company also conducted the
Assessment Development Centre (ADC) for 192 DGM
level executives (0.81% of executives) and provided
them developmental inputs. Your Company has
partnered with global HR consulting firms to create a
pool of accredited mentors in the organization. These
mentors will support organizations ef fort to hone
young minds to successfully respond to the emerging
business needs of your Company. As part of this
Initiative, in the year 2014-15, 36 mentorship
workshops were conducted. Also, 123 mentors have
be en awar ded Basic and Advanced level
Accreditations for mentoring.
Training
Your Company at taches utmost importance to the
development of its human resource.Your Company
has branded the spectrum of its training activities as
EXPONENT - a comprehensive Programme, which is
nurturing the energy leaders of tomorrow. The grow th
of an ONGCian to an Exponent of energy business is
facilitated by ONGC Academy, Regional Training
Institutes and other specialised in-house training
Institutes and world class training providers in India
and abroad.
During the year , a total of 20084 Executives and 4729
non-executives were imparted appropriate training,
spanning 176644 executive mandays (Number of
executive mandays per executive per year: 7.49) and
16119 non-executive mandays (Number of nonexecutive mandays per executive per year: 1.69)
during 2014-15 at all Work centres.
In order to absorb new and emerging technological
advancements pertaining to oil and gas exploration
and production, 85 programmes, including 26 foreign
facult y programmes per taining to functional
disciplines, were organized with the best of faculties
from India and abroad during the year.
To nurture the talent with the objectives to prepare
future leaders of the organisation for taking up higher
roles and address key organisational challenges, 338

executives of E7, E6 and E5 level were exposed to
Leadership Development Program (LDP), Advanced
Management Program (AMP) and Senior
Management Program (SMP) respectively, the tailor
made Management Programmes with overseas
learning component through tie-ups with leading Bschools of the country.
23. Women Empowerment
Women employees constituted over 6 percent of your
Companys workforce. During the year, programmes
on women empowerment and development, including
programmes on gender sensitization were organized.
Your Company actively supported and nominated its
lady employees for programmes organized by
reputed agencies.
Your company scrupulously complies with The Sexual
Harassment of Women at Workplace (Prevention,
Prohibition and Redressal) Act 2013. Reported cases
of Sexual harassment are inquired into by Complaint
Commit tee constituted separately for all the workcentres, for taking disciplinary action against the
delinquent employees.
24. Work-Life Balance:Your Company continued in its endeavors to ensure
work-life balance of its employees. The townships at
many work-centers were provided facilities like
gymnasiums, music r o oms, etc. Outbound
programmes with families were also organized at
various work-centers. Plays on the importance of
Work-Life Balance were staged to create awareness
amongst the employees. In addition, cultural
programmes involving employees and their families
were also conducted. MahilaSamitis and Resident
Welfare Associations (RWAs) were involved in the
organization of these cultural
programs. Your
Company has a adventure wing named ONGC
Himalayan Association which organizes adventure
programmes like mountaineering, trekking, white
water raf ting, snow skiing, desert Safari, Aero sports
etc. which adds towards morale, engagement, team
spirit, camaraderie, stress management and spirit to
explore unknown among the employees.
25. Sports
Your Company continued its large scale support for
development of sports in the country in the form of job
of fers & scholarships to deserving sportspersons.
Sponsorships to various spor ts associations /
federations / sports bodies to organise sports events
as well as develop infra-structure were also ex tended.
Your Company ex tended suppor t in 23 game
disciplines to 170 players on regular rolls and 167
players on scholarship. The support has enabled
many sportspersons to bring home laurels for the
71
Board's Report
nation and the organisation.

Some of the key
achievements during the year are given below:
Your Company was conferred the prestigious Rashtriya
Khel Protsahan Puruskar by Honble President of India
Mr. Pranab Mukherjee at a glittering ceremony in
Rashtrapati Bhavan on the occasion of National Sports
Day on Friday 29th August , 2014. CMD Mr. D.K.Sarraf
received the honour from the President.
Two ONGCians were conferred with the prestigious
Arjuna Award for the year 2014; Ms. Heena Sidhu in
Shooting and Mr. V. Diju in Badminton. The total number
of National Awardees in the organization stands at 24
(KhelRatna 1, Padma Shri 2 & Arjuna 21)
In Commonwealth Games 2014 held at Glasgow (UK) a
total of 20 ONGC athletes had participated in this 12 day
long mega event and bagged 6 medals (1 Gold, 3 Silver
& 2 Bronze) which is a pretty healthy success rate
In Asian Games 2014 held at Incheon (Korea) a total
of 40 ONGC athletes had participated and bagged
13 medals (4 Gold, 1 Silver & 8 Bronze).
Mr.Sourav Kothari won the Gold Medal at the Asian
Billiards Championship.
Your Company was awarded the prestigious FICCI
Certificate of Excellence for the Award for long time
contribution to Indian Football for the year 2014
[this is the first time in the history that an organisation
has been awarded successive FICCI Awards].
Mr. Pankaj Advani of ONGCwon 12th world title in
cue sports. In the year 2014-15 he won World
Billiards title in time & point format, 6 red world
snooker championship and World team Billiards
Championship.
Ms. Rashmi Kumari of ONGC won the singles title of
World Cup (women) in carom.
26. CORPORATE SOCIAL RESPONSIBILITY (CSR)
Your company is fully engaged in ensuring equitable
and sustainable grow th of society in and around the
area of its operations besides complying with
government directives to discharge its social
responsibility as a leading Indian corporate. CSR
activities are essentially guided by project based
approach in line with the provisions of Companies Act,
2013 promulgated by Ministry of Corporate Af fairs and
Companies (CSR Policy) Rules and the guidelines on
CSR& Sustainability issued by Department of Public
Enterprise, Government of India. Seeking to herald an
inclusive business paradigm, ONGC has CSR
interventions that are based on social, environmental,
and economic considerations and are well-integrated
into the decision-making structures and processes of
the organization.
Pursuant to enactment of Companies Act 2013 and
Companies (CSR Policy) Rules 2014 by Ministry of
Corporate Af fairs and Guidelines on CSR and

Sustainability by Department of Public Enterprise, the
CSR Policy has been approved by the Board of Directors.
The same is uploaded on the Companys website.
Further, in line with the approval of the Board, ONGC
has set up and registered ONGC Foundation under the
Societies Registration Act, for carrying out CSR
activities. Necessary steps are on hand to recruit
manpower for making ONGC Foundation an ef fective
tool for implementation of CSR policy of ONGC.
Pursuant to Rule 9 of Companies (Corporate Social
Responsibility Policy) Rules, 2014 the Annual Report
on CSR activities is annexed herewith as Annexure 'C'.
CSR ACTIVITIES UNDERTAKEN BY ONGC BASED ON
ITEMS LISTED IN SCHEDULE VII OF THE COMPANIES
ACT, 2013
o Eradicating hunger, pover t y and malnutrition,
promoting preventive health care and sanitation and
including contribution to Swachch Bharat Kosh set up
by Central Government for promotion of sanitation,
making available safe drinking water:
o Promoting education, including special education and
employment enhancing vocation skills. Especially
among children, women, elderly, and the dif ferently
abled and livelihood enhancement projects.
o Promoting gender equality, empowering women,
set ting up homes and hostels for women and orphans;
set ting up old age homes, day care centres and such
other facilities for senior citizens and measures for
reducing inequalities faced by socially and
economically backward groups.
o Ensuring environmental sustainabilit y, ecological
balance, protection of flora and fauna, animal welfare,
agro forestry, conservation of natural resources and
maintaining quality of soil, air and water including
contribution to clean Ganga fund set up by the central
government for rejuvenation of river Ganges.
o Protection of national heritage, alt and culture including
restoration of buildings and sites of historical
importance and works of art; set ting up public
libraries; promotion and development of traditional
and handicraf ts
o Measures for the benefit of armed forces veterans, war
widows and their dependents.
o Training to promote rural sports, nationally recognised
sports, Paralympics sports and Olympic sports.
o Contribution to the Prime Minister's National Relief
Fund or any other fund set up by the Central
Government for socio-economic development and
relief and welfare of the Scheduled Caste& the
Scheduled Tribes, other backward classes, minorities
and women.
o Contributions or funds provided to technology
72
Board's Report
incubators located within academic institutions which

are approved by the Central Government.
o Rural development projects.
o Slum area development.
In the last 7 years, your company has contributed
`18,807 Million towards its well-structured and wellfocussedCSR activities.
Out of the CSR Budget of `6,606.12 million, ONGC
spent an amount of `4,952.29 million in FY 2014-15.
This translates to overall utilization of 74.97% of the
CSR Budget.
Reason for non-utilization of full CSR budget:
Major Initiatives undertaken were mostly in transition
phase so the allocated earmarked budget could not be
spent.
Some of the flagship projects undertaken were of long
gestation period with budget spread over 3-5 years
thus resulting in lesser utilisation of earmarked budget
for the financial year 2014-15.
Some of the landmark CSR initiatives under
implementation during the year 2014-15 by your
Company include:
(a) Healthcare:
(i) Varisthajana Swasthya Sewa Abhiyan: ONGC and
Help-Age India Initiative
To provide basic medical facilities to elderly in terms of
medical consultancy, medicine distribution, basic
diagnostic test, special health camp and palliative care
at their doorstep. A total of 20 Mobile Medicare Units
(MMUs) are engaged for taking basic healthcare to the
doorsteps of the elderly in nine states, 17 Districts, 35
blocks and 131 Gram Panchayat and 240 villages of
India .A total of 11,86,020 beneficiaries were treated for
chronic illness such as Hypertension, Diabetes,
Osteoarthritis, Dyspepsia& Skin problems etc.
(ii) Community Hospital in Lakhimpur- Kheri, Ut tar
Pradesh:
The project is unique in terms of using the PPP model in
CSR with full Capex of `45 million contribution by
ONGC and Opex borne by the Operating Partner. This
26 bedded Community Hospital would cater to
Primary and Secondary Health Service Requirements
from BPL, Economically Backward Class families.
Healthcare services are being provided at 50% less
cost than the existing CGHS rates.
(iii) Aids and Appliances to person with disability:
This is a Pan India CSR project undertaken in
association with Ar tificial Limbs Manufacturing
Corporation of India (ALIMCO) and Bhagwan
Mahaveer Viklang Sahayata Samiti (BMVSS), Jaipur
commonly known as Jaipur Foot benefit ting 45,495
Person with Disabilities. Beneficiaries were provided
(iv)
(v)
(b)
i.
ii.
iii.
iv.
Or thopedic, Hearing and V isually Aids and

Appliances. The total financial implication of the
project was `262 million covering 39 ONGC
operational areas and 61 Backward Districts in Phase-I
of the project which concluded in the financial year
2014-15.
Government General Hospital (GGH), Kakinada:
ONGC has given financial assistance of `19 million to
construct a separate building for blood bank and to
equip the hospital with additional equipment for blood
bank, general surger y and general medicine
departments. This will immensely benefit people of
East Godavari District where ONGC has a substantial
operational presence
ONGC Mission Ujala:
The project envisages eye screening of 50,000
children in Government Schools in NCR under
National Blindness Control Programme of Gov t. of
India in collaboration with reputed NGO PRA ANI.
Spectacles to 3,000 children detected with refractive
errors along with medicines were provided under this
project.
Education & Vocational courses:
ONGC-GICEIT Computer Education Program:
Through this project, employment- related free
computer education is being imparted to economically
underprivileged Youth. The project is implemented in
association with Bhartiya Vidhya Bhawans Gandhi
Institute of Computer Education and Information
Technology, (GICEIT) at five work centres of ONGC
located at Mehsana, Dehradun, Nazira, Karaikal and
Rajahmundry. More than 8295 students have received
computer training through these centers in the
financial year 2014-15.
ONGC-The Akshaya Patra Foundation:
A centralized fully automated mechanized kitchen is
being set up to provide mid-day meals to school going
children (enrolled in Gov t. schools) in the District of
Surat. This kitchen was inaugurated by the Honble
Chief Minister of Gujarat Smt Anandiben Patel on 15th
Feburary, 2015. This kitchen has capacity to feed
2,00,000 children per day. The enrolment as on 31st
March, 2015 is 1,90,840.
Community School at Sitapur, Ut tar Pradesh:
The project is unique in terms of using the PPP model in
CSR with full Capex of `27 million contribution by
ONGC and Opex borne by the Operating PartnerShanti Devi Memorial Charitable Trust.
ONGC Super 30
ONGC Super 30 is a residential Coaching
Programme for IIT aspirants based at Sivasagar
Assam. The total cost of the project is `6.70 million. The
73
Board's Report
In pur
s
Green uit of a gree
n
"
preven to plant ma er environm
ngrove
e
t soil e
rosion
s alon nt, ONGC h
g the c
a
ost of s taken up
"
Gujara
t and M Project Cov
er
ahara
shtra to
Caring for the planet

and society forms an
essential tenet of ONGC's
Corporate Social
Responsibility (CSR)
initiatives
vide
to pro
itiative
up the in cross India
n
e
k
ta
a
GC has 500 schools
ya: ON
r2
Vidhyala cilities to ove
h
h
c
a
fa
Sw
n
o
ti
sanita
Mission U
ja
difference in la: ONGC has been
prov
lives of visu
ally challeng iding financial supp
ort to mak
ed people
ea
jarat
j in Gu
at Bhu
m
r
fa
sthan
nergy
wind e oject in Raja
W
M
r
1
p
5
d farm
stalled
has in 02 MW win
1
ONGC
d
n
a
initiative was conceived to cater to underprivileged and

below poverty line students who are unable to get
proper coaching to qualif y engineering exams due to
lack of resources and funds.
(c) Projects for Physically and Mentally challenged
i. ONGC Centre for vocational rehabilitation for the
dif ferently abled:
A financial support of `13 million has been provided to
Tamana School of Hope, Vasant Vihar, New Delhi for
set ting up of Autism Centre and provide vocational
training for the mentally challenged young adults and
children working for their economic rehabilitation by
teaching relevant vocational skills to them.
ii. ONGC Cheshire Home Project for Physically and
Mentally Challenged:
A project on health rehabilitation and allied services for
economically disadvantage children with disabilities
living in slums area of Mumbai undertaken with
Cheshire Homes (India) Mumbai with financial
assistance from ONGC. Children with Disabilities were
identified from areas of Hanuman Nagar, Damu Nagar
and Shivaji Nagar covering 3 slum communities and
provided with rehabilitation treatment and aids with an
objective to help them lead a normal life.
(d) Environment Sustainability:
i. Eastern Swamp Deer Conser vation Project
(Phase II) :
The phase II of the project includes capture of Eastern
Swamp Deer from the source i.e Kaziranga National
Park and translocate them to Manas National park.
This is a research based project to conserve and
increase the viable population of Eastern Swamp Deer
in their natural habitat at Manas National Park. The total
cost of the project is ` 8.9 million.
ii. Harit Moksha: Green Cremation System
This is a unique CSR initiative of ONGC undertaken
with MokshdaParyavaranEvam Van SurakshaSamiti
(MPEVSS) to reduce wood consumption during
traditional cremations through Mokshda Green
Cremation Systems (MGCS). The project includes
installing 30 units of green cremation system in 8 cities
of 7 dif ferent states with a budget of `92 million . The
project helped in saving approximately 13,700 tonnes
of wood & reduced 26,500 tonnes of GHG emissions
till date.
(e) Development of Back ward Districts:
The sustainable development project is being
implemented in Jaisalmer, a backward district in
Rajasthan. Project involves setting up of 49 Wind Turbine
Generators (WTG) each of capacity of 2.1 MW with total
capacity of 102.9 MW in association with M/S Suzlon
Energy Ltd. ONGC contribution towards the project is
` 5620 million. 22 nos. of WTG have been installed.
(f) Women Empowerment:

ONGC as a leading organization and among the
founder member of Women in Public Sector (WIPS)
established way back in 1990 under the aegis of
SCOPE has always spearheaded women
empowerment Initiatives. Women Development Forum
(WDF) an internal wing of ONGC women Employees
was also formed in line with WIPS to encourage women
employee to explore their potential to the fullest.
The basic aims and objectives of WIPS are:
To promote the grow th and development of Women in
Public Sector.
To assist the Public Undertakings in optimising the full
potential in Women employees.
To play a cataly tic role in improving the status of
Women in and around PSEs
Women in Public Sector (WIPS) presented ONGC with
the Best Enterprise Award for Women Empowerment
consecutively for 3 years till 2014. In the year 2015
ONGC was awarded the second prize for the same
category.
(g) Other CSR Initiatives:
i) Hortoki Water Supply Scheme: The project aims to
create a sustainable source of safe drinking water to
the people of Hor toki Village, Kolasib District,
Mizoram. A massive 1.7 Lakhs litre water tank was
constructed as part of the project to supply more than
40 lpcd of water till 2043. ONGC has ex tended support
of ` 9 million for the project. More than 450 households
of Hartoki village are benefited through this project
ii) Rajeev Gandhi International Spor ts Complex,
Dehradun: ONGC in association with Gov t. of
Ut tarakhand is working towards building a Cricket
stadium-cum-sports complex with a capacity of 30,000
people ex tendable to additional seats in future, car
parking, a spor ts academy, a club house or
Gymnasium, restaurant and other auxiliary facilities.
ONGC has extended financial support of `500 million
towards the project. The project is expected to be
completed in two years.
iii) Dashrath Stadium at Agartala: The project aims to
create an Indoor sports complex in association with
DDO Directorate of Youth Af fairs. ONGC has ex tended
support of ` 243 million for the project.
iv) IIIT, Agartala: ONGC has ex tended support of `30
million for set ting up a new IIIT Campus in Agartala.
In addition to above major CSR initiatives undertaken in
2014-15, ONGC has partnered with many NGO and
other non- profit organization in implementing several
other CSR initiative across our country. All work
centres of ONGC have designated CSR of fice to take
care of the local needs.
As a testimony to our CSR ef forts, your company has
76
Board's Report
won many laurels such as:

1. Golden Peacock Award 2014 for CSR during 9th
International Conference on Corporate Social
Responsibility-2014
2. ABP News Global CSR Excellence & Leadership
Award for Best Overall CSR practices
3. 4th Annual Greentech CSR Platinum Award 2014
in petroleum exploration sector
4. Madan Mohan Malviya Golden Award for outstanding
contribution in the field of Education
5. P L Roy CSR Award on International Day of Olde
Persons for support to the elderly through its CSR
initiative Varishthajana Swasthya Sewa Abhiyan
27. ACCOLADES
Consistent with the trend in preceding years, your
Company, its various operating units and its senior
management have been recipients of various awards
and recognitions. Details of such accolades are placed
at Annexure D.
28. DIRECTORS RESPONSIBILITY STATEMENT
Pursuant to the requirement under Section 134(3)(c) of
the Companies Act, 2013, with respect to Directors
Responsibility Statement, it is hereby confirmed that:
(i) In the preparation of the annual accounts, the
applicable accounting standards have been followed
and there are no material departures from the same;
(ii) The Directors have selected such accounting policies
and applied them consistently and made judgements
and estimates that are reasonable and prudent, so as
to give a true and fair view of the state of af fairs of the
Company as at 31st March, 2015 and of the profit of the
Company for the year ended on that date;
(iii) The Directors have taken proper and sufficient care for the
maintenance of adequate accounting records in
accordance with the provisions of the Companies Act,
2013, for safeguarding the assets of the Company and for
preventing and detecting fraud and other irregularities;
(iv) The Directors have prepared the annual accounts of
the Company on a going concern basis;
(v) The Directors have laid down internal financial controls
which are being followed by the company and that
such internal financial controls are adequate and are
operating ef fectively; and
(vi) The Directors have devised proper systems to ensure
compliance with the provisions of all applicable laws
and that such systems are adequate and operating.
29. CORPORATE GOVERNANCE
Your Company has taken structured initiatives towards
Corporate Governance and its practices are valued by
various stakeholders. The practices emanate from the
need to position multi-layered checks and balances at
various levels to ensure transparency of its operations
in the decision making process.

In terms of Clause 49 of the Listing Agreement, a report
on Corporate Governance for the year ended March
31st March, 2015, supported by a certificate from the
Companys Statutory Auditors confirming compliance
of conditions, forms part of this Report.
ONGC has implemented the mandatory Guidelines of
Department of Public Enterprises (DPE), Government
of India, on Corporate Governance to the ma ximum
ex tent possible.
In terms of section 204(1) of the Companies Act, 2013, the
Company has engaged M/s P P Agrawal & Co., Company
Secretaries in whole-time practice as Secretarial Auditors
for conducting Secretarial Compliance Audit for the
financial year ended 31st March, 2015. Their report forms
part of this Annual Report.
With regard to the observations of Secretarial Auditors
as contained in their report, it is submit ted that ONGC
being a Government company, all directors on the
Board of the company are appointed by Government
of India. The mat ter relating to appointment of requisite
numbers of Independent Directors has already been
taken up with the Government.
The Company has formulated and uploaded the
following policies/codes on its website in line with the
Companies Act, 2013 and Listing Agreement:
(a) Code of Conduct for Board Members and Senior
Management Personnel
(b) Related Party Transactions Policy & Procedures, 2014
(c) Material Subsidiary Policy
(d) The Code of Internal Procedures and Conduct for
prohibition of insider trading in dealing with the
securities of ONGC
In line with global practices, your Company has made
available all information, required by investors, on the
Companys corporate website w w w.ongcindia.com
Apart from the mandatory measures required to be
implemented as a part of Corporate Governance,
ONGC has gone the ex tra mile in this regard for the
benefit of its stakeholders:
i. Whistle Blower Policy / Vigil Mechanism: A total of 35
Protected Disclosures till 31.03.2015 have been
processed through the Whistle Blower mechanism of
ONGC which was implemented from December 01,
2009. The policy ensures that a genuine Whistle
Blower is granted due protection from any
victimization. The Policy is applicable to all employees
of the Company and has been uploaded on the intranet
of the Company.
In addition, the Company has a full-fledged Vigilance
Department, which is headed by Chief Vigilance
Of ficer who holds the rank of a Functional Director of
77
Board's Report
the Company. With a view to maintain his

independence, the CVO reports to the Chief Vigilance
Commissioner of the Government of India.
ii. Enterprise-wide Risk Management (ERM) framework:
In line with the requirements of Clause 49 VI of the
Listing Agreement, your Company has developed and
rolled out a comprehensive Enterprise-wide Risk
Management (ERM) Policy thr oughout the
organization. The Audit & Ethics Commit tee
periodically reviews the risk assessment and
minimization process in ONGC.
The Risk Management policy of your Company is as
follows:
ONGC shall identif y the possible risks associated
with its business and commits itself to put in place a
Risk Management Framework to address the risk
involved on an ongoing basis to ensur e
achievement of the business objective without any
interruptions.
ONGC shall optimize the risks involved by
managing their exposure and bringing them in line
with the acceptable risk appetite of the Company
The Board of Directors have constituted a Board Level
Risk Management Commit tee in terms of Clause 49 of
the Listing Agreement. The first meeting of the
Commit tee was held on 19.03.2015 wherein the risk
appetite and present risk profile, development of risk
register to comply with clause 49 of the listing
agre ement and Companies Act, 2013, Risk
Management Policy in ONGC, Risk Repor ting
structure, Risk Management / mitigation process,
Governance Risk Management & Compliance (GRC)
module roll-out through SAP, Review of risk register
and identification of new & emerging risks,
categorization and quantification of risks and role of
internal audit in ERM etc were reviewed.
iii. Meeting of Independent Directors: No Meeting of
Independent Directors was held during 2014-15.
iv. Cer tificate of Independence by Independent
Directors: The Independent Directors have submit ted
declaration that they meet the criteria of Independence
as per section 149(6) of the Companies Act, 2013.
30. STATUTORY DISCLOSURES
Your Directors have made necessary disclosures, as
required under various provisions of the Act and
Clause 49 of the Listing Agreement.
Ex tract of Annual Return
As per requirement of section 92(3) of the Companies
Act, 2013, the ex tract of the annual return in form MGT9 is placed at Annexure-E.
Particulars of Employees
ONGC being a Government Company, the provisions
of section 197(12) of the Companies Act, 2013 and
31.
32.
33.
34.
78
Board's Report
relevant Rules shall not apply in view of the Gazet te

notification dated 05.06.15 issued by Government of
India, Ministry of Corporate Af fairs.
The terms and conditions of the appointment of
Functional Directors is decided by the Government of
India. The salary and terms and conditions of the
appointment of Chief Financial Of ficer (CFO) and
Company Secretary, KMPs of ONGC, is in line with the
parameters prescribed by the Government of India.
Performance Related Pay of Functional Directors and
other employees including CFO & Company Secretary
(KMPs) is in line with the guidelines of Department of
Public Enterprises, Government of India.
ENERGY CONSERVATION
The information required under Section 134(m)of the
Companies Act, 2013, read with the Companies
(Disclosure of Particulars in the Report of Board of
Directors) Rules, 1988, is annexed as Annexure F.
AUDIT AND ETHICS COMMITTEE
In compliance with section 177(8) of the Companies
Act, 2013, the details regarding Audit & Ethics
Commit tee is provided under Corporate Governance
report which forms part of this Annual Report. There
has been no instance where the recommendations of
the Audit & Ethics Commit tee have not been accepted
by the Board of Directors.
AUDITORS
The Statutory Auditors of your Company are appointed
by the Comptroller & Auditor General of India (C&AG).
M/s Mehra Goel & Co, New Delhi, M/s G D Apte & Co,
Mumbai, M/s Lodha and Co, Kolkata, M/s Varma &
Varma, Chennai and M/s Khandelwal Jain and Co,
Mumbai Chartered Accountants were appointed as
joint Statutor y Auditors for the financial year
2014-15. The Statutory Auditors have been paid a
remuneration of `25.01 million (previous year `22.92
million) towards audit fee and certification of Corporate
Governance Report.The above fees are exclusive of
applicable ser vice ta x and reimbursement of
reasonable travelling and out of pocket expenses
actually incurred.
Auditors Report on the Accounts
The Comments of Comptroller & Auditor General of
India (C&AG) form part of this Report and are at tached
as per Annexure-G. There is no qualification in the
Auditors Report and there are no supplementary
comments by C&AG under section 143(6)(b) of the
Companies Act, 2013 on the Financial Statements of
the Company. Notes to the Accounts referred to in the
Auditors Report are self-explanatory and therefore do
not call for any further comments. You would be
pleased to know that your Company has received Nil
comments from C&AG and Statutory Auditors for the
year 2014-15. This is the ninth year in a row that the
(Onshore) by Ministry of Petroleum & Natural Gas,

Government of India, took over charge on 01.08.2015.
The Board places on record its deep appreciation for
the excellent contributions made by Shri P. Uma
Shankar, Shri S. Ravi, Shri R.K. Singh, Prof. Samir
Kumar Barua, Shri Om Prakash Bhat t, Shri N. K. Verma,
Shri Aramane Giridhar, Shri A. K. Banerjee,
Dr. S.C. Khuntia and Shri Ashok Varma during their
tenure.
The strength of the Board of Directors of ONGC as on
1st August, 2015 is 9, comprising 6 Executive Directors
(Functional Directors including CMD) and 3 NonExecutive Directors i.e. two Government nominees
and one Independent Director. Ministry of Petroleum &
Natural Gas has been requested to appoint requisite
number of independent Directors to comply with the
provisions of Companies Act, 2013 and Listing
Agreement. A total of 13 meetings of the Board of
Directors of ONGC were held during the financial year
2014-15.
Details of other Key Managerial Personnel as per Rule
8 (5) (iii) of The Companies (Accounts) Rules, 2014:Shri A. K. Srinivasan was appointed as Chief Financial
Of ficer w.e.f.06.05.2015 and as Key Managerial
Personnel w.e.f. 28.05.2015.
Shri N. K. Sinha, Company Secretary superannuated
on 30.06.2015 on at taining the age of retirement. Shri
V. N. Murthy took over as Company Secretary on
01.07.2015.
37. Acknowledgement
Your Directors are highly grateful for all the help,
guidance and support received from the Ministry of
Petroleum and Natural Gas, Ministry of Finance, DPE,
MCA, MEA, and other agencies in Central and State
Governments. Your Directors acknowledge the
constructive suggestions received from Statutory
Auditors and Comptroller & Auditor General of India
and are grateful for their continued support and
cooperation.
Your Directors thank all share-owners, business
partners and members of the ONGC Family for their
faith, trust and confidence reposed in ONGC.
Your Directors wish to place on record their sincere
appreciation for the unstinting ef forts and dedicated
contributions put in by the ONGCians at all levels, to
ensure that the Company continues to grow and excel.
organization has received Nil comments.

35. COST AUDIT
Six firms of Cost Accountants were appointed as Cost
Auditors for auditing the cost accounts of your Company
for the year ended 31st March, 2015 by the Board of
Directors. The Cost Audit Report for the year 2013-2014
has been filed under XBRL mode on 25.09.2014 which
was well within the due date of filing (i.e.30.09.2014).
36. DIRECTORS
POLICY ON DIRECTORS APPOINTMENT ETC.
of section 134(3)(e) of the Companies Act, 2013 shall
not apply in view of the Gazet te notification dated
05.06.15 issued by Government of India, Ministry of
Corporate Af fairs.
PERFORMANCE EVALUATION
of section 134(3)(p) of the Companies Act, 2013 shall
not apply in view of the Gazet te notification dated
05.06.15 issued by Government of India, Ministry of
Corporate Af fairs.
APPOINTMENTS / CESSATION ETC
Since the 21st Annual General Meeting held on
19.09.2014, Shri P Uma Shankar, Shri S. Ravi and Shri
R.K. Singh (Independent Directors) vacated their of fice
on 19.09.2014 (FN) in terms of Section 161 of the
Companies Act, 2013. The tenure of Prof. Samir Kumar
Barua and Shri Om Prakash Bhat t (Independent
Directors) concluded on 13.12.2014.
On being appointed as Managing Director of ONGC
Videsh Ltd, Shri N K Verma relinquished the charge of
Director (Exploration), ONGC on 27.08.2014. Shri U.P.
Singh, Additional Secretary (Exploration), Ministry of
Petroleum & Natural Gas, joined the Board as
Government nominee Director on 16.10.2014 in place of
Shri Aramane Giridhar. Shri A.K. Diwivedi took over as
Director (Exploration) on 16.03.2015.Shri A. K. Banerjee,
relinquished the charge of the post of Director (Finance)
on attaining the age of retirement on 30.04.2015.
Ms. Atreyee Das was appointed as Government
Nominee Director on 14.05.2015.
On being appointed as Secretary, Department of
School Education and Literacy, Dr. S.C. Khuntia,
Special Secratar y, MoP&NG and Government
nominee resigned from the Directorship of ONGC on
26.06.2015. Shri Ashok Varma, Director (Onshore)
relinquished the charge of Director (Onshore) on
31.07.2015 on at taining the age of superannuation and
Shri V P Mahawar, who has been appointed as Director
Place
Date
For and on behalf of the Board of Directors
: New Delhi
: 1st August, 2015
(Dinesh Kumar Sarraf)

79
Board's Report
Annexure A
Statement of Reserve Recognition Accounting
Standardised measure of Discounted Future Net Cash Flows relating to Proved Oil and Gas Reserve quantities as on
31st March, 2015.
(` in million)
Particulars
Gross Value as at
31st March, 2015
31st March, 2014
Present value
(Discounted at 10%) as at
31st March, 2015
31st March, 2014
REVENUES
OIL
8,113,662.86
7,734,063.16
4,114,068.01
3,910,315.59
GAS
2,981,806.99
2,873,072.70
1,683,557.09
1,542,824.81
11,095,469.85
10,607,135.86
5,797,625.10
5,453,140.40
5,833,860.17
5,939,970.51
3,019,204.07
3,005,596.27
Corporate Ta x
1,284,320.22
1,096,766.14
733,915.96
629,125.12
Sub Total
7,118,180.39
7,036,736.65
3,753,120.03
3,634,721.39
a) Assets
300,740.03
276,898.40
132,843.03
115,933.69
b) Development *
898,516.03
831,831.75
340,752.48
255,798.00
Sub Total
1,199,256.06
1,108,730.15
473,595.51
371,731.69
Total Cost
8,317,436.45
8,145,466.80
4,226,715.54
4,006,453.08
Net future earnings from Proved

Reserves
2,778,033.40
2,461,669.06
1,570,909.56
1,446,687.32
Total Revenues
COSTS
Evaluated Cost of Acquisition of

Assets and Development
* Includes Abandonment Cost
Notes
1) The Revenues on account of crude oil & gas have been worked out on the basis of average price (net of profit
Petroleum) for the year 2014-15. The average price for crude oil is net of Subsidy Discount.
2) Expenditure on Development, Acquisition of capital assets, Abandonment costs and Operating Expenditure have
been considered at current costs i.e as on on 31.03.2015. Ta xes and Levies have been considered at prevailing rates
as on 31.03.2015.
3) The reserves have been estimated by ONGC's Reserve Estimates Commit tee following the standard international
reservoir engineering practices.
4) Only Proved Reserves of ONGC share have been considered. Probable or Possible reserves have not been
considered.
5) Both revenues and costs have been discounted to present value using 10% discounting factor. The Net future
earnings, therefore, represent the net expected future cash inflows from production of recoverable reserves of
crude oil and gas.
6) However, neither the estimated net reserves nor the related present value should be taken as a forecast of future
cash flows or value of these reserves because (a) future estimated production schedules used in the valuation
process are subject to change, (b) up-gradation of Probable and Possible reserves would significantly af fect the
gross and net present value of the expected future cash inflows, (c) future crude oil and natural gas prices are
subject to change and (d) future expenditure on production (operating), development, acquisition cost of capital
assets, abandonment costs and rates of ta xes and levies, which may be at variance from those assumed herein.
80
Annexure A
ONGC Tripura Power Co. Limited
ONGC Teri Biotech Limited

Dahej SEZ Ltd
Dahej SEZ Ltd
Mangalore SEZ Limited
ONGC Petro-additions Limited
Petronet LNG Limited
ONGC Mangalore Petrochemicals

Limited

2
3
4
5
6
7
10
12
13
14
MRPL
MRPL
15
16
17
18
(b) Nature of
contracts/arrangements/
transactions
Subsidiary
Lease of Of fice space at

Mumbai
Subsidiary
Manpower deputation to OMPL
Joint venture Entities Advance & Administative supor t
for COD of unit-2
Joint venture Entities Dividend Income
Joint venture Entities Fresh advace and Right share to
OPaL
Joint venture Entities Fresh advance and Right share
to OTPC
Joint venture Entities Refund of old advance of equity
share by OPaL
Joint venture Entities Refund of old advance of equity
share by OTPC
Subsidiary
Sale of crude oil
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
Market rate
Crude oil at
market rate
Actual
Actual
Actual
Actual
Market rate
for FY 14-15
for FY 14-15
Actual
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
Salient terms
4.60
38,486.88
2,925.10
6,709.24
4,645.36
7,505.52
125.82
187.50
6.44
0.05
0.15
125.94
3,247.91
244.72
8.60
10.44
0.39
0.17
(d) Salient terms of the contracts or
As per Gas price

fixed by gov t
Tender basis
Market rate
Market rate
Actual
Actual
for FY 14-15
(c) Duration of
the contracts/
arrangements/
transactions
(e) Date (s) (f) Amount

of approval
paid
Transaction
by the
as advances,
value
if any
(Rs. in million) Board, if any:
(h) Date on which the

(g)
(c) Duration of (d) Salient terms of the contracts or (e) Date (s) (f) Amount
Amount special resolution was
the contracts/ arrangements or transaction including of approval
paid
passed in general
paid as
the value , if any
arrangements/
by the
as
Board,
advances, advances, meeting as required
transactions
Transaction
if
Salient terms
under first proviso to
if any:
if any
value
any:
section 188
(Rs. in million)
NIL
Hiring of Bioremidail serves

Lease rent
Lease land
Travel exp of ONGC emplyee
Travel exp of ONGC emplyee
Manpower deputation/other
Misc. services provided to OPaL
Joint venture Entities Lab testing facility provided to
OTBL
Joint venture Entities ONGC nominated director
Sit ting Fee
Joint venture Entities

Joint venture Entities Sale of Gas
SI. (a) Name (s) of the related party and nature of relationship
no. Name
Relationship
11
(b) Nature of
transactions
2. Details of material contracts or arrangement or transactions at arms length basis
no.
Name
Relationship
Form No. AOC-2

(Pursuant to clause (h) of sub-section (3)of section 134 of the Act and Rule 8(2) of the Companies (Accounts) Rules, 2014)
Form for disclosure of par ticulars of contracts/arrangements entered into by the company with related par ties referred to in sub-section (1) of section 188 of the Companies
Act, 2013 including cer tain arms length transactions under third proviso thereto
Annexure - B
81
Annexure B (AOC-2)
MRPL
MRPL
MRPL
MRPL
Pawan Hans Ltd (PHL)

ONGC Mangalore
Petrochemicals Limited
ONGC Videsh Ltd
ONGC Videsh Ltd
ONGC Videsh Ltd
ONGC Videsh Ltd
ONGC Videsh Ltd
ONGC Videsh Ltd
ONGC Videsh Ltd
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
(b) Nature of
transactions
82
Annexure B (AOC-2)
Guarantees for financial
obligation in favor of Petrobangla
obligation in favour of Petrobangla
obligation in favour of Citivic
Nominees Ltd (Mozambiq)
Subsidiary
Subsidiary
Subsidiary
Manpower deputaion
Purchase of retail product for
OVL
Subsidiary
Purchase of POL for internal use
Subsidiary
Interest Income
Associates
Hiring of helicopter services
Associates
Hiring of Maintenance services
from PHL for own helicopter
Associates
Deduction of Ld on hiring
contract
Associates
Dividend income
Associates
Interest income
Joint venture Entities Parents under taking to
Bank on behalf of JVE
Bank on behalf of JVE
Bank on behalf
of JVE
Subsidiary
obligation in favour of National oil
company of Libya
Subsidiary
obligation in favour of IDBI
Trusteeship services Limited
Subsidiary
obligation in favour of Hess
Corporation for Azeri and
Chiraf Fields
Subsidiary
obligation in favour of Anadarko
Subsidiary
Subsidiary
no. Name
Relationship
dealer market rate

market rate
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
ef fective from Guarantee amount

08.02.2014 (` 111374.86
million)
27.03.2014 (` 1202.69
million)
27.03.2014 (`2029.54
million)
15.07.2014 (` 47300.55
million)

(` 3821.04
05.03.2007
million)
31.12.2009 (` 4000.00
million)
27.03.2013 (` 50770.63
million)
actual
actual
actual
for FY 14-15
for FY 14-15
for FY 14-15
actual
actual
actual
for FY 14-15
for FY 14-15
for FY 14-15
for FY 14-15
As per actual
Salient terms
237th Board
Meeting
50,770.63
47,300.55
2,029.54
1,202.69
254th
Board
Meeting
254th
Board
Meeting
249th Board
Meeting
249th Board
Meeting
182nd Board
Meeting
3,773.58
111,374.86
163rd Board
meeting
1,566.00
15,029.32
25,080.00
73,926.47
4.69
37.80
64.51
6.63
44.11
9.41
4,763.57
564.89
14.65

of approval
paid
Transaction
by the
as advances,
value
if any
for FY 14-15
(c) Duration of
the contracts/
arrangements/
transactions
83
Annexure B (AOC-2)
ONGC Videsh Ltd
MRPL
MRPL
44
45
ONGC Videsh Ltd
41
43
ONGC Videsh Ltd
40
ONGC Videsh Ltd
ONGC Videsh Ltd
39
42
ONGC Videsh Ltd
Name
Subsidiary
Subsidiary
Subsidiary
Subsidiary
Subsidiary
Subsidiary
Subsidiary
Subsidiary
Relationship
(a) Name (s) of the related party and
38
SI.
no.
Guarantees executed in favor of

Sociedade Nacional De Aggola
Per formance Guarantees under

the contract in respect of
Sakhalin Project in favour of
Ex xon Nef tgas Ltd., Rosnef t-S,
SMNG-S and RN-Astra
the contract in respect of PI in
Azeri and Chirag Fields and
Gunashli Field in favour of State
Oil Company of Azerbaijan
Republic
the contract in respect of Block
SS-04, Bangladesh in favour of
Petrobangla
the contract in respect of Block
SS-09, Bangladesh in favour of
Petrobangla
Guarantees executed in favor of
Saudi Aramco

(b) Nature of
transactions
Salient terms
valid upto
31.03.2016
USD 250
Million
ef fective from USD 225

01.09.2014
Million
ef fective from
27.03.2014
ef fective from
27.03.2014
ef fective from
28.03.2013
ef fective from
23.06.2001
7,351.35
36,217.33
47,436.17
0246th Board
Meeting
258th Board
Meeting
254th Board
Meeting
254th Board
Meeting
237th Board
Meeting
79th Board
Meeting
249th Board
Meeting
249th Board
Meeting

of approval
paid
Transaction
by the
as advances,
value
if any

15.07.2014
(` 47436.17
million)
15.07.2014
(` 36217.33
million)
(c) Duration of
the contracts/
arrangements/
transactions
Report on CSR Activities
Annexure - C
ONGC conducts its business as a responsible corporate citizen and believes in holistic approach towards all issues pertaining
to People, Planet and Profit for a sustainable development and bet ter future. ONGC is commit ted to achieve inclusive grow th of
the marginalized and deprived sections of the society through its various CSR initiatives across the country.
ONGC has devised its Corporate Social Responsibility (CSR) and Sustainability Policy in consonance with the CSR Policy
framework enshrined in Section 135 of the Companies Act, 2013 (Act), Companies (CSR Policy) Rules, 2014 (Rules) notified by
Ministry of Corporate Af fairs, Government of India and Guidelines on Corporate Social Responsibility and Sustainability for
Central Public Sector Enterprises issued by Department of Public Enterprises, Government of India (DPE Guidelines, 2014)
which are ef fective from 1st April 2014.
This policy applies to all CSR projects and programmes undertaken by ONGC as per interpretation of activities listed in
Schedule-VII of the Act, within the geographical limits of India, particularly towards the benefits of marginalized, disadvantaged,
poor and deprived sections of the society and the environment.
As per the policy, projects and programmes are identified and budgets allocated for them through a process that includes
identification of suitable implementation agencies, need assessment (where ever required) and clear roadmap of desired
outcomes. The CSR projects, programmes and initiatives to be undertaken, must fall within the purview of the Schedule VII of
the Act (as modified from time to time).
The CSR projects entail Need Based Assessment or Baseline survey to determine the feasibility of the project. The objectives in
identifiying sectors and geographies are quite specific and tangible. A detailed project report of the identified project is devised
with determining of time lines with clear identification of the goals. The annual budget is to be allocated for activities in all focused
areas ensuring adherence to Schedule VII of the Act.
The project approach mandates clearly identif ying the beneficiaries. Post approval, agreements are being signed with the
implementing agency prior to implementation of the project. During the implementation phase, the project is periodically
reviewed and monitored. Evaluation & Assessment, preferably both concurrent and final (wherever possible, by a competent
third party) are carried out to ensure the project achieves the desired goals.
The focus areas and budget allocation for CSR projects, programmes and activities are made by the Commit tee on CSR and
Sustainable Development in the beginning of every financial year.
20% of the total budget are allocated in each of the five sectors as detailed below:
Promoting health care including preventative health care and sanitation and making available safe drinking water.
Promoting education including special education and employment enhancing vocation skills especially among children,
women, elderly and the dif ferently abled and livelihood enhancement projects
Ensuring environmental sustainability, ecological balance, protections of flora and fauna, animal welfare, agro forestry,
conservation of natural resources and maintaining quality of soil, air and water
Rural development projects
Miscellaneous - Set ting up homes and hostels for women and orphans; set ting up old age homes, day care centres and
other such facilities for senior citizens; Protection of national heritage, art and culture including restoration of buildings and
sites of historical importance and works of art; set ting up public libraries; promotion and development of traditional arts and
handicraf ts; Training to promote rural sports, regionally recognised sports, Paralympics sports and Olympic sports; Other
areas mentioned in Schedule - VII
The links to ONGC CSR and SD activities and a host of policies directed towards the bet terment of disadvantaged, vulnerable
and marginalised sections of stakeholders have been hosted on ONGC website w w w.ongcindia.com.
84
Annexure C
The ONGC CSR commit tee presently comprises Shri D. K. Sarraf, CMD, ONGC and Shri D. D. Misra, Director (HR), ONGC, under
the chairmanship of Shri K. N. Murthy, Independent Director.
However, as per the approved CSR policy two more members i.e. Director (Finance), ONGC and an additional Independent
Director will be members of the Commit tee. Presently these two posts are vacant.
ONGCs average net profit under Section 135 of the Act in the last three financial years was `33,030 crore wherein the profit of
the company as per Section 198 was `34,716.61 crore, `31,935.27 crore and `32,440.25 crore in financial years 2011-12, 201213 and 2013-14 respectively.
The CSR expenditure for FY 2014-15 was pegged at `660.61crore, 2% of the average profits (u/s 135) for the last three years.
However, ONGC registered an expenditure of `495.23 crore during FY 2014-15. The reasons for under-spending have been
detailed in the Boards report. The major CSR initiatives taken up during the financial year 2014-15 have also been detailed in the
Boards report. The manner in which the amount was spent during 2014-15 is detailed in the Enclosure.
Responsibility Statement
This is to certif y that the implementation and monitoring of the CSR Policy in respect of all projects/programs covered
under CSR initiatives for the year 2014-15, is in compliance with CSR objectives and Policy of the company
Sd/(K. N. Murthy)
Independent Director
Chairman, CSR Committee
Sd/(D. K. Sarraf)
CMD
Member, CSR Committee
85
Annexure C
Annexure C
86
4,95,22,87,841
Suppor t for cultural/spor ts

events, etc.
Total
4,95,22,87,841
1,57,00,000
20,40,00,923
1,57,00,000
20,40,00,923
Protection of heritage sites
660.61
1,22,10,264
93,86,76,949
1,22,53,307
2,87,41,84,398
83,23,966
1,38,56,873
46,07,70,250
1,22,10,264
93,86,76,949
1,22,53,307
2,87,41,84,398
83,23,966
1,38,56,873
46,07,70,250
3,36,72,170
Promoting spor ts and spor ts

persons
132.12
35,77,58,278
3,36,72,170
35,77,58,278
4,95,22,87,841
20,40,00,923
1,57,00,000
1,22,10,264
2,08,80,463
93,86,76,949
1,22,53,307
2,87,41,84,398
83,23,966
1,38,56,873
46,07,70,250
3,36,72,170
35,77,58,278
Amount in `
Amount in `
Sub Heads
(1) Direct expenditure
on projects or programs
(2) Overheads
Amount in `
Amount spent:
Direct or through
Implementing agency
Cumulative
expenditure upto
the reporting period
Amount spent on
the project or
program
2,08,80,463
Promotion of ar tisans, craf tsmen,

musicians
132.12
132.12
132.12
132.12
Amount outlay
(budget) project
1. Local area or other or program wise
2.Specify the State
in ` Croresa
and District where
project or program
was undertaken
Project or Program
Various programs/projects have been taken

up as CSR initiative during Financial year
2014-15 on PAN India Basis in and around
ONGCs operational areas and in backward
districts of various states
Sector in which the

Project is covered
2,08,80,463
Infrastructural suppor t near

ONGC operational area
Water management including

ground water recharge
Environment and ecological

conservation
Women's empowerment and

girl child development
Entrepreneurship (self help and

livelihood)
Education including Vocational

courses
Health care
Initiatives for physically and

mentally challenged
CSR Project/ Activity
SI.
No.
Enclosure to Annexure - C
Annexure - C
Annexure - D
ONGC: Awards & Recognitions 2014-15
Corporate Awards
excellent training practices at each and every level,

right from entry level for equipping fresh graduates with
the requisite skillsets to leadership development
programmes for creating leaders of tomorrow.
1) ONGC moves three places up on Forbes Global

2000 list (2015) among oil & gas industry
Forbes, a leading international business journal, has
ranked ONGC at 183rd among 2000 top global
companies in its latest list published in May, 2015. In
the global oil and gas operation industry, ONGC has
moved up three places to 18th.
7) ONGC ranked among top Indian brands

ONGC has been placed 14th among the best Indian
brands in the recent Economic Times- Interbrand Best
Indian Brands study, 2014. To its credit, ONGC has
maintained its position as a top Indian brand despite the
company not being in retail business. Most of the other
brands listed above ONGC have a direct consumer
connection.
2) ONGC is the top energy company in India as per

Plat ts 250 rankings
ONGC has been ranked as the Top Energy Company in
India, in the coveted Plat ts Top 250 Global Energy
Company Rankings 2014 (November, 2014). ONGC
has been ranked at 21st place among the global energy
majors and 3rd among Exploration & Production
Company (E&P).
8) ONGC awarded the Most Valuable PSU by India

Today
ONGC was recognized as the Most Valuable PSU in
the Maharatna category in the India Today GroupMDRA Survey of Indias best PSUs, 2014. It was the first
ever survey conducted by the India Today Group, in
association with Marketing and Development Research
Associates (MDRA).
3) ONGC among worlds greenest companies

ONGC has been ranked 217th in the Newsweek Green
Rankings 2014; the worlds most recognized
assessments of corporate environmental performance.
ONGC made a quantum jump from previous ranking of
386 (Green ranking 2012). The company now stands
third amongst only seven Indian companies named in
the prestigious list
9) ONGC receives highest sports award Rashtriya

Khel Protsahan Puraskar
President of India presented Rashtriya Khel Protsahan
Puraskar to ONGC in the Rashtrapati Bhavan on the
occasion of National Sports day on 29th August, 2014.
ONGC received the award in the category of Employment
of Sports persons and sports welfare measures.
4) ONGC climbs up to second position on the BT-500

Indias Most Valuable Companies List
ONGC has been placed at the number 2 position in the
BT -500 India's Most Valuable Companies list, 2014.
ONGC has gained two places over the last year's
rankings to take up its highest ever position on the BT
500 list since these rankings were institutionalized in
1992.
10) ONGC adjudged Exploration & Pr oduction

Company of the year PetroFed Awards
ONGC was adjudged as Exploration & Production
Company of the year at the PetroFed Oil & Gas Industry
Awards 2013, organized on 8th September, 2014.
5) ONGC bags Dun & Bradstreet Corporate Excellence

Award - 2014
11) ONGC received Governance Now PSE Awards 2014

ONGC was conferred awards in two categories- Best
Strategic Performance and Innovation in Business at
the Governance Now PSU Awards 2014 in the
Maharatna category. ONGC's fully owned subsidiary
Mangalore Refinery and Petrochemicals Ltd (MRPL)
was also recognized for best Grow th and
Competencies in the Mini Ratna Class I category.
ONGC received the prestigious Dun & Bradstreet

Corporate Excellence Award, for excellence in the Oil and
Gas Production sector. In all there were 46 sectors which
were recognized for their excellence and these were
chosen among the top 500 companies of India, by the
primary yardstick of their contribution to Indias GDP.
6) ONGC Academy conferred with Golden Peacock
National Training Award 2014
12) KDMIPE receives two Global Sustainability Awards

KDMIPE secured two major Energy and Environment
Foundation Awards during the 5th World Renewable
Energy Technology Congress and Expo 2014,
organized by Energy and Environment Foundation.
The Institute got Global Sustainability Award 2014-
ONGC Academy was adjudged the Winner of Golden

Peacock National Training Award 2014, by the Institute
of Directors. The award was presented on 23rd May,
2014. The award was conferred in recognition of the
87
Annexure D (Awards)
Awards, Recognitions and Accreditions
Hon'ble President of India Shri Pranab Mukherjee presenting the 'Rashtriya Khel Protsahan Puruskar' to ONGC
ONGC CMD Shri D K Sarraf along with ONGC Board of Directors receiving the 'Exploration & Production
Company of the year' at the PetroFed Oil & Gas Industry Awards - 2013
88
Annexure D (Awards)
Awards, Recognitions and Accreditions
ONGC bags India's Pride Award for excellence in the Oil and Gas sector; Director (Of fshore)
Shri T K Sengupta receiving the Award from Hon'ble Finance Minister Shri Arun Jaitley
ONGC bagged 'Exploration & Production - Company of the year' and Project Management (` 500-2000 crore)
at the PetroFed Oil & Gas Industry Awards - 2014. The awards were presented by the Honble Minister of
State (I/C), Petroleum & Natural Gas, Shri Dharmendra Pradhan and Secretary, MoPNG Shri K. D. Tripathi was
the Guest of Honour at the award ceremony.
89
Annexure D (Awards)
Individual Awards/Accolades
GOLD, for outstanding achievements in Rainwater

Harvesting and Sustainability Management; it also
secured Global Sustainability Award 2014 - SILVER for
outstanding achievements in Management of Energy
Ef ficiency and Sustainability.
1) Shri K S Jamestin, ex- Director HR felicitated with

Lifetime Achievement Award for Excellence in HR
Mr. K S Jamestin, ex- Director (HR) received the
Lifetime Achievement Award for Excellence in HR at
the Lokmat - HR Leadership Awards, 2014 held in
Mumbai on 28th June, 2014.
13) ONGC safety practices recognized at OISD Awards

ONGC secured five awards at the Oil Industry Safety
Directory (OISD) Awards ceremony for 2012-13, held at
Delhi on 3rd December, 2014.
ONGCs Tripura Asset bagged the award for Best

Onshore Asset;
ONGCs Uran Plant bagged the award for Best

Processing plant.
ONGC was also awarded as Best Organisation for

its near-miss reporting in the category Exploration
& Production Operations.
ONGCian Mr. Mangaldas Nikkaram Bhat ti was

recognized for significant contribution towards
safety in individual capacity.
2) Shri K S Jamestin, ex- Director HR conferred with

Unitop Award by IIMM, Mumbai
The Mumbai Chapter of the Indian Institute of Materials
Management (IIMM) conferred upon Mr K S Jamestin,
ex-Director (HR) the prestigious Unitop Award for
Enduring Contribution to Excellence in Supply
Management at a function in Mumbai on 28th July, 2014.
The Award was conferred in absentia at a function
which was graced by top procurement professionals of
diverse industries.
3) ONGCian decorated by Prime Minister as National
Brand Ambassador
K Kanagaraj of ONGC Cauvery Asset has been
honoured as National Brand Ambassador of Vocational
Training by Honble Prime Minister NarendraModi.The
ONGCian received this honour at a national function
organised by Directorate General of Employment &
Training (DGE&T) under Ministry of Labour and
Employment, Government of India on 16th October,
2014 at New Delhi.
14) O N G C c o n f e r r e d u p o n O u t s t a n d i n g
Accomplishment awards at CII-ITC Sustainability
Awards
ONGC was bestowed with Outstanding Achievement
awards under Corporate Excellence at CII-ITC
Sustainability Awards 2014 on 19th December, 2014.
15) World Marketing Congress honors ONGC with
Master Brand Award
4) ONGCian honored at Prime Ministers TA Day

Parade
The World Marketing Congress has conferred the

prestigious Master Brand award to ONGC on
14th November, 2014. The title of Master Brand is
conferred upon those brands that appeal to a large set
of consumers while constantly keeping in mind a
consumer centric approach.
Mr. R.S. Meena, SE (Civil), posted in Mehsana, has

been awarded Territorial Army (TA) Medal at Prime
Ministers TA Day Parade 2014.
5) National Honours for ONGC Fire Ser vices
personnel
16) ONGC receives Golden Peacock Award for

excellence in CSR
The President of India has awarded Fire Service Medal

for Meritorious Service to three personnel of ONGC
Fire Service - Mr Amitabh Singh, DGM (FS), B&S Asset,
Mr S C Gaur, Fire Of ficer Mehsana Asset and
Mr Kailash Mishra, Chief Fireman, Mehsana Asset, on
26th January, 2015.
ONGC received the prestigious Golden Peacock

Award for Corporate Social Responsibility for 2014.
ONGC has been declared as the Winner in the Oil & Gas
Category.
90
Annexure D (Awards)
Annexure - E
Form No. MGT-9
EXTRACT OF ANNUAL RETURN
as on the financial year ended on 31st March, 2015
(Pursuant to Section 92 (3) of the Companies Act, 2013 and Rule 12 (1) of the
Companies (Management and Administration) Rules, 2014
I.
REGISTRATION AND OTHER DETAILS:

i) CIN:- L74899DL1993GOI054155
ii) Registration Date: 23rd Day of June, 1993
iii) Name of the Company: Oil and Natural Gas Corporation Limited
iv) Category/Sub-Category of the Company: Government Company
v) Address of the Registered of fice and contact details: Jeevan Bharati Building Tower-II, New Delhi-110001.
Ph: 23310156, Fa x: 23316413
vi) Whether listed company
Yes/No: Yes
vii) Name, Address and Contact details of Registrar and Transfer Agent,ifany: M/s Karv y Computershare Pv t. Ltd.
Karv y Selenium Tower B, Plot 31-32, Gachibowli, Financial District, Nanakramguda, Hyderabad-500 032 Ph: 04067161562 M: +91 040-9177401094 Fa x: 040 - 23001153 mohsin.mohd@karv y.com, karv y computershare.com
II.
PRINCIPAL BUSINESS ACTIVITIES OF THE COMPANY
SI. No.
Name and Description of

main products / services
NIC Code of the Product /

service
Crude Oil
27090000
65.17%
Natural Gas
27112100
22.75%
% total turnover of the

company
III. PARTICULARS OF HOLDING, SUBSIDIARY AND ASSOCIATES COMPANIES

SI.
No.
1.
2.
3.
4
5
6
7
NAME AND ADDRESS OF

THE COMPANY
ONGC Videsh Limited
4th Floor, Kailash Building, 26, Kasturba Gandhi Marg,
New Delhi-110001
Mangalore Refinery and Petrochemicals Limited
Kuthethoor P. O., Via Katipalla, Mangalore-575030
ONGC Mangalore Petrochemicals Limited
Mangalore Special Economic Zone Permude,
Mangalore 574 509
ONGC Petro additions Ltd.
1st floor, Omkara Building, Sai Chowkri, Manjalpur,
Vadodara-390011
ONGC Tripura Power Co. Ltd.
ONGC Tripura Asset, Badarghat Complex, Agar tala,
Tripura- 799014
No. 16, Pranava Park, 3rd Floor, Infantry Road,
Bangalore-560001
Petronet MHB Limited
No. 332, Darus Salam Building, First Floor, Queens
Road, Banglore-560052
HOLDING/
SUBSIDIARY/
ASSOCIATE
% of
Shares
Held
U74899DL1965GOI004343
Subsidiary
100
2(87)
L85110KA1988GOI008959
Subsidiary
71.63
2(87)
U40107KA2006PLC041258
Subsidiary
48.99
2(87)
U23209GJ2006PLC060282
Joint Venture
49.36
2(6)
U40101TR2004PLC007544
Joint Venture
49.52
2(6)
U45209KA2006PLC038590
Joint Venture
26
2(6)
U8511OKA1998PLC024020
Joint Venture
28.77
2(6)
CIN /GLN
Applicable
Section
91
Annexure E (MGT-9)
SI.
No.
CIN /GLN
NAME AND ADDRESS OF

THE COMPANY
HOLDING /
SUBSIDIARY/
ASSOCIATE
% of
Shares
Held
Applicable
Section
Dahej SEZ Limited (DSL)

Block No.14, 3rd Floor, Udyog Bhavan, Sector-11
Gandhinagar- 382017, Gujrat
U45209GJ2004PLC044779
Joint Venture
50
2(6)
ONGC TERI Biotech Ltd

TERI Complex,Darbari Seth Block, IHC Complex,
Lodhi Road, New Delhi 110003
U74120DL2007PLC161117
Joint Venture
49.98
2(6)
10

World Trade Centre, 1st Floor, Babar Road,
BarakhambaLane, New Delhi-110001
L74899DL1998PLC093073
Joint Venture
12.50
2(6)
Pawanhans Limited
Safdarjung Airpor t, New Delhi-110003
U62200DL1985GOI022233
Associate
49
2(6)
11
IV. SHARE HOLDING PATTERN (Equity Share Capital Break up as percentage of Total Equity)
i) Category-wise Share Holding
Categor y of
Shareholders
No. of Shares held at the

beginning of the year
No. of Shares held at

the end of the year
Physical
Total
% of Total
Shares
0.00
5897760333
5897760333
68.94
Demat
%
Change
during
the year
Physical
Total
% of Total
Shares
0.00
0.00
5897760333
5897760333
68.94
0.00
Demat
A. Promoters
(1) Indian
a) Individual/ HUF
b) Central Gov t.
c) State Gov t(s)
0.00
0.00
0.00
d) Bodies Corp.
0.00
0.00
0.00
e) Banks/FI
0.00
0.00
0.00
f) Any Other
0.00
0.00
0.00
5897760333
5897760333
68.94
5897760333
5897760333
68.94
0.00
a) NRIsIndividuals
0.00
0.00
0.00
b) OtherIndividuals
0.00
0.00
0.00
c) Bodies Corp.
0.00
0.00
0.00
d) Banks/FI
0.00
0.00
0.00
e) Any Other
0.00
0.00
0.00
Sub-total
(A)(2):-
0.00
0.00
0.00
Sub-total
(A)(1):(2) Foreign
92
Annexure E (MGT-9)
Categor y of
Shareholders


the end of the year
Physical
Total
% of Total
Shares
5897760333
5897760333
68.94
a) Mutual Funds
109506969
6300
109513269
b) Banks/FI
118893301
60
118893361
c) Central Gov t
d) State Gov t(s)
e) Venture
Capital Funds
f) Insurance
Companies
g) FIIs
% of Total
Shares
%
Change
during
the year
Physical
Total
5897760333
5897760333
1.28
78851027
6300
78857327
0.92
0.36
1.39
102832805
60
102832865
1.20
0.19
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
700903533
5700
700909233
8.19
709625175
5700
709630875
8.29
0.1
569897010
569897010
6.66
614286761
614286761
7.18
0.52
h) Foreign Venture
Capital Funds
0.00
0.00
0.00
i) Others (specify)
0.00
0.00
0.00
1499212873
17.52
1505595768
12060
1505607828
17.59
0.07
Demat
Total
Shareholding of
Promoter (A)=
A)(1)+(A)(2)
Demat
68.94
0.00
B. Public
Shareholding
1. Institutions
Sub-total
(B)(1):-
1499200813 12060
93
Annexure E (MGT-9)
Categor y of
Shareholders

the end of the year

Demat
Physical
Total
% of Total
Shares
9889
1012058508
11.83
% of Total
Shares
%
Change
during
the year
Physical
Total
995168127
9889
995178016
11.63
0.2
1.49
131937061
6154696
138091757
1.61
0.12
Demat
2. NonInstitutions
a) Bodies Corp.
i) Indian
ii) Overseas
b) Individuals
i) Individual
Shareholders
holding nominal
share capital
uptoRs. 1 lakh
ii) Individual
shareholders
holding nominal
share capital
in excess of
Rs. 1 lakh
1012048619
121392038 6538805 127930843
4950075
4950075
0.06
6009935
6009935
0.07
0.01
NON RESIDENT
INDIANS
3139708
38594
3178302
0.04
4065652
38594
4104246
0.05
0.01
CLEARING
MEMBERS
6692525
6692525
0.08
3153654
3153654
0.04
0.04
TRUSTS
3705165
3705165
0.04
5581811
5581811
0.07
0.03
1396
1396
0.00
2540
2540
0.00
0.00
1151929626 6587288 1158516914
13.54
1145918780
6203179 1152121959
13.47
0.07
Total Public
2651130439 6599348 2657729787
Shareholding
(B)=(B)(1)+(B)(2)
31.06
2651514548
6215239 2657729787
31.06
0.00
C. Shares
held by
Custodian for
GDRs & ADRs
0.00
0.00
0.00
100.00
0.00
c)Others(specify)
FOREIGN
NATIONALS
Sub-total
(B)(2):-
Grand Total
(A+B+C)
8548890772 6599348 8555490120
100.00
8549274881
94
Annexure E (MGT-9)
6215239 8555490120
ii) Shareholding of Promoters

SI Share
No. holder's
name
Shareholding at the beginning of

the year
No. of
Shares
% of total
Shares
of the
Company
Shareholding at the end of the year
% of
No. of
Shares
Shares
Pledged/
encumberd
to total
shares
% of total
Shares
of the
Company
% of
Shares
Pledged/
encumberd
to total
shares
% change in
shareholding
during the year
President
of India
5897760333
68.94%
---
5897760333
68.94%
--
NIL
Total
5897760333
68.94%
---
5897760333
68.94%
--
NIL
iii) Change in Promoters' Shareholding (please specif y, if there is no change)

SI
No.
Shareholding at the beginning

of the year
No. of
Shares
% of total
Shares
of the
Company
Cumulative Shareholding
during the year
No. of
Shares
% of total
Shares
of the
Company
At the beginning of the year

Date wise Increase/Decrease in Promoters Share
holding during the year specifying the reasons for
increase/decrease (e.g. allotment/ transfer/ bonus/
sweat equity etc):
At the end of the year
*There is no Change is Promoter's Shareholding.
iv) Shareholding Pat tern of top ten Shareholders (other than Directors, Promoters and Holders of GDRs and ADRs):(*)
SI
No.

of the year
For each of the top 10
shareholders
No. of
Shares
% of total
Shares
of the
Company
during the year
No. of
Shares
% of total
Shares
of the
Company
At the beginning of the year

Date wise Increase/Decrease in Shareholding during
the year specifying the reasons for increase/decrease
(e.g. allotment/transfer/bonus/sweat equity etc):
At the End of the year (or on the date of separation, if
separated during the year)
* Details are placed at Appendix
95
Annexure E (MGT-9)
v) Shareholding of Directors and key Managerial Personnel :

of the year
SI
No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Shri Dinesh Kumar Sarraf
(A) At the beginning of the year

(B) Date wise Increase/Decrease in Share holding
during the year specifying the reasons for
increase/decrease (e.g. allotment/transfer/bonus/
sweat equity etc):
(C) At the End of the year
Shri Aloke Kumar Banerjee
(A)
(B)
(C)
Shri Shashi Shankar
(A)
(B)
(C)
Shri Narendra Kumar Verma
(A)
(B)
(C)
Shri Tapas Kumar Sengupta
(A)
(B)
(C)
Shri Jamestin Kizhakkekuttu Scaria
(A)
(B)
(C)
Shri Ashok Varma
(A)
(B)
(C)
Shri Desh Deepak Misra
(A)
(B)
(C)
Shri Ajay Kumar Dwivedi
(A)
(B)
(C)
Shri Naresh Kumar Sinha
(A)
(B)
(C)
No. of
Shares
No. of
Shares
% of total
Shares
of the
Company
3192
----
0.000037
----
---NIL
----
----
3192
0.000037
3172
-------
0.000037
-------
---NIL
3172
---NIL
0.000037
3712
-------
0.000043
-------
---NIL
3712
---NIL
0.000043
NIL
-------
NIL
-------
---NIL
NIL
3672
-------
0.000043
-------
---NIL
3672
---NIL
0.000043
3600
-------
0.000043
-------
---NIL
3600
---NIL
0.000043
NIL
-------
NIL
-------
---NIL
NIL
1700
-------
0.000020
-------
---NIL
1700
---NIL
0.000020
820
-------
0.000010
-------
---NIL
820
---NIL
0.000010
NIL
-------
NIL
-------
---NIL
NIL
---NIL
NIL
96
Annexure E (MGT-9)
% of total
Shares
of the
Company
during the year
---NIL
---NIL
NIL
---NIL
NIL
v) INDEBTEDNESS
Indebtedness of the Company including interest outstanding/accrued but not due for payment
Unsecured Loans
Secured Loans
excluding deposits
Indebtedness at the beginning of
the financial year
i) Principal Amount
ii) Interest due but not paid
iii) Interest accrued but not due
Total (i+ii+iii)
Change in Indebtedness during the financial year
Additions
Reduction
Net Change
Indebtedness at the end of the financial year
i) Principal Amount
ii) Interest due but not paid
iii) Interest accrued but not due
Total (i+ii+iii)
Deposits
Total
indebtedness
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
vi) REMUNERATION OF DIRECTORS AND KEY MANAGERIAL PERSONNEL

A. Remuneration to Managing Director, Whole-time Director and / or Manager :
Particulars of
Remuneration
Name of MD/WTD / Manager

Shri Dinesh Shri A.K.
Banerjee
Kumar
Sarraf
C&MD
Gross salary
(a) Salary as per
provisions contained
in section 17(1) of the
Income-ta x Act, 1961
(b) Value of perquisites
u/s 17(2) Income-tax
Act, 1961
(c) Profits in lieu of
salary under section
17(3) Income-ta x Act,
1961
Stock Option
Sweat Equity
Commission
- As % of profit
- Others, specify..
Others, please specify
Others-Provision for
PRP, gratuity ,leave
encashment under AS-15,
Contribution to CSSS,PF,
EPS , reimbursement of
employer paid ta xes,
reimbursements not
included under 17(2)
Total (A)
Ceiling as per the Act
(Figures in `)
Shri K.S.
Jamestin
DIR. (FIN)
DIR. (HR)
Shri N.K. Shri

Verma
Shashishan
ker
DIR.
DIR (T&FS)
(EXPL.)
Shri T.K.
Sengupta
DIR (OFF
SHORE)
Shri Ashok Shri D.D.

Varma
Misra
DIR (ON
SHORE)
Shri A.K.
Dwivedi
DIR. (HR)
Total
Amount
DIR.
(EXPL.)
36,96,218 31,33,439 50,50,838 12,73,469 31,29,204 39,31,970 27,65,590 27,72,267 8,55,858

2,53,225
6,88,093
6,32,011
61,230
6,56,520
7,20,826
1,86,436
4,01,274
44,418
22,01,659 19,08,949 6,50,280 14,07,070 17,28,754 18,33,980 13,02,055 11,56,847

97,689
61,51,102 57,30,482 63,33,129 27,41,770 55,14,478 64,86,776 42,54,080 43,30,388 9,97,965
Not applicable as section 197 of Companies Act, 2013 shall not apply to Government Companies.
2,66,08,853
36,44,033
1,22,87,282
4,25,40,168
97
Annexure E (MGT-9)
B. Remuneration to other directors:

SI. Particulars of
No. Remuneration
(Figures in `)
Name of Directors
Shri Arun
Ram
ananthan
1.
Independent Directors
Fee for at tending board
commit tee meetings
Commission
Total (1)
Other Non-Executive Directors
Fee for at tending board
commit tee meetings
Commission
Total (2)
Total (B)=(1+2)
Total Managerial
Remuneration
Overall Ceiling as per the Act
Prof
Deepak
Nayyar
Prof.
S.K.
Barua
1,80,000
1,20,000
7,20,000
NIL
NIL
NIL
NIL
NIL
NIL
Shri O.P.
Bhatt
Shri. K.N.
Murthy
6,60,000 10,20,000
NIL
NIL
4,80,000
NIL
NIL
5,20,000 1,00,0000 38,00,000
NIL
NIL
NIL
NIL
NIL
NIL
SI. Particulars of Remuneration

No.
2
3
4
(Figures in `)
Key Managerial Personnel
Gross salary
(a) Salary as per provisions contained in Section 17(1) of the Income-ta x Act, 1961
(b) Value of perquisites u/s 17(2) Income-ta x Act, 1961
(c) Profits in lieu of salary under Section 17(3) Income-ta x Act, 1961
Stock Option
Sweat Equity
Commission
As % of profit
Others, specify..
Others-Provision for PRP, Provisions under AS-15,Contribution to CSSS,PF,EPS,
reimbursement of employer paid ta xes, reimbursements not included under 17(2)
Total
98
Annexure E (MGT-9)
NIL
NIL
38,00,000
NIL
38,00,000
C. REMUNERATION TO KEY MANAGERIAL PERSONNEL OTHER THAN MD/MANAGER/WTD
Total
Amount
Shri P. Uma Shri S. Ravi Shri R.K.

Shankar
Singh
CEO
Company
Secretary
CFO
Total
37,18,365
2,34,258
-
37,18,365
2,34,258
-
10,44,391
49,97,014
10,44391
49,97,014
vii) PENALTIES / PUNISHMENT / COMPOUNDING OF OFFENCES:

Type
Section of the
Companies Act
Brief Description
Details of Penalty/ Authority (RD/NCLT/ Deposits

Punishment/
NCLT/COURT)
Compounding fee
imposed
A. COMPANY
Penalty
Punishment
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
NIL
Compounding
B. DIRECTORS
Penalty
Punishment
Compounding
C. OTHER
OFFICERS IN
DEFAULT
Penalty
Punishment
Compounding
Shri Dharmendra Pradhan, Honble Minister of State (I/C), Petroleum & Natural Gas (center) and Shri Kapil Dev Tripathi, Secretary - MoPNG
(lef t) with ONGC board of Directors on-board drilling vessel 'Chikyu' commissioned as part of the National Gas Hydrates Programme (NGHP).
'Chikyu' is an advanced scientific vessel specifically designed for Gas Hydrate core handling, analysis and various onboard laboratory studies
for gas hydrate characterization.
99
Annexure E (MGT-9)
APPENDIX
(iv) Shareholding Pattern of top ten Shareholders (other than Directors, Promoters and Holders of GDRs and ADRs):
SI.
No.
1.
Shareholding at the
LIFE INSURANCE CORPORATION OF INDIA

(B) Date wise Increase/Decrease in Shareholding during the
year specifying the reasons for increase/decrease
Date
Reason
No. of
shares
No. of
shares
% of total
share of the
company
666,702,623
7.79
----
---
6/13/2014
Sold 495000
----
----
666,207,623
7.79
6/20/2014
Sold 866
----
----
666,206,757
7.79
7/25/2014
Sold 1112070
----
----
665,094,687
7.77
8/1/2014
Sold 20599
----
----
665,074,088
7.77
8/8/2014
Sold 1001006
----
----
664,073,082
7.76
8/15/2014
Sold 1443291
----
----
662,629,791
7.75
8/22/2014
Sold 3787067
----
----
658,842,724
7.70
12/19/2014
Purchase 73250
----
----
658,915,974
7.70
1/9/2015
Purchase 3044791
----
----
661,960,765
7.74
1/16/2015
Purchase 853123
----
----
662,813,888
7.75
3/13/2015
Purchase 4855314
----
----
667,669,202
7.80
3/20/2015
Purchase 3135077
----
----
670,804,279
7.84
3/27/2015
Purchase 4542218
----
----
675,346,497
7.90
----
----
677,182,291
7.92
(C) At the End of the year (or on the date of separation,

if separated during the year)
SI.
No.
2.
% of total
share of the
company
during the year
Shareholding at the
INDIAN OIL CORPORATION LIMITED
No. of
shares
% of total
share of the
company
during the year
No. of
shares
% of total
share of the
company
657,923,428
7.70
----
----

----
----
NIL
NIL

----
----
657,923,428
7.70
100
Annexure E (MGT-9)
SI.
No.
3.
Shareholding at the
No. of
shares
GAIL INDIA LIMITED
No. of
shares
% of total
share of the
company
205,601,068
2.40
----
----

----
----
NIL
NIL

----
----
205,601,068
2.40
SI.
No.
4.
% of total
share of the
company
during the year
Shareholding at the
No. of
shares
FRANKLIN TEMPLETON INVESTMENT FUNDS
% of total
share of the
company
during the year
No. of
shares
% of total
share of the
company
76,805,580
0.90
----
----

Date
Reason
4/4/2014
Sold 197000
----
----
76,608,580
0.90
4/11/2014
Sold 253000
----
----
76,355,580
0.90
6/6/2014
Sold 2090157
----
----
74,265,423
0.87
6/13/2014
Sold 359843
----
----
73,905,580
0.86
6/30/2014
Sold 644200
----
----
73,261,380
0.86
7/4/2014
Sold 815739
----
----
72,445,641
0.85
7/11/2014
Sold 888061
----
----
71,557,580
0.84
2/13/2015
Purchase 1036800
----
----
72,594,380
0.85
2/20/2015
Purchase 262300
----
----
72,856,680
0.85
2/27/2015
Purchase 336900
----
----
73,193,580
0.86
----
----
73,193,580
0.86
(C) At the End of the year (or on the date of separation, if

separated during the year)
101
Annexure E (MGT-9)
SI.
No.
5.
Shareholding at the
No. of
shares
ICICI PRUDENTIAL LIFE INSURANCE COMPANY

LTD.
Date
Reason
4/4/2014
Sold 186200
4/11/2014
Purchase 40421
4/18/2014
Purchase 11874
4/25/2014
Purchase 15780
5/2/2014
Sold 159380
5/9/2014
Sold 1235873
5/16/2014
Purchase 55373
5/23/2014
Purchase 13344
5/30/2014
Sold 714896
6/6/2014
Sold 1951949
6/13/2014
Sold 3916721
6/20/2014
Sold 1099281
6/30/2014
Sold 2535650
7/4/2014
Sold 433800
7/11/2014
Sold 15574
7/18/2014
Sold 1353353
7/25/2014
Sold 429799
8/1/2014
Sold 237342
8/8/2014
Purchase 48753
8/15/2014
Purchase 18242
8/22/2014
Sold 85285
8/29/2014
Sold 760633
9/5/2014
Sold 226485
9/12/2014
Sold 54324
9/19/2014
Sold 197032
9/30/2014
Purchase 88390
10/3/2014
Sold 8732
10/10/2014
Sold 56001
10/17/2014
Sold 118361
10/24/2014
Sold 287748
10/31/2014
Purchase 14823
11/7/2014
Sold 23168
11/14/2014
Sold 84674
11/21/2014
Purchase 3716
11/28/2014
Sold 130467
102
Annexure E (MGT-9)
% of total
share of the
company
during the year
No. of
shares
% of total
share of the
company
46,964,274
0.55
----
----
----------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------
46,778,074
46,818,495
46,830,369
46,846,149
46,686,769
45,450,896
45,506,269
45,519,613
44,804,717
42,852,768
38,936,047
37,836,766
35301116
34,867,316
34,851,742
33,498,389
33,068,590
32,831,248
32,880,001
32,898,243
32,812,958
32,052,325
31,825,840
31,771,516
31,574,484
31,662,874
31,654,142
31,598,141
31,479,780
31,192,032
31,206,855
31,183,687
31,099,013
31,102,729
30,972,262
0.55
0.55
0.55
0.55
0.55
0.53
0.53
0.53
0.52
0.50
0.46
0.44
0.41
0.41
0.41
0.40
0.39
0.38
0.38
0.38
0.38
0.37
0.37
0.37
0.37
0.37
0.37
0.37
0.37
0.36
0.36
0.36
0.36
0.36
0.36
12/5/2014
Purchase 137862
12/12/2014
Sold 45107
12/19/2014
Purchase 780925
12/31/2014
Purchase 1440839
1/2/2015
Purchase 171606
1/9/2015
Purchase 369845
1/16/2015
Purchase 896166
1/23/2015
Purchase 140874
1/30/2015
Purchase 204617
2/6/2015
Purchase 1234044
2/13/2015
Purchase 270101
2/20/2015
Sold 16585
2/27/2015
Sold 52986
3/6/2015
Purchase 301071
3/13/2015
Sold 126721
3/20/2015
Sold 200150
3/27/2015
Purchase 415630
SI.
No.
6.
----------------------------------------------------
----------------------------------------------------
31,110,124
31,065,017
31,845,942
33,286,781
33,458,387
33,828,232
34,724,398
34,865,272
35,069,889
36,303,933
36,574,034
36,557,449
36,504,463
36,805,534
36,678,813
36,478,663
36,894,293
0.36
0.36
0.37
0.39
0.39
0.40
0.41
0.41
0.41
0.42
0.43
0.43
0.43
0.43
0.43
0.43
0.43
----
----
37,140,388
0.43
Shareholding at the
No. of
% of total
shares
share of the
company
VANGUARD EMERGING MARKETS STOCK

INDEX FUND, ASERIE
Date
Reason
4/4/2014
Purchase 202120
4/11/2014
Purchase 247597
4/18/2014
Purchase 35371
5/23/2014
Purchase 90954
5/30/2014
Purchase 611072
7/11/2014
Purchase 176855
7/25/2014
Purchase 202120
8/1/2014
Purchase 323392
8/22/2014
Purchase 412427
9/12/2014
Purchase 141484
9/30/2014
Sold 765215
11/28/2014
Purchase 141484
12/5/2014
Purchase 126325
1/9/2015
Sold 207173
1/16/2015
Sold 90954
1/23/2015
Sold 85901
2/6/2015
Sold 25265
2/13/2015
Sold 101060
if separated during the year
during the year
No. of
% of total
shares
share of the
company
36,013,384
0.42
----
----
-------------------------------------------------------
-------------------------------------------------------
36,215,504
36,463,101
36,498,472
36,589,426
37,200,498
37,377,353
37,579,473
37,902,865
38,315,292
38,456,776
37,691,561
37,833,045
37,959,370
37,752,197
37,661,243
37,575,342
37,550,077
37,449,017
0.42
0.43
0.43
0.43
0.43
0.44
0.44
0.44
0.45
0.45
0.44
0.44
0.44
0.44
0.44
0.44
0.44
0.44
----
----
37,374,692
0.44
103
Annexure E (MGT-9)
SI.
No.
7.
Shareholding at the
No. of
% of total
share of the
shares
company
LIC OF INDIA MARKET PLUS 1 GROWTH FUND

Date
Reason
4/25/2014
Sold 621009
5/9/2014
Sold 594971
6/13/2014
Sold 77197
6/20/2014
Sold 100000
6/30/2014
Sold 1284376
7/4/2014
Sold 712206
7/11/2014
Sold 553002
7/25/2014
Sold 75215
8/1/2014
Sold 487500
8/8/2014
Sold 462256
8/15/2014
Sold 667770
8/22/2014
Sold 455000
8/29/2014
Sold 933671
SI.
No.
8.

Date
Reason
5/9/2014
Sold616714
5/16/2014
Sold162349
5/23/2014
Sold58382
6/13/2014
Sold343273
6/20/2014
Sold1159875
8/15/2014
Sold476696
8/22/2014
Sold396604
8/29/2014
Sold621015
9/5/2014
Sold348361
9/12/2014
Sold328691
10/10/2014
Sold500000
10/17/2014
Sold196737
10/24/2014
Sold263157
104
Annexure E (MGT-9)
27,723,200
0.32
----
----
----------------------------------------
----------------------------------------
27,102,191
26,507,220
26,430,023
26,330,023
25,045,647
24,333,441
23,780,439
23,705,224
23,217,724
22,755,468
22,087,698
21,632,698
20,699,027
0.32
0.31
0.31
0.31
0.30
0.28
0.28
0.28
0.27
0.27
0.26
0.25
0.24
----
----
20,699,027
0.24
Shareholding at the
No. of
% of total
share of the
shares
company
HSBC GLOBAL INVESTMENT FUNDS

ACCOUNT HSBC GIF MAURITU
during the year
No. of
% of total
share of the
shares
company
during the year
No. of
% of total
share of the
shares
company
26,352,684
0.31
----
----
----------------------------------------
----------------------------------------
25,735,970
25,573,621
25,515,239
25,171,966
24,012,091
23,535,395
23,138,791
22,517,776
22,169,415
21,840,724
21,340,724
21,143,987
20,880,830
0.30
0.30
0.30
0.30
0.28
0.28
0.27
0.26
0.26
0.26
0.25
0.25
0.24
----
----
20,880,830
0.24
SI.
No.
9.
Shareholding at the
No. of
% of total
share of the
shares
company
CPSE ETF
(e.g. allotment/ transfer/bonus/sweat equity etc):
Date
Reason
4/4/2014
Purchase 51120
4/11/2014
Sold 7642755
4/18/2014
Sold 1238365
4/25/2014
Sold 1198370
5/2/2014
Sold 649254
5/9/2014
Sold 345594
5/16/2014
Purchase 155525
5/23/2014
Purchase 204952
5/30/2014
Purchase 225896
6/6/2014
Purchase 104720
6/13/2014
Sold 40392
6/20/2014
Purchase 17952
6/30/2014
Purchase 31416
7/4/2014
Purchase 23936
7/11/2014
Sold 7480
7/18/2014
Purchase 14541
7/25/2014
Purchase 19435
8/1/2014
Purchase 13455
8/8/2014
Purchase 4485
8/15/2014
Sold 1495
8/22/2014
Purchase 312715
8/29/2014
Sold 36600
9/5/2014
Sold 18220
9/12/2014
Sold 79508
9/19/2014
Sold 47399
9/30/2014
Purchase 65747
10/3/2014
Sold 6116
10/10/2014
Sold 1529
10/17/2014
Purchase 62689
10/24/2014
Purchase 51986
10/31/2014
Sold 29051
11/7/2014
Purchase 82566
11/14/2014
Purchase 752054
11/21/2014
Sold 695702
11/28/2014
Sold 52899
12/5/2014
Sold 33663
12/12/2014
Sold 24045
12/19/2014
Sold 33663
12/31/2014
Purchase 150333
during the year
No. of
% of total
share of the
shares
company
24,786,189
0.29
----
----
----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------------------
24,837,309
17,194,554
15,956,189
14,757,819
14,108,565
13,762,971
13,918,496
14,123,448
14,349,344
14,454,064
14,413,672
14,431,624
14,463,040
14,486,976
14,479,496
14,494,037
14,513,472
14,526,927
14,531,412
14,529,917
14,842,632
14,806,032
14,787,812
14,708,304
14,660,905
14,726,652
14,720,536
14,719,007
14,781,696
14,833,682
14,804,631
14,887,197
15,639,251
14,943,549
14,890,650
14,856,987
14,832,942
14,799,279
14,949,612
0.30
0.20
0.19
0.17
0.16
0.16
0.16
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.17
105
Annexure E (MGT-9)
SI.
No.
9.
Shareholding at the
No. of
% of total
share of the
shares
company
CPSE ETF
1/2/2015
Sold 59459
1/9/2015
Purchase 80350
1/16/2015
Sold 44996
1/23/2015
Sold 35354
1/30/2015
Sold 73922
2/6/2015
Sold 33747
2/13/2015
Sold 3214
2/20/2015
Purchase 906764
2/27/2015
Sold 15309
3/6/2015
Sold 32584
3/13/2015
Purchase 223221
3/20/2015
Purchase 13738
3/27/2015
Purchase 104040
10.
LIC OF INDIA MARKET PLUS 1 GROWTH FUND

Date
Reason
4/25/2014
Sold247975
5/9/2014
Sold271362
6/30/2014
Sold916104
7/4/2014
Sold610286
7/11/2014
Sold200000
7/25/2014
Sold400000
8/1/2014
Sold198311
8/8/2014
Sold297374
8/15/2014
Sold350000
8/22/2014
Sold685000
8/29/2014
Sold475000
106
Annexure E (MGT-9)
----------------------------------------
----------------------------------------
14,890,153
14,970,503
14,925,507
14,890,153
14,816,231
14,782,484
14,779,270
15,686,034
15,670,725
15,638,141
15,861,362
15,875,100
15,979,140
0.17
0.17
0.17
0.17
0.17
0.17
0.17
0.18
0.18
0.18
0.19
0.19
0.19
----
----
15,975,672
0.19
Shareholding at the
No. of
% of total
share of the
shares
company
SI.
No.
during the year
No. of
% of total
share of the
shares
company
during the year
% of total
No. of
share of the
shares
company
24,040,209
0.28
----
----
----------------------------------
----------------------------------
23,792,234
23,520,872
22,604,768
21,994,482
21,794,482
21,394,482
21,196,171
20,898,797
20,548,797
19,863,797
19,388,797
0.28
0.27
0.26
0.26
0.25
0.25
0.25
0.24
0.24
0.23
0.23
----
----
19,388,797
0.23
Annexure - F
l
Assessment of Gas Hydrate potential in Andaman
A. ENERGY CONSERVATION
The following measures were taken towards energy
conservation during 2014-15
l
During the year LED Retrofit tube lights (20W)-1800 nos. were
replaced in place of conventional 36W/40W Tubes having
power consumption of approx. 50W including choke.
l
25 K W Roof top Solar Plant was installed at KDMIPE
which is feeding power to Streetlights of KDMIPE.
l
For renovation works at various labs/ of fices of KDMIPE,
120 nos. LED (36/ 40W) were replaced in place of 2x40W
Tube fit ting having power consumption of approx. 100W
including choke.
l
308 Nos. of 2X40W Tube fit tings having power
consumption of 100 Wat t were replaced by LED Fit tings
(36 W) in GEOPIC.
l
As a Green initiative, 15K W solar photo-voltaic power
plant was installed at GEOPIC roof top.
l
During renovation of IRS canteen all the light fit tings
12x40W tube light fit tings (12 no.) have been replaced
with 43W LED light fit tings (9 no.)
l
UranPlant : The measures taken during 2014-15 include
125 K Wp Solar Power Plant at Roof Top of Raw Water
Reservoir and 50 K Wp Solar Power Plant at Roof Top of
New APU Substation.
l
Hazia Plant - Movement detector lighting circuits have
been installed in unmanned sub-stations.
l
6 AC-VFD rigs have been introduced in Onshore Assets.
l
Ankleshwar Asset installed and commissioned 2 nos. of
hired gas compressors, one each in Gandhar & Ankleshwar
fields to reduce gas flaring and monetize the same.
l
HPSV lamps in street lighting were replaced by Energy
saver LED lamps in IDT.
Impact of measures for reduction of energy
consumption and consequent impact on the cost of
production of goods
The energy conservation measures taken as above have
resulted in significant saving. Further, the above measures
have resulted in reduction of significant quantity of fuel
consumption (HSD, Natural Gas and electricity).
B. RESEARCH AND DEVELOPMENT
Specific areas in which R&D was carried out
l
Updation of tectonic map of India.
l
Basin architecture and Mesozoic sedimentation in
western of fshore basins.
l
Analysis of the various elements of Petroleum
system(s) of the study in KG and Mahanadi areas
with respect to hydrocarbon charging.
l
Delineation of shallow pay sands in a pilot area of
Ankaleshwar field, Cambay Basin.
l
Evaluation of its hydrocarbon prospectivity in ChenabBeas Sector of Himalayan Foothills in analogy with
Upper Indus Petroliferous basin.
l
Plate Tectonic reconstruction of Gondwana deposits of India.
l
Str ontium-Neodymium (Sr-Nd) isotopic and
geochemical characterization of basaltic basement in
Western Of fshore Basin.
l
Evaluation of low resistivity pay sand GS-12 of Gandhar field.
of fshore area.
l
Basin Centered Gas prospectivity in Warsan Low in
Mehsana Area, North Cambay Basin.
l
Sof tware development using CUDA-GPU Technology
l
Sof tware development for data access from OpenWorks
database to other platforms over the network
l
Sof t ware development for interactive Spectral
Decomposition in Petrel to improve the understanding

of anomalous zones quickly by generating the spectral
at tributes on the fly from the seismic data.
l
Development of sof tware for improving the frequency
bandwidth to induct the MPI parallel processing
techniques using high performance cluster systems for
compute intensive seismic processing methods.
l
Development of sof tware for transforming angle
gathers to of fset gathers as an OMEGA plugin
l
Interpretation of Passive Seismic data to absorb this
fast emerging Technology to generate
3-D velocity
structure of the sub-sur face for hydrocarbon
exploration using data from micro-earthquakes.
l
Anisotropic Pre-stack Depth Migration (PSDM) using
seismic 3D data pertaining to prospect, B173-A, of
Neelam-Heera Asset, Mumbai Of f shore, Using
OMEGA and Geodepth Sof twares
l
Application of Geostatical inversion-technique for
removal of coal ef fect. Structural Engineering
l
Life extension and recertification of the of fshore jacket
platforms in western of fshore, which have outlived their
design lives, through a collaborative project with DNV GL.
l
Risk based inspection planning for of fshore structures
in western of fshore
Material Selection Corrosion Control
l
Suitable material of construction for tubular and flow
line of deep water development
Geotechnical Studies
l
Application of Field vane shear Test in of fshore
geotechnics
Gas Hydrate Studies
Studies on the feasibility of gas production from gas

hydrate bearing reservoirs using molecular substitution
technique
IRS, has completed a number of R&D Projects in FY
(14-15) on Field development based on Reservoir simulation
studies, Performance monitoring, EOR processes Lab
design and simulation, Reservoir characterization,
productivity enhancement projects and basic laboratory
data generation for various fields of ONGC.
Feasibility Study on introduction of Nano based Nondamaging Drilling Fluid technology in ONGC for
increasing Well Productivity and reduction in drilling cost.
Proper mud design for drilling in shale sections (long

exposure period) in Cambay, KG and Cauvery basins
ensuring well stabilit y- (Head COD-Shale gas,
Vadodara).
Design of Mud system for the wells of Daman

development Project (C-24 Addl. Dev. & B 12 fields) B&S Asset, Mumbai.
107
Annexure F (Energy Conservation)
Well design for successful completion of wells with
Design of Mud system for the wells of C -26 cluster (C-
high angle long section in basement (including

feasibility of using Under-reamer) in Borholla and
adjoining areas, South Assam Shelf, A&A A Basin(CoD Basement)
Well plan for the Horizontal Well BVDA (TD-3475m

TVD)- (Cauvery Asset, Karaikal).
Well plan for the Horizontal Well BVDB (TD-3800m

TVD)- (Cauvery Asset, Karaikal).
Well plan for Well # TIA A (TD-3000m)- (Cachar

Forward Base Silchar).
Comparative Study of Digvijay vs. Dalmia Cement for

Slurry Design of HP-HT Wells in East Coast & West
Coast Fields and Recommendation for Improvement in
the Physical / Chemical Parameters of Digvijay
Cement- (CS-Mumbai).
Comparative Study of Dalmia vs. Dyckerhof f Cement

for use in Slurry Design for Ultra HP/HT Wells in East
Coast & West Coast Fields- (CS-Mumbai).
Cementation Job in Loss and Gain Situation in 9 5/8

Casing and 7 Liner Job in Eastern / Western Of fshore
of MR- (Mumbai Region).
Formulation of Tentative Specification for Cement

Additives Packages for Low Temperature and Light
Weight Application- (Mumbai Region).
Modified formulation and preparation technique of RSF
pill for Mumbai Region- (Mumbai Region).
Isolation of High Permeability/Water Charged Streaks
within Bassein Pay, Neelam Field- (N&H Asset,
Mumbai).
Analysis of shale gas well cementation of the well

JMSGA- (Ankleshwar Asset) for
v
Probable reasons for poor CBL-VDL of 7 casing
v
How to improve CBL-VDL for Hydro fracturing
v
How to avoid such failure in future
Cementing solution for wells of Khubal field and

optimization of cement slurry design for a good
primary cementation- (Tripura Asset).
Analysis of reasons for Poor CBL-VDL in HT-HP well of

Rajahmundry Asset- (Rajahmundry Asset).
Benefits derived as result of above R&D:
The R&D projects undertaken by your Company
facilitated speedier and ef fective E&P activities of the
Company.
Expenditure on Research & Development
23, C -26 and B -12-1 fields)- B&S Asset, Mumbai.
Design of Mud system for Sub-hydrostatic reservoirs

(Bassein, Vasai East and NBP fields)- (B&S Asset,
Mumbai).
Designing of Mud policy for drilling Mukta and Bassein

(Limestone and shale formations) and Panna pays
(Sandstone-Shale formations) of Heera field- (N & H
Asset, Mumbai).
Low solids/ solid free mud design for successful

completion of wells with high angle long section in
basement in Borholla and adjoining areas, SAS, A&A A
Basin- (COD, Basement Exploration, Mumbai)
Inhibited mud system for Kaoliniticshales- (MS, Mumbai).
Development of Bary te free synthetic oil based

reservoir drilling fluid-( MS, Mumbai ).
Drilling fluid for shale gas (Horizontal wells)- (Mud Corporate).
HTHP high density clear fluid brines alternative to

Cesium Formate- ( Mud Corporate).
Feasibilit y studies of using oil field ef fluent for

preparation of mud & brine- Previous year follow up
project- (MS, Ahmedabad Asset).
Identification of suitable deflocculant for polymer mud

(KCl-PHPA)- (MS, Ahmedabad Asset).
Bary te sagging in HTHP wells- (MS, Rajahmundry).
Geo-mechanical modelling of B-12 field (Tapti Daman

Area, Mumbai Of fshore) based on inputs derived from
recently drilled wells in the area- (B&S Asset, Mumbai).
Geo-mechanical study of Kunjaban field (Tripura) and to

suggest safe Mud Weight Window along with suitable
Casing Policy to counter the wellbore instability
problems- (MS- Tripura).
Geo-mechanical study (post drill analyses) of some

wells drilled in Cauvery Asset/ Basin namely, KIDA
(Kali), K ADL (Kuthalam), VNAC (Vanjiyur), BVDA
(Bhuvanagiri), BVDB (Bhuvanagiri) and ABA A
(Adambavur) and to suggest mud weight window for
drilling future wells in the respective fields- (Cauvery
Asset).
Geo-mechanical study of Khubal field (Cachar) and to

suggest suitable Mud Weight Window along with Casing
Policy for drilling directional wells in the field- (MSCachar).
Framing specification of HTHP viscosifier and

dispersant- (MS-Mumbai).
Design of optimum casing policy and Mud system for

wells of Daman Development Project (C-24 Addl. Dev. &
B12 fields)- (B&S Asset, Mumbai).
Design of optimum casing policy and Mud system for

wells of C-26 Cluster (C-23, C-26 and B-12-1 Fields)(B&S Asset, Mumbai).
Designing of Casing and Mud policy of drilling Mukta

and Bassein (Limestone and Shale Formations) and
Panna pays (Sandstone-Shale formations) of Heera
field- ( N&H Asset).
Formulation of suitable casing and mud policy for

Isolation of gas bearing Bandra Pay (Isolating shallow
gas reservoir Bandra)- (N&H Asset).
(` in million)
2014-15
Capital
302.25
213.31
Recurring
4,023.62
5,296.06
Total
4,325.87
5,509.37
0.52%
0.66%
Total R&D Expenditure as a

percentage of Total Turnover
108
2013-14
C. Technology absorption and adaptation

l
Viscoelastic foam acid system (VFA), VSDA & DPRS has
been implemented in Mumbai of fshore wells resulting
in appreciable oil gain.
l
For the first time Rigless WSO Job followed by cement
squeeze by CTU was carried out in Ahmedabad Asset.
l
Two Bot tom hole samples of Nagayalanka field, a HPHT
reser voir for Joint Venture (Cairn Energy-ONGC
consortium) from well NL-1zST at a depth of 4045.2m WL
(Raghavpuram sand) and 3995.2m WL (Golapalli sand)
were collected by Schlumberger for PVT studies. Both
the samples were tested successfully under HPHT
conditions.
l
Acquired PIPENET vision sof t ware (1.7), Spray
sprinkler module from M/s. Sunrise System, U.K to
check the fire water adequacy.
l
IEOT acquired State of the Art Sof tware SAFETI/Phast6.7 from DNV for Quantitative Risk Assessment.
l
Mehsana Asset has developed an in-house pipeline
information system on google maps. The system
provides all information related to various pipelines of
the Asset, their routes, types, sizes, distances, etc. The
facility is available from anywhere through intranet with
user login authentication.
l
6 Nos of AC-VFD state of art drilling rigs have been
introduced in Assam Asset (3 Nos), Ankleshwar Asset (1
Nos), Rajahmundry Asset (1 Nos) and Cauvery Asset
(1). These rigs have a capacity of drilling upto 6100 m
and have state of the art electronics systems. These rigs
have been procured from M/s BHEL.
l
Ankleshwar Asset has inducted 2 nos. of new logging
units for cased hole and production logging services on
20th October, 2014. The units have been sourced from
M/s Weatherford Llc, and are equipped with state of art
tools for all types of well and reservoir related jobs.
l
Rajahmundry Asset has acquired a sophisticated new
open hole logging unit armed with most updated features
and specifications. The new unit is also supplemented
with high-tech imaging tools like STAR (Simultaneous
Acoustic and Resistivit y Tool), ECBIL (Ex tended
Circumferential Bore Hole Imaging Log) and Segmented
Bond Tool (SBT), thus enhancing the in-house capability
by huge proportions. The hi-tech STAR tool provides
better reservoir description, fracture detections, borehole
break-outs and other geological applications.
l
In a breakthrough technology application, hydrofracturing was successfully carried out in two HP-HT
wells of the Rajahmundry Asset. The wells MSAC ( BHT165.5 Deg C) & MSDB ( BHT-157 Deg C) of
Malleshwaram fields were fractured by WSS,
Ahmedabad through in-house developed technology in
December, 2014. The technology for HPHT is patented
and is available at a significant premium in the market.
Therefore this path breaking success has opened a new
vista for unlocking the potential from tight & HPHT
reservoirs through in-house fracturing in a cost

ef fective way.
l
Tripura Asset has used new technology application of
under balanced perforation using Tubing Conveyed
Perforation (TCP) guns in wells BRM#25 (Baramura
field) and AD#38 (Agartala Dome field) with very
encouraging results.
l
Tripura Asset has acquired state of art well activation and
testing equipment to augment well activation/ testing
capabilities. Asset has acquired one 200 ksc high
pressure compressor for well activations and two nos. of
high pressure horizontal 3 phase test separators with
state of art instrumentation for well testing operations.
l
In Cauvery Asset, Gas Corrosion Inhibitor (GCI) dosing
system has been installed at the Gas Collecting System
(GCS), Kovilkallapal. The system is a first of its kind at
Cauvery Asset and was commissioned on 3rd October,
2014. The system will help to improve the gas
evacuation system to transport gas in a safe manner.
l
BWA (Broadband Wireless Access): BWA project
based on IEEE 802.16d standard, comprises of 7 base
stations and its associated 227 remote locations at
Ahmedabad, Anklehwar, Gandhar, Cambay, Mehsana,
Vadodara and Neelam Process complex. A Pilot Test
was carried out at Gandhar before rollout of the Project.
127 nos of towers (height- 10M, 20M, 30M, 40M and
60M) were erected in Western onshore under the
Project. The system is operational at Western Onshore
locations successfully with 99% availability.
l
Enterprise Wide SCADA (Supervisory Control and
Data Acquisition) System: The project created a
single plat form for monitoring the operations of
ONGCs Drilling and Production facilities and covered
247 onshore production facilities, 11 of fshore process
complexes, 157 un-manned well plat forms, 9 of fshore
and 64 onshore drilling rigs, 2 Process plants and 1
mini-refinery. Detailed engineering & project execution
on a turnkey basis has been carried out by engaging
M/s ABB Limited, Bengaluru as an EPC Contractor. The
system helps in taking tactical decisions at field level,
operational decisions at Base of fice and Strategic
decisions at the Corporate Of fice level. Data from
SCADA system can be directly interfaced to other
corporate databases and ERP systems.
l
IBM Messaging platform: The IBM Lotus messaging
platform has been deployed in ONGC with mail servers
based at Delhi and Mumbai. Introduction of O drive, an
authenticated cloud based storage facility was also rolled
out on IBM Lotus MySpace which provides users a facility
to store files & documents that can be accessed from
anywhere. Myspace is also being used to share files with
other users, form communities and collaborate.
l
Field implemented IDT developed Micro bubble system
successfully at well no. HSD #8H (South Heera Field) of
Mumbai Region.
109
D Information regarding Imported Technology for last five years

S.No.
Technology Imported
A
(i)
TECHNOLOGY
Continuous Flow Isotope Ratio Mass Spectrometer (CF-IRMS)
COREVAL-30
SKUA sof tware from M/s Paradigm.
Fugro Jason Work Bench Sof tware
SATA-II disks based SAN storage systems
PERISCOPE
3D Visualisation Centre.
The Fluid Eval.
Induction of CRAM sof tware from M/s Paradigm.
Induction of Geo-science core system and seismic interpretation module of petrel
sof tware from M/s Geoquest Systems B.V.
Induction of MATLAB Sof tware from M/s Designtech Systems Ltd.
Petrel sof tware for Processing of seismic data from M/s Geoquest Systems B.V.
Multi-Component Seismic Survey - 3D 3C
Tuf fTRAC- a new generation wire line-conveyed tractor, used for carrying out perforations.
Ultra HPHT TCP-DST- To test wells in very High temperature & Pressure conditions
having temperatures beyond 450 F.
RF Safe perforating System.
Sm-Nd Dating facility to date hard rocks like Igneous and metamorphic.It also helpful in
ascertaining the provenance age in sedimentary rocks.and correlation of reservoir
lithologies.
Radial 3D Saturn Probe-used for pressure measurements, downhole fluid analysis
and fluid sampling in ex tremely low mobility reservoir sections.
Radial Cut ter Torch (RCT) used to retrieve the 3 tubing which is clamped with ESP
cable in 9 5/8 casing. The thermal Generator System initiates the RCT tool and directs
the molten plasma for cut ting the pipe.
Multi sample Porosimeter-Permeameter KEYPHI-used for measurement of petrophysical
parameters at variable confining pressure.
UV-Vis Spectrophotometer Lambda-35 (PerkinElmer) is useful in the genetic correlation,
depositional environment and maturity of crude oils and source sequences.
Thermo Fisher Nicolet iS5 FT-IR Spectrophotometer used for the study of structural
group analysis of complex hydrocarbon mix tures, genetic correlation of crude oils &
bitumen and oil shale &kerogen analysis.
The e-Permit system to Work (PTW): of fers the distinct advantage of a standardized
PTW template across the organization and ensures faster permit access to the end user.
Air Hammer Drilling-used for the first time in ONGC in well Jabera-3, Vindhyan Basin.
The technology is based on the under balanced drilling and has an option for
change-over to conventional mud system to meet the operational, safety and testing
requirements.
Broadband seismic technology have been used in Mumbai High Field identification
of porosity sweet spots in carbonate reservoirs and thin bed identification within the
clastic reservoirs and also the broadband data is expected to help in Basement imaging
for prospectivity within locales of intense fracture development.
Micros Seismics surveys are performed to monitor hydraulic fracturing. Initiative has
been taken with in-house ef forts for acquiring data. Feasibility study for monitoring the
progress of hydrofracturing using Microseismics is under progress in Cambay Basin.
(ii)
(iii)
(iv)
(v)
Year of
Import
110
2010-11
2011-12
2012-13
2013-14
2014-15
Drill bit Seismicstechnique uses the vibrations produced by a drill bit while drilling as a down
hole seismic energy source.The seismic data has been acquired around a well in Gandhar
area of Cambay Basin using 3C sensors and drill bit as a source.
Advance NGS system:Itallows simultaneous display and management of dif ferent spectra
for desired presentation and ef fective management of data file. It has latest digital signal
processor (Orion) and MCA (Multi Channel Analyser) which will improve the data
acquisition, analysis process and enrich the interpretation capabilities.
New Modules in MOVE suite(Geomechanical Modeling(GM),Fracture Modeling(FM) and
Stress Analysis tools have been added in MOVE suite: GM creates 3D restoration models
and af fords advanced structural systems analysis capabilities. Data generated will be
used in fracture modeling and generation of discrete fracture networks (DFN) whereas
FM generates non deterministic 3D Discrete Fracture Network (DFN) models that allows the
characterization of fracture networks and generates direct outputs for reservoir simulation.
The stress analysis tool uses graphical method for analyzing fault and fracture systems
under a user defined 3D stress state. The tool computes stress at tributes for Slip Tendency,
Dilation Tendency, Fracture Stability and Slip Stability of planes.
2D long-of fset seismic data reprocessing tool using TGS sof tware: This tool will Improve
the image by using linear transform (SMELT) module and proprietorysof tware CLARI-FI.
This tool has helped in understanding the Basin architecture , Sedimentation History
and in identif ying prospective locales for Mesozoic exploration of Kutch and
Kerala-Konkan Basin.
Scale-Out NAS 378 TB storage, 40 TB SAN storage and 10G OM3 Fibre based direct
Workstation connectivity through IPV6 ready CORE Switch.
Server virtualization through Rack server & associated Sof tware and induction of Work
Stations and Thin Clients.
Network connectivity has been upgraded from existing 1G to 10G on Fiber Net work.
Gas Sweeting Facilities at Of fshore
B193 Process Platform commissioned in November, 2014 under Development of B193 Cluster
fields having high H2S gas concentrations. It is for the first time that sour gas processing &
sweetening facilities have been installed and being operated at Of fshore installation.
Float over method installation: HRD process plat form has been installed in January, 2015 by
using state-of-the-art Float-Over Technology resulting in saving of of fshore construction
time for installation. Earlier the successful installation of B-193 AP Deck of B&S Asset, in
December, 2012 using the Float Over method was the first endeavor of ONGC in this direction
Floating Production, Storage and Of floading (FPSO):
FPSO (Armada Sterling-II) a floating oil production system successfully commissioned in
March, 2015 in western of fshore to produce oil and gas from Cluster-7 fields. It is to mention
that ONGC has earlier for the first time has deployed FPSO in April, 2013 to produce oil from
NBP field of Western of fshore
WiMa x based point to multipoint broadband communication system: The systems have
been deployed in Western Onshore & Western Of fshore assets & work centers to provide
voice & data connectivity to remote installations. Technology is adapted to suit organizational
requirements, but not acquired by ONGC
The WiMa x technology is also overtaken by a new technology LTE (Long Term Evolution)
which is planned to be deployed in other regions.
Enterprise wide SCADA (Supervisory Control & Data Acquisition) system: The system
have been deployed across the organisation to provide real time production & drilling
field parameters to operators, managers & top management. Technology is adapted to
suit organizational requirements but not acquired by ONGC
Yes
B-Has the technology been fully absorbed?

C-If not fully absorbed- areas where this has not taken place, reason thereof, and future plans of action.
Not
applicable
111
E.
Information on Foreign Exchange Earnings and Outgo

(` in millions)
2014-15
2013-14
Foreign Exchange Earnings
50,227.99
74,889.84
Foreign Exchange Outgo
175,420.96
1,83,728.63
Envir onment Pr otection and Conser vation,

Technological Conser vation, Renewable Energy
Developments, Foreign Exchange Conservations
The measures taken by ONGC with regard to development
and utilisation of alternate sources of energy have been
brought out in the Board Report under the heading
Unconventional sources of energy and Carbon
Management & Sustainability Development. Apart from
the above, measures taken for environmental protection are
outlined below:
Conservation of water: To prevent further depletion and to
sustain ground water table, KDMIPE dug six wells to collect
the discharge water at dif ferent locations of campus.
Recycling of waste: KDMIPE also operates a six-pit Vermicompost plant where dry leaves and kitchen waste are
recycled. As a result,KDMIPE Campus is free from burning
of waste papers by recycling the same.
Ringal plantation: To sustain fragile ecosystem of
Himalayas, ringal plantation in Upper Himalayan Region is
being carried out as an initiative under National Action Plan

on Climate Change launched by the Prime Minister. So far,
10.75 lakhs Ringal plantation in 430 ha of Upper Himalayan
region has been done resulting in 1.97 million tonnes of
CO2 fixation per annum.
Mangrove plantation: For protection and stabilization of
shoreline close to ONGC Assets mangrove plantation is
being carried out. So far, 19.95 lakhs mangrove plants
have been planted in Gandhar Area and 1.5 lakhs near
Hazira Plant. To spread awareness on significance of
Mangroves plantation, protection and its continued
cultivation programmes were arranged among children
and local communities in these areas.
Bio-Remediation: To prevent the contamination of soil
ONGC entered into a rate contract with ONGCs joint
venture company OTBL for Bio- remediation of oily sludge/
oil contaminated waste. In the financial year 2014-15 about
69,152 MT of oily sludge/ oil contaminated waste has been
bio-remediated across various assets of ONGC
Signing of MoU for Co-operation in the field of Oil & Gas between India and Mozambique
112
Annexure - G
COMMENTS OF THE COMPTROLLER AND AUDITOR GENERAL OF INDIA
UNDER SECTION 143(6)(b) OF THE COMPANIES ACT, 2013 ON THE
FINANCIAL STATEMENTS OF OIL AND NATURAL GAS CORPORATION
LIMITED FOR THE YEAR ENDED 31 MARCH 2015
The preparation of financial statements of Oil and Natural Gas Corporation Limited for the year ended 31 March 2015 in
accordance with the financial reporting framework prescribed under the Companies Act, 2013 is the responsibility of the
management of the company. The statutory auditor appointed by the Comptroller and Auditor General of India under Section 139
(5) of the Act is responsible for expressing opinion on the financial statements under section 143 of the Act based on independent
audit in accordance with the standards on auditing prescribed under section 143(10) of the Act. This is stated to have been done
by them vide their Audit Report dated 28 May, 2015.
I, on the behalf of the Comptroller and Auditor General of India, have conducted a supplementary audit under section 143(6)(a) of
the Act of the financial statements of Oil and Natural Gas Corporation Limited for the year ended 31 March 2015. This
supplementary audit has been carried out independently without access to the working papers of the statutory auditors and is
limited primarily to enquiries of the statutory auditors and company personnel and a selective examination of some of the
accounting records. On the basis of my audit nothing significant has come to my knowledge which would give rise to any
comment upon or supplement to statutory auditors' report.
For and on behalf of the

Comptroller & Auditor General of India
Sd/Parama Sen
Principal Director of Commercial Audit
& ex-of ficio Member, Audit Board - II, Mumbai
Place : Mumbai
Date : 10 July, 2015
113
Comments of C&AG
COMMENTS OF THE COMPTROLLER AND AUDITOR GENERAL OF INDIA

UNDER SECTION 143(6)(b) READ WITH SECTION 129(4) OF THE COMPANIES
ACT, 2013 ON THE CONSOLIDATED FINANCIAL STATEMENTS OF OIL AND
NATURAL GAS CORPORATION LIMITED FOR THE YEAR ENDED
31 MARCH 2015
The preparation of consolidated financial statements of Oil and Natural Gas Corporation Limited for the year ended 31 March
2015 in accordance with the financial reporting framework prescribed under the Companies Act, 2013 is the responsibility of the
management of the company. The statutory auditor appointed by the Comptroller and Auditor General of India under Section 139 (5)
read with section 129(4) of the Act is responsible for expressing opinion on the financial statements under section 143 read with
section 129(4) of the Act based on independent audit in accordance with the standards on auditing prescribed under section
143(10) of the Act. This is stated to have been done by them vide their Audit Report dated 28 May, 2015.
I, on the behalf of the Comptroller and Auditor General of India, have conducted a supplementary, audit under section 143(6)(a) read
with section 129(4) of the Act of the consolidated financial statements of Oil and Natural Gas Corporation Limited for the year
ended 31 March, 2015. We conducted a supplementary audit of the financial statements of subsidiaries and Joint Venture Entities
(As per Annexure I), but did not conduct supplementary audit of the Financial Statement of subsidiaries, Joint Ventures and
Associates (As per Annexure II) for the year ended on that date. This supplementary audit has been carried out independently
without access to the working papers of the statutory auditors and is limited primarily to enquiries of the statutory auditors and
company personnel and a selective examination of some of the accounting records.
On the basis of my audit nothing significant has come to my knowledge which would give rise to any comment upon or supplement
to statutory auditors report.
For and on behalf of the
Comptroller & Auditor General of India
Sd/Parama Sen
Principal Director of Commercial Audit
& ex-of ficio Member, Audit Board - II, Mumbai
Place : Mumbai
Date : 10 July, 2015
114
Comments of C&AG
Annexure II
Annexure I
Audit not conducted

A
Subsidiaries
1. ONGC Nile Ganga B.V.
2. ONGC Campos Ltda.
3. ONGC Nile Ganga (Cyprus) Ltd.
4. ONGC Nile Ganga (San Cristobal) B.V.
5. ONGC Satpayev E&P B.V.
6. ONGC Caspian E&P B.V.
7. ONGC Amazon Alaknanda Limited
8. ONGC Narmada Limited
9. ONGC (BTC) Limited
10. Carabobo One AB
11. Petro Carabobo Ganga B.V.
12. Imperial Energy Limited
13. Imperial Energy Tomsk Limited
14. Imperial Energy (Cyprus) Limited
15. Imperial Energy Nord Limited
16. Biancus Holdings Limited
17. Redclif fe Holdings Limited
18. Imperial Frac Services (Cyprus) Limited
19. San Agio Investments Limited
20. LLC Sibinternef t
21. LLC Alliancenef tegaz
22. LLC Nord Imperial
23. LLC Rus Imperial Group
24. LLC Imperial Frac Services
25. Beas Rovuma Energy Mozambique Ltd.
26. ONGC Videsh Rovuma Ltd.
27. ONGC Videsh Atlantic Inc.
Audit conducted
A
Subsidiaries
1.
ONGC Videsh Limited (OVL)
2.
Mangalore Refinery and Petrochemicals Limited (MRPL)
3.
ONGC Mangalore Petrochemicals Limited (OMPL)

(MRPL 51% & ONGC 49%)
Joint Venture Entities
1.
Petronet MHB Limited (PMHBL)
2.
ONGC Petro Additions Limited (OPaL)
B
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.

Dahej SEZ Limited
Mangalore SEZ Ltd
ONGC Teri Biotech Ltd.
Shell MRPL Aviation Fuels & Services Limited
Mangalam Retail Services Ltd
ONGC Mit tal Energy Limited
PetroleraIndovenezolana S.A.
South East Asia Gas Pipeline Company Ltd.
Tamba B.V.
Himalaya Energy (Syria) B.V.
Petro Carabobo S.A.
Carabobo Ingenieria Construcciones S.A.
C
Associates
1. Pawan Hans Limited.
115
Comments of C&AG
ONGC's B193 plat form being installed by float-over technology. The landscape of of fshore
installation technology has changed dynamically over the past decade driving project
excellence. The float-over technology has greatly decreased installation time of mammoth
of fshore structures, resulting in quicker production.
Management Discussion & Analysis Report

Auditors Certificate On Corporate Governance
Management Discussion and Analysis Report

1.
and rejig fiscal positions in economies with fuel

subsidies. However, in an environment of low oil
prices, it must be noted the at tendant pickup in the
demand cycle which is expected to boost the domestic
grow th cycle will be dependent on the degree of passthrough that respective governments allow to reach
consumers.
The exchange rate volatility, on the other hand, to a
large ex tent, reflects the changing broader sentiment
in the market related to the grow th prospects of
individual economies. Here, the appreciation of the US
dollar over the last one year, particularly, relative to
that of the currencies of other advanced economies
reflect the strengthening confidence around the
medium-term prospects of a stable grow th pat tern
taking root in the US. Also, the strengthening of the US
currency implies that most countries experienced a
somewhat smaller decline in oil prices relative to the
headline US dollar figure.
As for the emerging market and developing
economies, the group, on the evidence of activities in
2014 and the early part of 2015, has moved into a
period of marked deceleration as slower grow th in its
major countries exer ted significant downward
pressures on the buoyancy and expectations of
markets, at least for the medium term. Powerhouse
China, especially, following on its commitment to a
more demand-led grow th as opposed to their
historical tendency for an investment-intense regime,
has markedly scaled down their sizeable infrastructure
programmes. Russia was hit by wild currency
fluctuations and the imposition of economic sanctions
by the western world. Brazil found itself in the grip of
unusually weak economic activit y. So, Indias
improved economic performance in 2014, largely a
result of the reformist and market-oriented approach of
its new government, was a much needed shot in the
arm for the group of emerging economies engulfed as
they mostly are by tell-tale signals of an overall
slowdown.
Global Economy
The global economic landscape in 2014 continued to
portray a picture of cautious optimism, occasionally
disturbed by bouts of uncertainty and conservatism.
Grow th did not pick up in a manner that justified the
gradual and definite progress made by advanced
economies in 2013 which was assumed to have
provided a strong foundation for a pickup in the
momentum of economic recovery globally. Legacies
of both the financial and euro area crises are still a
mat ter of substantial concern for many countries as
they at tempt to put in place a more robust and resilient
economic framework with an eye on a sustainable and
more predictable grow th outlook.
In 2014, in what is reflective of the emergence of further

dissimilarities in the grow th trajectories among the
major economies, whereas the recovery pat tern of the
US looked stronger than expected the same in other
major regions of the world was underwhelming for the
most part with some having even flirted with a slip back
into a recessionary spiral at times, such as Japan. As
per the World Economic Outlook 2015, aging, together
with a slowdown in total productivity, has played a part
in dampening the prospects of a faster turnaround in
the developed group of countries.
Moreover, two other significant trends weighed in
majorly on the global grow th cycle: the spectacular
decline of crude prices and large exchange rate
movements. The slide in oil prices has been the net
result of variety of forces: weaker-than-expected
global activity; weaker demand for oil, given activity
and, most impor tantly, greater supply. This
development while weighing down heavily on oilexpor t dependent economies will prove to be
immensely beneficial to large scale oil importers like
India by easing inflationary pressures as well as
reducing sovereign trade deficits. Moreover, it also
provides some much needed fiscal space to rethink
118
Overall, in numbers, global grow th in 2014 was a

modest 3.4 per cent, reflecting a pickup in grow th in
advanced economies relative to the previous year and
a slowdown in emerging market and developing
economies. The block clocked a below-par grow th of
4.6 per cent, marking 2014 as the third consecutive
year that the group had to set tle for a sub-5 per cent
grow th. In comparison, the advanced economies
grew at an annualised 1.8 per cent, a marked upswing
from last years performance (1.4 per cent in 2013).
Despite the slowdown, due to the sheer volume of their
trade and business, the emerging market and
developing economies still accounted for threefourths of global grow th in 2014.
Grow th in the United States was stronger than
expected, averaging about 4 per cent annualized in the
last three quarters of 2014. Consumptionthe main
engine of grow th - has benefit ted from steady job
creation and income grow th, lower oil prices, and
improved consumer confidence. The countr y
continues to be the cornerstone of economic
resurgence among the group of developed
economies having sustained an impressive trend of
positive grow th over the last few years in the af termath
of the debilitating economic meltdown of 2008. For the
world economy at large, the solidity and health of the
US economy is, arguably, the best possible buf fer in
the face of any potential turmoil or volatility in the
markets.
Globally, in terms of future outlook, global grow th is
projected to increase slightly from 3.4 per cent in 2014
to 3.5 per cent in 2015 and then to pick up further in
2016 to an annual rate of 3.8 per cent. The increase in
grow th in 2015 will be driven by a rebound in
advanced economies, suppor ted by the decline in oil
prices, with the United States playing the most
important role. The grow th rate in the country is
projected to nudge above 3 per cent in the current year
as well as in 2016, with domestic demand supported
by lower oil prices, more moderate fiscal adjustment,
and continued support from an accommodative
monetary policy stance.
In the Euro area, although lower oil prices, lower
interest rates and euro depreciation are expected to
provide a boost to its economic recovery, grow th will
continue to be moderated by the lingering ef fects of
the blocks financial crisis with few of the countries yet
to emerge clearly out of the woods. Specifically,
grow th is expected to increase from 0.9 per cent in
2014 to 1.5 per cent this year and 1.6 per cent in 2016.
In emerging markets, in contrast, grow th is projected
to decline in 2015 - for the fif th year in a row. A variety of
factors explain this decline: sharp downward revisions
to grow th for oil exporters, especially countries facing
dif ficult initial conditions in addition to the oil price
shock (for example, Russia and Venezuela); a

slowdown in China that reflects, as identified earlier, a
move toward a more sustainable pat tern of grow th
that is less reliant on investment; and a continued
weakening of the outlook for Latin America resulting
from a sof tening of other commodity prices. For
China, grow th is expected to decline to 6.8 per cent
this year and 6.3 per cent in 2016.
Indian Economy
Among the group of major emerging economies, the

economic grow th trajectory that India charted in 2014
provided ground for necessary cheer and optimism, in
the regional as well as the global arena. In 2014, Indias
GDP grew at a rate of 7.2 per cent, a promising
turnaround from the slackening economic fortunes of
the preceding two years epitomised by a year-on-year
dip in the countrys grow th numbers. This pickup in
grow th is largely at tributable to recent policy reforms,
a consequent pickup in investment, and lower oil
prices. Particularly, the slide in global crude prices has
had a positive impact on the countrys inflationary
tendencies. Consumer price inflation fell from 8.3% in
March 2014 to 5.1% in January2015. It is estimated to
average 6.5% in fiscal 2015 down from 9.5% for fiscal
2014 before heading even lower to 5.8% in fiscal
2016.
In terms of trade, the numbers, though, still do not
present an outright flat tering picture. The country
recorded US$310.5 billion worth of exports in FY15,
down 1.2% from US$314.4 billion last year and 7.5%
below the governments target of US$340 billion.
Exports had grown by 4.7% in FY14. Despite
depreciation in rupee from ` 60.5/$ in FY14 to ` 61.1/$
in FY15, exports suf fered amidst weak global grow th.
However, the outlook for the Indian economy is one of
sustained grow th and that augurs well for the pickup in
119
2.
activity across all facets of the economy. As per the

latest World Economic Outlook (April 2015), GDP
grow th in the country for 2015 and 2016 is projected to
edge over 7.5 per cent on an annualised basis.
Global Energy Snapshot
Primary Energy Consumption
OECD consumption experienced a larger than

average decline (-0.9%). Energy consumption in the
EU (1,611.4 MMtoe) fell to its lowest level since 1985.A
second consecutive year of robust US grow th (+1.2%)
was more than of fset by declines in energy
consumption in the EU (-3.9%) and Japan (-3.0%). The
fall in EU energy consumption was the second-largest
percentage decline on record (exceeded only in the
af termath of the financial crisis in 2009).Non-OECD
economies (+2.4%) contributed to the grow th in
ener gy consumption as OECD economies
consumption fell by 0.9%, which was a larger fall than
the recent historical average. China (+2.6%) and India
(+7.1%) recorded the largest national increments to
global energy consumption. Chinese grow th (+2.6%)
was the slowest since 1998, yet China still recorded the
worlds largest increment (74 MMtoe) in primary
energy consumption for the fourteenth consecutive
year. Chinese grow th slowed (+2.6%); below 10 year
average of 4.2%. India's energy demand grew at
robust 7.1%. US consumption increased (+1.2%) for
the second straight year.
Total primary energy consumption in 2014 has been

12,928 MMtoe; consumption increased by just 0.9% in
2014, a marked deceleration over 2013 (+2.0%) and
well below the 10-yearaverage of 2.1%. Grow th in 2014
slowed for every fuel other than renewable, which was
also the only fuel to grow at an above-averagerate.
Grow th was significantly below the 10-yearaverage for
Asia Pacific, Europe & Eurasia, and South & Central
America. Consumption increased for all fuels,
reaching record levels for every fuel type except
nuclear power; production increased for all fuels
except coal. For oil and natural gas, global
consumption grow th was weaker than production. Oil
remained the worlds leading fuel, with 32.6% of global
energy consumption, but lost market share for the
fif teenth consecutive year. Although emerging
economies continued to dominate the grow th in global
energy consumption, grow th in these countries
(+2.4%) was well below its 10-year average
of 4.2%.
Crude oil: Demand & Supply

Global demand for liquids, around 91-92 million
barrels per day, was stable enough not to invite any
concern. The Nor th American unconventional
120
revolution that saw crude supplies in the once heavilyimport dependent US skyrocket from around 4.5
million barrels per day (mbpd) in 2008 to over 9 mbpd
by the end of 2014 was any thing but new. Geopolitical
tensions, as in earlier years, continued to simmer in the
landscape (Syria, Yemen, South Sudan) with
occasional heightening of intensity (IS in Iraq, the
Ukraine crisis). And the world was nowhere close to
slipping back into recessionary times as the advanced
economies, particularly the US, seemed to be doing a
good job of stripping away the strains from the dif ficult
post-2008 period.
systemic upheaval unless something dramatic

happened.
Most importantly the slackening demand in China will

tell on the overall global demand grow th; demand for
oil in China is projected to grow at just over 300,000
bpd, a substantial drop from a demand of close to 1
mbpd in 2010.
Crude oil prices
And yet with every thing remaining largely static on the

surface the picture has undergone such a radical shif t.
It was just the fundamentals at work at the end of the
day with a lit tle help from the OPEC. Global supply
grow th had, for the past few years, consistently outrun
demand grow th, by almost 550,000 bpd.
With high oil prices the outlook for supply grow th was
unmistakably buoyant, at least in the mid-term, with
even more players staking their resources, man and
capital, into tapping more and more oil, be it on land
unconventional or deepwater reserves. The threat
from geopolitics, because of its ever-existent nature,
was more a routine than abrupt and so the market
response, too, to it was calibrated as per past
experiences. It, thus, was unlikely to cause a sustained
The steady rise in prices that followed the much

fevered speculation of Peak Oil in the mid-2000s and
which was accompanied, all along, by enthusiastic
declarations in the industry embracing $100 as the
new normal endured a spectacular reversal in
fortunes in 2014. At its worst, the prices plunge by
almost 60 per cent from their mid-June highs of 2014.
However, before the dramatic rout of crude oil, which
pret ty much was the story of the year in global energy
circles, oil prices had hovered comfortably over and
around the $100 per barrel mark over the last two
preceding years. In the process, it had brought into the
energy markets a semblance of stability, a much
desired but mostly elusive condition for energy
operators worldwide. The stable high-price
environment, which now, in hindsight, almost looks
like a my th that had to be eventually ruptured,
incentivized risk-taking and allowed for more ambition
in the oil and gas setup, particularly in the upstream
121
space where operators placed their bets on more

aggressive explorator y ef for ts and challenging
development projects.
But stability is a rare currency in the industry where
companies are continuously engaged in risk-reward
roulet te, and the steep fall in prices is not entirely
exceptional in an industry which has experienced quite
a few volatile price cycles before this recent disruptive
event. That being said, the fall is significant not just for
its ex tremity but also for the fact that it signals and,
essentially, reinforces the deeply complex nature of
energy markets worldwide and how a wide variety of
forces influence the fundamentals on the ground.
The anemic rise in demand for energy was the first
catalyst for the current episode of drop in global crude
oil prices. And then was the decision of OPEC. In their
November 2014 meeting OPEC decided not to cut
down their supplies even as prices began to slide. This,
ef fectively, served as the decisive move that signaled
the free fall of prices with no immediate cutbacks in
production in sight. Although prices have recovered
somewhat from their worrying lows of January 2015,
the fundamentals are still weak (high global crude
inventories; no significant drop in US output; global
economy far from picking up speed; the possibility of
Iran returning to the markets in the event of a
successful negotiation over its nuclear program with
the group of western countries) and chances of further
sof tening cannot yet be ruled out. Here, the potential
return of Iran to the table is of importance considering
the country with the resultant impact of further
aggravating the supply glut and bearing down on crude
prices.
Fall in crude oil prices and the industry
The fall in crude prices, over the last one year, has had
far reaching ramifications within the oil and gas
industry globally, especially in the upstream space.
And the foremost concern in this respect is how are low
prices going to exert brakes, if any, on global liquids
output. However, as yet, there are no reported tangible
output cuts in any major producing area that can be
directly linked to this fall in prices and most of the
recent recovery in prices is actually tied to higher
refinery runs, maintenance-linked outages, spikes in
geopolitical tensions and the occasional reaction to
declining rig counts.
The US shale industry was expected to be the hardest
hit in this downturn due to the cost-intensive nature of
its operations. And any negative impact in shale output
would immediately reflect in US numbers. But US
crude production increased by 1.2 mbpd to 8.7 mbpd
in 2014, the largest volume rise since 1900, the date
the US Energy Information Administration started
keeping records. Even going forward, output in the
country is projected to grow healthily through 2015
and 2016 and breach the 9 mbpd mark. Although there

will be some deceleration in the momentum as
producers idle some rigs and cap less profitable or the
marginal wells, there will be gains made from
increased drilling ef ficiency, cost-cut ting measures
and greater productivity through targeting the sweet
spots. In fact, as per research from energy
consultancy Wood Mackenzie, even at $50 per barrel
of Brent, only 190,000 b/d of oil production is cash
negative, representing a mere 0.2% of global supply.
Talking about US unconventional sector, there has
been a widespread view that at around US$85 or
US$90 a barrel, ex tracting tight oil from shale would
no longer be economical. But an IHS analysis based on
individual well data finds that 80% of new tight-oil
production in 2015 would be economic between $50
and $69 a barrel. And companies will continue to
improve technology and drive down costs.
Although there is no immediate danger to major current
production streams, the viability of future projects has
been seriously dented by this slump in crude prices.
Global oil and gas exploration projects worth more
than US$150 billion are likely to be put on hold in 2015
as plunging oil prices render them uneconomic, data
shows, potentially curbing supplies by the end of the
decade. It is worth bearing in mind that even with oil at
US$120 a barrel, the economics of some projects
around the world were in doubt as development costs
soared in recent years. Some of the projects that are
likely to face the a xe or deferral are Canadian oil sands,
high capex LNG projects such as Shells project in
British Columbia, Statoil's Johan Castberg field in the
Barents Sea and Chevron's North Sea Rosebank
project. In the deepwater arena, the volume at risk of
cancellation/delay at a Brent crude price <$60/bbl
varies among IOCs depending on the geographic
distribution of a companys deepwater port folio.
Statoil has the highest volume at risk (~87% of
unsanctioned new source deepwater production with a
breakeven at or above US$60/bbl) due to the port folio
dominance of high-cost, high government-take
projects in Norway.
The international players, particularly the majors, have
long prided in their ability to generate healthy returns;
however, even in a high oil price environment of the
preceding years, increasing costs of upstream field
services and project development had severely
eroded the profitability of most of these industry
behemoths (from a high of over 30 per cent in 2008 to
just over 10 per cent in 2013) resulting in a strong
backlash from the community of investors who
demanded stronger returns from companies with a
shif t in focus to value over volume grow th. This trend
which already was a talking point of the industry in
2013 and forced some of the leading companies to trim
122
their expenditure plans for 2014 assumed even greater

salience in the face of the onslaught to global crude oil
prices. The returns of global majors in 2014 were,
inevitably, worse than that in the previous year. And the
response from companies to this was predictable:
budget cuts.
Italy (-11.6%), the Ukraine (-15.7%), France (-16.3%)

and the UK (-9.2%).The US (+2.9%), China (+8.6%),
Saudi Arabia (8.2%) and Iran (+6.8%) recorded the
largest grow th increments. India recorded gas
consumption decline of 1.5%.
Ex xon Mobil slashed its capital budget by $4.5

billion; BP is set on trimming its spends by as
much as $2 billion; Royal Dutch Shell has
committed to slash investment by $15bn
(9.9bn) over the next three years.
The price drop in combination with the budget cuts
announced by the major oil and gas companies will
bear down heavily on worldwide exploration spending.
Globally, exploration spending is projected to fall from
a 2014 peak of close to US$100 billion to around the
US$70 billion mark in 2015. Regardless of the level of
cuts, budgets are likely to be revisited constantly
through the year. But until crude prices rise suf ficiently
to occasion any upward revision to budgets,
companies are likely to defer high cost drilling in
frontier and emerging basins in favour of lower-cost,
lower-risk options. The slackening of activity will also
force down capital costs in the industry; upstream
capital costs are expected to decline globally by
approximately 12% on average between 2014 and
2016 of fshore and 7% onshore. The role of E&P
companies and how they approach the low-price
environment be it through capex adjustments,
reallocation of resources, and strategy will be critical in
determining what the global oil market could look like
in the nex t two years.
Although the primary events that played out in the oil
and gas industry in 2014 and the first few months of
2015 can be interpreted as a mat ter of triumph of
market fundamentals over geopolitical influences in
determining market trends, it is hard to imagine global
oil markets beref t of any geopolitical undertones given
the inherently strategic moorings of the industry and
how deeply oil and gas af fects the economic fortunes
of a fair share of countries on the global map.
Gas Business: Production & Consumption
Globally, natural gas accounted for 23.7% (same as in
2013)of primary energy consumption. World natural
gas consumption grew by just0.4%, well below the 10year average of 2.4%.Grow th was below average in
both the OECD and emerging economies, with
consumption in the EU (-11.6%) experiencing its
largest volumetric and percentage declines. The
Europe & Eurasia region (-4.8%) had the five largest
volumetric declines in the world in Germany (-14.9%),
Global natural gas production grew by 1.6%, below its

10-year average of 2.5%. Grow th was below average
in all regions except North America (6.1%), Middle
East (3.5%) and Asia Pacific (3.7%). EU production fell
sharply (-9.8%) to its lowest level since 1971. The US
(+6.1%) recorded the worlds largest increase,
accounting for 77% of net global grow th. The largest
volumetric declines were seen in Russia (-4.3%) and
the Netherlands (-18.7%). India registered production
decline of 5.9%.
(Reference: BP Statistical Review of World Energy
2015)
Global natural gas trade registered a rare contraction
in 2014, falling by 3.4%. Pipeline shipments declined
by 6.2%, the largest decline on record, driven by falls in
net pipeline exports from Russia (-11.6%) and the
Netherlands(-14.1%). The UK (-28.2%), Germany
(-10.1%) and the Ukraine (-29.9%) all reduced their net
pipeline imports markedly.
123
supply deals, which when implemented, will see

Russia transport record amounts of gas to Chinese
markets each year. Both the deals together are valued
at close to $800 billion over a 30 year period. The deals
come close on the heels of mounting tensions
between Russia and the West and that invariably gives
them a geopolitical undertone as many interpret the
move as part of Russias larger plan to shif t its
economic focus to Asia.
During 2014, global LNG trade registered an increase
of 2.4%. Higher imports by China (+10.8%), Mexico
(+19.55), UK (+20.1%) and India (+6.1%) were partly
of fset by declines in US (-38.4%), Canada (-45.1%),
France (-18.4%), South Korea (-5.7%) and Italy
(-17.7%).
Natural gas prices
Coming to Russia, the countrys continuing tensions

with Ukraine related to the disputed gas contract
between Russias Gazprom and Ukraines Naf togaz
Ukrainy, in the af termath of Crimean crisis, has its
ef fect on pipeline gas trade from Russia. This has
potential to disrupt Russian gas supplies to continental
Europe. A major break in supplies, in the event of
Ukraines refusal to allow transit of Russian gas
through its mainland, will not only have damaging
repercussions in an energy-deficient Europe but it also
carries serious implications for the sovereign revenues
of a heavily-export dependent Russia. However, the
chances of that happening are remote considering
strategic nature of the Russian pipeline supplies, and
the involvement of European mediators in the
discussions bet ween Russia and Ukraine is a
testament to that. The episode, however, did raise
some uncomfor table questions regarding the
worr ying degree of inter-dependence bet ween
Europe and Russia in an environment of geopolitical
volatility and tensions arising out of Western sanctions
on Russia.
Natural gas must compete with more competitively

priced oil, and oil-indexed contracts imply lower
realized prices and lower returns as LNG contract
prices are set to follow oil prices down. Though
Average LNG price in Japan during 2014 increased by
one per cent over 2013; it dipped significantly in the
fourth quar ter of CY2014. LNG prices in Japan fell 17
per cent in December 2014 from a year earlier, the
biggest drop since 2009, to $13.68/mmBtu, World
Bank data show. LNG price is expected to fall further as
Credit Suisse reports average import prices into the
world's top buyer (Japan) are forecast to fall to about
$11 per mmBtu nex t year, down from an estimated
$16.33 in 2014 and $16.17 in 2013, if Brent crude
averages around $75 a barrel. Overall in Asia, as per
Bloomberg Finance, LNG costs in Asia will this year
average below $10 per mmBtu for the first time in four
years. Lower import prices must bode well for
importers like India but here they have to compete with
much cheaper coal.
Prior to the sharp fall in global crude oil prices, the
liquefied natural gas (LNG) industry faced two major
challenges: volume, that is lack of strong market
demand and spiraling costs (capital cost of a green
Nex t, Russias historic gas deal with China was another

reason that the country remained in the churn of global
energy news. Af ter years of negotiations, Russia and
China finalized huge multi-billion dollar long-term gas
124
3.
Joint Ventures saw an increase in output by 0.8%

(against 3.7% during the previous year).
Natural Gas output in FY2014-15 was 33.58 billion
cubic metres (BCM), a 5% decrease from FY2013-14
output of 35.39 BCM. Output of ONGC and PSC-JVs
declined by 5% and 7% respectively, compared to the
previous fiscal. Whereas OIL production increased by
about 4%. The significant fall in annual gas output from
the East Coast field operated by a private consortium
contributed to the short fall in cumulative gas output of
the country.
Consumption of Petroleum Products
field liquefaction project has increased by up to four or

five times, from between $350 and $600 per metric ton
to anywhere between $1,200 and $2,000). Now the
industry faces a fresh challenge: Value.
The impact of low oil prices will hit hard the two main
protagonists of LNG development - the IOCs and the
NOCs of expor ting countries. As both groups
retrench, LNG development is likely to suf fer collateral
damage. As per Moody's the low LNG prices will result
in the cancellation of the vast majority of the nearly 30
liquefaction projects currently proposed in the US, 18
in western Canada, and four in eastern Canada.
However, projects already under construction will
continue as planned, which will lead to excess
liquefaction capacity over the rest of this decade.
Indian Oil & Gas Industry
Crude Oil & Natural Gas production
Crude oil (MMT)

37.78
37.81
8.33
3.47
8.39
3.47
25.98
25.95
FY'14
FY'15
ONGC
OIL
PSC-JVs
Domestic petroleum products consumption picked up

significantly by 4.2 per cent y-o-y during 2014-15 (165
MMT), as against meager grow th of 0.6% per cent y-oy grow th achieved in 2013-14 (158 MMT).Four major
products i.e., HSD (42.1% of total consumption),
Motors Spirit (11.6%), LPG (10.9%), Petroleum Coke
(8.7%) and ATF (3.4%) accounted for 76per cent of
total petroleum products consumption. These five
products accounted for 7.9per cent increase in
consumption. On the other side, Naphtha, SKO,
Bitumen and other products recorded decline in
consumption by3.9%. Consumption of Petroleum
Coke increased mainly due to increase in its use in
Crude oil production in FY2014-15 was slightly more

than the previous year at 37.81 million metric tonnes
(MMT) compared to 37.78 MMT of the previous
financial year. Despite natural decline of the matured
fields, from which the majority of the output accrues,
that ONGC and Oil India Limited (OIL) operate;
production from Western Of fshore (ONGC) registered
a grow th of 7.5% whereas the Pv t Companies/PSC
125
cement industry and power generation. Motor Sprit

(MS) consumption increased due to higher
consumption by the passenger vehicles which
registered a substantial grow th in sales (3.9%) during
the year. Lower petrol prices also had an ef fect on
consumption. LPG consumption had a positive
grow th of 9.4% due to increase in number of
customers from 166 million in 2014 to 182 million in
2015.
Import and Export
average US$ 55.18 per barrel during last month

(March) of the fiscal 2014-15.
The registered decrease has been mainly due to lower
crude oil prices in the global market due to
comfortable crude oil supply scenario and other
geopolitical and economic development, as detailed
earlier in the report.
Diesel deregulation
The Governments move to decontrol diesel prices,
like MS (Petrol)with ef fect from October 18, 2014,
midnight, was one of the salient highlights of the last
year in terms of its overall impact on the finances of the
state oil companies and the governments fiscal
balances. It also reaf firmed the reformist disposition
that the government has embraced in dealing with
mat ters of national economic significance and fuel
subsidies, most certainly, featured high among the
concerns that the government identified for focused
intervention. From FY2010-11 to FY2014-15, underrecoveries in diesel amounted to `2,817.31 billion,
accounting for more than half of the total underrecoveries (`5,458.54 billion) during those five years.
From the point of view of oil companies, money saved
by way of reduced outgo on subsidies could be put to
use in funding programmes that cater to strengthening
the countrys domestic supplies, thereby reducing our
increasing reliance on costly imports. A direct impact
of this move will be on the governments fiscal deficit
situation, profitability of domestic upstream players
and cash flows of oil marketing companies on account
of reduction of under-recoveries.
Under recoveries on sensitive products
Complete deregulation of the fuel, ef fectively linking
diesel to market price movements, marks a desirable
completion of a process that started of f with its phased
deregulation or periodic revisions in early 2013. It must
be noted that the period of staggered price corrections
had already primed the customers for a more marketbased system and when the dramatic slide in global oil
prices set in, the market conditions were the most
Total crude oil import for FY 2014-15 was 189.43 MMT

almost same as the imports during FY 2013-14 (189.24
MMT; increase of 0.1%). However, import of petroleum
products (20.28 MMT) increased by 21 per cent on y-oy basis, mainly on account of increase in import of LPG
(26%), MS (58%), HSD (35%),Bitumen (80%), and
other products like - Aviation gas, Pet Coke (33%), etc.
Petroleum products export declined for the first time in
last 15 years; registering a decline of 6.2per cent
mainly on account of decline in export of Naphtha,
Fuel oil, Bitumen, etc.
With total import (crude and petroleum products)
combined with total products export of 63.66 MMT
translates to net import volume of 146 MMT for FY
2014-15. Net import bill for crude oil during FY 2014-15
was `6,873.50 billion (US$ 112.75 billion) against
`8,648.75 billion (US$ 142.96 billion) during FY 201314 a decrease of 20.5 per cent in terms of the Indian
Rupee and decrease of 21.13 per cent in dollar value
mainly on account of lower crude oil prices in the
international market.
Crude oil Price: Indian Basket
Crude oil price of the Indian basket averaged US$
84.16 per barrel (`5,143 per barrel) during FY 2014-15
compared to US$ 105.70 per barrel (`6,380 per barrel)
in the previous fiscal (FY 2013-14); a decrease of 20.4
per cent in dollar terms (19.3 per cent in Rupee term).
Slide in oil prices started from August 2014 and
recorded lowest average of US$ 46.59 per barrel
during January 2015. Subsequently, it climbed up to
126
opportune for the government to remove the element

of state of control from diesel prices. In doing so, the
government has relayed the right signals to all
stakeholders and potential investors about the intent
and direction of reforms in the domestic oil and gas
sphere.
The real test, however, many say, of the decision will be
in a period of higher oil prices given as the move was
achieved in a time of exceptionally low global crude
prices. But in view of the continued commitment of
policymakers to the earlier move to deregulate petrol
prices and the results that have followed thereof, there
are suf ficient reasons to believe that the current move
to free prices of diesel will remain untouched through
changes in the market environment.
106.72 in FY2013-14, drop of 20.1per cent. However,

as per the Government instructions pertaining to the
subsidy-sharing mechanism, ONGC of fered an
ef fective discount of US$ 40.4/bbl (US$ 65.75/bbl in
FY2013-14) to OMCs on the sale of crude oil. During
the fourth quarter of FY2014-15, ONGC did not have
to bear any discount. Net realized price for every barrel
of crude sold in FY2014-15 for ONGC has been US$
44.87/bbl, an increase of 9.5per cent compared to
FY2013-14 (US$ 40.97/bbl).
Gas Price Revision
The Government, af ter ex tensive discussions in policy
making circles and consultations with the various
agencies and stakeholders of the domestic energy
setup, implemented the much-awaited decision to hike
natural gas prices within the country on October 19,
2014. As per the decision, domestic gas prices were
increased from the then existing US $4.2 per mmBtu to
US $5.61 per mmBtu on net calorific value (NCV), or
roughly 33 per cent, ef fective November 1, 2014 with
subsequent revisions every six months. Needless to
say, the increase in gas price has come as a huge relief
to the upstream players of the country, particularly
your Company ONGC. Natural gas was losing its
market share in India due to expensive LNG imports
Under-recovery on sensitive fuel (HSD, SKO & LPG)

for the fiscal FY2014-15 has been `723.14 billion;
48.3% lower than the fiscal FY2013-14 (`1,398.70
billion). Under-recovery declined for consecutive two
years mainly on account of lower prices of Indian crude
oil basket. Also, it can be construed as the result of the
Governments decision to deregulate diesel prices.
Out of total under-recovery of `723.14 billion in
FY2014-15, the upstream companies shared `428.23
billion (59.2 percent) compared to `670.21 billion
(47.9 percent) during FY2013-14. The Governments
contribution has been `273.08 billion (37.8 percent)
against `707.72 billion (50.6 percent during
FY2013-14); while Oil Marketing Companies (OMCs)
contribution was `21.83 billion (3.0 percent) compared
to `20.77 billion (1.5 percent of the total in FY2013-14).
Your Company shared `363 billion towards the
reported under-recoveries of OMCs in FY2014-15 as
per Government of India (GoI) instructions a
decrease of 36 percent over its share in FY2013-14
(`563.84 billion). This translates to 50.2 percent of the
total under-recoveries and 84.8 percent of the share
for upstream companies.
The average gross price for ONGCs crude oil during
FY2014-15 has been US$ 85.28/bbl compared to US$
The modified gas pricing formula

Pgas = (VHH*PHH + VAC*PAC + VNBP*PNBP + VR*PR)/
(VHH + VAC + VNBP + VR)
Where, Pgas, PHH, PAC, PNBP and PR are the proposed
price of domestic gas, annual average of daily Henry
Hub, annual average of daily NBP (UK), (annual average
of monthly Alberta hub) and Russia respective.
and,
VHH, VAC, VNBP and VR are is the volume of gas
consumed in USA & Mexico, Canada, EU * FSU
excluding Russia and Russia
The price and volume data used for calculation of
applicable price shall be the trailing four quarter data with
one quarter lag.
127
and lack of domestic supply.

The latest round of revision to the gas prices, which
were implemented on April 01, 2015, saw a reduction
in domestic gas prices from US $5.61 per mmBtu to
$5.17 per mmBtu on NCV basis for the period
between April 1 and September 30, 2015 which
essentially reflects the significant drops in global
crude oil and LNG prices.
international players which in turn will facilitate

introduction of advanced technologies in the sector.
The increased gas prices will, though, make power
plants and fertilizer units more expensive. Every dollar
increase in gas price will lead to a `1,370 per tonne rise
in urea production cost and a 45 paise per unit increase
in electricity tarif f (for just the 7% of the nation's power
generation capacity based on gas). Also, there would
be a minimum `2.81 per kg increase in CNG price and
`1.89 per standard cubic metre hike in piped cooking
gas (Source: Business Today; October 18, 2014).
Despite these cost implications, it is a worthwhile move
in view of the overall development of the energy
infrastructure of the country, and one that is inherently
essential to the creation of a competitive, remunerative
and at tractive domestic gas market.
Reform measures: Introduction of more openmarket elements

The reform measures like decision to decontrol diesel
prices, gas price revision, rationalization of underrecoveries is a strong indication of the governments
drive to introduce more open-market elements into
the domestic hydrocarbon business, and gives a
timely fillip to investors sentiment which had
weakened in recent times as a result of ongoing
uncertainty around key policy decisions. The revision
of gas prices, in particular, is expected to incentivize
production from new gas reserves, the development
costs of which have steadily increased over the years
given that most of the promising finds of recent times,
as is the trend world over, have been in dif ficult-toproduce areas.
4.
Operational Performance
FY15 saw yet again the improved performance in
bringing the planned and anticipated oil & gas volume
on the surface. Oil & Gas production of ONGC Group,
including PSC-JVs and from overseas Assets for FY15
has been 58.33MMtoe (against 59.21 MMtoe during
FY14). The major upside came from the Western
Of fshore fields which registered a grow th of 7.5%.
Overseas assets also registered a grow th of 6% in
production.
What this price revision has also helped achieving is

the transition from the existing multiple pricing
regimes in gas to a uniform price structure as the
revised gas price would be applicable to all gas
produced from nomination fields given to ONGC and
OIL India, NELP blocks, such Pre-NELP blocks where
PSC provides for Government approval of gas prices
and CBM blocks. However, production from
logistically or operationally challenging terrains such
as deep or ultra-deepwater and High Pressure High
temperature zones will be accorded a special pricing
regime owing to its special circumstances, the
premium to which is currently under determination.
Clarity on premium for producing from dif ficult areas
will help incentivizing greater participation from
Out of the total crude oil production of 31.47 MMT,

71 percent production came from the ONGC operated
domestic fields, 17 percent from the overseas assets
and balance 12 percent from domestic joint ventures.
As far as natural gas production is concerned majority
of production (82per cent) came from ONGC operated
domestic fields and of the remaining, 12per cent came
from overseas assets and 6 percent from domestic
joint ventures.
Oil and gas production profile from domestic as well as
overseas assets during last five years are as given
below:
Oil and gas production
FY15
FY14
FY13
FY12
FY11
Crude Oil Production (MMT)
31.47
31.49
30.47
33.13
34.04
ONGC
22.26
22.25
22.56
23.71
24.42
ONGCs share in JV
3.68
3.75
3.57
3.21
2.86
ONGC Videsh
5.53
5.49
4.34
6.21
6.76
Natural Gas Production (BCM)
26.86
27.72
28.25
28.05
28.01
ONGC
22.02
23.29
23.55
23.32
23.09
ONGCs share in JV
1.50
1.56
1.78
2.19
2.23
ONGC Videsh
3.34
2.87
2.92
2.54
2.69
128
Proved reserves
During the year, your Company made 22 oil and gas
discoveries in domestic fields (operated by ONGC).
Out of 22, 10 discoveries are in Of fshore area and 12
in Onshore area. Ten discoveries were made in the
new prospects whereas 12 were new pool
discoveries. Seven discoveries were made in NELP

blocks and fif teen in the nomination blocks. Out of the
discoveries made this year, 7 discoveries are oil
bearing, 9 discoveries are gas bearing and 6
discoveries are both oil & gas bearing. Position of
proved reserves of your company is as below:
Proved Reserves (MMTOE)
FY15
FY14
FY13
FY12
FY11
Estimated Net Proved O+OEG Reserves
936.44
961.91
968.81
963.86
961.27
ONGC
711.24
724.13
741.00
737.36
723.56
JV share
22.56
30.65
31.39
33.12
34.80
ONGC Videsh
202.34
207.13
196.42
193.38
202.91
FY15
FY14
(` Million)
% Increase/ (Decrease)
Crude Oil
536,638
525,734
2.07
Natural Gas
187,381
183,291
2.23
Value Added Products
99,469
125,672
(20.85)
Other Operating revenue
7,447
7,331
1.58
Total Revenue from Operations:
830,935
842,028
(1.32)
Other Income
53,666
67,132
(20.06)
EBIDTA
380,163
433,582
(12.32)
PBT
265,552
324,319
(18.12)
PAT
177,330
220,948
(19.74)
EPS
20.73
25.83
(19.74)
9.5
9.5
1,436,229
1,356,311
5.89
12.35
16.29
(3.94)
1,144,994
1,094,412
4.62
33.20
39.62
(6.42)
299,975
3,24,695
(7.61)
5.
Financial performance: ONGC (Standalone)
Particulars
Revenue:
Dividend per share

Net Worth
% Return on net worth
Capital Employed
% Return on capital employed
Capital Expenditure
129
ONGC Group
Particulars
FY15
FY14
% Increase/ (Decrease)
Crude Oil
662,844
654,029
1.35
Natural Gas
204,306
194,594
4.99
Value Added Products
775,317
920,783
(15.80)
Other Operating revenue
18,201
12,645
43.94
Revenue:
1,660,668
1,782,051
(6.81)
Other Income
Total Revenue from Operations:
59,644
68,899
(13.43)
EBIDTA
482,658
566,434
(14.79)
PBT
273,704
394,134
(30.56)
PAT
183,335
265,065
(30.83)
21.43
30.98
(30.83)
1,794,742
1,710,555
4.92
EPS
Net Worth
% Return on net worth
Capital Employed
% Return on capital employed
6.
10.22
15.50
(5.28)
1,781,914
1,447,991
23.06
27.09
39.12
(12.03)
largest producer of oil and gas in the country (from its

domestic operations) contributing 69 per cent of oil
and 70 per cent of natural gas production.
Peer Review
Continuing its dominant position since all those long
years, this year too, your Company has been the
India: Natural Gas production
Your Companys financial performance compared to performance of Oil India Limited (OIL) in FY15 is as below:
(` million)
ONGC
OIL
Revenue
8,30,935
110,200
Profit Af ter Ta x (PAT)
1,77,330
25,100
Networth
1,436,229
214,980
ONGCs finding cost has been US$ 7.0/boe (3 years

rolling average up to FY14) and lif ting cost (including
royalty) US$ 8.6/boe (3 years rolling average up to
2014) has been well competitive with respect to the

global peers.
130
7.
Opportunities & Threats

The more the things change, the more they remain the
same. It would be dif ficult to come up with a more
pertinent expression to describe the flux and churn
that characterised the energy industry, especially the
oil and gas sector, in the last one year. Technology
created new avenues of opportunities and with those
oppor tunities came a new wave of optimism,
adventure and aggressive activity in the business that
lent well to a strengthening bullish sentiment on the
future outlook for E&P operators globally.
Challenging projects were approved and undertaken
premised upon the high and stable oil prices; NOCs
moved ambitiously into the international arena, once
the preserve of the global oil majors, to cater to the
ever-growing demand for energy back home even as
the established players moved further into more
dif ficult terrains in a bid to retain their relevance as well
as lock in their future avenues of cash and grow th. And
the supplies just kept growing, but demand didnt
move in tandem.
And then the prices tanked in the backdrop of a global
economic recovery that was largely inconsistent and
not so confident. Suddenly, projects began to look
suspect and the enthusiastic projections about the
steady grow th of supplies hung in the balance. Costcuts and budget or port folio rationalisation became
more common in practice as operators scrambled to
either keep businesses afloat or protect their margins
while simultaneously contending with mounting debts,
irate shareholders and the threats of losing market
share. A grim landscape but a situation not unfamiliar
for the oil and gas sector.
Even in this scenario, there are opportunities to be
tapped into and the companies that do manage to
balance their risk mitigation templates with an
acceptable degree of grow th-oriented approach will
stand to benefit the most once the tide turns. Some are
already doing that be it through ef ficient technology
deployment or capital investment. IHS Energy expects
a 25-30% gain in the average ef ficiency of onshore

upstream capital investment in 2015 versus 2014 and a
gain of 45% when comparing 4Q2015 to 4Q2014.
Eventually, the criticality of the sector does not allow it
to remain passive for long, and it is those companies
which are adaptive and clued in to changing contex t
that can potentially be at the forefront of the nex t cycle
of high grow th.
As per BP Energy Outlook 2035 (published in January
2015), global energy demand is projected to expand
by 37 per cent between 2013 and 2035. The energy
mix will undergo changes during this period:
renewables (including biofuels) are expected to grow
from its current share of 3 per cent to 8 per cent
globally while the contribution from nuclear and hydro
sources remains largely static in this time frame.
Although its cumulative share in the basket comes
down, fossil fuels continue to be the dominant source
of energy with a share of 81 per cent in 2035.
Essentially, the oil and gas industry, irrespective of the
many ex traneous challenges it faces and the sharply
cyclical nature of its markets, will remain fundamental
to the pace of global economic and social grow th.
Global liquids demand (oil, biofuels, and other liquids)
is projected to rise by around 19 mbpd, to reach 111
mbpd by 2035 whereas demand for natural gas, the
fastest among the fossil fuels (1.9 percent), fuelled
largely by global transition to cleaner energy sources,
reaches 4,900bcfpd in 2035.
Virtually, all of this grow th in energy demand is slated
to come from non-OECD countries (96 percent) and
with China (as mentioned earlier) markedly
decelerating from its turbo-charged grow th trajectory
of the past decade the focus shif ts to India in terms of
not just picking up the slack but also providing the nex t
big boost to global energy consumption. The IEAs
Medium Term Oil Market Report (2015) tips India,
currently the fourth largest energy consumer in the
world, to upstage Japan as the worlds third largest oil
consumer by an expanding economy and a robust
131
demand driven by factories and the automobile sector.

Overall, Indias energy production rises by 117% to
2035 while consumption grows by 128%.This
projected supply deficit then has the potential to
further compound the stress for an economy that is
already hugely reliant on costly imports. Herein lies the
enormous opportunity for all the stakeholders in the
energy sector in India. The task is huge for Indian
companies particularly for your company, ONGC, the
flagship energy company in this highly strategic and
nationally critical sector.
What has really aided the growth of the sector and
motivated oil and gas operators across the globe to
persist in the pursuit of all current and emergent
opportunities is the technology evolution in the industry
over the past few years as companies have consistently
extended the boundaries of frontier exploration and
successfully realized volumes from resources that were
hitherto deemed commercially unviable or geologically
dif ficult. The unconventional blitz in North America is a
fitting testament to the possibilities that have been
unlocked through the technological breakthroughs of
the past years. Although the present low oil price regime,
with companies having executed an average of 30 per
cent capex cuts, makes riskier upstream projects and
aggressive explorator y targets less viable, the
companies that continue to judiciously invest in
upgrading their technological base and improving their
ef ficiencies in technology application will remain better
positioned than others to weather the ongoing downturn
in prices.
It must not be forgot ten that, despite the oil price blip of
the last one year or so, the industry has generally
witnessed strong returns from frontier exploration
(@13%), from mature fields (@16%) and from
emerging basins (@15%). So, once the prices recover,
the push for projects that bring new oil into the market
will return with renewed vigour and confidence. Till
such time when prices stage a reliable turnaround, the
Value over Volume approach, a trend which had
already found takers among big oil companies even in
the high oil price scenario of 2013, is expected to
intensif y in the upstream space as companies keenly
commit to ma ximizing production and returns from
existing reserves and producing streams in lieu of
expending resources to pursue volume potential in
frontier areas. The threats of high breakeven costs are
further compounded in the present scenario as many
of these new oil projects (~3.5 mbpd) need breakeven of US$ 60-80/bbl. Companies, in the current
situation, are most likely to defer high-cost drilling in
favour of lower-cost, lower-risk options.
Notwithstanding the exploratory budget cuts, the
industry will also experience an average 33 percent
cost exploration cost as a result of weakening
exploration activity and tapering demand for drilling
services. Lower exploration costs will help reduce

breakeven prices and improve full-cycle economics by
up to US$5/boe. Some of the best improvements will
be in deepwater plays. Although just half of the cost
deflation gains are expected to be enjoyed in 2015, the
full benefits will filter through to E&P players in 2016.
For example, seismic acquisition costs are down by 50
per cent making seismic acquisition a low-cost option
to continue progressing on frontier acreage. Also, E&P
companies are likely to persist with their activity in
basins with running room where geology is bet ter
understood and infrastructure is in place, which both
reduce cycle times. The time is right for STRONG
EXPLORERS to capitalise and do more with less,
increasing their drilling in high-impact plays. Also,
unique factors in certain regions will act as local props
to exploration - commitments in Angola's Kwanza
Basin, lease expiries in deepwater Gulf of Mexico
(GoM), strong gas prices in the Netherlands. What this
period of relatively lean exploration also of fers is the
opportunity for geoscientists and geologists perform
more rigorous analysis of data and thereby improve
the qualit y of the pr ospect pipeline. The
2010/2011drilling moratorium in GoM had a similar
ef fect and arguably led to a stronger prospect
inventory and healthier results in the past two years.
A common refrain among upstream players over the
last decade has been the diminishing frequency of bigsized finds and how that has further jeopardized the
prospects and optimism around the sector in a
situation where cashflows are further squeezed. But it
does not necessarily mean smaller fields become
complete non-starters as IHS-CERA says it is not
uncommon to see long production life for small fields
close to 20% of fields in the size range of 20 to 500
Mmboe have been producing for over 50 years.
Steady evolution of technology and its ef fective
deployment has resulted in ex tending field life cycles.
IHS estimates that potentially upwards of 140 bboe
remains in existing, low-quality oil fields, based on a
high-level assessment. And existing reserves are
being continually revised upwards as new API tools
and techniques become mainstream and are
integrated in current models. Right there, thats a
substantial opportunity for oil and gas companies.
Your Companys time-bound and technologyintensive IOR/EOR schemes and clustered approach
to development of marginal fields are a proof of the
additional value that can be commercially unlocked
from existing producing pools or standing reserves.
However, for financially stretched companies, these
are undeniably dif ficult times to negotiate. As
mentioned earlier, many of them will intensif y their
search for partners to sustain the business or even
shore up their viability. Even companies with strong
balance sheets will be more open to partially farm-
132
down their equity to stretch their budgets further. On

the other side of the negotiating table, companies
seeking farm-in opportunities will be selective - most
will be looking to plug gaps in their port folio, or bolster
existing positions.
At a more macro level, the ongoing depression in global
crude prices have ushered in a context where countries,
governments and regimes have been forced to
reassess their stance on how they want to exploit or want
to incentivize the exploitation of their energy resources.
To that extent, it would be fair to say that the threat of
resource nationalism which had loomed worryingly on
the fortunes and expansion plans of E&P companies
globally has receded in recent times af ter this most
recent onslaught on prices. Companies will want to
rationalize their expenses and planned investment,
which means it is not merely the size of the resource
base, although that will remain a major factor, that will
determine where companies choose to make their
commitments. With growing abhorrence for fiscal and
policy instability in corporate boardrooms, terms
of fered in licensing rounds may need to be adjusted to
increase attractiveness in a world where the worth and
returns of every dollar spent comes under ever
increasing scrutiny.
Though good hydrocarbon assets have been located
in East Coast Africa and Latin America, clarity on key
issues of energy policies, fiscal and regulatory
regimes are yet to evolve. More delays on these fronts
could result in money being directed to more stable
and remunerative regimes. And countries are
responding to this threat: Myanmar and Suriname
negotiate each PSC af ter the conclusion of the bid
round, and changes are already under discussion in
Myanmar for contracts awarded following the 2013
round. Tanzania may sof ten its PSC terms for the nex t
round. In Mexico, PSC terms put forward for shallow
water exploration have been met with disappointment
by the industry, put ting pressure on the authorities to
sweeten them. Iran, soon expected to become a fullfledged participant in the oil markets af ter a long hiatus
once the nuclear negotiations reach an agreeable
resolution, is busy draf ting a modified petroleum
contract with improved commercial terms in a bid to
revitalize their flagging oil industry.
Particularly, for Africa, which presented itself as an
emerging hotspot in global energy circles, the threat
posed by the oil price slide to its aspirations as a future
hub of new supplies is very real. Delays are likely in
many of its capital-intensive deepwater projects and
LNG supply projects that were expected to be
sanctioned in 2015. Here, too, operators have chosen
to defer FID decision to take full advantage of falling
costs. For countries in the region such as Mozambique
or Tanzania, it then becomes undeniably imperative to
use the current downturn to bring in greater clarity and

transparency to their fiscal and policy frameworks to
retain investor interest through the turmoil.
Coming to LNG, opportunities in the sector have
definitely been weighed down by the implications of
low oil prices regime as majority of current term
contracts are oil-linked. IHS expects prices to drop
considerably in 2015versus last year. For example,
Japans weighted average import price for 2015 is
projected to be below $10/mmBtu, as opposed to
nearly $16/mmBtu in 2014. Spot LNG prices have
already plummeted. Even before oil prices began to
fall last year, the LNG industry faced significant
challenges with significant supply overhang (owing to
sub-optimal demand) and serious project cost
escalations that threatened the viability of many
greenfield LNG projects that require substantial
capital investment and strong returns. But an upside of
low prices is that the industry could bring in new
customers and that, to a degree, should of fset the
threat posed by coal as a feed fuel for electricity
generation or industrial purposes, particularly in
Southeast Asia where the rise in demand for power
generation is likely to be the most intense. However,
despite the realities of the current ecosystem that the
sector has to contend with, the long-term outlook of
LNG remains robust considering the abundance of
gas resources and the its proposition of LNG as a
cleaner energy source. Also the breakeven costs for
most greenfield projects are in tandem with projected
oil prices in the longer term. So, although companies
will be disinclined to invest in new projects in the
current cycle, developers who take steps to minimize
costs and stay invested in promising projects will reap
the benefits when prices trend north.
Globally, the surge in the activit y related to
unconventional hydrocarbons has been stymied to an
ex tent by the steep fall in prices. Nonetheless, leading
explorers continue to add unconventionals to their
port folio while keeping their conventional reserves
steady, largely because the returns from the particular
resource base is quite compelling, particularly with
liquids-rich plays as their returns of ten exceed that
from conventional exploration. In fact, the US shale or
tight oil sector which was expected to be hardest hit
due to the low prices has discovered greater
ef ficiencies in drilling and withdrawn from non-core
areas in a manner that has made unconventional
supply grow th possible even as rig counts have
declined to record lows. Although the pace of grow th
has slowed, and supplies are projected to start
contracting in the lat ter half of 2015, it is far from the
grim picture that many in the industry had foretold at
the time when prices started declining. This resilience
has, in turn, allowed countries such as Argentina and
China, despite dissimilar geologies and regulatory
133
8.
regimes, to remain enthusiastic about unconventional

hydrocarbons and invest capital and resources to put
in place the necessary infrastructure and policies
conducive to the shale industry.
Having said so, fossil fuels are expected to face good
threat from renewable in medium to long term.
Renewables percentage in total energy supply
continues to rise growing at the rate of 6.4 percent per
annum thereby registering a share of 7 percent by
2035 as compared to around 2 per cent today. Nuclear
energy will keep growing @ 1.9% per annum and
hydro-electric growing @ 1.8% per annum. All these
taken together (39%) will be responsible for much
larger contributor of grow th during 2025-35 periods as
compared to those from liquid or natural gas. As in
longer run, this higher percentage of renewable, owing
to continued greener push, of fers a good threat to
fossil fuel based industries like that of ours.
Talking specifically for India, huge potential still lies
with Indian oil and gas explorers and producers. With
more than 28 billion tonnes of prognosticated
reserves, Indian sedimentary basins have good
potential. However, with 12% areas still unexplored
and 22% areas which are poorly explored, huge pools
of prognosticated resources are waiting to be
converted into in-place volume. In India, only 7 basins
are producing (out of 26) and exploration is yet to be
initiated in 11 basins. This provides a huge opportunity
for all explorers, like your Company, to convert these
remaining basins into a producible proposition.
On production front, so far our recovery factor has
been quite low (around 30% or so on average) as
compared to matured fields of similar vintage having
recovery factor around 45% plus. This of fers a huge
opportunity as a lot of oil is still lef t in those reservoirs.
As mentioned already, ONGC is increasingly pursuing
the agenda of improving recovery factor through
technology and capital intensive interventions, and
aims to increase recovery factor to 40% by 2020. In
FY15, over 34 percent of the Companys domestic
crude oil production was accounted for the
incremental oil ex tracted through its IOR/EOR
schemes. But considering the increasing costs of the
marginal barrel of oil, innovation and technological
improvements are a must for continued viability of
such endeavours.
Risks and Concerns
The oil and gas industry, owing to its fundamental
importance to the global economy and world af fairs at
large, is influenced by a wide variety of factors and
players which together through their resultant tension
determine the direction and position the market
assumes during a given period. The spectacular drop
in oil prices which was the headliner theme of 2014s
panorama of the energy industry was the end-result of
an interplay bet ween many such determinants.

Geopolitics, despite its characteristic presence in the
scene through the worrying episodes of unremit ting
disturbance in places like Libya, Iraq and Ukraine, was
outweighed in significance in terms of its influence on
the markets by the grow th indices of the global
economy and, more importantly, the fundamentals of
energy demand and supply.
This volatility and pronounced cyclicality makes oil
and gas one of the less easy places to do business in.
Add to this, the sheer spread of operations and the
variety and complexity of regimes and geologies that
companies have to deal with on a regular basis to
make their businesses tick further add to the weight of
the challenge. Inevitably so, such multitude of risks
and possible ramifications for any given event make it
imperative for oil and gas players to continuously
assess the new and developing strains of their
immediate and wider ecosystem. Subsequent to what
we saw in 2014 and what we have seen so far in 2015,
there are some primary concern areas that are
expected to remain relevant in the near or even
medium term for oil and gas operators as they
negotiate af fairs in what can only be mildly said to be
an infirm climate.
Crude prices, given its wide-rangingand deep impact,
will be at the top of every companys agenda. Price
forecasts and supply-demand trends form a routine
part of the industrys analysis of the current state of
af fairs and its outlook going forward but those, with
their strong bias towards the status quo, can only
provide you with so much information with so much
certainty and the current downward spiral is one such
strong example. But they are important nonetheless,
more so in uncertain times like now.
The International Energy Agency (IEA) in its May
2015 Oil Market Report projected a strengthening
of global demand grow th from 0.7 mbpd in 2014 to
1.1 mbpd in 2015. Despite the pick-up in demand,
global supplies continue to be on a strong footing
with a y-o-y grow th of 3.2 mbpd in April 2015 as
slowing US tight oil output grow th is of fset by
higher OPEC output. Projected demand and
supplies for 2015 are 93.6 mbpd and 95.7 mbpd
respectively. As such, the recent rally(April and
May 2015) in crude prices cannot be expected to
be sustained through the rest of the year.
US Energy Information Administration forecasts
Brent crude oil prices will average US$61/bbl in
2015 and US$67/bbl in 2016.West Texas
Intermediate (WTI) prices in both 2015 and 2016
are expected to average $5/bbl less than the Brent
price.
Energy Consultancy IHS Energy has presented an
outlook for Brent at an average of US$58.92/bbl in
134
2015 and US$65.50/bbl in 2016. The firm expects

robust global demand grow th of 1.3 mbpd in 2015
and 1.1 mbpd in 2016 but a combination of high
grading of drilling sites and cost reductions in US
unconventional sector and greater OPEC output
will continue to keep the market oversupplied
through 2016.
With tighter operating margins, companies will face it
increasingly dif ficult to generate the kind of returns
that have big E&P firms the darlings of the community
of investors. Not just this, companies that do not enjoy
the luxury of healthy cash reserves or are already
highly leveraged will find even the management of dayto-day operations a challenging proposition. The
prevalent circumstances, thus, in a way, are priming
the market for an environment that would be ripe for
strong M&A activity, although companies will want
plunge in only af ter prices are deemed to have set tled
down and execution of rigor ous por t folio
assessments.
For producing countries, the degree of dependence
on oil revenues, the availability (and liquidity) of
financial reserves and/or access to ex ternal financing
will help to determine their economic and political
resilience.
Another concern is how the oil field service providers
steer their activities in this oil price regime. They are
feeling the heat. As outlined by one study, Oilfield
contractors will have to lower prices by as much as 20
percent to help keep their cash-strapped customers
working.
Not surprisingly, for your Company too, the last one
year has not been all easy going amid the surrounding
uncertainty and volatility that has gripped the markets
despite a lot of positive sentiment in the domestic
environment arising out of the governments
progressive stance on reforms and policy making.
Financing of new projects, particularly in matured field
areas to boost recovery rates and in new & marginal
fields and also in deep-water areas to realize fresh
volumes, has certainly come under a squeeze in the
present market reality. Of course, being an NOC with a
national mandate for securing energy needs of the
country, we are fully seized of the significance of our
sustained performance in situations of any stripe. And
ONGCs performance in the last concluded fiscal does
more than at test its strong fundamentals and
operational excellence.
Globally, monetization of reserves has become a huge
concern area with merely 30 per cent of recent finds
being deemed commercial. This is largely a result of
newer finds being made in more logistically and
geologically dif ficult areas and the lack of availability
of high-quality data for many of the promising finds
which make their development highly prone to
operational surprises, as risk operators would rather

not want to run right now. Complicating mat ters further
ar e the myriad political inter ventions and
accompanying policy instability that impede the
evolution of a stable operating environment, a prerequisite for sustaining the confidence and interest
among E&P players in host countries. So, not only is
there a need for advances in technologies related to
seismic data acquisition and reservoir modelling to
develop a greater understanding of the reserves that
await monetization but also a more transparent, stable
and economically incentivizing regime to make
development of the new reserves commercially more
viable, particularly for the deep-water, ultra-deepwater, basement plays and HP/HT reservoirs and
subtle traps.
Particularly for India, where more than two-thirds of its
sedimentary basins remain largely under-explored, a
facilitating fiscal and policy framework, be it in the form
of rela xed financial terms or a more pragmatic landacquisition policy, will go a long way in allaying the
concerns around hydrocarbon prospectivity and
associated commerciality of finds among all current
and potential players in the upstream oil and gas
landscape. Moreover, the countrys recent finds which
are mostly medium-sized at best and the fact that its
foray into unconventional hydrocarbons, be it CBM or
Shale, is still very much at an incipient stage further
accentuate such a requirement.
Coming to the domestic production situation, till such
time when a breakthrough, game-changing find is
made, ef fective brown-field management is the only
reasonable way to sustain supplies at present levels as
a major por tion of your Companys output is
at tributable to mature fields. Arresting declines from
these legacy assets through cost-intensive operational
schemes is a challenge, more so in a low oil price
scenario. Continued investments in these programs
will warrant greater clarity on issues such as the
subsidy sharing mechanism as further erosion of our
profit margins could significantly compromise future
exploratory and development pursuits. Also, the
existing technological gaps in the areas of work-over
operations, non-flowing wells, deep water drilling etc.
do poses some risks for improving upon production
volumes.
Operational safety is a fundamental concern in the oil
and gas sector given the degree of risks that the
companies are routinely exposed to and the
potentially worrying ramifications of any untoward
event as tellingly borne out by the Deepwater Horizon
disaster in the Gulf of Mexico. Many of these risks be it
spillage, rupture, blowout of wells, ear thquake,
tsunami or terrorist activities etc. - are being mitigated
right from design stage; however probability of
emergency situations cannot be totally eliminated.
135
However, ONGC has implemented improved

OISD Standards to improve contingency combat
capabilities. ONGC of fshore assets have been rated
under acceptable risk by international underwriters,
enabling a lower-than-peer insurance premium for
these assets.
One of the more important highlights of the latest BP
Statistical Review of World Energy (2015) was that
carbon emissions in 2014 grew the slowest (0.5%)
since the 1990s. Perhaps, it was Chinas slowing
grow th or its choosing to be a more consumptionoriented than investment-intensive economy which
meant less energy consumption, or the developed
economies achieving greater ef ficiencies in energy
consumption and generation that contributed to this
slowdown in emissions, but, going forward, it is a trend
that can be expected to become increasingly common
as sustainabilit y and cleaner energy become
mainstream concerns of businesses globally than
mere academic concerns.
Globally, the big crew change has become a priority
concern among the best of companies. In USA, for
example, as per US Depar tment of Labour estimates,
50% of the oil and gas industrys workforce will be
eligible for retirement within the nex t five to ten years.
In India as well, oil and gas companies need to deal
with this impending crisis of talent assignificant
retirements are expected in the sector by 2020, not
only are companies staring at a loss of significant
capital of experience and expertise with these exits,
the fact that they also have to replenish from a talent
pool that is already quite lean and scarce further
compounds a situation that is already quite alarming
for them. The resultant knowledge gaps between new
employees and experienced industry leaders may
af fect the ef ficiency, ef ficacy and deliverability for the
company. ONGC has also been witnessing a large
number of retirements over the last few years. Though
it is very dif ficult to replace such a huge pool of
experience, your Company has taken it as a challenge
and has been taking all-out ef forts to address the
situation through redeployment of its manpower and
also through induction of sizeable number of young
executives to take care of the future.
Some small yet significant concerns do exist because
of less evacuation of gas by GAIL, in particular from
Eastern of fshore and Rajahmundry Asset and also in
Gujarat. The gas sales are also get ting af fected by lack
of customers in isolated fields in Assam and at other
onshore locations. Increasing availability of cheaper
alternatives has led to replacement of naphtha and
other liquid fuels. Naphtha has already been rendered
surplus in various regions and overall in the country.
Your company has been put ting in ef forts to tie-up with
consumers for sustained sale of various liquid
9.
a.
b.
c.
136
products.
Outlook
Exploration acreage & mining Lease
Your Company holds the largest exploration acreage
in India as an operator. Despite deregulation and
increasing private par ticipation, your company
holds54% of PELs and 81% of ML (Reference: DGH,
Hydrocarbon E&P Activities Report 2013-14). So far,
your Company has established7,644MMtoE of Inplace volume of hydrocarbon in domestic basins.
As on 01.04.2015, ONGC is holding a total of 338 PMLs
with total area of 56,335 Km2. ONGC added 1,671.60
Km2 areas to PML. ONGC has 10 nomination PELs
with approximate area of 37,818 Km2.As the validity of
these 10 PELs is going to expire soon, ONGC has
accelerated exploratory ef forts in these blocks with
focus on drilling of ma ximum identified potential
prospects before the PEL expiry so that the ma ximum
PML conversion can be achieved.
Exploration
During the year 2014-15, ONGC has made 22 Oil and
gas discoveries in domestic fields (operated by
ONGC). Out of 22, 10 discoveries are in Of fshore and
12 in Onshore; 10 discoveries were made in the new
prospects whereas 12 were new pool discoveries. 7
discoveries were made in NELP blocks and 15 in
nomination blocks. Two discoveries (Rudrasagar-184
& Gandhar-699) of Nomination blocks have already
been put on production and ef forts are on for bringing
the other discoveries on production as early as
possible. Seven discoveries in NELP blocks (5 onland, 2 of fshore) are governed by the PSC guidelines
and appraisal/development activities will be taken up
keeping in view the timelines of the respective blocks.
In addition to these discoveries, exploratory wells
conclusively tested and proved to be hydrocarbon
bearing will help in field grow th of existing fields.
NELP Blocks
Your company was awarded 114 NELP blocks as
operator (including KG-DWN-98/2, KG-ONN-2003/1 &
VN-ONN-2003/1) and at present (as on 1st June 2015)
is operating in 41 blocks. In addition ONGC had
participative interest (PI) in 10 NELP blocks, where it is
not operator. Out of these 10 blocks 3 blocks have
been surrendered; as such it has PI in 7 active blocks.
A total of 53 discoveries (21 in deep-water, 10 in
shallow water and 22 in on-land) has been made in 22
of these NELP blocks (6 deep-water, 6 shallow water &
10 on-land) as on 1st June 2015. Commencement of
production from these discoveries is governed by
stipulations laid down in the respective PSCs and is to
be taken up af ter successful completion of appraisal
programme followed by submission of DOC and
approval of Field Development Plan.
g.
h.
i.
revamping and infrastructure projects for replacing the

old infrastructure and creation of new facilities for
smooth operations. As of 31st March 2015, your
company is pursuing 17 such infrastructure project; 10
in onshore at an investment of `64,070 million and 7 in
of fshore with an investment of `92,520million.
Unconventional Source of Energy
ONGC plans to continue its endeavour for exploration
and development of Unconventional & other
resources like Shale Gas, CBM, HP/HT, Fractured
Basement plays etc. Your Company has prioritized
suitable actions for exploration and exploitation of
Non-conventional and Alternate sources of energy
which has the potential to change the energy business
landscape in the country, as it is happening in the other
parts of the world. The initiatives by ONGC in these
areas are summarized below
Exploration of Shale Plays
Your company has the distinction of establishing the
first flow of shale gas in the country on 25thJanuary,
2011.Government of India during October, 2013
brought out shale gas policy which allows National Oil
Companies Viz. ONGC and OIL to initiate the shale gas
and oil exploration activities in their allocated
nomination blocks in phased manner. Shale Gas
exploration was initiated in 2013-14 keeping in view the
YTF (Yet-to-Find) hydrocarbons envisaged from Shale
Gas play. As per the new Policy, 50 nomination PML
blocks have been identified in four Basins, including 28
PMLs in Cambay Basin, 3 PMLs in A&A A, 10 PMLs in
KG and 9 PMLs in Cauvery basins for Shale Gas
assessment within three year period of Phase-I. A total
of 57 pilot/assessment wells are to be drilled by April
2017.
Up to FY15, ONGC has taken up drilling of 14 wells for
shale gas assessment in Cambay, KG, Cauvery and
Assam & Assam-Arakan Basins. Out of which drilling of
8 wells were taken up during FY15. In FY16, ONGC
has plans to drill 19 wells including 11 exclusive Shale
Gas wells and 8 wells with dual objectives. Based on
the results of planned exploration campaign, drilling of
more wells mainly horizontal wells, multi-stage hydrofracturing will be required to establish the production
potential of envisaged shale reservoirs and their
commerciality by unlocking unconventional shale gas
and oil reserves in dif ferent basins.
Coal Bed Methane
Of the total thirty-three CBM Blocks awarded by GOI to
various operators through four rounds of bidding and
nomination, Your Company was awarded nine CBM
blocks. Due to poor potential, concluded on the basis
of the data generated in the exploratory activities, five
Blocks viz. Satpura (Madhya Pradesh), Wardha
(Maharashtra), Barmer-Sanchor (Rajasthan), North
Karanpura (West) and South Karanpura (Jharkhand)
j.
k.
138
have been relinquished.

Currently, your company is operating in four CBM
Blocks i.e.,Jharia, Bokaro, Nor th Karanpura
(Jharkhand) and Raniganj (West Bengal),FDP of which
has been approved. Nearly 400 wells and 2,000
hydro-fracturing jobs are required to be carried out in
the coming 4-5 years as per timelines of the CBM
Contract.
In view of the mammoth and time bound task, ONGC is
in the process of farming out its Participative Interest to
experienced CBM players through formation of JV.
Farm out Agreement (FoA) was signed for North
Karanpura Block on 7th October 2014. Documents
have been submit ted to DGH for Governments
approval of PI assignment. Farm out of Bokaro Block is
under negotiation. Formation of joint ventures for the
blocks Jharia and Raniganj are under process.
Underground Coal Gasification
Your company in collaboration with GIPCL selected
Vastan Mine block site in Gujarat as an R&D project to
establish UCG technology. All the ground work and
inputs for construction and implementation of UCG
Pilot Project at Vastan, has been completed and
further development is awaiting award of Mining Lease
from MoC, GoI.
Further, a number of sites have been jointly identified
by ONGC &Ney veli Lignite Corporation Limited (NLC)
for studying their suitability to UCG. These are
Tadkeshwar in Gujarat and Hodu-Sindhari& East Kurla
in Rajasthan. One more site was jointly identified by
ONGC & GMDC viz. Surkha in Bhavnagar district,
Gujarat. The data of all the fields have already been
analysed for evaluating the suitability of these sites for
UCG. All the sites have been found suitable for UCG
exploration.
Alternate sources of energy
Your Company is also pursuing green energy options.
Though your Company is already generating wind
power of 51 MW, another 102 MW wind farm at
Rajasthan is likely to be commissioned by Sept-2015.
ONGC Energy Centre (OEC), a trust set up by your
Company, has contemplated a Geothermal Pilot
Project in association with technology partner M/s.
Talboom, Belgium in Cambay Basin, which has a high
geothermal gradient. Thirteen Parametric wells in
Suket-Jhalawar area of Rajasthan & three wells in
Kaikalur area of Tamil Nadu taken up during FY15 for
Uranium exploration. OEC is also pursuing the
Thermo-Chemical Reactor project for Hydrogen
Generation; a collaborative projects with IIT-D & ICT,
Mumbai. Three of these reactors are under installation.
It is pertinent to mention that US Patent & Trademark
Of fice has issued a Patent to ONGC Energy Centre
(OEC) & Institute of Chemical Technology (ICT),
Mumbai for the innovative research work on
l.
Hydrogen Production Method by Multi-step CopperChlorine Thermochemical Cycle

Other Exploration Initiative
Results of recent exploration activities clearly show that
even well explored basins have provided unexpected
positive surprises. Among these are HP-HT/Deeper
plays and Basement Plays. Structured initiatives taken
by your Company in this regard are as below.
HP-HT, Tight& Deeper plays
Your company has prioritized HP-HT, Tight&Deeper
plays in KG onland & shallow water of fshore, Good
potential has already been established in Bhuvnagiri,
Malleswaram, Periyakudi, Kot talanka, Bantimulli
South, Yanamshallow of fshore,GS-OSN-2004 and G4-6. All these fields are expected to have large grow th
components to be established and vast potential area
remains unexplored. Our long term plans envisage
establishment of 500-740 MMT of in-place volume of
hydrocarbons from such reservoirs, with cumulative
production of 70-90 MMT(O+OEG). About 180 MMT of
In-place hydrocarbon volume has already been
established. Pr ocessesfor monetizing these
established volumes are under finalization. Services of
M/S Blade Energy Partners, USA have been hired to
study the six discovered HP-HT/Tight Reservoir Fields.
During the year 2014-15, 4 wells were drilled to probe
HP/HT play including 1 well each in KG and Cauvery
onland basins and 2 wells in KG shallow water. During
2015-16, 4 wells have been planned for drilling for
HP/HT playin KG and Cauvery Basins.
Basement Exploration
Basement rocks are known for hydrocarbon
accumulation for many years. Concerted ef forts for
Basement exploration, a frontier exploration play has
been taken up by your Company as a major initiative.
Established hydrocarbon potential in Basement in
Western Of fshore (Archean Basement, Deccan
Basalt) and Borholla-Champang fields are well known
basement producers. Commercial presence of
hydrocarbons has been established in prospects like Padra, Karjan, Halisa, Chadra and Mansa in Cambay
basin. Hydrocarbon occurrences in basement in
Mat tur, Pundi, Vadatheru and Pondichery Of fshore,
and recent commercial discoveries around Mandam
and Portonova Highs have rejuvenated exploration
thrusts on Basement exploration. A collaborative
research project with University of New South Wales
(UNSW), Australia has also been carried out for Heera
field. One location was released in Heera Field to test
the technology showcased by UNSW. During 2014-15,
thirteen wells were drilled for Basement exploration in
Western Of fshore basin, Cauvery and A&A A basins.
Out of these, five wells proved to be hydrocarbon
bearing including BH-69 & BH-72 in Western Of fshore.
ONGC is focusing towards drawing an ef fective and

successful Basement exploration strategy through
special studies and modelling. Further Exploratory
inputs for Basement exploration have been identified
in prospective blocks/acreages of Western of fshore,
Western Onshore, A & A A and Cauvery Basins.
Accordingly, drilling of 12 wells has been planned
during 2015-16.
Un-appraised Areas:
A concerted ef fort for resource appraisal of the unappraised areas of Indian Sedimentary Basins has
been under taken by DGH. ONGC is earnestly
collaborating with DGH in identification and
prioritization of the areas. ONGC would be involved in
2D seismic data acquisition in Un-appraised areas in
onshore sectors of dif ferent sedimentary basins of
India except in North east region.
10. Internal Control Systems
Energy business, particularly oil & gas, has always
been a very dynamic business, not just because of its
fundamental economic and strategic significance to
the nations of the world but also because of the highrisk nature of the business. The business is challenged
by uncertainties, geological surprises, volatile markets
and number of ex ternal factors likegeo-political
uncertainties, fiscal & regulatory regime, etc.
In such scenario, where the uncertainties are the rule, it
becomes imperative to have a balanced port folio.
Keeping these in view, your Company adopted the
vision to grow as an integrated global energy
company. Exploration and production of oil and gas
remains the core business of your Company; however,
keeping in view the business imperatives, ONGC has
meaningfully integrated itself in the hydrocarbon value
chain. Now the port folio of your Company (including
overseas assets) is large, diversified and assuring.
To manage this large port folio, your Company has
institutionalized robust internal control systems to
continuously monitor critical businesses, functions
and operations; particularly field operations.
The top management of your Company monitors and
reviews the various activities on continuous basis. A
set of standardised procedures and guidelines have
been issued for all the facets of activities to ensure that
best practices are adopted even up to ground level.
Performance of every business unit is monitored by
the respective directorates for suitable corrective
measures, if any, in time.
Your Company has a dedicated Per formance
Management and Benchmarking Group (PMBG)
which monitors the performance of each business unit
against the Key Performance Indicators (KPIs) defined
in the Performance Contracts between the top
management and the Key Executives. These
performance contracts are aligned to the goals and
objectives of the organization.
As part of its push for systemic transformation and
139
Shri Narendra Modi, Honble Prime Minister of India, dedicates the Unit II of ONGC Tripura Power Company to the Nation
Saffron is the colour

of energy
and India needs a
saffron revolution.
Narendra Modi
Prime Minister of India
Shri Narendra Modi, Honble Prime Minister of India at the
control room of OTPC
Shri Dharmendra Pradhan, Honble Minister of State (I/C) MoPNG at control room of a rig in Mumbai Of fshore
Shri Dharmendra Pradhan, Honble Minister of State (I/C)

MoPNG at ONGC site in Geleki, Assam
"Pleasantly surprised to find a good number of youngsters including

lady of ficers posted at Of fshore" - Shri Dharmendra Pradhan,
Honble MoS (I/C), MoPNG during his visit to MHN Process Complex
strengthening of control systems, your Company has

placed adequate emphasis on institutionalization of
tools, practices and systems that facilitate greater
operational ef ficiencies and workplace productivity.
Revamping of Material Management Manual was
carried out during the year to ensure procurement of
quality materials and services and identification of
world-class vendors. Book of Delegated Powers
(BDP) was revamped and implemented w.e.f
1st January, 2015, with the objective to empower
working level of ficers and enhancement of delegation
to put commensurate accountability on all decision
makers. At the same time, Rig Bar Charts for planning
and allocating resources for drilling operations was
also introduced.
Your Company also introduced E-Grievance handling
mechanism for quick redressal of grievances of the
various stake-holders.
Occupational health, safet y and environmental
protection are the adopted mot to of your Company.
Achieving highest standards in these areas remains a
priority objective for your Company. Internal and
ex ternal audits have been institutionalised and are
conducted on a continuous basis to ensure
compliance tovarious industr y norms and
benchmarks.
Your Company has dedicated Internal Audit (IA) group
which carries out audits in-house. At the same time,
based on requirement, specialized agencies are
engaged to carry out audit in the identified areas.
Statutory auditors are appointed by Comptroller and
Auditor General (CAG) of India for fixed tenures. Audits
and Ethics commit tee of the Board oversees the
functioning of Internal Audit and control systems.
Third party safety audits are conducted regularly for
of fshore and onshore installations by established
national and international HSE agencies such as Oil
Industry Safety Directorate ("OISD"), an organization
under the control of the MoPNG, which issues safety
guidelines. Further, subject to the safety regulations
prescribed by the Directorate General of Mines and
Safet y (DGMS), each work center has teams
dedicated to HSE, which execute the safety guidelines
prescribed by OISD as well as DGMS. HSE teams are
also responsible for obtaining necessary licenses and
clearances from the State Pollution Control Boards.
All transactions in the company are carried out on SAP
R/3 ERP based business portal. Proper and adequate
system of internal control exists to ensure that all
aspects are safeguarded and protected against loss
from unauthorized use or disposition and that each
transaction is authorized, recorded and reported. The
system further ensures that financial and other records
are fact-based and reliable for preparing the financial
statements.
11. Human Resource Development
Your organization has always valued its most

important human resource and due to sincere ef forts
only a vast pool of experienced and talented scientists,
engineers and professionals today passionately take
care of the energy needs of the country. Strengthen
staf fing and capabilities has been the focus area all
long the pursuits towards structured Human Resource
Development. This is a critical issue keeping in view
crew change in nex t few years. The basic principle
revolves around grooming younger generations as
future energy leaders. Talent replenishment and
bridging competency gap become crucial aspect for
human resource development. Fur ther, your
Company believes that continuous development of its
human resource fosters engagement. There are
multifaceted ef forts for grooming technical talent and
develop managerial competence. Structured training
programmes have been developed to impart required
skills to the people in identified critical areas. Besides
training, work association with industry leaders in the
challenging areas of business is yet another at tempt to
improve capabilities. Your Company also took
structured initiatives to provide a desirable work-life
balance to the employees as well as improving the
living and working conditions. The endeavours of your
Company, towards Human Resource development,
are well recognized in the industry. ONGC is in the list
of Most At tractive Employer in India as per the
Randstad survey 2015.
12. Corporate Governance
The initiatives taken by your Company are detailed in
the Corporate Governance report, a part of the Annual
report.
13. Corporate Social Responsibility (CSR)
Initiatives taken by your Company towards CSR are
detailed in Board's Report.
14. Cautionary Statement
Statements in the Management Discussion and
Analysis and Board's Repor t describing the
Companys strengths, strategies, projections and
estimates, are for ward-looking statements and
progressive within the meaning of applicable laws and
regulations. Actual results may vary from those
expressed or implied, depending upon economic
conditions, Government Policies and other incidental
factors. Readers are cautioned not to place undue
reliance on the forward looking statements.
142

1.0 Philosophy on code of Governance
Corporate governance is the system by which
companies are directed and managed. It influences
how the objectives of the company are set and
achieved, how risk is monitored and assessed, and
how performance is optimised. Good corporate
governance structures encourage companies to
create value (through enterpreneurism, innovation,
development and exploration) and provide
accountability and control systems commensurate
with the risks involved.
Compliance of laws, rules & regulations.
Ensuring corporate success and economic grow th.
Minimization of wastages, corruption, risks and

mismanagement.
Adherence to ethical standards for ef fective

management and distribution of wealth and discharge
of social responsibility for sustainable development of
all stakeholders, (shar eholders, customers,
employees and society at large)
Accuracy and transparency in disclosures regarding

operations, performance, risk and financial status
A clear delineation of shareholders rights
Timely and balanced disclosure of all material

information to all the Stakeholders.
(i) The Company has taken all the necessary steps to

ensure the Rights of Shareholders and seek approval
of the shareholders as and when required as per the
provisions of the Companies Act, 2013 or other
legislations. ONGC issues timely press releases
regarding the important events. ONGC sends notices
through email to all shareholders who have opted for
the same and to all others physically by post. It has
provided the facility of e-voting for all shareholders.
Further, with a view to ensure bet ter participation, it
has taken a poll of the shareholders who at tend the
meeting either in person or through prox y.
Independent Scrutinizer is appointed to oversee the
entire process.
The notice of the Annual General Meeting explains
exhaustively the procedures governing the AGM,
voting procedures. These are again explained during
the AGM. Suf ficient opportunity is provided to the
shareholders who at tend the meeting to raise queries
to the Board of Directors who at tend the AGM. All their
queries are answered to their satisfaction. The voting
on the resolutions is carried out as per the Companies
Act, 2013.
The main objectives that drive Corporate Governance

in ONGC are:
A. The Rights of Shareholders
1.1 At ONGC, Corporate Governance is the basis for our

decision-making and control processes and
comprises responsible, value-based management
and monitoring focused on long term success, goal
oriented and ef ficient cooperation between our
Managing and Virtual Boards, respect for the interest
of our shareholders and employees, transparency
and responsibility in all our decisions and an
appropriate risk management system.
A sound system of internal control to mitigate risks

associated with achievement of business objectives,
both short term and long term.
Clearly defined standards against which performance

of responsibilities are measured
1.2 Further, ONGC has ensured compliance with the

objectives of the principles of Corporate
Governance stated in clause 49, as brought out
below:
Ef fective Corporate Governance ensures that long

term strategic objectives and plans are established
and that the proper management and Management
structure are in place to achieve those objectives,
while at the same time making sure that the structure
functions to maintain the Corporations integrity,
reputation and accountabilit y to its relevant
constituencies.
The election of the Board members is routed through

the General Meeting, where shareholders have a right
to participate. However, the power of nomination of the
directors on the Board of ONGC, being a Government
Company, is with the Government of India.
All shareholders, irrespective of their category, are free
to exercise their voting and ownership rights at the
AGM and all other forums where their presence is
required.
Maintains investors confidence, as a result of which,

company can raise capital ef ficiently and ef fectively.
143
ONGC has a Board level Stakeholders Relationship

Commit tee which meets periodically to redress the
grievances of shareholders. The shareholders have
the facility of directly approaching the Company as
well as the Registrar & Share Transfer Agent (RTA) to
address their queries/grievances, which are
addressed within 7 days.
The Company encourages its employees to

participate in every sphere of its activity and has
schemes/ policies with rewards encouraging
employees to take part in the various aspects of the
functioning of ONGC.
ONGC is covered by RTI Act, 2005 and it provides all
information to all citizens of India as per the aforesaid
Act.
Interests of the minority shareholders are protected

and there have been no instances of abusive action by
controlling shareholders. The Company has an
ef fective shareholders redressal system.
(ii)
ONGC has implemented a Whistle Blower Mechanism

which gives opportunity to its employees to raise any
concerns of ethics or an illegal/immoral activities
occurring in an organisation to the Audit Commit tee.
The vendors have the facilit y of approaching
Independent Ex ternal Monitors to redress their
grievance. The company has a Vigilance Department
which is headed by an of ficer on deputation from the
Government of India in the rank of Joint Secretary or
above.
ONGC issues timely press releases regarding

important developments. The Annual Report of the
Company is very exhaustive and provides every
conceivable information on the functioning of the
Company. The website of the company is updated
continuously to keep the stakeholders apprised of
various developments etc.
The capital structure of ONGC comprises only equity
shares which do not provide any disproportionate
degree of control to any of the owners. All the equity
shareholders are treated equitably, irrespective of their
location or quantum of their shareholding.
C Disclosure and Transparency

The Company ensures timely and complete
dissemination of information on all mat ters which
require to be made public. The website of the company
and the Annual Report of the company contain
exhaustive information regarding every aspect of the
functioning, financial health, ownership and
governance of ONGC.
In line with the SEBI (Prohibition of Insider Trading)

Regulations, 2015, ONGC has put in place a Code of
Internal Procedures and Conduct in dealing with the
securities of ONGC.The code is applicable to all the
Insiders of ONGC.
All disclosures by Company are strictly in accordance

with the formats prescribed by the concerned
regulatory authority in respect of accounting, financial
and non-financial mat ters.
The process of conduct of General meetings of the

shareholders of ONGC ensures equitable treatment to
all shareholders.
Simple and inexpensive procedures are adopted to
cast their vote electronically as well as through poll.
B.
ONGC disseminates information through press

releases, on its website, to the Stock Exchanges etc.
Access to all these modes is free for all users.
Role of stakeholders
ONGC recognizes the rights of its stakeholders and its
responsibility towards fullfilling their aspirations. The
Business Responsibility Report of ONGC brings out in
detail the steps being taken by ONGC in this regard.
ONGC, being a listed Public Sector Enterprise,
conducts and governs itself with Ethics, Transparency
and Accountability as per the law of land and ensures
compliance of all the policies, rules, regulations etc
mandated by the Government of India. Ef fective
Redressal mechanism is available to ever y
stakeholder of the Company, should there be any
violation of rights.
The Company maintains records of the proceedings of

all meetings (Board / Commit tees/ General meetings,
etc.).
The company follows the accounting standards in
let ter and spirit. The annual audit is conducted by Joint
Statutory auditors appointed by the C&AG. ONGC is
further subject to supplementary audit by C&AG.
Internal Audit Department reports to the Audit & Ethics
Commit tee, apart from periodical oversight by the
Government of India and Parliamentary Commit tees.
144
Responsibilities of the Board
The process of disclosure of information to the public

and issue of press releases etc. is well defined.
(i) Disclosure of Information
Board evaluation is within the domain of the

Government.
Members of the Board and Key Managerial Personnel

disclose to the board whether they, directly, indirectly
or on behalf of third parties, have a material interest in
any transaction or mat ter directly af fecting the
company.
(iii) Other responsibilities

The Board of Directors take strategic decisions which
help the management in steering the company in its
operations and meeting the expectations of the
stakeholders.
It is the endeavor of the Board of Directors and the top

management of ONGC to ensure that the stakeholders
are kept aware of all important developments, while
ensuring confidentiality of relevant information
ONGC has structured policies and exhaustive manual

and procedures in place which ensure that the
operations of the company are congruent to its
objectives.
(ii) Key functions of the Board

The Company has an exhaustive Book of Delegated
Powers (BDP) and other manuals like Material
Management, Works manual etc, which spell out the
processes and defines the level (Board / Executive
Commit tee / Functional Director / Key Executive) at
which any decision is to be made and are reviewed
from time to time to ensure that they are updated and
meet the needs of the organization. The company has
13 commit tees of the Board which deliberate upon
various important mat ters and advise the Board on the
course of action to be taken.
The Agenda Items, circulated in advance to the

members of the Board, are exhaustive in nature and
detailed presentations are made during the course of
discussion. The Board is assisted by 13 Commit tees to
enable bet ter management of full Boards time, in
depth scrutiny and focused at tention. The
Independent Directors are provided with every
conceivable information to ensure that the interests of
the minority shareholders are protected. Further, to
strengthen the corporate governance, a dedicated
portal has been set up for exclusive use of Directors,
where notice/agenda/Presentation/other documents
related to each and every Board/Board Level
Commit tee meeting are uploaded to enable the
Directors to access those information.
The companys governance practices are ef fectively

monitored and reviewed regularly.
The HR policies of ONGC ensure timely selection and
placement of various executives and personnel as per
needs of the organization and ensures smooth
succession. ONGC being a Government Company,
follows the remuneration policy approved by the
Government of India.
ONGC has a Board approved training policy for

directors, details of which have been brought out
elsewhere in this report.
Appointment of directors on the Board of ONGC and

the remuneration of functional directors is decided by
the Government of India.
ONGC has only one class of equity shareholders at

present and the Board treats them all fairly and with
equity.
The Board members as well as Key Managerial

Personnel are required to declare their interest in all
contracts and their shareholdings etc. which is noted
by the Board. The Company ensures that all related
party transactions are brought to the notice / approval
of the Audit Commit tee / Board.
The Board of Directors ensure that highest degree of

ethics are adopted while taking every decision and
being a PSU, ONGC takes into account the interest of
diverse stakeholders.
Every proposal is examined in detail before a decision
is taken.
ONGC has implemented SAP system of accounting

which ensures total integrity and transparency of every
transaction which is subject to independent audit by
Joint Statutory Auditors appointed by C&AG. The
company has ef fective internal control systems which
conform to the laws of the land.
The Commit tees of the Board, excluded, deliberate

upon major proposals before being sent to the Board.
This ensures absence of conflict of interest.
The project proposals are first deliberated in detail by
the Project Appraisal Commit tee and then approved
145
by the Board af ter taking into account the

assumptions, cost-benefit, sensitivity and viability
analysis as well as appraisal of the project by an
independent Financial Institution thereby minimizing
any risk.
the detailed Corporate Governance report of ONGC is

as follows:
2. BOARD OF DIRECTORS
2.1 COMPOSITION
The Company is managed by a Board of Directors,
which formulates strategies, policies and reviews its
performance periodically. The Chairman & Managing
Director (CMD) and Six Whole-Time Directors viz.
Director (Technology & Field Services), Director
(Of fshore), Director (Onshore), Director (Exploration),
Director (Finance) and Director (Human Resource),
manage the business of the Company under the
overall supervision, control and guidance of the Board.
The Board regularly monitors the Action Taken Report

on its decisions. Further, detailed presentation on the
implementation of projects which have been approved
is made before the Project Monitoring Commit tee on a
periodic basis. Risk areas are outlined and mitigation
processes are put in place.
The terms of reference, quorum, periodicity of meeting
etc are clearly defined for each of these Commit tees
and approved by the Board.
The Board of Directors has a combination of Executive

(Functional) and Non-Executive Directors. As on 31st
March, 2015, the Board of Directors had 9 members,
comprising of 6 Functional Directors (including the
Chairman & Managing Director) and 3 Non-Executive
Directors (comprising 2 part-time of ficial nominee
Directors and 1 par t-time non-of ficial Director)
nominated by the Government of India. To share the
global experience and business strategies, Managing
Director, ONGC Videsh Limited (OVL) is a permanent
invitee to the meetings of the Board.
The job description of each Functional Director

including CMD is clearly defined. ONGC signs an MOU
with the administrative Ministr y defining key
parameters of operational, physical and financial
performance. The performance of the Functional
Directors and the company is measured on the basis of
achievement of MOU targets.
The Independent Directors are free to seek any
information and have the authority to seek third party
independent assessment of any proposal / agenda
item for which ONGC makes necessary arrangements.
Except for the period from 1st April, 2014 to 30th April,
2014 and 23rd May, 2014 to 18th June, 2014, the
composition of the Board of Directors of the Company
during the year 2014-15 did not comply with the
provisions of Clause 49 of the Listing Agreement i.e.,
the Board of Directors did not comprise of the required
number of Independent Directors as per the terms of
the above mentioned Listing Agreement. The
vacancies caused due to retirement/vacation of the
independent Directors have also not been filled up
within the time period specified in terms of listing
agreement. ONGC has been taking up with the
Ministry of Petroleum & Natural Gas, Government of
India for appointing requisite number of Independent
Directors on the Board of ONGC. No separate meeting
of Independent Directors was held during 2014-15.
1.3 Corporate Governance Recognitions

ONGCs Corporate Governance practices have
secured many accolades, some of which are:
ICSI National Award for Excellence in Corporate

Governance for 2014- Certificate of Recognition by the
Institute of Company Secretaries of India. This is the
fif th year in a row that ONGC has bagged this
award.
Best Corporate Governance Award-2012 by the

Indian Chamber of Commerce;
Golden Peacock Global Award for Corporate

Governance U.K. in the years 2005, 2007, 2008, 2009
and 2013
In compliance with the disclosure requirement of
clause 49 of the revised listing agreement executed
with the stock exchanges as well as the Guidelines on
Corporate Governance for Public Sector Enterprises,
issued by the Department of Public Enterprises (DPE),
2.2 Board/ Commit tee Meetings and Procedures

(A) Institutionalised decision making process
The Company has defined guidelines for the meetings
of the Board of Directors and Commit tees. These
146
Business Segments, Human Resources, Marketing,

Joint Venture operations, whenever required.
guidelines seek to institutionalise the decision making

process at meetings of Board/ Commit tees, in an
informed and ef ficient manner. Companys guidelines
relating to Board Meetings are applicable to
Commit tee Meetings as far as practicable.
(vii) The members of the Board/ Commit tee have complete

access to all information of the Company and are also
free to recommend inclusion of any mat ter in the
agenda for discussion. Senior of ficials are called to
provide additional inputs to the items being discussed
by the Board/Commit tee, as and when required.
(B) Scheduling and selection of Agenda items for

Board / Commit tee Meetings
(i) A tentative schedule of the Board Meetings to be held
during the ensuing financial year is drawn up and af ter
seeking convenience of the Directors and af ter
approval of the Board, the same is circulated among all
the Directors. This helps the management in ensuring
that the various agenda items are kept ready in
advance and facilitates the Directors to plan their
schedule for participation in Board/ Commit tee
meetings well in advance. The meetings of the
Commit tees of the Board are held prior to the Board
Meeting af ter seeking convenience of members.
(viii)Each Commit tee has the authority to engage outside

experts, advisers and counsels to the ex tent it
considers appropriate to assist the Commit tee in its
work.
Safety Snapshots
ONGC is in the hydrocarbon business, therefore,
safety is paramount for continued operations. To
apprise the Board regarding various safety measures
being taken and to seek their guidance on
implementation of these measures, periodic
presentations are made to the Board of Directors in the
form of Safety Snapshots that include all major
incidences related to safety.
(ii) The meetings are convened by giving appropriate

advance notice af ter obtaining approval of the
Chairman of the Board/ Commit tee. To address
specific urgent needs, meetings are also called at a
shorter notice. In case of any exigency, resolutions are
passed by circulation.
Industry Updates & Presentation

With a view to keep the members of the Board apprised
with latest developments in the Industry, Industry
updates are tabled and presentations on the subjects
relevant to E&P business are made periodically to the
Board. This also ensures that the Directors are
constantly in touch with the problems being faced by
the Industry in general and ONGC in particular in its
operations.
(iii) Detailed agenda containing management reports and

other explanator y statements are circulated in
advance in the agenda format amongst members for
facilitating meaningful, informed and focused
deliberations and decisions at meetings. Document or
agenda of confidential nature, are tabled with the prior
approval of CMD. Sensitive subject mat ters are
discussed at the meeting without circulation of writ ten
material. In special and exceptional circumstances,
additional or supplemental item(s) on the agenda are
permit ted.
(C) Recording minutes of proceedings at the Board

Meeting
Minutes of the proceedings of each Board/Commit tee
meeting are recorded with all necessary details. Draf t
minutes are circulated amongst all members of the
Board/ Commit tee for their appreciation and
comments that are incorporated in the minutes, which
are finally approved by the Chairman of the Board/
Commit tee. Thereaf ter, these minutes are confirmed
in the subsequent Board/ Commit tee Meeting.
Minutes of the meetings of the Commit tees are also
noted by the Board/ Commit tee in its nex t meeting.
The finalized minutes are entered in the respective
Minutes Books.
(iv) The agenda papers are prepared by concerned

of ficials, sponsored by the concerned functional
Directors and approved by the CMD. Duly approved
agenda papers are circulated amongst members of
the Board/ Commit tee by the Company Secretary
both physically and through email.
(v) The meetings of the Board/ Commit tees are generally
held at the Companys Registered Of fice at New Delhi.
(vi) Presentations are made to the Board/ Commit tee
covering Finance, Production, Operations, major
147
(D) Follow-up mechanism
Non-executive Board members are eminent

personalities having wide experience in the field of
business, education, industr y, commerce and
administration. Their presence on the Board is
advantageous and fruit ful in taking business
decisions. The training policy of directors and the
details of familiarization/training programmes during
2014-15 can be viewed at ht tp://w w w.ongcindia.com/
wps/wcm/connect/ongcindia/Home/investors/
policies/directors-training
The guidelines/ decisions of the Board/ Commit tee

meetings provide for an ef fective post-meeting followup, review and reporting process for action taken on
decisions/instructions/directions of the Board and
Commit tee. As per the Boards decision, the Company
Secretary intimates Action Points arising from
deliberation during the meeting to the concerned
Functional Directors who in turn provide updates to be
apprised to the Board on areas of their responsibility in
the nex t meeting. Functional Directors provide followup Action Taken Report (ATR) once in a quarter.
(b) Policy on Performance Evaluation of Directors

of Section 134(3)(e) and (p), 149(6)(a) and (c), 152(5)
and 178(2), (3) and (4) of the Companies Act, 2013 with
regard to appointment, Performance Evaluation etc.
have been exempted by Government of India, Ministry
of Corporate Af fairs vide Gazet te notification dated
05.06.15.
(E) Compliance
Functional Directors are responsible toward ensuring
adherence to all applicable provisions of law, rules and
guidelines. A Quarterly Compliance Report (collected
from all work centres) confirming adherence to all
applicable laws, rules, guidelines and internal
instructions/manuals, including Corporate Governance,
is reviewed by the Audit & Ethics Commit tee and the
Board.
2.3 BOARD MEETINGS

During 1st April, 2014 to 31st March, 2015, Thirteen
Board meetings were held on 24th April, 29th May, 27th
June, 30th July, 13th & 28th August, 19th September,
16th October, 14th November, 12th December, 2014,
21st January, 14th February and 20th March, 2015.
(F) Training and Evaluation of non-executive Board

members
(a) In line with Clause 3.7 of the Guidelines on Corporate
Governance for Central Public Sector Enterprises,
2010, issued by Government of India, Ministry of
Heav y Industries and Public Enterprises, Department
of Public Enterprises and requirement of Listing
Agreement with regard to Training of Directors, the
company has three tier Training policy for nonexecutive Directors:
The minimum and ma ximum interval between any two

Board meetings was 13 days and 39 days respectively.
The details of number of Board Meetings at tended by
Directors, at tendance at the last Annual General
Meeting, Number of other Directorship/Commit tee
Membership in various companies held by them
during the year 2014-15 are tabulated below:-
Induction Training
Ex ternal Training
Board Presentation
148
At tendance:
Names & Designation
No. of Board
meetings
at tended
out of 13
meetings
held
Whether
at tended
last AGM
held on
19.09.2014
Upto 31.03.2015
No. of
Director-ships in
other
companies #
No. of Commit tee

memberships
across all
companies *
Chairman
Member
a) Executive Directors
Shri Dinesh Kumar Sarraf,
(Chairman & Managing
Director) Also held Additional
Charge of
(i) Director (Onshore) upto
18.06.2014
(ii) Director (Exploration)
from 27.08.2014 till
15.03.2015
13
Yes
08
Nil
03
Shri A. K. Banerjee, Director

(Finance)
13
Yes
05
Nil
02
Shri Shashi Shanker , Director

(T&FS)
12
Yes
01
Nil
01
Shri T. K. Sengupta, Director

(Of fshore)
13
Yes
02
Nil
01
Shri Ashok Varma, Director

(Onshore) (from 19.06.2014)
11
Yes
01
Nil
Nil
Shri D. D. Misra, Director (HR)

(from 01.08.2014)
09
Yes
Nil
Nil
01
Shri K.S. Jamestin, Director (HR)

(upto 31.07.2014)
04
NA
06
Nil
02
Shri N.K. Verma Director

(Exploration) (upto 26.08.2014)
05
NA
01
Nil
Nil
Shri A.K.Dwivedi, Director

(Exploration) (from 16.03.2015)
01
NA
Nil
Nil
Nil
01
No
Nil
Nil
Nil
Shri U.P. Singh JS(E) MoP&NG,

Government Director
(from 16.10.2014)
05
NA
Nil
Nil
02
Dr. Subhash C. Khuntia

Special Secretary, MoP&NG as
Government Director
(from 01.05.2014)
11
No
03
Nil
Nil
(i) Part-time Of ficial Directors- Government Nominees

Shri Aramane Giridhar
JS(E) MoP&NG, Government
Director (upto 15.10.2014)
149
(ii) Part-time Non of ficial Independent Directors

Prof. Deepak Nayyar
(upto 19.06.2014)
02
NA
02
01
05
Shri Arun Ramanathan

(upto 19.06.2014)
02
NA
06
04
04
Prof. S.K. Barua

(upto 13.12.2014)
09
Yes
04
01
05
Shri O.P. Bhat t

(upto 13.12.2014)
07
Yes
04
Nil
09
Shri K.N. Murthy
11
Yes
09
05
03
Shri P. Umashankar
(upto 19.09.2014)
06
No
02
Nil
02
Shri S. Ravi
(upto 19.09.2014)
06
No
07
05
05
05
No
Nil
Nil
Nil
Shri R.K. Singh

(from 23.05.2014
to 19.09.2014)
# Does not include Directorships of Foreign Companies, Section 8 Companies and Private Limited Companies.
*Chairmanship/Membership of the Audit Commit tee and Stakeholders Relationship Commit tee of Public Limited Companies
(including ONGC).
Notes:
(i)
of the Company under the direction and supervision of

the Directors. While Key Executives, jointly or severally
meet CMD and functional directors as when required,
an annual meet of all Key Executives with CMD &
Directors is held to discuss issues of Management and
operations implementation strategies of Strategic
Plans are also discussed to find solutions for them.
The 13 t h Key Executive Meet was held on
20- 21.12.2014 at Alibaug, Maharashtra. The theme of
the 13th Meet blended contex tual issues with futuristic
ones-Nex t Big inter ventions for harnessing
potentials. The way forward: Plan, Projectize,
Perform.
The Company being a PSU, all Directors are

appointed/ nominated by the President of India;
(ii) Directors are not per se related to each other;

(iii) Directors do not have any pecuniary relationships or
transactions with the Company;
(iv) The Directorships/Commit tee Memberships are
based on the latest disclosure received;
(v) None of the Director is a Member of more than 10
Commit tees or Chairman of more than 5 Commit tees,
across all the companies in which he is a Director.
3
STRATEGY MEET
6.
A Strategy Meet is organised each year at which all

members of the Board and senior of ficials of the
Ministry of Petroleum & Natural Gas participate.
Intense discussion and deliberation takes place
covering areas of concerns and grow th for ONGC.
4.
To connect with Gen-nex t ONGCians, billed as

'Change Agents' and engaging and preparing them for
future challenges and for realization of Perspective
Plan - 2030, the Change Agent Meet is organized. No
meet was held in 2014-15.
CONCLAVE
7.
To benefit from cumulative knowledge and experience

of seniors of ONGC, an assembly of the past and
present members of the Board of the Company is
organized each year to focus on action plan for
Perspective Plans and future grow th strategies.
5.
RESUME OF DIRECTORS PROPOSED TO BE REAPPOINTED

The notice of the 22nd Annual General Meeting shall
Contain the brief resume of Directors retiring by
r otation and Additional Dir ectors se eking
appointment including nature of their experience in
specific functional areas, names of companies in
which they hold directorship and membership/
KEY EXECUTIVES MEET (VICHAR VISHLESHAN)

Key Executives are managers placed just below the
Directors of the Board and run day- to-day operations
150
CHANGE AGENTS MEET
chairmanship of Board/ Commit tee

8.
other services rendered by the statutory auditors.
BOARD COMMITTEES
4.
Reviewing, with the management and examination of

the annual financial statements and auditors report
thereon before submission to the Board for approval,
with particular reference to:
a.
Mat ters required to be included in the Directors

Responsibility Statement to be included in the Boards
report in terms of clause (c) of sub- section 3 of
Section 134 of the Companies Act, 2013
b.
Changes, if any, in accounting policies and practices

and reasons for the same
c.
Major accounting entries involving estimates based

on the exercise of judgment by management
d.
Significant adjustments made in the financial

statements arising out of audit findings
e.
Compliance with listing and other legal requirements

relating to financial statements
f.
Disclosure of any related party transactions
g.
Qualifications in the draf t audit report.
5.
Reviewing, with the management, the quarterly

financial statements before submission to the Board
for approval.
6.
Reviewing, with the management, the statement of

uses / application of funds raised through an issue
(public issue, rights issue, preferential issue, etc.), the
statement of funds utilized for purposes other than
those stated in the of fer document/prospectus/notice
and the report submit ted by the monitoring agency
monitoring the utilization of proceeds of a public or
rights issue, and making appropriate recommendations
to the Board to take up steps in this mat ter.
7.
Review and monitor the auditors independence and

performance, and ef fectiveness of audit process.
Company Secretary acts as the Secretary to the

Commit tee.
8.
Approval or any subsequent modification of

transactions of the company with related parties;
The role of the audit commit tee has been modified

during the year in line with the Companies Act, 2013
and amended Listing Agreement and shall include the
following:
9.
Scrutiny of inter-corporate loans and investments;
The Company has the following Commit tees of the

Board:
8.1 AUDIT & ETHICS COMMITTEE (The Commit tee
was earlier named as Audit, Ethics and Financial
Management Commit tee upto 13.11.2014)
The terms of reference of the Audit & Ethics
Commit tee are in accordance with Section 177 of the
Companies Act, 2013, guidelines set out in Clause
49(III) of the Listing Agreement and the Guidelines on
Corporate Governance for Central Public Sector
Enterprises issued by the Department of Public
Enterprises in May, 2010.
Composition
Shri Arun Ramanathan, an Independent Director was
the chairman of the commit tee upto 19.06.2014.
Thereaf ter, the Commit tee has been headed by Shri
K.N. Murthy w.e.f. 03.11.2014. Prof. S.K. Barua, Shri
O.P. Bhat t, Shri S. Ravi, Shri P. Umashankar , Shri U.P.
Singh and Shri Shashi Shanker were/are the other
members of the Commit tee. The composition of the
Audit & Ethics Commit tee was not in compliance with
Clause 49(III)(A) of the Listing Agreement from
14.12.2014.
All members of the Commit tee have requisite financial
and management experience and have held or hold
senior positions in other reputed organizations.
Director (Finance) and Chief Internal Audit are
permanent invitees. Representatives of Statutory
Auditors and Cost Auditors are invited to participate in
the meetings whenever required. Functional
Directors, Executives of Finance and other
departments are invited, if required.
1.
2.
3.
10. Valuation of undertaking or assets of the company,

wherever it is necessary.
11. Evaluation of internal financial controls and risk
management systems.
Oversight of the companys financial repor ting

process and the disclosure of its financial information
to ensure that the financial statement is correct,
suf ficient and credible.
12. Reviewing, with the management, performance of

statutory and internal auditors, and adequacy of the
internal control systems;
Recommendation for appointment, remuneration and

terms of appointment of auditors of the company;
13. Reviewing the adequacy of internal audit function, if

any, including the structure of the internal audit
department, staf fing and seniority of the of ficial
Approval of payment to statutory auditors for any
151
heading the depar tment, repor ting structure

coverage and frequency of internal audit;
if any of the members of the commit tee have a conflict

of interest in a given case, they should recuse
themselves and the others on the commit tee would
deal with the mat ter on hand.
14. Discussion with internal auditors on any significant

findings and follow up there on.
19. Approval of appointment of CFO (i.e., the Whole- time

Finance Director or any other person heading the
finance function or discharging that function) af ter
assessing the qualifications, experience and
background, etc. of the candidate;
15. Reviewing the findings of any internal investigations

by the internal auditors into mat ters where there is
suspected fraud or irregularity or a failure of internal
control systems of a material nature and reporting the
mat ter to the Board.
20. To review the Audit paras referred to A&EC by the

internal Audit / Board and / Government of India and to
provide its suggestions / guidance / comments on the
issues referred to it.
16. Discussion with statutory auditors before the Audit

Commences, about the nature and scope of audit as
well as post-audit discussion to ascertain any area of
concern. The Audit Commit tee may call for the
comments of the auditors about internal control
systems, the scope of audit, including the
observations of the auditors and review of financial
statement before their submission to the Board and
may also discuss any related issues with the internal
and statutory auditors and the management of the
company.
21. The Audit Commit tee shall review the financial

statements, in particular, the investments made by the
unlisted subsidiary company.
Audit & Ethics Commit tee Meetings
During 1st April, 2014 to 31st March, 2015, thirteen
meetings of Audit & Ethics Commit tee were held on
7th & 24th April, 19th & 29th May, 13th & 27th June, 13th
August, 19th September, 14th& 26th November,
5th December, 2014,14th February and 19th March,
2015.
17. To look into the reasons for substantial defaults in the

payment to the depositors, debenture holder
shareholders (in case of non-payment of declared
dividends) and creditors;
The details of meetings at tended by the members and

their tenure as member of the above Commit tee is
reflected in the table below:-
18. To oversee & review the functioning of the Vigil

mechanism including whistle Blower Mechanism and
At tendance:
Members
No. of Meetings held during the tenure
No. of Meetings At tended
Shri K. N. Murthy
13
13
Shri Arun Ramanathan (upto 19.06.2014)
05
05
Shri O. P. Bhat t (upto 13.12.2014)
11
09
Prof. S. K. Barua (upto 13.12.2014)
11
09
Shri P. Umashankar (upto 19.09.2014)
07
07
Shri S. Ravi (upto 19.09.2014)
07
07
Shri U.P. Singh (from 21.01.2015)
02
02
Shri Shashi Shanker
01
01
Shri D. K. Sarraf
01
01
Shri A. K. Banerjee, Director (Finance)
13
12
Shri Pradeep Prasad, Chief I.A.
13
13
Shri A.K. Srinivasan,ED-CCF
12
10
Permanent Invitees:
152
8.2 NOMINATION AND REMUNERATION COMMITTEE
personnel and other employees involving a balance

between fixed and incentive pay reflecting short and
long-term performance objectives appropriate to the
working of the company and its goals.
ONGC, being a Public Sector Undertaking, the

appointment, tenure and remuneration of directors
are decided by the Government of India. As per the
DPE Guidelines, a Remuneration Commit tee was
constituted to decide the annual bonus/variable pay
pool and policy for its distribution within the
prescribed limits. However, as per Clause 49(IV) of the
revised listing Agreement and Section 178 of the
Companies Act, 2013, the Company has renamed the
Commit tee as Nomination and Remuneration
Commit tee w.e.f. 03.11.2014. The composition of the
commit tee was not in compliance with clause
49(IV)(A) of the Listing Agreement from 14.12.2014.
Prof. S.K. Barua, an Independent Director was the
Chairman of the Commit tee upto13.12.2014.
Thereaf ter, the Commit tee has been headed by Shri
K.N. Murthy w.e.f. 21.01.2015. Prof. Deepak Nayyar,
Shri Arun Ramanathan, Shri P. Umashankar, Shri O.P.
Bhat t ,Shri U.P. Singh and Shri D.K. Sarraf were/are the
other members of the Commit tee.
II.
Shall lay down the evaluation criteria for performance

evaluation of Independent Directors.
III.
Identif y persons who are qualified to become

directors and who may be appointed in senior
management in accordance with the criteria laid
down, and recommend to the Board their
appointment and removal,
IV.
Carry out evaluation of every directors performance.
V.
Formulate the criteria for determining qualifications,

positive at tributes and independence of a director.
VI. Deciding the Annual Bonus / Variable Pay Pool and

Policy for its distribution across the Executives and
Non Unionised Supervisors, within the prescribed
limits and as per the guidelines issued in this regard by
the Government of India.
VII. Consideration of any other item which may be
delegated in this regard by the Board of Directors.
Director (HR) and Director (Finance) are the

permanent Invitees. Director (HR) is the convener of
the Commit tee.
VIII. Any other role assigned for the Commit tee due to
changes/modification in the Companies Act,
2013,SEBI & DPE Guidelines.
One meeting of the above Commit tee was held on

12th December, 2014.
The details of meeting at tended by the members and

reflected in the table below:-
Role of the Commit tee

I.
Recommend to the Board a policy, relating to the

remuneration for the directors, key managerial
Members
No. of Meetings held during the tenure
No. of Meetings At tended
Shri K.N.Murthy
01
01
Prof. Deepak Nayyar (upto 19.06.2014)
N.A
N.A
Shri Arun Ramanathan (upto 19.06.2014)
N.A
N.A
Prof. S.K. Barua (upto 13.12.2014)
01
01
Shri O.P. Bhat t (upto 13.12.2014)
01
01
Shri A. K. Banerjee,
Director (Finance)-upto 30.04.2015
01
01
Shri D.D. Misra, Director (HR)
01
01
Permanent Invitees:
8.2.1
DIRECTORS REMUNERATION
ONGC being a Government Company, terms and conditions of appointment and remuneration of Whole-time
Functional Directors are determined by the Government through administrative ministry, the Ministry of Petroleum &
Natural Gas. The Non-executive (part-time non-of ficial) or Independent Directors are paid sit ting fees @ ` 20,000/for each Board/ Commit tee meeting at tended by them.
153
Remuneration of Directors during 1st April 2014 to 31st March, 2015 was as follows:
(a) Executive Directors
S. Names
No
Salary
Other
including benefits
DA
& perks
(` in Million)
Leave
Perform- Contrib- Provision Grand
Encaance
ution to for Leave, Total
shment Incentives PF &
Gratuity
and
***
other
& PRBS
Gratuity
Funds
as per
on RetireAS- 15
ment
Term
1.
Shri D.K.Sarraf
2.10
1.09
0.88
1.29
0.28
0.52
6.15
30.09.2017
2.
Shri K. S. Jamestin
(upto 31.07.2014)*
0.66
1.12
4.16
0.31
0.09
6.33
31.07.2014
3.
Shri A. K. Banerjee*
1.93
1.65
0.49
0.88
0.25
0.53
5.73
30.04.2015
4.
Shri Shashi Shanker
1.74
1.52
0.78
0.80
0.23
0.44
5.51
30.11.2017
5.
Shri T.K.Sengupta
1.82
1.73
0.48
1.73
0.24
0.49
6.49
31.12.2017
6.
Shri N. K. Verma**
(upto 26.08.2014)
0.76
0.47
0.15
0.81
0.10
0.45
2.74
26.08.2014
7.
Shri Ashok Varma
1.66
0.88
0.51
0.72
0.20
0.29
4.25
31.07.2015
8.
Shri D.D.Misra
(from 01.08.2014)
1.19
0.98
0.59
1.12
0.16
0.29
4.33
31.07.2018
9.
Shri A.K. Dwivedi

(from 16.03.2015)
0.16
0.14
0.64
0.04
0.02
1.00
31.07.2019
8.2.2 STOCK OPTIONS

The Company has not issued any Stock Options to
its Directors/ Employees.
8.2.3 EQUITY SHARES HELD BY DIRECTORS
Except as stated hereunder, none of the Directors,
hold any Equity Shares in the Company as per the
declarations made by them to the Company in their
own names:
* Superannuation
** Resignation
*** Includes provision for per formance related pay for FY
14-15 (disclosed under amount payable in note no.
39.3.2 of Standalone Financial statements).
Note:
1. Performance related pay of Functional Directors
(including CMD) is paid as per DPE norms.
2. Notice period of 3 months or salary in lieu thereof is
required for severance of service.
(b) Non-Executive Directors (Part-time non-of ficial)
Non-Executive non-of ficial Directors were paid sit ting
fee@ ` 20,000/- for at tending each meeting of the
Board/ Commit tees thereof. Details of sit ting fees
paid during the period of 1st April, 2014 to 31st March,
2015 under review is as follows:
Names
Name of Directors
Sit ting fees (`In Million)
0.18
Prof Deepak Nayyar
0.12
Prof. S.K.Barua
0.72
Shri O.P. Bhat t
0.66
Shri K. N. Murthy
1.02
Shri P. Uma Shankar
0.48
Shri S. Ravi
0.52
Shri R. K. Singh
0.10
Total
3.80
154
No. Of Shares held
Shri D. K. Sarraf, Chairman

& Managing Director
3,192
Shri K. S. Jamestin, Director (HR)

(upto 31.07.2014)
3,600
Shri A. K. Banerjee, Director

(Finance)
3,172
Shri T. K. Sengupta, Director

(Of fshore)
3,672
Shri Shashi Shanker,

Director (T&FS)
3,712
Shri D.D. Misra, Director (HR)

(from 01.08.2014)
1700
Prof. Deepak Nayyar

(upto 19.06.2014)
200
Shri R. K. Singh
(upto 19.09.2014)
78
Shri A K Dwivedi, Director

(Exploration) (from 16.03.2015)
820
8.3 STAKEHOLDERS RELATIONSHIP COMMITTEE
8.3.1
Stakeholders Relationship Committee specifically

looks into redressal of complaints/ grievances of
Shareholders and Investors, pertaining to transfer/
transmission of shares, non-receipt of annual reports,
dividend payments, issue of duplicate share certificates
and other miscellaneous complaints. The Committee
oversees and reviews performance of the Registrar and
Transfer Agent and recommends measures for overall
improvement in the quality of investor services. The
Commit tee also monitors implementation and
compliance of Companys Code of Conduct for
Prevention of Insider Trading in ONGCs securities.
Shri N. K. Sinha, Company Secretary and

Compliance Of ficer superannuated on 30.06.2015
on at taining the age retirement. Shri V. N. Murthy
took over as Company Secretory and designated
as Compliance Of ficer of the Company with ef fect
from 01.07.2015, who is primarily responsible to
ensure Compliance with applicable statutory
requirements. He is the interface between the
management and the regulatory authorities on
governance mat ters.
Shri K. N. Murthy, an Independent Director is the

Chairman of the Commit tee. Other Members of the
Commit tee were/are Shri Deepak Nayyar, Shri Arun
Ramanathan, Prof. S.K. Barua, Shri O.P. Bhat t,
Shri S. Ravi, Director (Finance) and Director (HR). The
Company Secretary acts as a Convener of the
Commit tee.
8.3.2 REDRESSAL OF INVESTORS GRIEVANCE

The Company addresses all complaints,
suggestions and grievances of the investors
expeditiously and usually resolves them within 7
days except in case of dispute over facts or other
legal constraints.
During the year 2014-15, Three meetings were

held on 26th June, 19th September, 2014 and
19th March, 2015.
Except for the complaints pertaining to ONGC

Of fer for Sale - 2004 by Government of India, the
Company received 30 shareholders complaints
from Stock Exchanges/ SEBI which inter-alia
includes non-receipt of dividend/ annual report,
issue of Bonus Shares amongst others. The
complaints were duly at tended to and the
Company/ RTA have furnished necessar y
documents / information to the shareholders. As far
as the Investors Grievances on ONGC Of fer for
Sale-2004 is concerned, considerable progress
has been made by constant interaction with SEBI,
Department of Disinvestment and MCS.
The details of meetings at tended by the members and

reflected in the table below:At tendance:Members
No. of Meetings held Meetings

during the tenure at tended
03
03
02
02
Shri K. N. Murthy
Shri O.P. Bhat t
(upto 13.12.2014)
Prof. Deepak Nayyar
N.A
(upto 19.06.2014)
N.A.
(upto 19.06.2014)
Prof. S. K. Barua
(from 03.11.2014
to 13.12.2014)
Shri S. Ravi
01
(upto 19.09.2014)
Shri A. K. Banerjee,
01
(from 21.01.2015)
Shri D. D. Misra,
01
(from 21.01.2015)
Permanent Invitees (upto 20.01.2015)
Shri K.S. Jamestin
01
(upto 31.07.2014)
Shri D.D. Misra
01
(from 01.08.2014)
Shri A.K. Banerjee
02
COMPLIANCE OFFICER
N.A
N.A.
No request for share transfer is pending beyond 30

days except those that are disputed or sub-judice.
All requests for de-materialization of shares are
likewise processed and confirmation
communicated to investors and Depositor y
Participants within 10 working days.
01
01
The total number of complaints/ queries/

correspondence received and replied/ at tended to
the satisfaction of the shareholders was 2256. The
number of complaints pending as on 31.03.2015
are 101 out of which 97 complaints are related to
Of fer for Sale- 2004.
01
01
00
02
155
8.3.3
SETTLEMENT OF GRIEVANCES
Investors may register their complaints in the manner stated below:
Sl. No. Nature of Complaint
Contact Of fice
Action to be taken
Complaint regarding allocation

of Shares, Refund order under
Of fer for Sale, 2004 by
Government of India
MCS Limited, F-65, Okhla

Industrial Area, Phase-I,
Delhi- 110020.
Phone Nos.: 011-41406149, 51-52
Fa x Nos.: 011-41709881.
e-mail: admin@mcsdel.com
Application giving details of Application No,

No. of shares applied, No. of Shares
allot ted, DP ID, Client ID, Nature of
complaint,
Applicant Name(s) and
complete postal address.
Dividend from financial years

2007-08 (final) to 2014-15
(2 nd interim)and all mat ters
pertaining to Bonus Shares and
shares held in Physical mode;
For Physical SharesChange of address, status, Bank
account, mandate, ECS
mandate etc.
Kar v y Computershare Private

Limited,
Karv y Selenium Tower B, Plot
31-32, Gachibowli Financial
District,
Nanakramguda, Hyderabad-500
032
Phone No.040- 67162222
Fa x No: 040- 23001153
Toll Free No. 1800-345-4001
e-mail: mailmanager@karv y.com
Let ter on plain paper stating the nature of

complaint, Folio/DPID/Client ID No; lodging
of original shares and other documents/
instruments as the case may be.
Members are requested to apply for
renewal or issue of duplicate dividend
warrants for the Final Dividend 2007-08 and
Interim Dividend 2008-09 before 18 th
October, 2015 and 18thJanuary, 2016
respectively as the same will be transferred
by the Company to the Investor Education &
Protection Fund (IEPF) set up by
Government of India and no claim will lie
against IEPF or the Company.
For Demat ted SharesChange of address, status, Bank

account, mandate, ECS
mandate etc.
Concerned Depositor y
Par ticipant (DP) where the
Shar eholder is maintaining
his/her account
As per instructions of DP
A l l c o m p l a i n t s e x c e p t o f Company Secretary
Sl. no.1 & 3.
Oil and Natural Gas Corporation
Ltd.,124, Indira Chowk,
New Delhi-110001
Phone: 011-23301299 & 23301257
e-mail: secretariat@ongc.co.in
8.3.4
INVESTOR RELATIONS CELL

In line with global practices, the Company is
commit ted towards maintaining, the highest
standards of Corporate Governance, reinforcing
the relationship between the Company and its
Shareholders. Investor Service Center with
information frequently required by investors and
analysis is available on the Companys corporate
website w w w.ongcindia.com. This website
provides updates on financial statements, investorrelated events and presentations, annual reports,
dividend information and shareholding pat tern
along with media releases, company overview and
report on Corporate Governance etc. Existing and
potential investors are able to interact with the
Company through this link for their queries and for
seeking information.
A Core Team comprising of senior, experienced
8.4
156
On plain paper stating nature of complaint,

folio/DPID/Client ID No., Name and
address.
of ficials, headed by Director (Finance) have been

assigned the responsibility of up-keep of the said
link and to serve as a plat form for the shareholders
to express their opinions, views, suggestions, to
understand the influencing factors in their
investment decision-making process. Besides,
this, the team is also instrumental in maintaining
close liaison and to share information through
periodic meets including tele-conferencing in India
and abroad, regular interactions with investment
bankers, research analysts and institutional
investors. The Company is commit ted to take such
additional steps as may be necessary to fulfil the
expectations of the stakeholders.
HUMAN RESOURCE MANAGEMENT
COMMITTEE
The terms of reference include consideration of all
issues/ areas concerning Human Resource
Planning & Management, HR policies and initiatives

and Promotions for the post of Group General
Manager (GGM) and Executive Director (ED) and
appeals of of ficers in terms of CDA Rules of ONGC.
Prof. S. K. Barua, an Independent Director was the
Chairman of the commit tee upto 13.12.2014.
Thereaf ter, the commit tee has been headed by
Shri K. N. Murthy w.e.f 21.01.2015
Shri A.Giridhar, Prof. Deepak Nayyar, Shri P.
Umashankar, Shri S. Ravi, Shri O.P. Bhat t, Shri U.P.
Singh , CMD and all Functional Directors were/are
the members of the Commit tee. Director (HR) is
the Member-Convener of the Commit tee.
During 1st April, 2014 to 31st March, 2015, six
meetings were held on 28th April, 28th May,
29th July, 26th November, 12th December , 2014 and
19th March,2015.
The details of meetings at tended by the members
and their tenure as member of the above
commit tee is reflected in the table below:
Members
Prof. S. K. Barua
(upto 13.12.2014)
Shri A. Giridhar,
Government Nominee
(upto 15.10.2014)
Prof. Deepak Nayyar
(upto 19.06.2014)
Shri K. N. Murthy
(from 03.11.2014)
Shri D. K. Sarraf, CMD
Shri K. S. Jamestin
(upto 31.07.2014)
Shri A. K. Banerjee
Shri T. K. Sengupta
Shri Shashi Shanker
Shri N. K. Verma
(upto 26.08.2014)
Shri O.P. Bhat t
(upto 13.12.2014)
Shri P. Umashankar
(upto 19.09.2014)
Shri S. Ravi
(upto 19.09.2014)
Shri Ashok Varma
(from 19.06.2014)
Shri U.P. Singh
(from 03.11.2014)
Shri D.D. Misra
(from 01.08.2014)
Shri A. K. Dwivedi
(from 16.03.2015)
No. of Meetings
held during
the tenure
05
No. of
Meetings
at tended
05
03
02
02
02
03
03
06
03
06
03
06
06
05
06
05
05
03
03
02
02
03
03
03
03
04
04
03
01
03
03
01
01
8.5
PROJECT APPRAISAL COMMITTEE

The Project Appraisal Commit tee examines and
makes recommendations to the Board on projects/
capital investment exceeding ` 2500 million.
Proposals upto `2500 million are appraised inhouse, while the proposals exceeding `2500
million are first appraised by Financial Institutions
and thereaf ter considered by the Project Appraisal
Commit tee which recommends the proposal to the
Board with its views. The Project Appraisal
Commit tee also monitors IOR/ EOR Schemes. It
also reviews the activities and operating
performance of OVL and MRPL.
Shri O.P. Bhat t, Independent Director was the
Chairman of this Commit tee upto 13.12.2014.
Thereaf ter, the Commit tee has been headed by
Shri K.N. Murthy w.e.f. 21.01.2015. Prof. S.K.
Barua, Shri A. Giridhar, Shri Arun Ramanathan,
Shri P. Umashankar, Shri S. Ravi, Shri U.P. Singh ,
Shri T.K. Sengupta, Shri A.K. Banerjee &
Concerned Functional Director were/are the
members of the Commit tee. Director (Of fshore) is
the Member-Convener of the Commit tee.
During 1st April, 2014 to 31st March, 2015, ten
meetings were held on: 28th May, 26th June,
30th July, 13th & 28th August, 19th September,
13th November, 2014, 20th January, 13th February
and 19th March, 2015.
and their tenure as member of the above
Commit tee is reflected in the table below:-
Members
Shri O. P. Bhat t (upto 13.12.2014)
Shri A. Giridhar, (upto 15.10.2014)
(upto 19.06.2014)
Prof. S. K. Barua (upto 13.12.2014)
Shri K. N. Mur thy
Shri A. K. Banerjee
Shri T. K. Sengupta
*Shri Shashi Shanker
Shri K.S. Jamestin
(upto 31.07.2014)
*Shri D.K. Sarraf
as Director (Onshore)
Shri P. Umashankar
(upto 19.09.2014)
Shri S. Ravi (upto 19.09.2014)
Shri U.P. Singh (from 03.11.2014)
*Shri Ashok Varma
(from 19.06.2014)
*Shri A. K. Dwivedi
(from 16.03.2015)
No. of Meetings
held during
the tenure
07
06
No. of
Meetings
attended
05
00
01
07
10
10
10
02
00
06
08
10
10
01
03
01
03
01
05
05
05
04
04
05
01
04
01
01
*These Directors at tended the meetings as member concerning

the Projects of their responsibilities.
157
8.6
H E A LT H S A F E T Y
COMMITTEE(HSE)
&
8.7
ENVIRONMENT
Role of the Commit tee includes examining the

mat ters per taining to Budget, Delegation of
Powers (Empowerment), Commercial Issues, Forex
and Treasury Management, Investments, Risk
Management, Capital Structure, Issue of Securities,
Short and Long Term Loans.
The terms of reference includes review of policy,

processes and systems on Safety, Health,
Environment and Ecology aspects.
Shri P. Umashankar, an Independent Director was
the Chairman of the Commit tee upto
19.09.2014.
Shri O.P. Bhat t upto 13.12.2014. Shri A. Giridhar,
Prof. Deepak Nayyar, Prof. S.K.Barua, Shri U.P.
Singh ,CMD and all functional Directors were/ are
members of the Commit tee. Director (T&FS) acts as
a Member-Convener.
Prof. S.K.Barua, an Independent Director was the

Chairman of the Commit tee w.e.f 03.11.2014.
Shri K.N, Murthy from 21.01.2015. Shri O.P. Bhat t,
CMD, Director (Finance) and Concerned Functional
Director were/are the other members of the
Commit tee. Company Secretary is the Convener.
During 1st April, 2014 to 31 st March, 2015,
thr e e me etings of the Commit te e wer e
held on 14th November, 12th December, 2014 and
20th January, 2015
During 1st April, 2014 to 31st March, 2015,

t wo me etings were held on 19 t h May &
29th July, 2014.
and their tenure as member of the above Commit tee
is reflected in the table below:Members
No. of Meetings
held during
the tenure
No. of
Meetings
at tended
Shri A. Giridhar
02
00
Prof. Deepak Nayyar

(upto 19.06.2014)
01
01
Prof. S. K. Barua
(upto 13.12.2014)
02
02
Shri O. P. Bhat t
(upto 13.12.2014)
02
00
Shri K. S. Jamestin
(upto 31.07.2014)
02
Shri A. K. Banerjee
FINANACIAL MANAGEMENT COMMITTEE

is reflected in the table below:No. of Meetings
held during
the tenure
No. of
Meetings
at tended
Prof. S. K. Barua
(upto 13.12.2014)
02
02
Shri O. P. Bhat t
(upto 13.12.2014)
02
02
Shri K. N. Murthy
03
03
Shri A. K. Banerjee
03
03
00
Shri D. K. Sarraf
(from 21.01.2015)
02
01
Shri Shashi Shanker
02
02
Shri N. K. Verma
(upto 26.08.2014)
02
02
(The Audit, Ethics and Financial Management

Commit tee were demerged into Audit & Ethics
Commit tee and Financial Management Commit tee w.e.f
03.11.2014)
Shri P. Uma Shankar

(upto 19.09.2014)
02
02
Shri D. K. Sarraf
02
02
Shri T. K. Sengupta
02
02
Shri Ashok Varma

(from 19.06.2014)
01
01
Shri U.P. Singh

(from 03.11.2014)
Members
8.8
The Commit tee has been constituted to review the

disputes bet ween ONGC and its vendors/
contractors for suitable redressal.
Shri S.Ravi, an Independent Director, was Chairman
of the Commit tee upto 19.09.2014.Thereaf ter, the
Commit tee has been headed by Shri K.N. Murthy
w.e.f. 03.11.2014.Shri Arun Ramanathan,
Shri O.P. Bhat t, Prof. S.K. Barua, Director
(Finance), Director (Onshore), Director (T&FS),
Shri U. P. Singh and Concerned Functional Director
were/ are the other members. Director (T&FS) is the
Af ter 03.11.2014 no meeting

of the commit tee was held.
Shri K.N. Murthy

(from 03.11.2014)
158
COMMITTEE ON DISPUTE RESOLUTION
Member-Convener of the Commit tee.

st
terms of Section 135 of the Companies Act, 2013 it is

necessar y to constitute a Corporate Social
Responsibility Commit tee to oversee the CSR
activities. Accordingly, a Corporate Social
Responsibilit y and Sustainable Development
Commit tee was constituted by the Board of
Directors in its 246th meeting held on 12.08.2013.
st
During 1 April, 2014 to 31 March, 2015, five

meetings of the commit tee were held on 24th April,
29th May, 26th June, 28th August, and 13th November,
2014.
The details of me etings at tended by the
members and their tenure as member of
the above Commit te e is reflected in the
table below:Members
No. of Meetings
held during
the tenure
No. of
Meetings
at tended
Shri K. N. Murthy
05
04

(upto 19.06.2014)
02
02
Shri O. P. Bhat t
(upto 13.12.2014)
05
05
Shri N.K. Verma

(upto 26.08.2014)
02
02
Shri A. K. Banerjee
05
04
Shri Shashi Shanker
05
04
Shri S. Ravi
(upto 19.09.2014)
04
04
Shri D. K. Sarraf as
Director (Onshore)*
01
01
Shri T.K. Sengupta
03
03
Shri Ashok Varma

(from 19.06.2014)
03
Prof. Deepak Nayyar, an Independent Director was

the Chairman of the Commit tee upto 19.06.2014.
Prof. S. K. Barua w.e.f. 03.11.2014. CMD, Director
(Finance), Director (HR) were/are the other
members the Commit tee. Chief CSR act as
Convener of the Commit tee.
The Terms of Reference of the Commit tee were
approved by the Board on 29.04.2015. The CSR
policy was approved by the Board on 28.05.2015
and is uploaded on the website of ONGC.
During 1st April, 2014 to 31st March, 2015, four
meetings were held on 19th June, 11th December,
2014 , 20th January and 19th March, 2015.
No. of Meetings
held during
the tenure
No. of
Meetings
at tended
Shri K. S. Jamestin
01
01
Shri A. K. Banerjee
04
04
03
Prof. Deepak Nayyar
01
01
02
01
Shri U.P. Singh

(from 03.11.2014
upto 13.11.2014)
01
00
Prof. S. K. Barua
(upto 13.12.2014)
Prof. S.K. Barua
01
01
Shri N.K. Verma
01
00
Shri D. K. Sarraf
04
03
Shri K.N. Murthy

(from 03.11.2014)
03
03
Shri D.D. Misra

(from 01.08.2014)
03
03
*At tended the meetings as member concerning the Projects of

their responsibilities.
8.9
Corporate Social Responsibilit y and

Sustainability Development
ONGC implements various measures in the area of
Corporate Social Responsibilit y across India.
Depar tment of Public Enterprise has issued
guidelines on implementation of CSR activities by
Public Sector Under takings, which require
formation of a CSR & SD Commit tee. Further, in
159
8.10 Commit tee of Directors for Issue of Duplicate

share Certificates
4.
Define, the risk appetite for the Company, advice

business units/support functions on risk initiatives.
In compliance of Rule 6(2)(a) of the Companies

(Share Capital and Debentures ) Rules, 2014 and
General Circular No. 19/ 2014 dated 12.06.2014 of
Ministry of Corporate af fairs, Government of India,
the Board of Directors in its 264th Meeting held on
12.12.2014 have constituted a Commit tee of
Dir ectors for issue of Duplicate Shar e
Cer tificates comprising of Director (Finance),
Director (T&FS) and Director (HR)
5.
Review and approve changes in the risk appetite of

the company.
6.
Suggest improvements to risk management

techniques and lif t management awareness.
7.
Provide quarterly updates to Board through the

A&EC on the current risk management procedures
and status of key risks.
8.
Monitor emerging issues and best practices.
9.
Monitor Business Risk Reporting.
10.
Ensure communication of Policies and standards to

successive levels of Management.
11.
Consideration of any other item which may be

delegated in this regard by the Board of Directors.
12.
Any other role assigned for the Commit tee due to

changes/modification in the Companies Act, 2013,
Listing Agreement, SEBI & DPE Guidelines.
Company Secretary acts as Secretary to the

Commit tee of Directors.
The role of the Commit tee shall be to approve the
issue of Duplicate Share Certificates and any other
mat ter incidental thereto.
th
st
During 12 December, 2014 to 31 March, 2015 ,

One meeting was held on 6th January, 2015
No. of Meetings
held during
the tenure
No. of
Meetings
at tended
Shri A.K. Banerjee
01
01
Shri Shashi Shanker
01
01
Shri D.D Misra
01
01

is reflected in the table below:-
Members
No. of Meetings
held during
the tenure
No. of
Meetings
at tended
01
01
N.A.
N.A.
Shri T.K. Sengupta
01
01
Shri Ashok Varma
01
01
Shri D.D. Misra
01
01
Shri K.N. Murthy
01
01
Shri A.K. Banerjee
8.11 Risk Management Commit tee

In compliance of SEBI Circular dated 17.04.14 on
Corporate Governance, the Board of Directors of the
Company in its 264th Meeting held on 12th December,
2014 constituted a Board Level 'Risk Management
Commit tee' comprising of Director (Finance),
Director (T&FS), Director (Of fshore), Director
(Onshore), Director (HR) , Director (Exploration) and
Shri K. N. Murthy, Independent Director
Shri Shashi Shanker
Director (Finance) is the Chairman of the Commit tee

and Chief Risk Of ficer (CRO) is the convener.
The role of the Commit tee includes the following:
1.
Ensure compliance with Risk Management Policy.
Shri A. K. Dwivedi
01
01
2.
Review adequacy and ef fectiveness of Business

Risk Management .
Shri D. K. Sarraf
01
3.
Review the organization wide risk port folio and

consider it against the risk appetite.
160
8.12 Research and Development Commit tee
3.
It will have the power to order investigation into

abnormal delays in implementation of a project
4.
The observations and recommendations of the

Commit tee on the various projects shall be placed
before the Board for review / information.
5.
To recommend closure of the project af ter its

completion / on declaration of its unviability or
otherwise.
Director (T&FS) is the convener and the Company

Secretary acts as the secretary to the commit tee.
6.
To suggest mechanisms for improvisation in project

implementation/ management
The Terms of Reference of the Research &

Development Commit tee shall broadly be to
oversee the operations and functioning of the
various R&D activities being carried out in the
various Institutes of ONGC. It shall also include
reviewing the parameters with regard to HR, Capex
and Opex of the R&D activities. The final Terms of
Reference shall be finalised by the Commit tee.
7.
Any other related issues as may be suggested by the

PMC for ef fective and focussed monitoring of the
projects.
th
The Board of Directors of the company in its 265

Meeting held on 21st January, 2015 have constituted
a 'Research and Development Commit tee'
comprising of Shri K.N. Mur thy, Independent
Director, Director (Finance), Director (T&FS),
Director (Of fshore), Director (Onshore), Director
(HR) and Director (Exploration).
Post Project Implementation:

1.
The Functional Directors shall put up the status

including capex, opex, production achieved,
vaiability analysis etc. of each completed project of
value more than `100 Crore within 6 months of
actual date of completion of a project.
2.
Further, performance of every completed project

needs to be reviewed at least once in two years.
3.
Review to cover functional parameters anticipated at

the time of project implementation vis--vis actual
performance.
4.
To suggest measures for improvement, if required.
5.
Reporting to Board on lessons learnt.
No meeting of the R&D Commit tee was held during

2014-15.
8.13 Project Monitoring Commit tee
The Board of Directors of the company in its 265th
Meeting held on 21st January, 2015 have constituted
a Project Monitoring Commit tee comprising of
Shri K.N. Murthy, Chairman. Shri U.P. Singh, Director
(Finance), Director (Of f shore), Concerned
Functional Director are other members of the
commit tee.

is reflected in the table below:-
Director (Of f shore) is the convener of the

commit tee.
Role of Project Monitoring Commit tee
Only one meeting of the Commit tee was held on

19th March, 2015.
The role of the Commit tee shall inter alia include

the following:
Members
No. of Meetings
held during
the tenure
No. of
Meetings
at tended
Shri K.N. Murthy
01
01
Shri U.P. Singh
01
01
Shri A.K. Banerjee
01
01
Shri T.K. Sengupta
01
01
Shri Ashok Varma*
01
01
During Project Implementation:

1.
2.
The Functional Directors shall ensure that the

various projects of value more than `100 Crore
(capex) being implemented under their domain are
placed before the PMC on a periodical basis for
monitoring and review.
The PMC shall look into the reasons for cost over-run
(capex & opex) and time over-run of the project and
would advise how to reduce over run of cost & time.
*At tended the meeting as member concerning the

Projects of his responsibility
161
8.14
OTHER FUNCTIONAL COMMITTEES
ONGC has provided ample oppor tunities to

encourage the employees to become whistle
blowers (employe es who voluntarily and
confidentially want to bring the unethical practices,
actual or suspected fraudulent transactions in the
organization to the notice of the competent authority
for the greater interest of the organization and the
Nation). It has also ensured a very robust
mechanism within the same framework to protect
them (whistle blowers) from any kind of harm. It is
hereby af firmed that no personnel has been denied
access to the Audit Commit tee.
Apart from the above, the Board, from time to time,

constitutes Functional Commit tees with specific
terms of reference as it may deem fit. Meetings of
such Commit tees are held as and when the need
arises. Time schedule for holding the meetings of
such Commit tees is finalized in consultation with
Commit tee members.
9.0
CODE OF CONDUCT FOR MEMBERS OF THE

BOARD AND SENIOR MANAGEMENT
The Company is commit ted towards conducting
business in accordance with the highest standards
of business ethics and complying with applicable
laws, rules and regulations. The existing code of
Conduct has been revised in line with the provisions
of the Companies Act, 2013, SEBI Guidelines and
Listing Agreement and approved by the Board of
Directors of the Company in its 268th meeting held
on 29.04.2015 A copy of the Code has been placed
on the Companys website w w w.ongcindia.com.
The Company has a Vigilance Department which is

headed by an of ficer on deputation from the
Government of India in the rank of Joint Secretary or
above.
10.1
In pursuance of the Securities and Exchange Board

of India (Prohibition of Insider Trading) Regulations,
2015, the Board has approved the "The Code of
Internal Procedures and Conduct in dealing with the
Securities of ONGC in its 268th Board meeting held
on 29.04.2015. The objective of the Code is to
prevent purchase and/ or sale of shares of the
Company by an Insider on the basis of unpublished
price sensitive information.
Under this Code,
Insiders (Directors, Advisors, Key Executives,
Designated Employees and other concerned
persons) are prohibited to deal in the Companys
shares/derivatives of the Company during the
closure of Trading Window and other specified
period(s). To deal in securities, beyond specified
limit, permission of Compliance Of ficer is required.
All Directors/ Advisors/ Of ficers/ designated
employees are also required to disclose related
information periodically as defined in the Code.
All members of the Board and Senior Management

i.e. Key Executives have confirmed compliance
with the Code of Conduct for the year under review.
A declaration signed by Chairman & Managing
Director is given below:
Code of Conduct Compliance af firmation
(Pursuant to Clause 49 of the Listing Agreement)
I hereby confirm that the Company has obtained
from the members of the Board and senior
management (Key Executives), af firmation that they
have complied with the Code of Conduct for
Directors and senior management in respect of the
financial year 2014-15
Sd/(Dinesh Kumar Sarraf)
New Delhi
9thJune, 2015
10.0
10.2
CEO/ CFO CERTIFICATION

In terms of Clause 49 of the Listing Agreement, the
certification by the CEO and CFO on the financial
statement and internal controls relating to financial
reporting for the year 2014-15 was submit ted to the
Board in its meeting held on 28th May, 2015.
WHISTLE BLOWER POLICY

In terms of revised Clause 49 of the Listing
Agreement, the company shall establish a vigil
mechanism for directors and employees to report
concerns about unethical behaviour, actual or
suspected fraud or violation of the companys code
of conduct or ethics policy. Accordingly ONGC has
implemented the Whistle Blower Policy on 30th
November, 2009, which is in line with the Listing
Agreement.
10.3
FINANCE MANUAL
ONGCs Finance Manual is a compendium based on
existing practices and systems, comprehensively
covering various finance activities such as
accounting, budgeting, costing, pre-audit and
treasury management. This manual provides the
users with existing practices, processes, finance
162
ONGC CODE ON INSIDER TRADING
In terms of Clause 49.V(B) to (G) of the Listing

Agreement and DPE guidelines, performance of the
listed and unlisted subsidiar y companies is
reviewed by the Audit and Ethics Commit tee and the
Board of ONGC as under:
policies & procedures, and guides Finance of ficers

while ensuring consistency and uniformity across
locations in terms of processes and methodologies.
This manual also helps new incumbents' and
Finance of ficers to enlighten them as well as outside
agencies such as Statutory Auditors, Government
Auditors associated with ONGC.
11.0
a)
Financial Statements of the listed and unlisted

subsidiary companies, are reviewed by the Audit
and Ethics Commit tee;
b)
Minutes of the meetings of the Board of Directors are

placed before the Companys Board, periodically;
c)
A statement of all significant transactions and

arrangements entered into by the Subsidiar y
Company are also reviewed by the Company.
SUBSIDIARY MONITORING FRAMEWORK

The Company has two direct subsidiary companies,
Mangalore Refinery and Petrochemicals Ltd. (MRPL)
and ONGC Videsh Ltd. (unlisted, non-material). The
list of subsidiaries of MRPL and OVL is given in the
consolidated accounts of ONGC, which forms part
of the Annual Report.
All subsidiaries of the Company are Board managed
with their Boards having the rights and obligations
to manage such companies in the best interest of
their stakeholders. CMD, ONGC is the Chairman of
MRPL and OVL.
12.
The Company does not have any material unlisted

subsidiary company in terms of the clause 49 of the
Listing Agreement.
ANNUAL GENERAL MEETINGS

Location, date and time of the AGMs held during the preceding 3 years are as under:
Year
Location
Date
Time (IST)
2011-12
Siri Fort Auditorium, Khel Gaon, August Kranti Marg, New Delhi- 110049
24.09.2012
10.00 a.m
2012-13
NDMC Indoor Stadium, Talkatora Garden, New Delhi-110001
25.09.2013
10.00 a.m
2013-14
NDMC Indoor Stadium, Talkatora Garden, New Delhi-110001
19.09.2014
10.00 a.m
There was no special resolution passed by the Company at the last Three Annual General Meetings. No special
resolution is proposed to be passed in the ensuing AGM. Further, no resolution requiring Postal Ballot is proposed at
the ensuing AGM.
13.
DISCLOSURE
13.1
MATERIAL CONTRACTS/ RELATED PART Y

TRANSACTIONS
The details of transactions with related parties are

disclosed in Note No. 39 of the Notes to Financial
Statements for the year ended 31st March, 2015.
Being a State Enterprise, no disclosure has been
made in respect of the transactions with State
Enterprises, including subsidiary companies, in line
with Accounting Standard-18 on Related Party
Transactions.
The Company has not entered into any material

financial or commercial transactions with the
Directors or the Management or their relatives or the
companies and firms, etc., in which they are either
directly or through their relatives interested as
Directors and/or Partners except with certain
PSUs, where the Directors are Directors without the
required
shareholdings.
The Company has
obtained declarations from all concerned in this
regard, which were noted by the Board. A
comprehensive policy on Related Party Transaction
(RPT) has been approved by the Board in its 264th
meeting held on 12.12.2014. The Policy is in line
with the Listing Agreement and Companies Act,
2013. The Policy as above has been uploaded on
the website of ONGC.
13.2
COMPLIANCES
The Company has complied with applicable rules
(except as otherwise stated in this report) and the
requirement of regulatory authorities on capital
market and no penalties or strictures were imposed
on the Company during last three years.
All returns/ reports were filed within stipulated time
with stock exchanges/ other authorities.
163
14.
MEANS OF COMMUNICATION
15.2 FINANCIAL CALENDER
Quar terly/ Annual Results: The Company
Adoption of Quarterly Results

for the Quarter ending
Tentative date of the

meeting of the Board
30th June, 2015 (with limited

review by Statutory Auditors)
Thursday,
13th August, 2015
30th September, 2015 (with

limited review by Statutory
Auditors)
Thursday,
12th November, 2015
displayed on the website of the Company
31st December, 2015 (with limited

review by Statutory Auditors)
Thursday,
11th February, 2016
w w w.ongcindia.com. The results are not sent
31st March, 2016 (audited)
Saturday,
28th May, 2016
regularly intimates un-audited as well as audited

financial results to the Stock Exchanges,
immediately af ter these are approved. These
financial results are normally published in the
leading English and vernacular dailies having wide
circulation across the country. The results are also
individually to the shareholders
These dates are tentative and subject to change and the last
date for submission of the unaudited quarterly and year to
date financial results to the stock exchange is within fortyfive days of end of each quarter (except the last quarter).
The last date for submission of the financial results of the last
quarter is within sixty days from the end of the financial year.
News Release, Presentation etc.: The of ficial

news releases, detailed presentations made to
media, institutional investors, financial analysts etc.
are displayed on the Company s website
w w w.ongcindia.com
Website:
The
15.3
Companys
website
w w w.ongcindia.com contains separate dedicated

section Investor Relations where the information
for shareholders is available. Full Annual Report,
15.4
Shareholding Pat tern and Corporate Governance

Report etc. are also available on the web-site in a
15.5
user-friendly manner
Annual Report: Annual Report containing interalia, Audited Accounts, Consolidated Financial
Statements, Board's Repor t, Management
Discussion and Analysis (MD&A) Repor t, Business
Responsibilit y Repor t, Corporate Governance
Report, Auditors Report, including Information for
the Shareholders and other important information is
circulated to the members and others entitled
thereto
15.
SHAREHOLDERS INFORMATION
15.1
ANNUAL GENERAL MEETING

Date
Tuesday, 15th September, 2015.
Time
10:00 Hrs.
Venue NDMC Indoor Stadium, Talkatora Garden,

New Delhi 110001.
164
BOOK CLOSURE PERIOD

The Book Closure period is from Wednesday, the
9th September, 2015 to Tuesday, the 15th September,
2015 (both days inclusive) for the payment of Final
Dividend.
DIVIDEND PAYMENT DATE
Final Dividend would be paid on or af ter 15th
September, 2015.
LISTING ON STOCK EXCHANGES:
The equity shares of the Company are part of the
Sensex and S&P CNX Nif ty Index and are listed on
the following Stock Exchanges:
Trading
Symbol
Name &
Address
Telephone/Fax/
E-mail ID/Website ID
Bombay Stock
Exchange
(BSE) P.J.
Towers, Dalal
Street, Fort
Mumbai-400001
Telephone:022-22721233/4 500312
Fa x: 022-22721919
ONGC
E-mail:info@bseindia.com
Website:w w w.bseindia.com
National Stock
Exchange of
India Ltd.
(NSE)
Exchange
Plaza,C-1, G
Block, BandraKurla Complex,
Bandra(E),
Mumbai-400051
Telephone: 022-26598100
ONGC
-8114
Fa x: 022-26598120
E-mail: cc_nse@nse.co.in
Website: www.nseindia.com
15.6
LISTING FEES
Annual listing fees for the year 2014-15, as
applicable, have been paid to the above Stock
Exchanges.
15.7
DEMAT ISIN NUMBERS IN NSDL & CDSL

(Stock Code): INE213A01029
Custody Fee of NSDL and CDSL has been paid for
the Financial Year 2014-15
15.8
STOCK MARKET INFORMATION

The stock price performance of ONGC scrip during
the period 1st April, 2014 to 31st March, 2015 in
comparison to BSE is plot ted below:
15.8.1 MARKET PRICE DATA: HIGH, LOW DURING EACH MONTH IN LAST FINANCIAL YEAR
Month
Bombay Stock Exchange
National Stock Exchange
High (`)
Low (`)
Volume
High (`)
Low (`)
Volume
April2014
332.00
313.70
4039126
332.45
313.55
89919232
May2014
424.80
322.90
11074136
425.00
322.65
120130347
June2014
472.00
378.40
23520602
471.85
378.25
204380766
July2014
429.95
391.00
10237691
430.00
390.55
117991632
August2014
440.35
384.75
11904455
440.50
384.15
102209527
September2014
458.95
395.25
8939581
457.95
395.10
92487706
October2014
432.00
389.05
7553006
429.00
388.65
86517359
November2014
412.40
375.00
6252608
412.50
375.00
77911364
December2014
380.05
329.65
9376747
382.00
329.10
98547362
January2015
357.80
328.60
8780525
358.00
328.10
94258715
February2015
373.70
313.00
9214585
373.80
312.65
88976033
March2015
329.80
301.00
12064376
329.60
298.80
93556140
Source: Web-sites of BSE and NSE
16.
SHARE TRANSFER SYSTEM
are transferred expeditiously, provided the

documents are complete and the share transfer is
not under any dispute. The Minutes of the aforesaid
Commit tee are placed before the Stakeholders
Relationship Commit tee. A summary of transfer/
transmission of securities so approved by the
aforesaid Commit tee are placed at Board Meetings.
The share certificates duly endorsed are sent to the
shareholders by RTA. Confirmation in respect to the
requests for dematerialization of shares is sent to the
respective depositories i.e. NSDL and CDSL,
expeditiously.
Karv y Computershare Private Ltd. (Karv y) is the

Registrar and Share Transfer Agent (RTA) for
physical shares. Karv y is also the depository
interface of the Company with both National
Securities Depository Ltd. (NSDL) and Central
Depository Services (India) Ltd. (CDSL)
The transfer of shares received in physical form is
overseen by an Of ficers Commit tee (constituted by
the Board of Directors) which usually meets once in
a fortnight to ratif y the shares received for transfer,
transmission, re-materialization and dematerialization
etc. The shares for transfer received in physical form
With a view to further expedite the process of transfer

and transmission of shares in physical mode, the
165
Board of Directors have authorised the Share

Transfer Agent to process the transfer /
transmission. The details of the transfers etc are
placed before the Commit tee of Of ficers for
ratification.
17.
Category
2014-15
724
21508
2013-14
1,722
23,884
2012-13
1,178
24,633
ON
No. of Shares Percentage of

held
Shareholding
President of India
5,897,760,333
68.94
Banks, Financial
812,463,740
9.49
6,142,86,761
7.18
Mutual Funds & UTI
78,857,327
0.92
NRIs
4,106,786
0.05
995,178,016
11.63
5,344,068
0.06
Public
147,493,089
1.73
Total
8,555,490,120
100.00
Institutions and
Insurance Companies
Foreign Institutional
Investors
The total number of transfer deeds processed and

shares transferred during the last three years are as
under:
No. of shares
transferred
AS
31 MARCH, 2015
In addition, as a part of the capital integrity audit, a

Reconciliation of Share Capital Audit confirming that
the total issued capital of the Company is in
agreement with the total number of shares in
physical form and the total number of
dematerialized shares held with NSDL and CDSL, is
placed before the Board on a quarterly basis. A
copy of the Audit Report is submit ted to the stock
exchanges.
No. of transfer deeds

processed
PAT T E R N
st
Pursuant to the Clause 47(C) of the Listing

Agreement, certificates on half yearly
basis
confirming due compliance of share transfer
formalities by the Company, certificate for timely
dematerialization of the shares as per SEBI
(Depositories and Participants) Regulations, 1996
are sent to the stock exchanges.
Years
SHAREHOLDING
Bodies Corporate:
Employees
17.1 TOP 10 SHAREHOLDERS AS ON 31st MARCH, 2015

S. No
Name
No. of Shares held
% of total Shareholding
PRESIDENT OF INDIA .
5,897,760,333
68.94
LIFE INSURANCE CORPORATION OF INDIA
677,182,291
7.92
INDIAN OIL CORPORATION LIMITED
657,923,428
7.69
GAIL (INDIA) LIMITED
205,601,068
2.40
FRANKLIN TEMPLETON INVESTMENT FUNDS
73,193,580
0.86
VANGUARD EMERGING MARKETS STOCK INDEX

FUND, ASERIE
37,374,692
0.44
ICICI PRUDENTIAL LIFE INSURANCE COMPANY LTD
37,140,388
0.43
GOVERNMENT PENSION FUND GLOBAL
24,757,906
0.29
COPTHALL MAURITIUS INVESTMENT LIMITED
21,720,748
0.25
10
HSBC GLOBAL INVESTMENT FUNDS A/C HSBC

GIF MAURITIU
20,880,830
0.24
166
17.2 Distribution of Shareholding by Size as on 31st March, 2015

Category
Number of
Shareholders
% of
Shareholders
Total number
of Shares
% of
Shareholding
1-500
485,451
90.14
57,403,915
0.67
501-1000
25,227
4.68
18,564,513
0.22
1001-2000
12,562
2.33
18,306,706
0.21
2001-3000
5,737
1.07
14,339,610
0.17
3001-4000
5,164
0.96
18,372,360
0.21
4001-5000
1,599
0.30
7,150,940
0.08
5001-10000
1,327
0.25
8,853,349
0.10
10001 and above
1,475
0.27
8,412,498,727
98.33
Total
538,542
100.00
8,555,490,120
100.00
17.3
Geographical Distribution of Shareholders as on 31st March, 2015

S. No
City
Shareholders
Shareholding
Nos
% age
No of shares
%age of Shareholding
MUMBAI
138,960
25.80
2,320,473,230
27.12
NEW DELHI
55,763
10.35
6,118,835,672
71.52
CHENNAI
20,570
3.82
19,396,306
0.23
CALCUTTA
27,953
5.19
11,302,760
0.13
AHMEDABAD
31,169
5.79
10,737,393
0.13
VADODARA
16,597
3.08
7,015,940
0.08
DEHRADUN
5,174
0.96
5,206,056
0.06
BANGALORE
24,293
4.51
5,032,499
0.06
JORHAT
3,936
0.73
3,954,366
0.05
10
OTHERS
214,127
39.76
53,535,898
0.63
TOTAL
538,542
100.00
8,555,490,120
100.00
167
17.4
History of Paid-up Equity Share Capital (Face value of `5 each)

Year
No. of Shares
Cumulative
1993-94
10
10
1993-94
34,28,53,716
34,28,53,726
Issued to the President of India on 1st February, 1994 on

transfer of Undertaking of Oil and Natural Gas Commission in
terms of Oil and Natural Gas Commission (Transfer of
Undertaking and Repeal) Act, 1993.
1994-95
66,39,300
34,94,93,026
Issued to the Employees at a premium of `260 per Share

(includes 600 shares issued in 1995-96).
1995-96
107,64,40,966
142,59,33,992
Issue of Bonus Shares in ratio of 3.08: 1 on 24.04.1995 by

Capitalization of General Reserve.
2006-07
(-)18,972
142,59,15,020
Forfeiture of Shares on 12.04.2006.
71,29,57,510
213,88,72,530
Issue of Bonus Shares in ratio of 1:2 on 08.11.2006 by

Capitalization of General Reserve.
8,555,490,120
Each equity Share of ONGC was split from the face value of
`10 into two equity shares of the face value of `5 each.
2010-11
Details
Initial Subscription to the Memorandum Of Association on
23rd June, 1993.
Bonus Shares were issued in the ratio of 1:1 by Capitalization of

Reserves to the shareholders as on 09.02.2011 (Record Date).
2011-12
8,555,490,120
President of India (PoI) acting through Ministry of Petroleum &

Natural Gas, Government of India on 05.03.2012 has sold
420,416,170 number of equity shares (4.91% shares) in ONGC
through the of fer for sale through Stock Exchange Mechanism.
2012-13
8,555,490,120
2013-14
8,555,490,120
President of India (PoI) acting through Ministry of Petroleum &

Natural Gas, Government of India on 27.03.2014 has sold
24,786,189 number of equity shares (0.29% shares) in ONGC
through Of f Market Transaction to Central Public Sector
Enterprises Exchange Traded Fund.
2014-15
8,555,490,120
168
18.
CORPORATE BENEFITS
DIVIDEND HISTORY
Years
Rate (%)
Per Share(`)
Amount (`in million)
2008-09
Interim
180
18
38,499.66
Final
140
14
29,944.22
2009-10
Interim
180
18
38,499.66
Final
150
15
32,083.09
2010-11
Interim
320
32
68,443.92
Final
15
0.75
6,416.62
2011-12
First Interim
125
6.25
53,471.84
Second Interim
30
1.50
12,833.23
Final
40
2.00
17,110.98
2012-13
First Interim
100
5.00
42,777.45
Second Interim
80
4.00
34,221.96
Final (Proposed)
10
0.50
4,277.75
2013-14
First Interim
100
5.00
42,777.45
Second Interim
85
4.25
36,360.83
Final
0.25
2138.87
2014-15
19.
First Interim
100
5.0
42,777.45
Second Interim
80
4.0
34221.96
Final (Proposed)
10
0.5
4,277.75
TRANSFER OF UNPAID/ UNCLAIMED DIVIDEND

AMOUNT TO INVESTOR EDUCATION &
PROTECTION FUND (IEPF)
The unpaid/unclaimed amount of Final Dividend

declared on 19th September, 2008 for the financial
year 2007-08 and interim dividend declared on 19th
December, 2008 for the financial year 2008-09 will be
transferred to the Investor Education and Protection
Fund (IEPF) of the Central Government by 18th
October, 2015 and 18th January, 2016 respectively.
Members who have not encashed their dividend
warrants pertaining to the said years may approach
the Company or its Registrar & Share Transfer Agent
for obtaining payment thereof.
During the year under report, an amount of

`11,661,126.00 and `13,803,858.00 pertaining to
unpaid dividend for the financial year 2006-07 (Final)
and 2007-08 (Interim) respectively was transferred
to the Investor Education & Protection Fund (IEPF)
set up by the Central Government. This is in
accordance with the Sections 124 and 125 of the
Companies Act, 2013 requiring transfer of dividend
remaining unclaimed and unpaid for a period of 7
years from the due date to the IEPF.
Given below are the proposed dates for transfer of

the unclaimed dividend to IEPF by the Company:-
169
Financial Year
2007-08- Final
2008-09-Interim
Date of
Declaration
Proposed Date
for transfer to IEPF*
19.09.2008
19.12.2008
C. PLANTS
1.
Uran Plant, Uran
18.10.2015
2.
Hazira Plant, Hazira
18.01.2016
3.
C2C3C4 Plant, Dahej, Gujarat
D. INSTITUTES
*Indicative dates, actual dates may vary.

20.
DEMATERIALIZATION OF SHARES AND

LIQUIDITY
No. of
S. Description
No.
Share Holders
Shares
6,215,239
% of
Equity
1.
PHYSICAL
11,838
2.
NSDL
394,005
1,760,461,822 20.58
3.
CDSL
132,699
6,788,813,059 79.35
Total
538,542
8,555,490,120 100.00
21. OUTSTANDING GDRs/ ADRs / WARRANTS OR

CONVERTIBLE INSTRUMENTS
Mumbai High Asset, Mumbai
2.
Neelam & Heera Asset, Mumbai
3.
Bassein & Satellite Asset, Mumbai
4.
Ahmedabad Asset, Ahmedabad
5.
Ankleshwar Asset, Ankleshwar
6.
Mehsana Asset, Mehsana
7.
Rajahmundry Asset, Rajahmundry
8.
Karaikal Asset, Karaikal
9.
Assam Asset, Nazira
Institute of Reservoir Studies, (IRS) Ahmedabad

Institute of Oil & Gas Production Technology (IOGPT)
Navi Mumbai
5.
Institute of Engineering & Ocean Technology (IEOT)

Navi Mumbai
6.
Geo- data Processing & Interpretation Center

(GEOPIC), Dehradun
1.
Western Of fshore Basin, Mumbai

Western Onshore Basin, Vadodara
3.
KG-PG Basin, Chennai
4.
Cauvery Basin, Chennai
5.
Assam & Assam-Arakan Basin, Jorhat
6.
MBA Basin and CBM Development Project,

Kolkata/Bokaro
7.
Frontier Basin, Dehradun
ONGC Academy, Dehradun

Institute of Petroleum Safety, Health & Environment
Management (IPSHEM),Goa
9.
Institute of Biotechnology & Geotectonics Studies

(INBIGS), Jorhat
E.
Centres of Deliveries
1.
CBM, New Delhi
2.
Shale Gas, Vadodara
3.
Deep water, Mumbai
4.
High Temperature/ High Pressure, Chennai
23. INVESTOR SERVICES AND ADDRESSES FOR

SHAREHOLDERS CORRESPONDENCE.
These have been given at 8.3.3 and 8.3.4 above
24. RISK MANAGEMENT
The Risk Management Policy has been rolled out
across the organization in all Assets, Basins, Plants,
Institutes and of fices.
BASINS
2.
7.
8.
13. ONGC Energy Centre
11. Eastern Of fshore Asset, Kakinada, Andhra Pradesh
Details are given under Risk Management Commit tee.

25. COMPLIANCE CERTIFICATE OF THE AUDITORS
Cer tificate from the Auditors of the Company,
confirming compliance with the conditions of
Corporate Governance as stipulated under Clause 49
of the Listing Agreement, is annexed to this Report.
The Certificate has also been forwarded to the stock
exchanges where the securities of the Company are
170
3.
4.
12. Regional Training Institutes (RTIs) Navi Mumbai,

Chennai, Sivasagar & Vadodara
10. Tripura Asset, Agartala

B.
Institute of Drilling Technology (IDT), Dehradun
11. Centre for Excellence in Well Logging (CEWL),

Vadodara
22. ASSETS/ BASINS/ PLANTS/ INSTITUTES/CODs

1.
2.
10. School of Maintenance Practices (SMP), Vadodara
No GDRs/ ADRs/ Warrants or Convertible Instruments

have been issued by the Company during the year.
ASSETS
Keshava Deva Malaviya Institute of Petroleum

Exploration (KDMIPE), Dehradun
0.07
The shares of the Company are in compulsor y

dematerialized segment and are available for trading in
depository system of both National Securities Depository
Limited and Central Depository Services (India) Limited.
A.
1.
incurred for the Board of Directors and top

management.
The General Administrative expenses were 5.32% of
total expenses during 2014-15 as against 6.57%
during the previous year.
28. SECRETARIAL AUDIT REPORT
Secretarial Audit Report confirming compliance to the
applicable provisions of Companies Act, 2013,
Revised Listing Agreement, SEBI guidelines, DPE
Guidelines and all other related rules and regulations
relating to capital market, though not mandatory,
obtained from a practicing Company Secretary, was
noted by the Board and forms part of the Board's
Report.
29. FEE TO STATUTORY AUDITORS
The fee paid/ payable to the Statutory Auditors for the
year was `25.01 million (previous year `22.92 million)
including `1.12 million (previous year `1.01 million) as
fee for certification of Corporate Governance Report,
`5.06 million (previous year `5.06 million) for limited
review report and `3.66 million (previous year `3.14
million) for other certification including certification
under Section 33(2AB) of Income Ta x Act for R&D
Institutes plus reasonable travelling and out of pocket
expenses actually incurred / reimbursable.
listed. ONGC has implemented most of the nonmandatory requirements.

26. A D O P T I O N O F N O N - M A N D A T O R Y
REQUIREMENTS OF CLAUSE - 49
Beside the mandatory requirement of Clause 49 of the
Listing Agreement, the following non-mandatory
requirements have been implemented and reflected
elsewhere in this report: As far as Audit Qualifications are concerned, the
Company is in the regime nil qualifications.
The Internal Auditor reports directly to the Audit
Commit tee.
27. GUIDELINES ON CORPORATE GOVERNANCE BY
DPE
In May, 2010, the Department of Public Enterprises
has issued Guidelines on Corporate Governance for
Central Public Sector Enterprises which are now
mandatory in nature.
No Presidential Directives have been issued during
the period 1st April, 2014 to 31st March, 2015. ONGC is
complying with these guidelines to the ex tent possible
No items of expenditure have been debited in books of
accounts, which are not for the purpose of business.
No expenses, which are personal in nature, have been
The exploration field party personnel stay in remote locations for months away from their family, exploring energy for India. Teamspirit is what keeps them going and motivated to take on any challenge that comes their way.
171
Auditors Certificate on Compliance of Conditions of Corporate Governance

M/s G. D. Apte & Co.
Chartered Accountants
Of fice No. 1, 2 & 3, Rahimtoola
House, 7th Homji Street, Fort
Mumbai 400 001
M/s Khandelwal Jain & Co.

12-B, Baldota Bhawan,
5th Floor, 117, MK Road
Churchgate, Mumbai 400 020
M/s Mehra Goel & Co.

505, Chiranjiv Tower
43, Nehru Place,
New Delhi 110 019
M/s Varma & Varma

Sreela Terrace, Level 4
Unit D, No. 105 First Main Road
Gandhi Nagar, Adayar
Chennai 600 020
M/s Lodha & Co.

14, Government Place East,
Kolkata 700069
To
The Members
Oil And Natural Gas Corporation Limited
1. We have examined the compliance of conditions of Corporate Governance by Oil And Natural Gas Corporation
Limited (the company)for the year ended 31st March, 2015, as stipulated in Clause 49 of the Listing Agreement entered
into by the Company with the Stock Exchanges.
2. The Compliance of conditions of Corporate Governance is the responsibility of the management. Our examination was
carried out in accordance with the Guidance Note on Certification of Corporate Governance issued by The Institute of
Chartered Accountants of India and was limited to a review of the procedures and implementation thereof, adopted by
the Company, for ensuring the compliance of the conditions of Corporate Governance (as stipulated in Clause 49 of the
Listing Agreement). It is neither an audit nor an expression of an opinion on financial statements of the Company.
3. In our opinion and to the best of our information and according to the explanations given to us, subject to the following
i. as stated in item no 2.1, 8.1, and 8.2 of Corporate Governance Report,the company has not complied with the
conditions of clause 49 with regard to minimum number of independent directors in the composition of Board
of Directors, Audit & Ethics Commit tee and Nomination and Remuneration Commit tee for the period as
mentioned therein,
ii. as stated in item no 2.1, the vacancies caused due to resignation or retirement of the Independent Directors
have not been filled within the time period as specified in terms of the Listing Agreement,
iii. as stated in item no 2.1, during the year no separate meeting of the independent director was held,
we certif y that the Company, has complied with the conditions of Corporate Governance as stipulated in Clause 49 of the
Listing Agreement.
4. We further state that such compliance is neither an assurance as to the future viability of the Company nor the ef ficiency
or ef fectiveness with which the management has conducted the af fairs of the Company.
For G. D. Apte & Co.
Firm Reg. No: 100515W
For Khandelwal Jain & Co.

For Lodha & Co.

Firm Reg. No: 301051E
(C. M. Dixit)
Partner (M. No. 017532)
(Akash Shinghal)
(H. K. Verma)
For Mehra Goel & Co.

Firm Reg. No: 000517N
For Varma & Varma

Firm Reg. No: 004532S
(R. K. Mehra)
P. R. Prasanna Varma
Date :
Place :
1st July, 2015

New Delhi
172
Auditors Certificate on Corporate Governance

Business Responsibility Report 2014 -15

Section A: General Information about the Company
1. Corporate Identity Number (CIN) of the Company
2. Name of the Company
3. Registered address
:
:
:
4.
5.
6.
Website
E-mail id
Financial Year reported
:
:
:
7.
Sector(s) that the Company is engaged in

(industrial activity code-wise):
8.
9.
Total number of locations where business activity

is undertaken by the Company
i.
Number of International Locations (Provide

details of major 5)
ONGCs overseas operations are managed by its fully
owned subsidiary, ONGCVidesh Limited (OVL),
which operates in 17 countries with 36 hydrocarbon
assets. ONGC, principally, focuses on domestic
operations which have a pan-India spread.
The major five international locations as per oil & gas
production are Russia, Colombia, Brazil, Vietnam,
Venezuela.
The major five international locations as per oil & gas
reserves are Mozambique, Russia, Venezuela,
Myanmar and Vietnam.
ii.
Number of National locations:

ONGC has business activities pan India, spread
across the length and breadth of the country, both
onshore and of fshore. The major locations are
detailed as below:
Of fshore Locations (Oil & Gas producing including JV) :
ONGC
EASTERN OFFSHORE
WESTERN OFFSHORE
Mumbai High Asset (Mumbai High, Cluster
7, WO-16, B Series,
BHE/BH-35, B-127,
Western Periphery)
JV
List three key products/services that the Company

manufactures/provides (as in balance sheet)
The three key products of the company are: (i) Crude
Oil (ii) Natural Gas& (iii) Liquefied Petroleum Gas.
ONGC is a global Energy Company meaningfully

integrated in the entire energy value-chain. Its core
business is Exploration and Production of oil and gas;
however, its business spread include related areas
like - processing of crude oil & natural gas; oil field
services, transportation of the oil and natural gas,
production of value added products like LPG,
Naphtha, Superior Kerosene Oil,ATF, C2-C3,
Refining, Petrochemicals, Power, unconventional
and alternate sources of energy. It is present in
downstream business through its subsidiary refinery
MRPL and in the petrochemical business through
Joint Ventures such as ONGC Petro additions Ltd
(OPaL) and In the non-conventional sources, it is
aggressively pursuing opportunities such as- Shale
and gas hydrates, CBM (Coal Bed Methane) UCG
(Underground Coal Gasification). It has ventured into
electric power generation through 726MW gas based
power project at Tripura (ONGC Tripura Power
Company Ltd.) and wind power electricity generation
through installing a 51 MW wind power project at
Bhuj, Gujarat. It is also pursuing opportunities in
alternate energy which has potential to change the
landscape of alternate energy business in the country.
a)
L74899DL1993GOI054155
Oil and Natural Gas Corporation Limited
Jeevan Bharti Building, Tower-II 124, Indira Chowk,
New Delhi, India-110001
w w w.ongcindia.com
secretariat@ongc.co.in
2014-15
Bassein & Satellite

Asset
(South Bassein, NB
Prasad-D1, B193, B22, B-55, Vasai (East),
Vasai (West), SB-14,
C-Series, North Tapti)
Panna, Mukta, Tapti,

CB-OS/2
Eastern Of fshore
Asset
(NELP Block KG-98/2
and G1GS15, G-29)
Rav va
174
Neelam & Heera

Asset
(Neelam, Heera,
B-134, B-173)
b)
c)
Onshore Locations (Oil & Gas producing, including JV) :

1. Gujarat
5. Tripura
2. Assam
6. Rajasthan (including RJ-ON-90/1)
3. Andhra Pradesh
7. West Bengal
4. Tamil Nadu
8. Madhya Pradesh
Assam
Tripura
Ahmedabad
Ankleshwar
Kakinada
Karaikal
Mehsana
Rajahmundry
Chennai KG &
Cauvery Basin
Jorhat,
A & A A Basin
Cambay
Basins : Oil & Gas exploratory locations

Vadodara
WON Basin
Mumbai
WOFF Basin
Kolkata
MBA Basin
Dehra Dun
Frontier Basin
d)
Plants: Processing of Oil & Gas and production of Value added products (LPG, SKO, Naptha, C2-C3, etc.)
Uran (Maharashtra)
e)
Hazira, Gujarat
Ankleshwar, Gujarat
Dahej (Gujarat)
Tatipaka (A P)
Institutes : Knowledge support and applied R&D for E&P activities

Keshava Deva
Malaviya Institute of
Petroleum Exploration
(KDMIPE), Dehradun
Geo-data Processing Institute of Drilling

& Interpretation
Technology
Centre (GEOPIC),
(IDT), Dehradun
Dehradun
Institute of Reservoir
Studies (IRS),
Ahmedabad
ONGC Academy
(ONGCA),
Dehradun
Institute of Engineering
& Ocean Technology
(IEOT), Panvel
Regional Training
School of Maintenance
Institutes (RTI's)
Practices (SMP),
Navi Mumbai,
Vadodara
Chennai, Sivasagar
& Vadodara
Institute of
Petroleum Safety,
Health &
Environment
Management
(IPSHEM), Goa
Centre for Excellence
in Well Logging
Technology
(CEWELL),
Vadodara
Institute of
Biotechnology and
Geo-tectonicStudies
(INBIGS), Jorhat
f)
Subsidiaries
ONGC Videsh Limited (ONGC Videsh),
New Delhi
Mangalore Refineries & Petrochemicals

Limited (MRPL), Mangalore
175
g)
Associates including joint ventures

ONGC Tripura Power
Company Limited
(OTPC), Tripura
ONGC Petroadditions Limited

(OPaL), Gujarat
Mangalore Special
Economic Limited
(MSEZ), Karnataka
ONGC TERI Biotech

Limited (OTBL), New
Delhi
Petronet MHB limited

(PMHBL), Mangalore
Petronet LNG
Limited (PLL), New Delhi
Dahez SEZ Limited,

Dahej, Gujarat
Pawan Hans Limited

(PHL), New Delhi
ONGC Mangalore Petrochemicals Ltd (OMPL) which was a joint venture of ONGC has now become a subsidiary of MRPL.
10.
Markets served by the Company:
marketed directly by ONGC. It markets Value Added

Products directly to the Indian consumers and
internally consumes products such as HSD & ATF;
however, in case of of f-take constraints by the
domestic users some products like Naphtha, HSD,
ATF, etc.,are also exported.
ONGC is marketing its domestic products, mainly

crude oil to the Public Sector Oil Marketing
Companies (OMCs) Indian Oil, BPCL and HPCL. It
also markets its crude oil to MRPL, ONGCs
subsidiary. ONGC supplies its produced natural gas
mainly through GAIL; however, part of the gas is also
Section B: Financial Details of the Company
Sl. No.
Particulars
Amount (` Crore)
Paid up capital
4277.76
Total Turnover
83,094
PAT
17,733
Total spending on CSR as a % of PAT

(2014-15)
`495.23Crore (2.79% of FY
15 PAT)
List of activities in which expenditure in 4 above has been incurred:Sl.
Sector of Activity
Promoting health care including preventative health care and sanitation and making available safe drinking
water.
Promoting education including special education and employment enhancing vocation skills especially
among children, women, elderly, and the dif ferently abled and livelihood enhancement projects
Ensuring environmental sustainability, ecological balance, protections of flora and fauna, animal welfare,
agro forestry, conservation of natural resources and maintaining quality of soil, air and water
Rural development projects
(1) Set ting up homes and hostels for women and orphans; set ting up old age homes, day care centres and
other such facilities for senior citizens
(2) Protection of national heritage, art and culture including restoration of buildings and sites of historical
importance and works of art; set ting up public libraries; promotion and development of traditional arts
and handicraf ts
(3) Training to promote rural sports, regionally recognised sports, Paralympics sports and Olympic sports
(4) Other areas mentioned in Schedule VII
176
Section C: Other Details
large) and these stakeholders help ONGC in

achieving its business responsibility. However, it
is dif ficult to establish the ex tent their support
helps in facilitating ONGCs business
responsibility initiative.
1. Does the Company have any Subsidiary

Company/Companies?
Yes. ONGC has two direct subsidiary companies
as detailed above in section A9(ii)f.
Section D: BR Information
2. Do the Subsidiar y Company/Companies

participate in the BR Initiatives of the parent
company? If yes, then indicate the number of
such subsidiary company(s)
1. Details of Director/Directors responsible for BR

a) Details of the Director responsible for
implementation of the BR policy/policies
Implementation of Policies related to Carbon
Management and Sustainability Services are
taken care of by Director (Exploration) while
policies on Ethics and Transparency and the
overall Business Responsibility of the company
lies with the Chairman & Managing Director who
gets them implemented through the respective
group heads.
Since these Subsidiaries and the joint ventures

are separate entities, they carry out Business
Responsibility initiatives on their own as per the
policies applicable to the respective companies.
3. Do any other entity/entities (e.g. suppliers,
distributors etc.) that the Company does
business with; participate in the BR initiatives
of the Company? If yes, then indicate the
percentage of such entity/entities? [Less than
30%, 30-60%, More than 60%]
The BR initiative of ONGC has the cooperation of

all its stakeholders (Gov t. of India, employees,
contractors, vendors, and the community at
b)
DIN Number : 00147870
Name
Designation : Chairman & Managing Director
: Shri D K Sarraf
Telephone No : +91-11-23301101
E-mail id
: cmd@ongc.co.in
Details of the BR heads

Responsibility of implementing the Sustainable Development (SD) policies of ONGC under the given ambit of BR
Policies lies with ED-Chief Carbon Management & Sustainability Group. The details are given below:
S.No.
1
2
3
4
5
2.
Particulars
DIN Number (if applicable)
Name
Designation
Telephone number
e-mail id
Principle-wise {as per National Voluntar y

Guidelines (NVGs)} BR Policy/policies
Nine Business Responsibility Principles
Principle 1: Businesses should conduct and
govern themselves with Ethics, Transparency and
Accountability
Principle 1.1
Do you have policy/policies for principle 1?
ONGC, being a listed Public Sector Enterprise,
conducts and governs itself with Ethics,
Transparency and Accountability as per policies
mandated by DPE Guidelines on Corporate
Governance, Listing Agreement and other guidelines
and policies of the DPE in particular and Gov t. of
India in general.
ONGC also pursues some policy initiatives voluntarily
Details
Nil
Dr. V Banerjee
ED CM&SG
+91-11-22440829
banerjee_v@ongc.co.in
towards Ethics, Transparency and Accountability:

The company has well defined and well codified Book
of Delegated Powers which has been thoroughly
revised in 2015 and af ter approval of the Board
implemented across the organisation, HR Manual,
Material Management Manual (which has also been
reviewed, revised and implemented in 2015) and
Works Manual for ensuring continuity, transparency
and fairness in following the laid down procedures.
The company has an Enterprise Risk Management
Cell (ERM), risk framework, risk policy and risk
port folio which are periodically monitored by the Risk
Management Committee, Audit & Ethics Committee
and the Board. In terms of the Listing Agreement, the
Board has re-constituted the Risk Management
Commit tee with Board level members in 2014.
177
Competent Authority, as delegated by the Board,

approves it.
Principle 1.5
Does the company have a specified commit tee of
the Board/Director/Of ficial to oversee the
implementation of the policy?
The Company has an Audit & Ethics Commit tee of
the Board of Directors which is bound by its Terms of
Reference as per the Listing Agreement and the
Companies Act, 2013 and is approved by the Board.
Company also has a well-structured vigilance
department with units spread across the organization
at various Regions, Assets, Basins and Plants
constantly ushering transparency, ef ficiency and
integrity and best corporate practices. However, as
the visage of the Principle is very wide, this is
overseen by various organs of the Company.
Principle 1.6
Indicate the link for the policy to be viewed online?
The website of the Company (w w w.ongcindia.com)
has reference to the various tenets as stated in the
principle under the section on Corporate Governance.
Principle 1.7
Has the policy been formally communicated to all
relevant internal and ex ternal stakeholders?
ONGC policies and operational framework is available
on the ONGC website as well as intranet of ONGC.
The engagement routes across all the stakeholders
are:
The Customers are engaged through Crude Oil Sales

Agreement (COSA), Gas Sales Agreement (GSA)
and regular meeting with B2B partners
The Communities in and around our areas of

operation are engaged through CSR projects
Business partners/vendors/contractors are engaged

through vendor meets, business partners meet and
pre-bid conference
Contract workers are engaged through regular

trainings and SAHYOG Scheme
Employees are engaged through open house forums

like VicharManthan, VicharDhara, VicharVishlesan,
Mantrana, etc., and employee web portal and also
through various in-house magazines
Government and regulatory bodies are engaged

through meetings with the administrative ministry i.e.
Ministry of Petroleum & Natural Gas (MoP&NG),
Department of Public Enterprises (DPE) under the
Ministry of Heav y Industries & Public Enterprises (HI
& PE), Oil Industry Safety Directorate (OISD), Oil
Industry Development Board (OIDB)
Company has a well-structured vigilance department

with units spread across the organization at various
Regions, Assets, Basins and Plants constantly
ushering transparency, ef ficiency and integrity and
best corporate practices in the working of the
organization
The Company has a Whistle Blower Policy meant for

employees to raise any ethical issues within the
organisation.
The Company has positioned an Integrity Pact (in

association with Transparency International) which is
signed with bidders to enable them to raise any issues
with regard to tenders floated by the Company.
ONGC was the first Indian company to sign the
Integrity Pact. People with high repute and integrity
are appointed as Independent Ex ternal Monitors to
oversee implementation of the Pact.
Principle 1.2
Has the policy been formulated in consultation
with the relevant stakeholders?
All policies have been formulated af ter wide
consultation and discussion amongst the
stakeholders and further the same gets reviewed
from time-to-time to cater to emerging and new
business r ealities/paradigms, af ter wider
consultations amongst stakeholders. The Company
being a Public Sector Enterprise and a National Oil
Company, pursues policies laid down by the
Government of India and other statutory bodies. It is
assumed that those policies are worked out af ter
wider consultations and discussions by the
Government of India.
Principle 1.3
Does the policy conform to any national/
international standards? If yes, specify? (50 words)
The policy and laid down procedures conform to
statutes and policies of the Gov t. of India, DPE and
other statutory bodies. It also conforms to mandated
applicable international standards. ONGC voluntarily
follows principles and policies for transparency which
are of international standards like Transparency
International.
Principle 1.4
Has the policy been approved by the Board? If
yes, has it been signed by MD/owner/CEO/
appropriate Board Director?
All policies mandated by the Government of India,
DPE and other Indian statutory bodies are followed
by ONGC af ter due approval of the ONGC Board. All
other policies/manuals which ONGC pursues come
in ef fect only af ter ONGC Board or the assigned
178
Shareholders and investors are engaged through

Investor & Analysts Meet, Investors Conference,
corporate website w w w.ongcindia.com and press
release
Principle 1.8
Does the company have in-house structure to
implement the policy/policies?
ONGC follows laid down policy for every critical
activity such as-procurement, payment, tendering,
contracting, HR and other functions that are governed
by well documented policies available for reference to
all concerned.
Principle 1.9
Does the Company have a grievance redressal
mechanism related to the policy/policies to address
stakeholders grievances related to the policy/
policies?
Yes. The Company has a structured grievance
redressal mechanism in place to address both
employees and stakeholders grievances related to
the policy/policies.For employees, company has a
well laid down CDA rules (Conduct, Discipline and
Appeal) and also has structured laid down
procedures in place to escalate the mat ter/issues up
the hierarchy to seek justice and redress grievances
related to the policies.
For ex ternal stakeholders, the company has a well
laid down grievance redressal system in place with
adequate provisions to escalate the mat ters up the
hierarchy up to the Board(Stakeholders Relationship
Commit tee a Board level Commit tee headed by an
Independent Director).
ONGC voluntarily facilitates resolving grievances
through Independent Ex ternal Monitors (IEMs) and
through Outside Expert Commit tee (OEC).
Principle 1.10
Has the company carried out independent
audit/evaluation of the working of this policy by an
internal or ex ternal agency?
The implementation of Clause 49 of the Listing
Agreement with regard to Corporate Governance
is audited by the Statutory Auditors. Other policies
are validated from time to time by the concerned
authorities.
1.
Does the policy relating to ethics, bribery and
corruption cover only the company?
All the policies relating to ethics, bribery and
corruption are inclusive and covers company as
well as its employees and all other ex ternal
stakeholders.
2.
Does it ex tend to the Group/Joint Ventures/
Suppliers/Contractors/NGOs/Others:
Yes
3.
How many stakeholder complaints have been
received in the past financial year and what
percentage was satisfactorily resolved by the
management? If so, provide details thereof, in
about 50 words or so.
ONGC is a pioneer organization in introducing the
Integrity Pact (IP) in India. The mechanism of
monitoring IP through Independent Ex ternal
Monitors (IEM) has considerably reduced time for
resolution of representation/issues coming up during
tender processing and has met the objectives set by
Transparency International (India) such as greater
transparency with regard to integrity between the
buyer and seller, improved sense of ethics, reduction
in frivolous law suits and representation/complaints
from vendors, reduction in ex ternal interventions and
r educed political/diplomatic/administrative
interference.
Representations from bidders/ contractors as well as
opinion sought by ONGC against various tenders are
referred to IEM. IEMs discuss the issues with ONGC
and bidders representatives wherever felt necessary
by IEMs and give their opinion through a speaking
order.
ONGC also has in place a Stakeholders Relationship
Commit tee.The Commit tee specifically looks into
redressing Shareholders and Investors complaints
pertaining to transfer/transmission of shares, nonreceipt of annual report, dividend payments, issue of
duplicate share certificates and other miscellaneous
complaints. The commit te e also monitors
implementation and compliance of companys code
of conduct for prevention of insider trading in ONGC
securities. The commit tee also oversees and
monitors the performance of the registrars and
transfer agent and recommends measures for overall
improvement in the quality of investor services.
Number of complaints received during April, 2014 to

March, 2015 from Vendors: 37
All representations were forwarded to IEMs who

promptly gave their opinions in all cases for further
action.
Number of complaints received from investors during

2014-15:The total number of complaints/ queries/
correspondence received and replied/ at tended to
the satisfaction of the shareholders was 2256. The
number of complaints pending as on 31.03.2015 are
101 out of which 97 complaints related to Of fer for
Sale- 2004.
Principle 2:
Businesses should provide goods and services
that are safe and contribute to sustainability
throughout their life cycle.
179
Principle 2.1:
ONGC pursues its business activities in a safe and
sustainable manner. All work practices, procedures
and production endeavours comply with the highest
Health, Safety and Environment standards as per the
Industry norms, Government and relevant statutory
bodies. All the products that ONGC make conform
strictly to the respective product-making-procedures,
laws, statutes and standards governing their
production. The exploration & production business
activities are pursued and aligned in such a manner
that exploitation & production of resources is done in
a sustainable manner encompassing their life cycle.
It is further a mat ter of privilege for ONGC and a sign
of unflinching r esponsive commitment to
sustainability development that Shri D.K. Sarraf,
CMD, ONGC has been nominated as a member of the
UN Global Compact Board.
Principle 2.2:
ONGC follows all work practices, procedures and
production endeavours pertaining to its area of
activities/operations as mandated by Industry,
Government and relevant statutory bodies (as
detailed in Principle 1.2).
Principle 2.3:
Yes; ONGC follows the international standards,
practices and standard operating procedures as
followed by other E&P companies across the world.
Besides, ONGC being a national oil company
adheres to all the statutes and policies of the Gov t. of
India and other statutory bodies such as DGH &
OISD.
Principle 2.4:
Ministry of Petroleum & Natural Gas is the apex body
for the Hydrocarbon industry in the country. All other
areas of operations fall under various laws as enacted
by the Gov t. of India.Subject to above, all internal
policies are approved by the Board or authority
delegated for the same by the Board.
Principle 2.5:
The Boar d overse es the compliance and
implementation of the policies through its various

Commit tees as detailed in the Corporate Governance
Report of the Annual Report.
Principle 2.6:
The website of the Company (w w w.ongcindia.com)
has reference to the various tenets as stated in the
principle under various places. Further, internal
policies applicable to various functions of the
organisation are available on intranet.
Principle 2.7:
ONGCs policies and operational framework are
available on the ONGC website as well as intranet of
ONGC.
Principle 2.8:
Yes. The Company has well-established in-house
infrastructure, manpower po ol, documented
standard operating procedure and other executive &
administrative machineries to implement the given
policies in the area of safe and sustainable production
of goods & services of the Company. The HSE
(Health, Safety & Environment) and CM&SG (Carbon
Management &Sustainability Group) department of
company along with apex management, acts as the
nodal department to execute and oversee policies
pertaining to safe, healthy and environment friendly
operations and compliance with sustainabilit y
parameters as mandated and desired.
The process of procurement, payment, tendering,
risk management, safe remit tance, fraud prevention,
control self-assessment (internal controls) and
various other processes are covered by well
documented policies, which are available for
reference on the website of the Company.
Principle 2.9:
mechanism related to the policy/policies to
address stakeholders grievances related to the
policy/policies?
Yes: as detailed earlier in Principle1.9.
Principle 2.10:
ONGC is subject to various audits such as Statutor y
Audit by firms of Chartered Accountants, CAG Audit,
Cost Audit, Secretarial Audit, Technical Audits,
Quality Audit, Energy Audit, Safety audit, and these
180
1.
a.
Auditors ensure compliance to various internal and

ex ternal policies.
List up to 3 of your products or services whose
design has incorporated social or environmental
concerns, risks and/or opportunities.
Estimation of casing head gas:
Ahmedabad Asset, under the Global methane Initiative
programme steered by CM&SG, has successfully
implemented a project to recover well head casing gas
from SRP wells and bring it back to production
mainstream. Casing gas in SRP wells are required to be
bled of f to sustain production causing a concomitant
and significant loss of the natural gas and GHG
emission. World over, E&P companies employ various
means to capture this accumulated gas.
Ahmedabad Asset has installed a cost ef fective
system to recover the casing gas and bring it back to
the production mainstream. CM&SG has undertaken
estimation study and has found that 21500 SCMD of
natural gas is being recovered, mitigating around
98112 tons of CO2 equivalent of GHG emission.
CM&SG is in the process of formulating policy to
implement similar technology at other onshore
Assets.
Rain water harvesting:
Rain Water Har vesting (RWH) projects are
implemented/being implemented at dif ferent work
centres of ONGC under the umbrella of Sustainable
Water Management. The harvested water is being
used for beneficial use like gardening, toilet flushing,
etc and also for recharging of ground water
aquifers.
ONGOING RWH PROJECTS:Sl.No. Name of project
1.
RWH project at AvaniBhavan -01 Recharge
well & Sabarmati complex with 03 Recharge
wells
2.
RWH projects at Saij & Naika Colony for
ground water Recharge through 04 and 06
Recharge wells
3.
RWH project at Cementing section, for
ground water Recharge through 01
Recharge well
4.
RWH project at WSS, Saij with 01 Recharge
well
5.
RWH project at WSS, Shertha with 02
Recharge well
6.
RWH project at Eastern Colony,
Chandkheda, with 05 Recharge wells
7.
RWH project at Western Colony with 05
Recharge wells
8.
2.
i.
ii.
RTRWH at K V ,ONGC, Agar tala for

gardening and Roof top RWH at NOBH, DType quarters, of ficers club, Auditorium for
ground water recharge
9.
RTRWH at 02 Multi- storied buildings of
Colony, Vadodara, harvested water is being
used for domestic uses.
10.
Surface run-of f RWH Inside ONGC Complex,
Makarpura for ground water recharge
through 07 recharge wells
11.
RWH from 105 acre campus to harvest rain
water through storm water drains and store in
ground tanks for gardening purpose
12.
Surface run-of f RWH system in the campus
with 10 recharge wells for ground water
recharge
R&D pilot on CO2 capture and reformation
ONGC has successfully undertaken a six month
long R&D project at Hazira plant on CO2 capture and
reformation through micro algal route from SRU vent.
The R&D pilot has successfully captured 50% of CO2
from the SRU vent at 0.5 Bar( with a potential of 100%
absorption at higher pressure) and the carbonated
medium has been used as the micro algal nutrient for
grow th. The micro algae has then been harvested for
biomass which upon digestion pr oduced
appreciable quantity of biogas. The project is ready
for scaling up for field pilot.
For each such product, provide the following
details in respect of resource use (energy, water,
raw material etc.) per unit of product(optional):
Measurement of usage of water, fuel, per unit is yet to
be carried. However the company has put in place all
policies and processes to conserve energy and
natural resources.
Reduction during sour cing/pr oduction/
distribution achieved since the previous year
throughout the value chain?
Reduction during usage by consumers (energy,
water) has been achieved since the previous year?
The company has embarked upon a number of
measures for reduction in use of energy and water.
The company aims to sustain operations with less
dependence on fresh water resources. The company
has undertaken water foot printing of ONGC work
centres in a big way and already completed water
foot printing at 7 Assets, 2 plants & 1 institute by
adopting the concept of 4R:
Reduce: Identif y areas to reduce fresh water
usage.
Reuse: Identif y opportunities to reuse fresh water
181
a)
b)
c)
3.
I.
4.
Recycle: Identif y ways to use produced/ef fluent

water in place of fresh water.
Replenish: Replenishing ground water through rain
water harvesting.
Usage of casing gas head will mitigate methane
emission into atmosphere by 21500 SCMD at
Ahmedabad Asset which will be replicated at other
onshore Assets with concomitant environmental
mitigation.
The rain water harvesting projects mentioned above
are a part of replenishment.
The R&D project, if successfully impleneted at the
commercial scale, will help mitigate the emission of
30000 SCMD of CO2.
Does the company have procedures in place for
sustainable sourcing (including transportation)?
Company has in place a well-devised procedure for
sustainable sourcing. Company has a welldocumented Material Management Policy (the Policy
has been revamped recently and is available on the
website of ONGC) that helps in sourcing the
requisites for operations and business activities in a
steady, continuous and sustainable manner.
Company has policies of long-term contracts and
rate-contracts to ensure that operations and business
pursuits do not suf fer owing to ex ternalities
Sustainability and Sustainable Development has
been embedded in work practices as a Corporate
Mantra and are aligned with Kyoto protocol
negotiations, GHG mitigation, Carbon management,
sustainability and greening the vendor chain.
The Company is pursuing in let ter & spirit the concept
of Greening the vendor in its entire value chain.
Through this policy ONGC is seeking to promote
ef forts that lowered carbon footprint not only with in
ONGC but also amongst its stakeholders down the
vendors chain (business partners). To this ef fect
ONGC would consider giving preference in course of
time to products/services that are eco-friendly,
energy ef ficient that lead to reduced emissions and
conservation of natural resources.
If yes, what percentage of your inputs was sourced
sustainably? Also, provide details thereof, in
about 50 words or so.
The Company at present does not have a process in
place to measure this particular parameter. However,
in the future, ef forts will be made to capture relevant
information.
Has the company taken any steps to procure
goods and services from local & small producers,
including communities surrounding their place of
work?
Being an Indian CPSE (Central Public Sector
5.
182
Enterprise), ONGCs procurement policy and

practices are guided by the Government Policies and
practices. These are based on transparent
pr ocur ement mechanisms which pr omote
procurement from technically competent suppliers.
However, care is also taken for the interest of local
suppliers and contractors within the frame work of
CVCs guidelines. For example ONGC has a special
policy to encourage small entrepreneurs in North
East Region to provide services pertaining to
transport.
If yes, what steps have been taken to improve their
capacit y and capabilit y of local and small
vendors?
ONGC has always encouraged local suppliers to
participate in its tendering process and also promote
them through vendor development programs. Our
continued pursuit in the direction has seen improved
participation of small local players and socioeconomic development of communities in and
around operational locations. At work centres,
Vendors Meet are regularly held to explain
procedures and policies per taining to the
procurements of goods and services to help small
local vendors. The Company is also in the process of
implementing guidelines of MSMEs (Medium, Small
and Micro Enterprises) for procurement goods and
services. ONGC also provides certain incentive to
MSMEs (Medium, Small & Micro Enterprises) such as
exemption from tender fee and Exemption from Bid
Securit y. MSMEs (not their dealers/distributors)
registered with District Industry Centres or Khadi and
Village Industries Commission or Khadi and Village
Industries Board or Coir Board or National Small
Industries Corporation (NSIC) or Directorate of
Handicraf ts and Handloom or any other body
specified by Ministry of MSME are exempted from
payment of tender fees. Further they are also
exempted from payment of Bid Security irrespective
of monetary limit mentioned in their registration
certificate provided they are registered for the items
for which they intend to quote.
Does the company have a mechanism to recycle
products and waste? If yes what is the percentage
of recycling of products and waste (separately as
<5%, 5-10%, >10%). Also, provide details thereof,
in about 50 words or so.
ONGC has a policy for Management of Hazardous
Chemicals and Materials that was issued in 2002. As
per the policy personnel handling hazardous
chemical are to be trained for safe handling practices.
Separate designated area are provided for storage of
hazardous chemicals and all personnel is to be
provided Personnel Protective Equipment (PPE) first
aid training. Further, instructions were issued for the
auction/sale of Hazardous waste in 2004. The

Ministry of Environment & Forest regulates the
recycling/reprocessing of hazardous wastes such as
used/waste oil,used lead acid bat teries and other
non-ferrous metal waste under registration scheme ,
with the objective of channelizing such waste to only
those units which possess Environmentally Sound
Management (ESM) facilities. The registration is
being implemented by Central Pollution Control
Board that regularly updates the list of registered
units in their website ht tp://cpcb.delhi.nic.in and the
hazardous waste is required to be sold / auctioned
only to units registered by CPBP. Thus clear
instructions have been issued and the above policy is
being followed. For example all lead acid bat teries are
to be sold back to suppliers at the time of purchase of
new bat teries.
For disposal of e-waste, the limited tender from the
firms registered with Central Pollution Control Board
for such items is to be invited and the items of e-waste
is to be sold to them only to ensure safe disposal of
the items.We have an e-waste policy to manage our ewaste.
ONGC is commit ted to recycling of materials,
wherever feasible. ONGCs Mehsana asset has
established ef fective infrastructure to control
expenses, non-optimal usage of costly materials,
ground water and also to ef fectively manage waste
disposal and has upgraded existing mud preparation
plants through enhancing the mud preparation and
storage capacity.
Mehsana Asset is now transporting the costly
polymer based mud from drill sites to centralized mud
plant for treatment and storage and thereaf ter sent to
other drill sites, where new wells are under drilling.
Drilling being our most water intensive operation,
recycling of drilling mud has ef fectively reduced our
water consumption.
Waste generated in ONGC during exploration and
production operations are primarily drilling mud and
mud cut tings (non-hazardous), chemical sludge and
tank bot tom sludge (hazardous). Chemical sludge is
collected in lagoons having leachate collection
facility where water is drained to reduce the quantity
of sludge. This chemical sludge is disposed of by land
filling in accordance with norms of the State Pollution
Control Board. To treat tank bottom sludge, which is
mainly organic in content, bio-remediation
techniques are employed. Best practices in the oil
industry are adopted to manage solid waste arising
from operations. Drill mud and cut tings are disposed,
re-used in land filling or sold to authorized vendors as
per industry practices.
Waste management has been identified as a material
issue by ONGC for sustainable development
activities. Accordingly, ONGC is working toward

development of a waste management policy and
plans to guide and improve its waste management
system. ONGC has been adopting a three way
strategy to reduce and manage waste:
Know your waste footprint Establish the waste base line
Undertake waste management project wherever
feasible and apply
Manage waste & reporting
Solid & Oily waste Management
Drill cut tings, drilling fluid and generation of oily
sludge from cleaning of storage tanks and from
various process units of ef fluent treatment plants are
few important wastes. The tank bot tom sludge and
oily waste were identified as hazardous waste and is
disposed-of f according to local statutory guidelines.
Oily sludge removed periodically is treated by
environmentally sound bioremediation techniques
using a consortium of bacteria known as Oil Zappers
and is rendered non-hazardous. Land is normally
acquired by ONGC for shor t duration to carry out its
drilling activities. The land degradation takes place
during drilling operations due to discharge of waste
water from various sources. The land acquired for
drilling activities is reclaimed/ restored to its pristine
condition before returning to land owners.
Produced water/ Ef fluents
The Water produced with the oil and gas, is the major
ef fluent for the Company as part of its production
activities. The produced water, which is part of well
fluid is separated and sent to Ef fluent Treatment
Plants (ETPs) for further treatment. ONGC operates
twenty two ETPs to treat the ef fluent generated at
onshore Installations. In order to cope up with
enhanced liquid production due to high water cut
because of aging of oil fields, twenty one new/
substitute ETPs have been planned /under
construction.
At drill sites waste water generated during drilling
activities is collected in a waste pit that lined with High
Density Poly Ethylene Sheets (HDPE). The waste
water from waste pit is recycled for mud preparation
and other uses. In North East Sector, where heav y
rainfall takes place, waste water is treated by mobile
ETPs and reused to avoid overflow of water from
waste pits to nearby areas.
In onshore locations, part of treated produced water
is used for water injection into the reservoir for
pressure maintenance; the remaining quantities are
re-injected into sub surface disposal wells located
1000 mts underground. In of fshore location, treated
produced water is disposed 40 mts below the sea
surface.
The company has developed a comprehensive
183
corporate waste management policy to quantif y and,

segregate waste at the source for bet ter planning and
management. For non-hazardous wastes, there will
be ef forts to minimise the disposable quantity
through reuse and recycle route.
Principle 3: Businesses should promote the well
being of all employees.
Principle 3.1
Yes. The Company has a wide range of HR policies
covering all categories of the employees (workers,
of ficers, women employees, SC/ST employees,
sports person). It addresses all aspect of professional
skill & knowledge up-gradation, employee motivation
& welfare measures, employees health & general
wellbeing measures, women empowerment,
empowerment of SC/ST and other disadvantageous
class of employees, separation /superannuation and
post-retirement welfare measures.
Principle 3.2
The HR policies of ONGC are formulated in line with
DPE guidelines and af ter due consultation with
Collectives and employees.
Principle 3.3
HR Policies of ONGC conform to the best of
International and National standards. The company is
perceived to be one of the best employers in the
country.
Principle 3.4
Has the policy been approved by the Board? If yes,
has it been signed by MD/owner/CEO/appropriate
Board Director?
All HR policies are approved by competent authorities
as delegated by the Board and signed accordingly.
Principle 3.5
the Board/ Director/Of ficial to oversee the
The Board of Directors have constituted a Board level
Human Resource Management Commit tee to
oversee the major decisions in the area of human
resources.
Principle 3.6
The intranet of the Company reports.ongc.co.in
and webice.ongc.co.in has link to the various HR
policies. In addition, various welfare policies are
communicated via issue of of fice orders, circulars

from time to time and the same are uploaded on the
intranet of the Company reports.ongc.co.in for
wider publicity.
Principle 3.7
Yes. ONGCs HR policies are available on-line on the
Company website as well as on the Companys
internal web-ice portal and on ongcreports.net. All
policies, procedures and work-flows are documented
and are available on-line for easy access, use and
information by all employees. Any new initiatives,
changes or new announcements are communicated
to employees on-line through internal websites and
also through formal orders posted on notice boards
and through circulation to individuals.
Principle 3.8
ONGC has a structured Human Resource
Department set- headed by Director (HR) who
implements the policies throughout the Company
with the support of senior HR executives.
Principle 3.9
policy/policies?
Yes. ONGC has a structured employeesgrievance
redressal mechanism. The mechanism/procedures
allow employees to escalate their grievances to the
level of Director (HR) of the Company and in some
case even to the Executive Commit tee for justifiable
redressal of issues & concerns. Collectives and
Of ficers association are engaged/associated at every
stage to discuss/ negotiate the vexed issues and
address their concerns. An Executive Director level
position oversees employee relations and industrial
relations (ER & IR) and maintains cordial, motivated
and a spirited work atmosphere. All the employees
have access to CMD and Directors through e-mails as
well.
Principle 3.10
The HR policies and practices are reviewed at regular
intervals taking cognizance of emerging realities.
Regular independent audits, both internal & ex ternal,
gets carried out to gauge level of employee
engagement & satisfaction. Wherever desired and
warranted, expert advice from ex ternal agencies/
184
1.
2.
3.
4.
5.
6.
A.
B.
7.
consultancies is solicited to ramp up our practices/

policies to best of industry standards.
The company has carried out independent audit/
evaluation of HR policies. Frequent audits like ISO
9001:2008 Audit, Internal Audit, ex ternal audit by
government agencies are carried out across the
organization.
Total number of employees: 33,185 (As on
31.03.2015)
Total number of employees hired on temporary/
contractual/casual basis.
Contractual workers:
14691
Tenure based:
1202
Casual workers/contingent :
566
In addition to the above, approx. 19121 contract
labour were deployed by Contractors providing
various services to ONGC during the year.
Please indicate the Number of permanent women
employees: 2195
Please indicate the Number of permanent
employees with disabilities: 156
Do you have an employee association that is
recognized by management?
Yes
Executive Cadre: The Association of Scientific and
Technical Of ficers (ASTO) has been recognized to
represent the issues related to the of ficers
Non-Executive Cadre: Ten recognized unions:
1. ONGC (BOP) KarmachariSanghatana, Mumbai
2. ONGC Workmens Association, Kolkata
3. Petroleum Employees Union, Chennai
4. Petroleum MazdoorSangh, Ahmedabad
5. ONG Mazdoor Sangh, Ankleshwar
6. ONGC Employees MazdoorSabha, Baroda
7. ONGC Purbanchal Employees Association
Sivasagar
8. National Union of ONGC Employees, Dehradun
9. ONGC Workers Union, Agartala
10. Trade Union of ONGC Workers, Silchar.
(Besides above All India SC/ST Employees
Welfare Association and All India OBC/MOBC
Employees Welfare Association are recognized by
ONGC)
What percentage of your permanent employees is
members of this recognized
employee
association?
Most executives are member of ASTO. The nonexecutive cadres of employees are af filiated to
various recognised unions. ASTO has a membership
of nearly about 94% of executives. Ten recognised
8.
unions have been conferred recognition by the

Company on the basis of verification through secret
ballot. They recognize all the unionized categories of
employees in their respective work-centres, though
some may hold membership with rival unions.
Please indicate the Number of complaints relating
to child labour, forced labour, involuntary labour,
sexual harassment in the last financial year and
pending, as at the end of the financial year.
Sl. Category
No
No of
complaints
filed during
the financial
year
No of complaints
pending at the
end of the
financial year
Child labour/forced
labour/involuntary labour
NIL
NIL
Sexual harassment
NIL
NIL
Discriminatory
employment
NIL
NIL
9.
What percentage of your under mentioned

employees were given safety & skill up-gradation
training in the last year?
Permanent Employees
Training of 20084 executives

and 4729 non-executives
Permanent Women Employees were provided through our
Casual/Temporary/Contractual premier institutes of IPSHEM
Goa and ONGC Academy,
Employees
Dehradun. Apar t from the
above, casual, temporary and
Employees with Disabilities
contractual employees were
given requisite training in
safety of operations.
Principle 4: Businesses should respect the
interests of, and be responsive towards all
stakeholders, especially those who ar e
disadvantaged, vulnerable and marginalized
Principle 4.1
Yes. ONGC complies with Government directives for
uplif tment of weaker section of the society. It is fully
commit ted to the welfare of marginalized and
vulnerable sections of society. Each of our strategic
business units (SBU) has the responsibility to identif y
and engage with relevant stakeholders to establish a
symbiotic relationship.
The Company has a number of policies in place to
address the interests of all stakeholders. As a PSE, the
company pursues all such policies as mandated by
185
As per our CSR & SD policy, ONGC has a well-defined

set of objectives, clearly delineated beneficiaries,
strategy and project activities which characterize its
social projects. The relevant provisions of section 135
and Schedule VII of the Companies Act, 2013 have
also been taken into account while finalising the
aforesaid policy. The projects are designed to yield
discernible, long-term, sustainable benefits for the
communities specially disadvantaged, vulnerable
and marginalized sections. Through community
driven developments, we foster a symbiotic
r elationship with our stakeholders acr oss
communities to cr eate mor e employment
opportunities to realize our strategic objective of
growing responsibility while improving the livelihoods
of people.
The table below depicts the manner in which the
Company engages to address the interests of all
stake-holders:
the government. The Corporate Social Responsibility

(CSR) and Sustainable Development policy along
with a host of policies of the Government of India are
directed towards disadvantaged, vulnerable and
marginalized section of the society. The DPE revised
its Guidelines for CSR ef fective from 01st April 2014
with ef fect from the same day the amended
Companies Act containing Section 135 making CSR
spend mandatory, came into force along with
Companies (CSR Rules) 2014. Abiding by the
directives of DPE guidelines, ONGC has aligned its
CSR policies. To substantiate our stakeholder
engagement, a communication policy for stakeholder
engagement has been draf ted. The goal is to:
Connect, Listen, Respond, Sustain leading to
business value creation with Economic, Social and
Environmental sustainability in view.
Stakeholders
Mode of engagement
Customers
Structured engagement through Crude Oil Sales Agreement (COSA)&

Gas Sales Agreement (GSA); Regular / periodic meetings with B2B
partners.
Communities
Direct engagement at work centres through CSR programmes and HR

departments.
Business partners/
contractors/vendors
Vendor meets; Business partner meets; Pre-bid conferences
Contract workers
Safety trainings&SAHYOG Scheme
Employees
Open House; Vichar-Manthan; Vichar-Dhara; Vichar-Vishlesan;

Mantrana; Employee web portal
Regulatory bodies (DGMS, NSE,

BSE, SEBI, OISD, OIDB, etc.)
Structured engagement through meetings with administrative Ministry

MoP&NG, DPE, HI & PE, OISD, OIDB, etc.
Government bodies
Shareholders, investors
Investor & Analyst Meet; AGM; Investor Conferences; Corporate web

site and press releases
Principle 4.2
The CSR policy and policy of Sustainable
development is in compliance with the Companies
Act, 2013 and Companies (CSR Policy) Rules, 2014
and DPE Guidelines.
Separate Stakeholder Engagement policy is also
under formulation by ONGC, as part of the CSR
Policy.
All policies have been formulated af ter wide

consultation and discussion amongst the
stakeholders and further the same gets reviewed from
time-to-time to cater to emerging and new business
realities/paradigms, af ter wider consultations
amongst stakeholders. The Company being a Public
Sector Enterprise and a National Oil Company,
pursues policies laid down by the Government of India
and other statutory bodies. It is assumed that those
policies are worked out af ter wider consultations and
discussions by the Government of India.
186
Principle 4.3
Does the policy conform to any national
/international standards? If yes, specif y?
The policy and laid down procedures conform to
statutes and policies of the Gov t. of India, DPE and
other statutory bodies. It also conforms to mandated
applicable international standards. ONGC voluntarily
follows principles and policies for transparency which
are of international standards like Transparency
International.
Principle 4.4
Board Director?
All such policies being pursued by ONGC gets
approved by the Board through its various
Commit tees or by Director (HR). The revised CSR
Policy as per Companies Act, 2013 has been
approved by the Board and has been uploaded on the
website of ONGC.
Principle 4.5
Yes. Director (HR) has been delegated power to
implement CSR initiatives of ONGC. The
implementation of CSR policy is to be overseen by a
Board Level Commit tee on Corporate Social
Responsibilit y & Sustainable Development
(CSR&SD), as per the Companies Act, 2013. Further,
in line with the approval of the Board, ONGC has set
up and registered an ONGC Foundation under the
Indian Trust Act, 1882 for carrying out CSR activities.
Necessary steps are on hand to recruit manpower for
making the ONGC Foundation an ef fective tool for
implementation of CSR policy of ONGC
Principle 4.6
The website of ONGC, w w w.ongcindia.com, has the
link to the CSR and SD activities and to a host of
policies directed towards the bet terment of
disadvantaged, vulnerable and marginalised section
of stakeholders.
Principle 4.7
Yes. For internal stakeholders, all these policies
are available on-line on Company websites and
also perpetuated thr ough its Collectives,
Of ficers Association and other relevant associations.
For ex ternal stakeholders, communication in this
regard is pursued through interactions at multiple
levels.
Principle 4.8
ONGC has a structured framework and laid down well
documented procedures in place to execute &
implement its policies. ONGC has separate
Departments for (i) CSR - headed by Chief CSR, to
implement CSR activities thr oughout the
organisation and (ii) Carbon Management and
Sustainable Development - headed by Chief CM&SG
to implement the Sustainability agenda of the
Company.
Principle 4.9
policy/policies?
Yes: as detailed earlier in Principle 1.9.
Principle 4.10
Policies directed towards the bet terment of
disadvantaged, vulnerable and marginalised
stakeholders are audited & reviewed regularly by
internal groups and by Collectives/Of ficers
Associations to oversee whether it is meeting
intended objectives or not. CSR policies are reviewed
and revamped periodically depending upon needs
and instructions of the Gov t. of India. SD policies also
get r eviewed r egularly by the concerned
stakeholders through interaction with internal &
ex ternal agencies. Since 2011-12, the Sustainability
Repor t published by ONGC is third par t y
assured.Also, since 2011-12, ONGC has been
carrying out the third party Impact Assessment of
select CSR initiatives.
1.
Has the company mapped its internal and ex ternal
stakeholders?
Yes. The company has well mapped internal &
ex ternal stakeholders and it is reflected in Global
Reporting Initiative (GRI) report on the corporate
website w w w.ongcindia.com. The key stakeholders
are shown below.
Employees
Customers
Communities
Business partners / contractors/vendors
Contract workers
Regulatory bodies (DGMS, NSE, BSE, SEBI, OISD,

OIDB)
Government bodies
Shareholders, investors
187
2.
Out of the above, has the company identified the

disadvantaged, vulnerable & mar ginalized
stakeholders?
Yes. ONGC complies with Government directives for
uplif tment of priority section of the society. It is fully
commit ted to the welfare of marginalized and
vulnerable sections of society.Each of our strategic
business units (SBU) has the responsibility to identif y
and engage with relevant stakeholders to establish a
symbiotic relationship.
3.
Are there any special initiatives taken by the
company to engage with the disadvantaged,
vulnerable and marginalized stakeholders? If so,
provide details thereof, in about 50 words or so.
CSR activities are planned to ma ximise benefits to the
disadvantaged, vulnerable and marginalized
stakeholders. Engagement with these stakeholders is
done sometimes through their elected
representatives, local Government of ficials and
NGOs working in their area. Notable CSR initiatives in
this regard are Varistha jana Swasthya Sewa Abhiyan,
Swavalamban Abhiyan, Akshaya Patra Project, etc.
The Company has suitable processes, policies and
departments in place to identif y and engage with
such groups of stakeholders..
Principle 5: Businesses should respect and
promote human rights
Principle 5.1
All policies of ONGC take into account the Human
Rights of not only employees but also people likely to
be af fected by the operations of the Company.
ONGC is commit ted to conducting its business
operations and strategies with the ten universally
accepted principles in the area of Human Rights,
Child labour, Anti- corruption and Environment.
ONGC embraces and supports those ten principles,
particularly that on the Human Rights viz: Businesses
should suppor t and respect the protection of
internationally proclaimed human rights and Make
sure that they are not complicit in human rights
abuses. ONGC is fully commit ted to the principles of
United Nations Global Compact on human rights and
subscribe to the international agre ements/
conventions such as Kyoto protocol, Montreal
Protocol, UNCLOS (MMD), SOLAS and MARPOL
within the framework of Government of India
directives. The Company ensures compliance with
various labour protection Acts such as Payment of
Wages Act 1936, Minimum Wages Act 1948, Equal
Remuneration Act 1976, Industrial Dispute Act 1947,
ESI Act 1948, Employees Provident fund and
Miscellaneous Act 1952, CLRA 1970, Child Labour
(Prohibition and Regulation) Act 1986. As a
responsible principal employer, ONGC ensures that

contract labour is treated fairly as per law and for any
complaints or disputes, the contractor is advised to
set tle the issue in accordance with the law. Various inhouse policies like service rules, leave rules, gratuity
rule, CPF rules, HBA, conveyance advance,
education loans also confirm to Human Right values.
Principle 5.2
ONGC being a Public Sector Enterprise is primarily
guided by Government of India policies. The entire
gamut of its policies, rules and regulations which
govern its functioning have people first as its
fulcrum.
Principle 5.3
international standards? If yes, specif y? (50
words)
The policies of ONGC are in line with national
standards and relevant international standard for its
operations and business pursuits.
Principle 5.4
Board Director?
All the policies are approved either by the Board or by
designated competent authorities.
Principle 5.5
Each Policy incorporates safeguards to ensure that its
functioning is overseen by a Competent Authority /
Commit tee.
Principle 5.6
The website of ONGC w w w.ongcindia.com has the
link to various policies, rules and regulations of ONGC
Principle 5.7
All Policies of ONGC have be en suitably
communicated to concerned stakeholders, both
internal as well as ex ternal.
Principle 5.8
Yes. The company has in place a structured set-up
with adequate empowerment to implement requisite
policies.
188
Principle 6.2
Yes. All policies of the company have been formulated
in consultation with stakeholders, primarily in
consultation with and under the guidelines of
MoP&NG and Ministry of Environment, Gov t. of India
and other statutory bodies.
Principle 6.3
The HSE policy of ONGC is in line with International
Standards and conforms to ISO - 14000 and OSHAS 18001.Policies confirm to all standards, practices and
statutes pertaining to environmental commitments as
expected from and as mandated to a company
engaged in the oil & gas business.
Principle 6.4
Board Director?
Yes, the policy has been approved by the Board and
signed by Chairman & Managing Director, ONGC.
Principle 6.5
ONGC has a Commit tee of Directors (COD) on
Health, Safet y & Environment chaired by an
independent director. This Board level commit tee
oversees and reviews decisions on policy mat ters
concerning HSE.
Principle 6.6
The website of ONGC,w w w.ongcindia.com, has a
separate link for HSE activities.
Principle 6.7
The HSE Policy is displayed at all the work centres
and has been communicated to each employee as
well as contractual employees. A link to our HSE
policy has been provided on ONGC website for
ex ternal stakeholders.ONGC continuously engages
with stakeholders at multiple levels through diverse
channels. This engagement helps in the formulation
of company policies directed at progressively
enriching practices and sustainable operations over
time.
Principle 5.9
policy/policies?
Yes (as detailed earlier).
Principle 5.10
The policies, rules and regulations in the direction as
stipulated by the principle 5 are subject to periodic
audit/reviews both by internal and ex ternal agencies.
Moreover, frequent audits like ISO 9001: 2008,
Internal Audit, ex ternal audit by government agencies
are carried out across the organization.
1.
Does the policy of the company on human rights
cover only the company or ex tend to the
Group/Joint Ventures/Suppliers/Contractors/
NGOs/Others?
The policies towards upholding the Human Rights
ex tend to JVs and subsidiaries of ONGC
2.
How many stakeholder complaints have been
received in the past financial year and what
percent was satisfactorily resolved by the
management?
Please refer answer to para 3 of Principle 1.
Principle 6: Business should respect, protect, and
make ef forts to restore the environment
Principle 6.1
ONGC has always ensured that it protects and cares
for the environment. The Company has an integrated
Health, Safety & Environment (HSE) Policy. The
company continually strives to mitigate the
environmental impact, that may arise from its
business activities such as exploration, drilling &
production, by investing in state-of-art technologies,
ef fluent & solid waste management, environment
monitoring and reporting, bio-diversity conservation
ef for ts and up-gradation and sustenance of
environment management systems. ONGC has a
robust process of internal audit and management
review for QHSE management system and regularly
reviews its QHSE policy and maps risks. Some
notable HSE practices are Regular QHSE internal
audit, Fire safety measures, regular fire and earth
quake mock drill, health awareness program, Material
Safety Data Sheet (MSDS), Personal Protective
Equipment, implementation of Environment
Management Systems (EMS), Occupational Health
Safety (OHS), near miss reporting, Governance, Risk
management and Compliance reporting.
189
Principle 6.8
implement the policy/policies ?
ONGC has dedicated HSE Department at Corporate
level as well as at the Strategic Business units (SBUs)
level comprising of Assets, Basin, Plants and
Institutes. Safety of ficers suitably trained and certified
are posted at SBU levels to ef fectively manage and
report safety performance.
Principle 6.9
policy/policies?
Yes.
Principle 6.10
Company undertakes HSE audit at regular predefined intervals. Ex ternal bodies engaged in granting
ISO-14000 and OHSAS and other certification agencies
conduct regular audits within the certification period to
oversee that pre-requisites are being met before
granting ex tensions to these certification.
1.
Does the policy related to Principle 6 cover only the
company or ex tends to the Group/Joint Ventures/
Suppliers/Contractors/NGOs/others.
The HSE policy and processes cover ONGC and its
vendors. All suppliers, NGOs and others Business
partners doing business with the Company within the
Companys premise subscribes to the Companys
policies and commitment to the environment.
The policies of the Company ex tend to its
wholly owned subsidiaries, other subsidiaries and to
joint ventures af ter get ting approval of its JV partners
on the tenets & premises of environmental
commitment.
2.
Does the company have strategies/ initiatives to
address global environmental issues such as
climate change, global warming, etc.?
The Company is aware of the risks arising due to
climate change. It has a dedicated Carbon
Management & Sustainability Group (CM&SG) with a
specific mandate to position ONGC as the leading
organisation in sustainable development (SD) and to
voluntarily take up carbon management as an activity
to synergise all business activities with sustainable
development particularly to address issues related to
climate change risks and opportunities arising from
carbon mitigation initiatives. The management has
been active in engaging with national and international
climate change forum to ensure that the organization
3.
4.
190
stays current with global climate change negotiations

and Indias domestic commitments.Fugitive methane
emissions from oil and natural gas systems are
primarily the result of normal operations and system
disruptions.These emissions can be cost-ef fectively
reduced by upgrading technologies or equipment,
and by improving operations. The Global Methane
Initiative (GMI) is an action-oriented initiative from
USEPA to reduce global fugitive methane emissions to
enhance economic grow th, promote energy security,
improve the environment, and reduce greenhouse
gases emission. The Global Methane Initiative
facilitates cooperative mitigation activities that result in
bringing more gas to markets through the
Identification, Quantification, and Reduction (IQR)
path.
ONGC entered into a MoU with the United States
Environment Protection Agency (USEPA) in August
2007, to undertake Methane to Market (now GMI)
projects in ONGC and ONGC has formed an internal
and measurement team, procured methane emission
detection and measurement equipment in order to
under take Fugitive Emission detection and
quantification at its operating facilities in-house and
has reduced approx. 14 MMSCM of fugitive methane
over the years. ONGC has also drawn an ef fective
plan to map all its production installations for fugitive
hydrocarbon emission and make the installations leak
free in the near future.
Does the company identif y and assess potential
environmental risks?
Yes. The environmental footprints are mapped during
the project planning phase and based on impact
assessment remedial measures are put in place
during the operational phase. Af ter September, 2006
gazet te notification on Environmental Clearance of
Ministry of Environment & Forests, all new and
expansion projects of ONGC are mandated to obtain
prior environmental Clearance from Expert Appraisal
Commit tee (EAC) of MoEF before commencing
operational activities. The company has obtained 131
environmental clearances so far. The company has
implemented globally recognized environmental
management system like ISO 9001, OHSAS 18001
and ISO 14001 at all its operational work centres.
Does the company have any project related to
Clean Development Mechanism? If so, provide
details thereof, in about 50 words or so
ONGC commenced its CDM journey in 2006.Currently
ONGC has 12 registered CDM projects with UNFCCC
that yield Certified Emissions Reductions (CER) approx.
1.9 million yearly. The registered CDM projects are as
under:
Sl no
Project
CER/annum
1 Waste heat recovery from Process Gas Compressors (PGCs), Mumbai high south
(of fshore plat form)
5320
Up-gradation of Gas Turbine 1 (GT 1) and Gas Turbine 2 (GT 2) at co-generation plant
of Hazira Gas Processing Complex (HGPC)
7802
Flare gas recovery project at Uran plant
97740
Flare gas recovery project at Hazira Gas Processing Complex (HGPC), Hazira plant
8793
Amine Circulation Pumps Energy Ef ficiency at Hazira Plant
4043
51 MW wind power project of ONGC at Surajbari
85762
Energy Ef ficient Green Building at Mumbai
544
Energy Ef ficient Green Building at Dehra Dun
735
Gas Flaring Reduction at Neelam&Heera Asset
10
OTPC Natural gas based combined cycle power plant in Tripura, India
11
Energy Ef ficient Green Building at Kolkata
1881
12
Energy Ef ficient Green Building at Delhi
5940
65811
Total
5.
1612506
1896877
Has the company undertaken any other initiatives

onclean technology, energy ef ficiency, renewable
energy, etc.
Yes. The Company has taken a host of initiatives to
pursue clean technologies, energy ef ficiency
measures and renewable energy pursuits. Some of
these initiatives are spelled out in detail at Principle-2
under questionnaire 2 &3 (please refer to these for our
supplementary response against this questionnaire).
To name a few, the Company has taken some energy
saving initiatives such as:
Flare gas recovery
Use of turbo-expanders in LPG production
Use of wind and solar energy
Use of Gas gen set/Gas based captive power plant
Use of wind ventilators/vapour recovery unit
Waste heat recovery from gas turbines
Use of solar water heating systems and energy
ef ficient lighting
Arrest of steam leakages
Focussing on cleaner and renewable sources of
energy ONGC has implemented the renewable energy
wind project 51 MW at Bhuj, Gujarat, commissioned in
2008. The second of wind power project of 102 MW is
being developed at Jaisalmer, Rajasthan. ONGC aims
to reduce GHG emissions by focusing on improved
energy ef ficiency. The Company has also established
ONGC Energy Centre, a Trust set up by ONGC to
actively pursue alternate energy opportunities.
If yes, please give hyperlink for web page:
ht tp://w w w.ongcindia.com/wps/wcm/connect/ongc
india/Home/Initiatives/Corporate+Sustainability/
6.
Are the Emissions/Waste generated by the

company within the permissible limits given by
CPCB/SPCB for the financial year being reported?
Yes. The emissions & waste generated by the
Company is within permissible limits. Annual
Environment Compliance reports are submit ted by
the respective work units to respective State Pollution
Control Boards (SPCB). All the installations comply
with environmental regulations. Procedures are in
place for storage, handling and disposal of hazardous
chemicals and wastes.
7.
Number of show cause/ legal notices received
from CPCB/SPCB which are pending (i.e. not
resolved to satisfaction) as on end of Financial
Year:
There are few incidental instances of environmental
pollution as per regulations. All issues have been
resolved with CPCB / SPCB.
Principle 7: Businesses, when engaged in
influencing public and regulatory policy, should do
so in a responsible manner
Principle 7.1
Do you have a policy/policies for principle 7?
Public and regulatory policies relating to operation of
E&P Companies in India are formulated by the
Government of India.ONGC, perse, is not engaged in
influencing public and regulatory policy. However,
being a PSE and a responsible corporate citizen of
India, it conducts its business in a responsible manner
and always pursues the best ethical business
practices.
191
Principle 7.2
ONGC being a Public Sector Enterprise is under the
control of the Government of India, through the
Ministry of Petroleum & Natural Gas.
Principle 7.3
Does the policy conform to any national
/international standards? If yes, specif y?
(50words)
The Company pursues its business in a responsible
manner and policies are as per the best of prevailing
National & International standards as applicable for
E&P industry. ONGC was bestowed with Certificate of
Recognition for adopting exemplary corporate
governance practices, instituted by the Institute of
Company Secretaries of India. ONGC has also
received Excellent Rating for the year 2014-15 for
Compliance of Guidelines on Corporate Governance,
issued by Department of Public Enterprises (DPE) for
Central Public Sector Enterprises (CPSEs). ONGC
has secured 100% Score in this regard and is the only
Maharatna to achieve this distinction.
Principle 7.4
Board Director?
ONGC follows policies of the Gov t. of India. All its
internal policies are approved by the Board of
Directors or its designated authority.
Principle 7.5
Does the company have a specified committee of
Depending upon the area of operation, the relevant
function is under the purview of the concerned
Functional Director who ensures that the same is
being implemented in a responsible manner. The
ONGC Board has constituted a number of Board level
Commit tees to oversee functioning of respective
areas which are detailed in the Corporate Governance
Report of the Annual Report 2014-15.
Principle 7.6
The website of ONGC (w w w.ongcindia.com) has
links to the various policies of ONGC through which
one can assess that ONGC conducts its business in a
responsible manner.
Principle 7.7
ONGC functions in a transparent and ethical manner
and its policies are available on-line for all its internal &
ex ternal stakeholders. Further, being a PSE, it is

obliged to provide all information to citizens in line with
Right to Information Act, 2005.
Principle 7.8
ONGC has an elaborate organisation structure
comprising of 6 functional directors headed by
Chairman & Managing Director to ensure proper
implementation of all the policies in place.
Principle 7.9
policy/ policies?
Yes.
Principle 7.10
The Company has a dedicated Internal Audit
department and concurrently audits are conducted
through ex ternal agencies on regular basis to ensure
that the policies produce the desired results. Further,
being a PSE under Gov t. of Indias ambit, the
Company is subject to scrutiny by statutory bodies
such as CAG.
1.
Is your company a member of any trade and
chamber or association? If Yes, Name only those
major ones that your business deals with:
Yes. The Company has association with a number of
trade chambers & associations such as:
Federation of Indian Chambers of Commerce and

Industry (FICCI)
Confederation of Indian Industries (CII)
Standing Conference on Public Enterprises (SCOPE)
Petroleum Federation of India (PetroFed)

2.
Have you advocated/lobbied through above
associations for the advancement or improvement
of public good?
Yes/No; if yes specif y the broad areas (drop box:
Governance and Administration, Economic
Reforms, Inclusive Development Policies, Energy
securit y, Water, Food Securit y, Sustainable
Business Principles, Others)
ONGC has always advocated constructive suggestion
in area of ta xation mat ters, pricing policies, subsidy
sharing, exploration and licensing policies, policies
towards pursuing the energy security, sustainable
development, corporate social responsibility, that are
beneficial to the Industry in specific and society in
general. Fur ther, details are available on the
Companys site w w w.ongcindia.com.
192
Principle 8: Businesses should support inclusive

grow th and equitable development
Principle 8.1
ONGC supports inclusive grow th and equitable
development. A well-defined set of objectives,
beneficiaries, strategy and project activities are
undertaken by ONGC through its Corporate Social
Responsibility (CSR) and Sustainable Development
(SD) projects thereby contributing towards inclusive
development of the Nation. The objective is to yield
discernible, long-term, sustainable benefit for
communities in its operational areas & other backward
districts as identified by the Planning Commission,
GOI. This principle is one of the main pillars of the
existing CSR Policy.
Principle 8.2
Has the policy been formulated in consultation with
the relevant stakeholders?
ONGC being a Public Sector Enterprise follows CSR
Policy and policy on Sustainable Development as per
DPE Guidelines formulated by the Gov t. of India and
relevant provisions of the Companies Act, 2013.
Principle 8.3
international standar ds? If yes, specif y?
(50 words)
The CSR policy complies with Companies Act, 2013
and DPE Guidelines which meet International norms
on CSR.
Principle 8.4
Board Director?
All activities pursued under CSR & SD schemes are
approved by the competent authority as per Book of
Delegated Powers 2015.
Principle 8.5
The Company has a Commit tee on CSR & SD chaired
by an Independent Director which conforms to the
DPE Guidelines on CSR & SD as well as section 135 of
the Companies Act, 2013. Director (HR) is the nodal
Functional Director for implementation of CSR
initiatives of ONGC who executes the activities through
corporate and work centre level units.
Principle 8.6
The website of ONGC w w w.ongcindia.com has a
link to the CSR policy and policy on Sustainable
Development and other such activities of ONGC.
Principle 8.7
The existing policy has been uploaded on the website
of ONGC.
Principle 8.8
ONGC has dedicated departments for CSR at
corporate level as well as work centre level.
Principle 8.9
policy/policies?
Yes.
Principle 8.10
Since 2011-12, ONGC has been carrying out the third
party Impact Assessment of select CSR initiatives.
The impact assessment was carried out for the
following projects: 1) Varisthajan Swasthya Sewa
Abhiyan 2) Computer education project 3) Project
Utkarsh 4) Project eastern swamp deer 5) Project
mangrove restoration and conservation education
unit 6) project Haritmoksha. The assessment
shows a good correlation of results with its intended
objective.
1.
Does the company have specified programmes/
initiatives/projects in pursuit of the policy related
to Principle 8?
Yes. ONGC has played an anchor role in meeting
inclusive developmental goals across the country
particularly in the North Eastern parts of the country.
ONGCs operational presence is source of local
employment and livelihood generation which
improves the overall economic standards of the
community and region.Some of the projects and
initiatives in the given direction are as follows:
Projects on health care
(i) VaristhajanaSwasthyaSewaAbhiyan: ONGC and
Help-Age India Initiative
(ii) Community Hospital in Lakhimpur- Kheri, Ut tar
Pradesh:
(iii) Aids and Appliances to person with disability:
(iv) Government General Hospital (GGH), Kakinada:
(v) ONGC Mission Ujala:
Education & Vocational courses:
i. ONGC-GICEIT Computer Education Program:
ii. ONGC- The AkshayaPatra Foundation:
iii. Community School at Sitapur, Ut tar Pradesh:
iv. ONGC Super 30
193
i.
ii.
i.
ii.
Projects for Physically and Mentally challenged

ONGC Centre for vocational rehabilitation for the
dif ferently abled:
ONGC Cheshire Home Project for Physically and
Mentally Challenged:
Environment Sustainability:
Eastern Swamp Deer Conservation Project (Phase II) :
Harit Moksha: Green Cremation System
Development of Back ward Districts:
The sustainable development project is being
implemented in Jaisalmer, a backward district in
Rajasthan. Project involves set ting up of 49 Wind
Turbine Generators (WTG) each of capacity of 2.1 MW
with total capacity of 102.9 MW in association with M/S
Suzlon Energy Ltd. ONGC contribution towards the
project is `5620 million. 22 nos. of WTG have been
installed.
Women Empowerment:
ONGC as a leading organization and among the
founder member of Women in Public Sector (WIPS)
established way back in 1990 under the aegis of SCOPE
has always spearheaded women empowerment
Initiatives. Women Development Forum (WDF) an
internal wing of ONGC women Employees was also
formed in line with WIPS to encourage women
employee to explore their potential to the fullest.
The basic aims and objectives of WIPS are:
To promote the grow th and development of
Women in Public Sector.
To assist the Public Undertakings in optimising the
full potential in Women employees.
To play a cataly tic role in improving the status of
Women in and around PSEs
i)
ii)
iii)
iv)
2.
3.
4.
CSR Expenditure for the FY 2014-15

Focus Area
Education including Vocational courses
Health Care
Environment and ecological conservation
Entrepreneurship (self help and livelihood)
Initiatives for physically and mentally challenged
Women's empowerment and girl child development
Promotion of artisans, craf tsmen, musicians
Promoting sports and sports persons
Protection of heritage sites
Infrastructural support near ONGC operational area
Support for cultural / sports events, etc.
Water management including ground water recharge
Grand Total
194
Other CSR Initiatives:

Hortoki Water Supply Scheme
Rajeev Gandhi International Spor ts Complex,
Dehradun
Dashrath Stadium at Agartala
IIIT, Agartala
In addition to above major CSR initiatives undertaken
in 2014-15, ONGC has partnered with many NGO and
other non- profit organization in implementing several
other CSR initiative across our country. All work centre
of ONGC have designated CSR of fice to take care of
the local people.
Are the programmes/projects undertaken through
in-house team/own foundation/ex ternal NGO/
government structures/any other organization?
The company undertakes projects through in-house
department, NGOs and government agencies. The
CSR activities are essentially guided by project based
approach in line with the guidelines issued by the
Department of Public Enterprises and Ministry of
Corporate Af fairs of the Government of India. As per
DPE Guidelines, PSEs cannot implement the projects
through their employees / staf f.
Have you done any impact assessment of your
initiative?
Yes as stated at 8.10.
What is your companys direct contribution to
community development projects- Amount in INR
and the details of the projects undertaken?
Out of the total budget of ` 6606.12 million, an amount
of `4952.29 million was spent on various projects as
stated below during 2014-15:
Amt. consumed
46,07,70,250
35,77,58,278
2,87,41,84,398
1,38,56,873
3,36,72,170
83,23,966
2,08,80,463
1,22,10,264
1,57,00,000
93,86,76,949
20,40,00,923
1,22,53,307
4,95,22,87,841
5.
Have you taken steps to ensure that this

community development initiative is successfully
adopted by the community? Please explain in 50
words, or so.
Yes. Successful adoption of community development
initiatives by the respective community is ensured
through the project implementing agency. The CSR
project is developed based on need assessment af ter
due interaction with the opinion makers and / or
elected representatives and / or local government
agencies. The project implementation strategy
includes information dissemination, which helps in
adoption of the project by the local community.
Moreover, ONGCs operations are not adversely
af fecting indigenous communities. We have not
received any reported incidents of violation involving
rights of local community and indigenous people.
CSR policy covers engagement of communities
impacted by our operations and activities to come up
with solutions that enrich the social capital and
enhance positive outcomes of our activities. For
instance, we provide elderly health care through 20
mobile medical units operated by HelpAge. We also
provide prosthetic support to physically challenged
persons. Other communit y initiatives ar e
Haritmokhsa, education to tribal people, eradication
of malnutrition amongst others.
Principle 9: Businesses should engage with and
provide value to their customers and consumers in
a responsible manner
Principle 9.1
ONGC engages with customers and consumers in a
manner that demonstrates best business practises
and is a win-win proposition for all doing business
with the Company as per mutually agreed upon
business principles and deliverables. ONGCs main
customers are Oil Refining & Gas Marketing
Companies to which the Companys produce that is
oil and gas is allocated by the Government of India.
The Company enters into a Crude Oil Sale Agreement
(COSA) with the Oil Marketing Companies (OMCs)
and Gas Sales Agreement (GSA)with GAIL to whom it
sells the Crude Oil, Natural Gas etc, following the
crude oil /gas sales allocations as done by Gov t. of
India. The COSA/GSA incorporates suitable
provisions with regard to the quality and quantity of
the product being supplied by ONGC. Besides this,
ONGC also sells its produce to other direct customers
under GSA which is governed by the policies and
business principles of ONGC.
Principle 9.2
The COSA/GSA of ONGC has been arrived at in
consultation with OMCs and Gas marketing
companies on mutually agreed principles. Other
sales or purchase agreement are also agreed
mutually.ONGC has therefore laid down policies and

guidelines for engaging with and providing value to
their customers and consumers in a responsible
manner.
Principle 9.3
international standards? If yes, specif y? (50
words)
The specifications of quality and measurement in
COSA/GSA are in accordance with International
standards. More over ONGC ensures that policies
followed are as per guidelines of the Government of
India.
Principle 9.4
Yes. The COSA/GSA are signed by the designated
authorities af ter seeking approval as per Book of
Delegated Powers 2015.
Principle 9.5
Does the company have a specified commit tee
of the Board/Director/Of ficial to oversee the
Company has a structured and dedicated marketing
department / establishment headed by a General
Manager to oversee implementation of relevant
policies in this regard.
Principle 9.6
COSA/GSA being a bipar tite agreement is a
confidential document and is not available for
inspection to the public. However, general guidelines
with respect to conducting business with ONGC and
also the standard business/contract terms &
conditions of conducting business with ONGC are
available on the site w w w.ongcindia.com.
Principle 9.7
Policies, being an internal policy document, have
been circulated within the company (internal stake
holders). The need for circulation to ex ternal
stakeholders has not been felt; moreover, it may
compromise ONGCs commercial interests.
Principle 9.8
As given in response against 9.5 above.
Principle 9.9
policy/policies?
Yes. COSA/GSA has a built in mechanism for
stakeholders grievance redressal.
195
1.
2.
2a.
Sl.
1
2
3
4
5
6
Principle 9.10
The COSA/GSA is subject to review as may be
mutually agreed upon.
What percentage of customer complaints/
consumer cases are pending as on the end of
financial year :
None. There are no incidents this year for noncompliance with regulations. We have been
complying with all laws and regulations concerning
provision of our products and services and have not
been imposed any fines for non-compliance this
year.
Does the company display product information on
the product label, over and above what is
mandated as per local laws?
For crude oil sale, Batch wise certificates are issued
for Crude Oil, which includes various qualit y
parameters including the BS&W. Product labelling
related to storage procedures and safet y
precautions is clearly indicated at the ONGC
installation holding the crude.
All Natural Gas supplied by ONGC to various
customers conforms to the agreed contractual
specifications.
4.
IF ANSWER TO S.NO. 1 AGAINST ANY PRINCIPLE, IS NO, PLEASE EXPLAIN WHY: (TICK UP TO 2 OPTIONS)
Questions
The company has not understood the Principles
The company is not at a stage where it finds itself in a
position to formulate and implement the policies on
specified principles
The company does not have financial or manpower
resources available for the task
It is planned to be done within nex t 6 months
It is planned to be done within the nex t 1 year
Any other reason (please specif y)
3.
Governance related to BR
Indicate the frequency with which the Board of

Directors, Commit tee of the Board or CEO to
assess the BR performance of the Company.
Within 3 months, 3-6 months, Annually, More than
1 year
Annually.
3.
All VAPs are supplied with batch-wise test reports

and standard handling procedures to be followed in
line with OISD/other statutory standards. Relevant
BIS specifications (if applicable) and qualit y
cer tificates with parameters are issued while
dispatching. Product labelling related to storage
procedures and safety precautions are clearly
indicated at ONGC installations holding the VAP
product.
Is there any case filed by any stakeholder against
the company regarding unfair trade practices,
irresponsible advertising and/or anti-competitive
behaviour during the last five years and pending
as on end of financial year:
No.
Did your company carry out any consumer
survey/ consumer satisfaction trends?
Yes. The Company interacts on regular basis with its
B2B customers with respect to product quality and
pricing. This kind of engagement with our partners
ensures customer satisfaction. Any concerns related
to the product by any of our consumers are
addressed immediately. In view of constant
interaction and feedback through meetings, no need
has been felt to undertake separate surveys to
measure customer satisfaction.
Does the Company publish a BR or a

Sustainability Report? What is the hyperlink for
196
P1 P2
P3
P4
P5
P6
P7
P8
P9
NOT APPLICABLE
viewing this repor t? How frequently it is

published?
This is the third Report on Business Responsibility
and forms part of Annual Report 2014-15.
ONGC also publishes its Sustainability Report
annually based on Global Reporting Initiatives latest
reporting guidelines. The Sustainability Reports for
FY 09-10 till 13-14 are available on the corporate
website of the company w w w.ongcindia.com.

To,
The Members,
CIN: L74899DL1993GOI054155
(a) The Securities and Exchange Board of India

(Substantial Acquisition of Shares and Takeovers)
Regulations, 2011;
We have conducted the secretarial audit of the compliance

of applicable statutory provisions and the adherence to
good corporate practices by Oil and Natural Gas
Corporation Limited (the company). Secretarial Audit
was conducted in a manner that provided us a reasonable
basis for evaluating the corporate conducts/statutory
compliances and expressing our opinion thereon.
(b) The Securities and Exchange Board of India

(Prohibition of Insider Trading) Regulations,1992;
(c) The Securities and Exchange Board of India (Issue
of Capital and Disclosure Requirements)
Regulations, 2009;
Based on our verification of the companys books, papers,

minute books, forms and returns filed and other records
maintained by the company and also the information
provided by the Company, its of ficers, agents and
authorized representatives during the conduct of
secretarial audit, we hereby report that in our opinion, the
company has, during the audit period covering the financial
(d) The Securities and Exchange Board of India

(Employee Stock Option Scheme and Employee
Stock Purchase Scheme) Guidelines, 1999;
(e) The Securities and Exchange Board of India (Issue
and Listing of Debt Securities) Regulations, 2008;
(f) The Securities and Exchange Board of India
(Registrars to an Issue and Share Transfer Agents)
Regulations, 1993 regarding the Companies Act
and dealing with client;
year ended 31st March, 2015, complied with the statutory

provisions listed hereunder and also that the Company has
proper Board-processes and compliance-mechanism in
place to the ex tent, in the manner and subject to the
reporting made hereinaf ter:
(g) The Securities and Exchange Board of India

(Delisting of Equity Shares) Regulations, 2009;
and
We have examined the books, papers, minute books,

forms and returns filed and other records maintained by Oil
and Natural Gas Corporation Limited for the financial year
(h) The Securities and Exchange Board of India

(Buyback of Securities) Regulations, 1998;
st
ended 31 March, 2015 according to the provisions of:
We have also examined compliance with the

applicable clauses of the following:
(i) The Companies Act, 2013 (the Act) and the Rules made
thereunder;
(i) Secretarial Standards issued by The Institute of

Company Secretaries of India, though not mandatory;
(ii) The Securities Contracts (Regulation) Act, 1956

(SCRA) and the rules made thereunder;
(ii) The Equity Listing Agreements entered into by the

Company with the National Stock Exchange of India
Ltd. and the Bombay Stock Exchange Ltd.; and
(iii) The Depositories Act, 1996 and the Regulations and

Bye-laws framed thereunder;
(iv)Foreign Exchange Management Act, 1999 and the
rules and regulations made thereunder to the ex tent of
Foreign Direct Investment, Overseas Direct Investment
and Ex ternal Commercial Borrowings;
(iii) Guidelines on Corporate Governance for Central Public

Sector Enterprises as stipulated in the O.M. No.
18(8)/2005-GM dated 14th May, 2010 of the Ministry of
Heav y Industries and Public Enterprises, Government
of India.
(v) The following Regulations and Guidelines prescribed

under the Securities and Exchange Board of India Act,
1992:
During the period under review the Company has
197
complied with the provisions of the Act, Rules,

Regulations, Guidelines, Standards, etc. mentioned
above except to the ex tent as mentioned below:
Directors that took place during the period under

review were carried out in compliance with the
provisions of the Act.
1. Except for the period from 1st April, 2014 to 30th April,
Adequate notice is given to all directors to schedule the

Board and Commit tee Meetings. Agenda and detailed
notes on agenda are invariably dispatched by post or in
person or by e-mail and simultaneously placed on a
dedicated Portal (for Board members only) of the
Company which is password protected, at least seven
days in advance. However, if required, supplementary
note(s) on agenda are sent later, at shorter notice, for
information of the board members and a system exists
for seeking and obtaining further information and
clarifications on the agenda items before the meeting
and for meaningful participation at the meeting.
rd
th
2014 and 23 May, 2014 to 18 June, 2014, the

composition of the Board of Directors of the Company
during the year 2014-15 did not comply with the
provisions of Clause 49 of the Listing Agreement i.e.,
the Board of Directors did not comprise of the required
number of Independent Directors as per the terms of
the above mentioned Listing Agreements. The
vacancies caused due to retirement / vacation of the
Independent Directors have also not been filled up
within 180 days as per the terms of the Equity Listing
Agreement.
Unanimous decision is carried through while the

dissenting members views are captured and recorded
as part of the minutes.
2. For part of the year the composition of the Audit &

Ethics Commit te e and the Nomination and
Remuneration Commit tee were not as per the
requirements of the Act and the Listing Agreement.
During the period under review the Company has spent

4952.30 Million (2.79% of FY' 15 PAT) on Corporate
3. During the year no separate meeting of the

Independent Directors was held.
Social Responsibility Measures.

We further report that there are adequate systems and
processes in the company commensurate with the size
and operations of the company to monitor and ensure
compliance with applicable laws, rules, regulations and
guidelines.
We further report that:

Subject to our observations at serial No.1 to 3 above,
the Board of Directors of the Company is duly
constituted with proper balance of Executive Directors,
Non-Executive Directors and Independent Directors.
The changes in the composition of the Board of
For P. P. Agarwal & Co.

Company Secretaries
Pramod Prasad Agarwal
Proprietor
FCS No.: 4955
C. P. No.:10566
Place : New Delhi
Date : 01.07.2015
Note: This report is to be read along with our let ter of even date which is annexed as Annexure-A and forms an integral part
of this report.
198
ANNEXURE- A
To,
The Members,
The Secretarial Audit report of even date is to be read along with this let ter.
1.
Maintenance of secretarial record is the responsibility of the management of the company. Our responsibility is to
express an opinion on these secretarial records based on our audit.
2.
We have followed the audit practices and processes as were appropriate to obtain reasonable assurance about the
correctness of the contents of the Secretarial records. The verification was done on test basis to ensure that correct
facts are reflected in secretarial records. We believe that the processes and practices, we followed provide a
reasonable basis for our opinion.
3.
We have not verified the correctness and appropriateness of financial records and Books of Accounts of the
company.
4.
Where ever required, we have obtained the Management representation about the compliance of laws, rules and
regulations and happening of events etc.
5.
The compliance of the provisions of Corporate and other applicable laws, rules, regulations, standards is the
responsibility of management. Our examination was limited to the verification of procedures on test basis.
6.
The Secretarial Audit report is neither an assurance as to the future viability of the company nor of the ef ficacy or
ef fectiveness with which the management has conducted the af fairs of the company.
For P. P. Agarwal & Co.

Company Secretaries
Pramod Prasad Agarwal
Proprietor
FCS No.: 4955
C. P. No.:10566
Place: New Delhi

Date : 01.07.2015
199
The of fshore operations involve a high-level of precision and

expertise, something which is part of ONGCians' everyday life
Independent Auditors Report on Standalone

Independent Auditors Report on Standalone Financial Statements

To
The Members of Oil And Natural Gas Corporation Limited
1. Report on the Standalone Financial Statements
We have audited the accompanying standalone
financial statements of Oil and Natural Gas Corporation
Limited (the Company), which comprise the
Balance Sheet as at March 31st 2015, the Statement of
Profit and Loss, the Cash Flow Statement for the year
then ended, and a summary of the significant
accounting policies and other explanatory information.
2. Managements Responsibility for the Standalone
The Companys Board of Directors is responsible for
the mat ters stated in Section 134 (5) of the Companies
Act 2013 (The Act) with respect to the preparation of
these standalone financial statements that give a true
and fair view of the financial position, financial
performance and cash flows of the Company in
accordance with the accounting principles generally
accepted in India, including the Accounting Standards
specified under Section 133 of the Act, read with Rule 7
of the Companies (Accounts) Rules, 2014. This
responsibility also includes maintenance of adequate
accounting records in accordance with the provisions
of the Act for safeguarding of the assets of the Company
and for preventing and detecting frauds and other
irregularities; selection and application of appropriate
accounting policies; making judgments and estimates
that are reasonable and prudent; and design,
implementation and maintenance of adequate internal
financial controls, that were operating ef fectively for
ensuring the accuracy and completeness of the
accounting records, relevant to the preparation and
presentation of the financial statements that give a true
and fair view and are free from material misstatement,
whether due to fraud or error.
3. Auditors Responsibility
Our responsibility is to express an opinion on these
standalone financial statements based on our audit.
We have taken into account the provisions of the Act,
the accounting and auditing standards and mat ters
which are required to be included in the audit report
under the provisions of the Act and the Rules made
thereunder.
We conducted our audit in accordance with the
Standards on Auditing specified under Section 143 (10)
of the Act. Those Standards require that we comply with
ethical requirements and plan and perform the audit to
obtain reasonable assurance about whether the
financial statements are fre e from material
misstatement.
An audit involves performing procedures to obtain audit
evidence about the amounts and the disclosures in the
financial statements. The procedures selected depend
on the auditors judgment, including the assessment of
the risks of material misstatement of the financial
statements, whether due to fraud or error. In making
those risk assessments, the auditor considers internal
financial control relevant to the Companys preparation
4.
5.
6.
I.
II.
202
Auditors Report on Standalone Financial Statement
of the financial statements that give a true and fair view

in order to design audit procedures that are
appropriate in the circumstances, but not for the
purpose of expressing an opinion on whether the
company has in place an adequate internal financial
controls system over financial reporting and the
operating ef fectiveness of such controls. An audit also
includes evaluating the appropriateness of the
accounting policies used and the reasonableness of
the accounting estimates made by the Companys
Directors, as well as evaluating the overall presentation
of the financial statements.
We believe that the audit evidence we have obtained is
suf ficient and appropriate to provide a basis for our
audit opinion on the standalone financial statements.
Opinion
In our opinion and to the best of our information and
according to the explanations given to us, the aforesaid
standalone financial statements give the information
required by the Act in the manner so required and give
a true and fair view in conformity with the accounting
principles generally accepted in India, of the state of
af fairs of the Company as at March 31, 2015, and its
profit and its cash flows for the year ended on that date.
Emphasis of Mat ter
We draw attention to Note No. 44.1.1.b to the financial
statements with regard to the dispute between the
company and the Government of Gujarat in respect of
payment of Royalty on the crude oil produced in the
State. The accrual of the additional liabilit y of
`117,242.00 million, (reduced to the ex tent `16,440.00
million paid to Gujarat Government- refer note no. 31.2
to the financial statements), against which an amount of
`21,067.60 million has been paid with ef fect from
February 1, 2014 and considered as deposit, would
depend on the decision of the Hon'ble Supreme Court
of India. The amount of `117,242.00 million has been
disclosed as contingent liability.
Our opinion is not modified in respect of this mat ter.
Other Mat ters
The financial statements include the Companys share
in the total value of assets, liabilities, expenditure and
income of 134 blocks under New Exploration Licensing
Policy (NELPs)/Joint Venture (JVs) accounts for
exploration and production out of which 6 NELPs/JVs
accounts have been certified by other Chartered
Accountants and 17 NELP/JVs have been certified by
the management in respect of NELPs/JVs operated by
other operators. Our opinion is based solely on the
certificate of the other Chartered Accountants and
management certified accounts.
We have placed reliance on technical/commercial
evaluation by the management in respect of
categorization of wells as exploratory, development,
producing and dry well, allocation of cost incurred on
them, proved developed hydrocarbon reserves and
depletion ther eof on pr oducing pr oper ties,
impairment, liability for abandonment costs, liability

for NELP and nominated blocks for under
per formance against agreed Minimum Work
Programme and allocation of depreciation on process
plat forms to transportation and facilities.
Our opinion is not modified in respect of these mat ters.
7. Repor t on the Other Legal and Regulatory
Requirements
I. As required by the Companies (Auditors Report)
Order, 2015 (the Order), issued by the Central
Government of India in terms of the section 143(11) of
the Act, we give in Annexure 1 a statement on the
mat ters specified in the paragraphs 3 and 4 of the said
Order, to the ex tent applicable.
II. Based on the verification of books of account of the
Company and according to information and
explanations given to us, we give below a report on the
directions issued by the Comptroller and Auditors
General of India in terms of section 143 (5) of the Act:
a. According to information and explanations given
to us, the company has not been selected for
disinvestment.
b. According to information and explanations given
to us, the cases of waiver/write of f of debts/loans/
interest wherever applicable during the year along
with the reasons and amounts involved are stated
in Annexure 2.
c. According to information and explanations given
to us, the company has maintained adequate
records in respect of inventories lying with third
parties and assets received by the company as a
gif t from Government or other authorities.
d. We have carried out a review of age wise analysis
of significant pending legal/arbitration cases
based on the information and explanations made
available to us and report that the reasons for the
pendency are mainly on account of adjournment
and other mat ters related to legal procedures. We
also report that the company has in place a
monitoring mechanism for expenditure incurred
on such cases.
III. As required by section 143(3) of the Act, we report that:
a. We have sought and obtained all the information

and explanations which to the best of our
knowledge and belief were necessary for the
purposes of our audit.
b. In our opinion, proper books of account as required
by law have been kept by the Company so far as it
appears from our examination of those books.
c. The Balance Sheet, the Statement of Profit and
Loss, and the Cash Flow Statement dealt with by
this Report are in agreement with the books of
account.
d. In our opinion, the aforesaid standalone financial
statements comply with the Accounting Standards
specified under Section 133 of the Act, read with
Rule 7 of the Companies (Accounts) Rules 2014.
e. On the basis of the writ ten representations
received from the directors as on 31st March 2015
taken on record by the Board of Directors, none of
the directors is disqualified as on 31stMarch 2015
from being appointed as a director in terms of
Section 164 (2) of the Act.
f. The mat ter described under Emphasis of Mat ters
para above in the event of being decided
unfavourably, in our opinion, may have an adverse
impact on the functioning of the company.
g. With respect to the other mat ters to be included in
Auditors Report in accordance with Rule 11 of the
Companies (Audit and Auditors) Rules, 2014 in our
opinion and to the best of our information and
according to the explanations given to us:
i. The company has disclosed the impact of the
pending litigations on its financial position in its
financial statements- Refer Note 44.1.1 to the
ii. According to information and explanations given
to us, the company did not have any long term
contracts including derivative contracts for which
there were any material foreseeable losses- Refer
Note 51 to the financial statements.
iii. There has been no delay in transferring
amounts, required to be transferred, to the
Investor Education and protection Fund by the
Company.


For Lodha & Co.

(C.M. Dixit)
Partner (M.No. 017532)
(Narendra Jain)
(R. P. Singh)
For Mehra Goel& Co.

Firm Reg. No:000517N
For Varma & Varma

Firm Reg. No:004532S
(R. K. Mehra)
(P. R. Prasanna Varma)

Partner (M.No.025854)
Date : May 28, 2015

Place : New Delhi
203
Annexure 1 to Independent Auditors Report

(Referred to in paragraph 1 under Report on Other Legal
and Regulatory Requirements section of our report of even date)
i.
a. The Company has generally maintained proper

records showing full par ticulars including
quantitative details and situation of fixed assets.
b. As per the information and explanations given to us,
the fixed assets having substantial value, other than
those which are underground/submerged/under
joint venture have been physically verified by the
management in a phased manner, which in our
opinion is reasonable, having regard to the size of
company and nature of its business. The
reconciliation of physically verified assets with the
book records is in progress. Discrepancies noticed
on the physical verification and consequential
adjustments are carried out on completion of
reconciliation. According to information and
explanations given by the management and in our
opinion, the same is not material.
ii. a. According to the information and explanations
given by the management, the inventory has been
physically verified in the phased manner (excluding
inventory lying with third parties, at some of the
site-locations, inventory with joint ventures and
intra site material in transit) during the year by the
management. In our opinion, the frequency of
verification is reasonable.
b. In our opinion, considering the size of the company
and nature of its business, the procedure of
physical verification of inventory followed by the
management needs to be strengthened further.
c. The Company has generally maintained proper
records of inventor y. During the year, the
management has identified certain discrepancies
in the physical stock of crude oil which has been
writ ten of f as stated on Note No. 50 to the financial
Statements. According to the information and
explanations given by the management and in our
opinion, other
than as stated above the
discrepancies noticed on physical verification
between the physical stock and book records were
not material having regard to the size of the
Company and nature of its business. In case where
discrepancies noticed on physical verification have
been identified with inventory records, necessary
adjustments have been carried out in the books of
account. In respect of cases where the
reconciliation is not complete, the management
has stated that the ef fect of the same on the
accounts would be adjusted on completion of
reconciliation.
iii.
The Company has granted secured loans to five
parties covered in the register maintained under
section 189 of the Act.
iv.
v.
vi.
vii.
b.
204
a. According to information and explanations given to

us and based on our verification of books of
account, the receipt of principal amount and
interest are regular.
b. According to information and explanations given to
us and based on our verification of books of
account we report that, there was no overdue
amount in respect of such loans granted.
In our opinion, and according to the information and
explanations given to us, the internal control
pr ocedur es ar e generally adequate and
commensurate with the size of the Company and
the nature of its business with regard to purchases
of inventory and fixed assets and for the sale of
goods and services. During the course of our audit
we have not observed any continuing failure to
correct major weaknesses in internal controls.
In our opinion and according to information and
explanations given to us, the Company has not
accepted any deposits as per the provision of the
Act.
We have broadly reviewed the costs records
maintained by the Company pursuant to the
Companies (Cost Records and Audit) Rules, 2014,
as amended and prescribed by the Central
Government under sub section (1) of section 148 of
the Companies Act, 2013 and we are of the opinion
that prima facie the prescribed accounts and
records have been made and maintained.
However, we have not made a detailed examination
of the cost records with the view to determine
whether they are accurate or complete.
a. According to records of the Company, undisputed
statutor y dues including Provident Fund,
Employees State Insurance, Income Ta x, Sales
Ta x, Service Ta x, Wealth Ta x, Duty of Customs,
Duty of Excise, Value Added Ta x, Cess and other
statutory dues have been generally regularly
deposited with the appropriate authorities.
According to the information and explanations
given to us, no undisputed amounts payable in
respect of the aforesaid dues were outstanding as
at March 31, 2015 for a period more than six months
from the date of becoming payable.
According to the information and explanations given to
us, there were no dues in respect of Income Ta x,
Duty of Excise, Duty of Customs, Cess, Sales Ta x,
Service Ta x, Value Added Ta x and Wealth Ta x
which have not been deposited on account of any
dispute except the following:
(` in million)
Name of the
statute
Central Excise
Act, 1944
Nature of
Dues
Forum where dispute

is pending
Period to
which the
amount relates
(financial year)
Gross Amount
Involved
Central excise
duty/Interest/
Penalty
Commissioner (Appeals) of
Central Excise, Custom and
Service Ta x
2002-2007
109.20
108.54
0.66
Custom, Excise and Service

Ta x Appellate Tribunal
2001-2013
4,116.17
109.37
4,006.80
Hon. High Court
1996-2015
351.33
351.33
Hon. Supreme Court
1980-2005
Cess/ Interest

A.P. Mineral
Bearing
Ordinance
(infrastructure)
Cess Rules,
2005
Cess/ Interest
Hon. High Court
Amount
Unpaid
1,283.30
1,283.30
5,860.00
217.91
5,642.09
2004-2009
6.57
6.57
6.57
6.57
2005-2014
2,371.75
2,371.75
2,371.75
2,371.75
2007-08
5.00
1.00
4.00
Total (A)
Oil Industries
(Development)
Act, 1974
Amount
Paid under
Protest
Total (B)
Total (C)
The Custom
Act, 1962
Custom duty/
Penalty/
Interest

5.00
1.00
4.00
Income Ta x
Act, 1961
Income Ta x/
Penalty/
Interest
Commissioner (Appeals)
Hon. High Court
Hon. Supreme Court
2006-2012
2003-2010
1983-1986
74,701.19
1,002.78
740.22
44,819.55
14.86
-
29,881.64
987.92
740.22
Income Tax Appellate Tribunal
1995-2011
3,556.25
566.45
2,989.80
Total (D)
Total (E)
Central Sales
Ta x Act, 1956
and respective
States Sales
Ta x Act
Sales Ta x/
Turnover Ta x/
Penalty/
Interest
Finance Act,
1994
Service Ta x/
Interest/
Penalties
80,000.44
45,400.86
34,599.58
1993-2000
146.95
20.92
126.03
Hon. High Court
1978-2013
24,439.03
655.16
23,783.87
Joint Commissioner/
Commissioner CT-Appeals
2000-2010
3,227.65
39.38
3,188.27
Appellate Tribunal
27,813.63
715.46
27,098.17
Commissioner/Joint/Deputy
Commissioner of Central
Excise, Custom and
Service Ta x
Total (F)
2004-2015
2.09
1.98
0.11

2005-2012
93.46
93.42
0.04
Directorate General of
Central Excise, Custom
and Service Ta x
2006-2008
637.40
637.40
Hon. High Court
2004-2007
32.48
32.48
Total (G)
Grand Total (A+B+C+D+E+F+G)
765.43
95.40
670.03
116,822.82
46,430.63
70,392.19
205
xi.
c. The amount required to be transferred to investor

education and protection fund in accordance with
the relevant provisions of the Companies Act, 1956 (1
of 1956) and rules made thereunder has been
transferred to such fund within time.
viii. The Company does not have accumulated losses at
the end of the current financial year and has not
incurred cash losses either during the year or during
the immediately preceding financial year.
ix.
The Company has not issued any debentures and
has not borrowed any fund from financial institutions.
The company has not defaulted in repayment of dues
to the bank.
x.
In our opinion and according to the information and
explanations given to us, the terms and conditions on
which the Company has given guarantees for loans
taken by others from banks or financial institutions
are not prima facie prejudicial to the interest of the
Company.
xii.
The company has not availed any term loan during

the year.
According to the information and explanations given
to us, except for over reporting of crude oil
production and inventor y which is under
investigation as stated in note no. 50 to the financial
statements, no fraud on or by the Company has been
noticed or reported during the year.


For Lodha & Co.

(C.M. Dixit)
(Narendra Jain)
(R. P. Singh)
For Mehra Goel& Co.

Firm Reg. No:000517N
For Varma & Varma

Firm Reg. No:004532S
(R. K. Mehra)

Partner (M.No.025854)
Date : May 28, 2015

Place : New Delhi
206
Annexure 2 to Independent Auditors Report

(Referred to in paragraph ii (b) under Report on Other Legal and
Regulatory Requirements section of our report of even date)
Cases of waiver/write of f of debts/loans/Interest
The cases of waiver/write of fs of debts/loans/interest, wherever applicable during the year along with the reasons and
amount involved are as under:
` in million
Reasons
26.40
Set tlement of Arbitration award
0.01
Details of deposit not available
0.01
Forfeiture of Deposit
1.40
Disallowance of insurance claim
0.26
Long outstanding balance
28.08
Preparation of shot-hole drilling for seismic survey; ONGC made 22 new discoveries in FY'15 - 10 new prospects and 12 new pools
207
Balance Sheet as at 31st March, 2015

(` in million)
Particulars
EQUITY AND LIABILITIES

1 Shareholders funds
(a) Share capital
(b) Reserves and surplus
2 Non-current liabilities
(a) Deferred ta x liabilities (Net)
(b) Other Long term liabilities
(c) Long-term provisions
3 Current liabilities
(a) Short-term borrowings
(b) Trade payables
(c) Other current liabilities
(d) Short-term provisions
TOTAL
II.
ASSETS
1 Non-current assets
(a) Fixed assets
(i) Tangible assets
(ii) Producing Properties
(iii) Intangible assets
(iv) Capital work-in-progress
(v) Exploratory/Development Wells in Progress
(b) Non-current investments
(c) Long-term loans and advances
(d) Deposit under Site Restoration Fund Scheme
(e) Other non-current assets
2 Current assets
(a) Current investments
(b) Inventories
(c) Trade receivables
(d) Cash and Cash Equivalents
(e) Short-term loans and advances
(f) Other current assets
TOTAL
The accompanying notes are an integral part of these financial statements
Note No.
As at
31st March, 2015
As at
31st March, 2014
3
4
42,777.60
1,403,232.15
42,777.60
1,324,472.45
5
6
7
177,331.54
11,288.85
254,433.79
165,786.78
11,779.09
257,270.72
8
9
10
11
13,930.00
54,891.03
102,938.07
19,975.78
2,080,798.81
63,724.81
119,257.45
7,815.39
1,992,884.29
12
13
14
15
16
17
18
19
20
314,211.24
667,110.29
696.04
126,906.58
158,885.29
181,242.83
194,708.20
125,443.80
9,962.00
302,291.89
657,832.64
500.61
116,450.34
139,127.59
172,043.06
181,783.61
113,101.59
11,319.96
21
22
23
24
25
59,635.27
135,782.74
27,600.68
69,476.77
9,137.08
2,080,798.81
58,825.41
81,656.70
107,988.77
43,669.60
6,292.52
1,992,884.29
I.
1 to 54
For and on behalf of the Board

(N. K. Sinha)
Company Secretary
(A. K. Srinivasan)
Chief Financial Of ficer
(D.K.Sarraf)
In terms of our report of even date at tached

Firm Reg. No. 000517N
For Varma & Varma

Firm Reg. No. 004532S
For G D Apte & Co.

Firm Reg. No. 100515W
(R.K.Mehra)
(P. R.Prasanna Varma)

(C. M. Dixit)

For Lodha & Co.

Firm Reg. No.301051E
(Narendra Jain)
(R.P. Singh)
New Delhi
28th May, 2015
208
Statement of Profit & Loss

for the year ended 31st March, 2015
Particulars
I
II
Note No.
2014-15
2013-14
26
830,934.67
2,225.06
828,709.61
53,665.67
882,375.28
842,027.80
3,125.09
838,902.71
67,131.99
906,034.70
(1,674.29)
44.11
392,662.80
1,042.80
31.80
393,334.90
19,146.47
86,078.16
114,583.12
27.87
2,115.60
3,839.09
616,822.93
265,552.35
265,552.35
265,552.35
15,911.62
62,445.15
109,258.90
3.57
2,188.50
(2,501.86)
581,715.38
324,319.32
324,319.32
324,319.32
82,000.00
(5,848.30)
12,071.11
177,329.54
65,500.00
(2,800.00)
2,145.87
38,525.38
220,948.07
20.73
25.83
INCOME
Revenue from operations (Gross)
Less: Excise Duty
Revenue from operations (Net)
Other Income
Total Revenue
EXPENSES
(Increase)/ Decrease in inventories
Purchases of Stock-in-Trade
Production, Transportation, Selling and Distribution Expenditure
Exploration Costs writ ten of f
- Survey Costs
- Exploratory well Costs
Financing Costs
Adjustments relating to Prior Period (Net)
Total Expenses
Profit before Exceptional, Ex traordinary items and Tax
Exceptional items
Profit before Ex traordinary items and Tax
Ex traordinary items
Profit before Tax
Tax Expense
- Current Ta x
- MAT Credit Entitlement
- Earlier years
- Deferred Ta x
Profit af ter Ta x
Earnings per Equity Share - Basic and Diluted (`)

(Face Value ` 5/-Per Share)
The accompanying notes are an integral part of these financial statements
(` in million)
28
29
44.2.2
31
32
33
34
35
36
1 to 54

(N. K. Sinha)
Company Secretary
(A. K. Srinivasan)
(D.K.Sarraf)

For Varma & Varma

For G D Apte & Co.

(R.K.Mehra)
(P. R.Prasanna Varma)

(C. M. Dixit)

For Lodha & Co.

Firm Reg. No.301051E
(Narendra Jain)
(R.P. Singh)
New Delhi
28th May, 2015
209
Cash Flow Statement

(` in million)
Year Ended
31st March, 2015
A. CASH FLOW FROM OPERATING ACTIVITIES:
Net Profit before ta x and ex traordinary items
Adjustments For:
- Prior Period Items
- Depreciation, Depletion, Amortisation & Impairment
- Exploratory Well Costs Writ ten of f
- Interest on Borrowings
- Unrealized Foreign Exchange Loss/(Gain)
- Provision for Leave Encashment
- Provision for other Employee Benefits
- Other Provision and Write of fs
- Excess Provision writ ten back
- Provision for Abadonnment
- Interest Income
- Excess Liability writ ten Back
- Amortization of Government Grant
- Dividend Income
Year Ended
31st March, 2014
265,552.35
3,839.09
114,583.12
86,078.16
27.87
222.91
1,556.81
3,279.49
2,115.60
(6,456.33)
283.48
(30,564.45)
(856.54)
(14.17)
(4,889.51)
Operating Profit before Working Capital Changes

Adjustments for:- Receivables
- Loans and Advances
- Other Current Assets
- Inventories
- Trade Payable and Other Liabilities
169,205.53
324,319.32
(2,501.86)
109,258.90
62,445.15
3.57
341.11
(17,273.47)
2,764.16
2,188.50
(16,328.86)
243.56
(33,006.23)
(2,836.39)
(2.87)
(3,744.37)
434,757.88
(54,503.49)
(28,881.97)
(225.33)
(542.54)
(24,277.96) (108,431.29)
101,550.90
425,870.22
2,779.65
(2,677.53)
4,300.38
(2,704.45)
29,225.79
30,923.84
Cash generated from Operations

Direct Ta xes Paid (Net of ta x refund)
Cash Flow before prior period
Prior period items (Cash items)
Net Cash Flow from Operating Activities 'A'
326,326.59
(76,080.81)
250,245.78
(524.60)
249,721.18
456,794.06
(78,080.58)
378,713.48
166.71
378,880.19
B. CASH FLOW FROM INVESTING ACTIVITIES:

Purchase of Fixed Assets
Sale of Fixed Assets
Exploratory and Development Drilling
Advance/Investment in Joint Controlled Entities
Loan to Associates
Loan and advances to Subsidiary
Investments/Loans to Public Sector Undertakings
Deposit in Site Restoration Fund
Dividend Received from Associates
Dividend Received from Other Investment
Interest Received
Net Cash Flow from Investing Activities 'B'
(82,389.32)
62.27
(177,557.51)
(2,516.54)
350.45
(5,961.93)
(12,342.21)
37.80
4,851.71
26,332.31
(249,132.97)
(101,082.42)
7.28
(199,047.62)
(9,910.69)
337.88
6,941.01
(26,707.47)
(11,770.38)
11.46
3,732.91
31,984.50
(305,503.54)
210
Cash Flow Statement

(` in million)
Year Ended
31st March, 2015
Year Ended
31st March, 2014
13,930.00
C. CASH FLOW FROM FINANCING ACTIVITIES:

Short Term Borrowings
Dividend Paid
(79,133.08)
(83,399.48)
Ta x on Dividend
(15,748.94)
(14,170.69)
(24.28)
(3.57)
Net Cash Flow from Financing Activities 'C'
(80,976.30)
(97,573.74)
Net increase/(decrease) in Cash and
(80,388.09)
(24,197.09)
107,988.77
132,185.86
27,600.68
107,988.77
(80,388.09)
(24,197.09)
Interest Paid
Cash Equivalents (A+B+C)

Cash and Cash Equivalents as at 1st April, 2014
(Opening Balance)
Cash and Cash Equivalents as at 31st March, 2015*
Note 23
(Closing Balance)
Notes:
1.
The above Cash Flow Statement has been prepared under the 'Indirect Method' as set out in the Accounting Standard (AS) 3 on
Cash Flow Statements issued by The Institute of Chartered Accountants of India.
2.
*Includes Term deposits of `17,340 million (Previous year nil) pledged to Banks against Short term loan taken from Banks. Also
includes restricted amount of ` 247.24 million (Previous year `242.01 million) earmarked for payment of unclaimed dividend.
3.
Brackets indicate cash out flow/ deduction.
Previous year figures have been re-grouped/re-classified wherever necessary to conform to the current years presentation.

(N. K. Sinha)
Company Secretary
(A. K. Srinivasan)
(D.K.Sarraf)

For Mehra Goal & Co
For Varma & Varma

For G.D. Apte & Co.

(R. K. Mehra)
(Narendra Jain)
New Delhi
28th May, 2015

Partner (Mem. No. 025854)
(C.M. Dixit)
For Lodha & Co.

Firm Reg. No. 30105IE
(R.P. Singh)
211
Notes to Financial Statements for the year ended 31st March, 2015
1. Corporate information
Oil and Natural Gas Corporation Limited (ONGC or
the Company) is a public limited company domiciled
and incorporated in India. The Companys shares are
listed and traded on Stock Exchanges in India. The
Company is engaged in exploration, development and
production of crude oil and natural gas.
2. Significant Accounting Policies
a.
Basis of preparation
The financial statements are prepared under the
historical cost convention on accrual basis in
accordance with Generally Accepted Accounting
Principles (GA AP), applying the Successful
Ef forts Method as per the Guidance Note on
Accounting for Oil and Gas Producing Activities
(Revised) issued by the Institute of Chartered
Accountants of India and Accounting Standards
as prescribed under the Companies (Accounts)
Rules, 2014 and provisions of the Companies Act,
2013.
As the operating cycle cannot be identified in
normal course due to the special nature of
industry, the same has been assumed to have
duration of 12 months. Accordingly, all assets and
liabilities have been classified as current or noncurrent as per the Companys operating cycle
and other criteria set out in the Schedule III to the
Companies Act, 2013.
The financial statements are presented in Indian
Rupees and all values are rounded to the nearest
million except otherwise stated.
b.
Use of Estimates
The preparation of financial statements requires
estimates and assumptions which af fect the
reported amount of assets, liabilities, revenues
and expenses of the reporting period. The
dif ference bet ween the actual results and
estimates are recognized in the period in which
the results are known or materialized.
c.
Government Grant
Government Grant related to acquisition of Fixed
Assets is treated as Deferred Government Grant
and an amount equal to propor tionate
depreciation of such assets is credited to
Statement of Profit and Loss.
d. Fixed Assets
d.1 Tangible Assets
d.1.1 Fixed assets are stated at historical cost less
accumulated depreciation and impairment.
Fixed assets received as donations/gif ts are
capitalised at assessed values with corresponding
credit taken to Capital Reserve.
d.1.2 All costs, net of applicable ta x credits, relating to
acquisition of fixed assets till the time of bringing
the assets to working condition for intended use

are capitalised.
d.2 Intangible Assets
Intangible assets are stated at cost of acquisition,
net of applicable ta x credits, less accumulated
amortization and impairment.
e.
Exploration, Development and Production Costs
e.1 Pre-acquisition cost
Expenditure incurred before obtaining the right(s)
to explore, develop and produce oil and gas are
expensed as and when incurred.
e.2 Acquisition Cost
Acquisition costs of an oil and gas property are
costs related to right to acquire mineral interest
and are accounted/ treated as follows:Exploration and Development stage:
Acquisition cost relating to projects under
exploration or developments are initially
accounted as capital work in progress. Such
costs are capitalized by transferring to Producing
Property when a well is ready to commence
commercial production. In case of abandonment/
relinquishment, such costs are writ ten of f.
Production stage:
Acquisition costs of a producing oil and gas
property are capitalized as proved property
acquisition cost under producing properties and
amortized over the production profile of the
underlying asset using the unit of production
method over proved reserves.
e.3 Survey Cost
Cost of Sur vey and prospecting activities
conducted in the search of oil and gas are
expensed as exploration cost in the year in which
these are incurred.
e.4 Exploratory/ Development Wells in Progress
e.4.1 All exploration costs incurred in drilling and
equipping exploratory and appraisal wells, cost of
drilling exploratory type stratigraphic test wells
are initially capitalized as Exploratory Wells in
Progress till the time these are either transferred
to Producing Properties on completion as per
note no.2. f.1.1 or expensed as exploration cost
(including allocated depreciation) as and when
determined to be dry or of no further use, as the
case may be.
e.4.2 Costs of exploratory wells are not carried unless
there are indications of suf ficient quantity of
reserves and suf ficient progress is being made in
assessing the reserves and the economic and
operating viability of the project. All such carried
costs are subject to review for impairment as per
note no. 2.n.7.
212
e.4.3 All costs relating to Development Wells are initially

capitalized as Development Wells in Progress
and transferred to Producing Properties on
completion as per note no. 2.f.
f.
Producing Properties
f.1.1 Producing Properties are created in respect of an
area/field having proved developed oil and gas
reserves, when the well in the area/field is ready
to commence commercial production.
f.1.2 Cost of temporary occupation of land, successful
explorator y wells, all development wells,
depreciation on related equipment, facilities and
estimated future abandonment costs are
capitalised and reflected as Producing Properties.
g.
Production Costs
Production costs include pre-well head and postwell head expenses including depreciation and
applicable operating costs of support equipment
and facilities.
h.
Side tracking
h.1 In case of an exploratory well, Cost of Side-tracking
is treated in the same manner as the cost incurred
on a new exploratory well. The cost of abandoned
portion of side tracked exploratory wells is
expensed as Exploratory Well Cost written of f..
h.2 In case of development wells, the entire cost of
abandoned por tion and side tracking is
capitalised.
h.3 In case of Producing wells, if the side-tracking
results in additional proved developed oil and gas
reserves or increases the future economic
benefits therefrom beyond previously assessed
standard of performance, the cost incurred on
side tracking is capitalised, whereas the cost of
abandoned portion of the well is depleted in the
normal way. Otherwise, the cost of side tracking is
expensed as Work over Expenditure
i.
Abandonment Cost
i.1 The full eventual estimated liability towards costs
relating to dismantling, abandoning and restoring
well sites and allied facilities are recognized in
respective assets when the well is complete /
facilities are installed. The abandonment cost on
dry well is expensed as exploratory well cost.
i.2 Provision for abandonment cost is updated based
on the technical assessment at current costs. The
ef fects of changes resulting from revisions to
estimated liability are adjusted to the carrying
amount of the related Asset and considered for
depletion on a prospective basis.
j.
Jointly Controlled Assets
The Company has Joint Ventures in the nature of
Production Sharing Contracts (PSC) with the
Government of India and various body corporates
for exploration, development and production
activities.
j.1
The companys share in the assets and liabilities

along with at tributable income and expenditure of
the Jointly Controlled Assets is merged on line by
line basis with the similar items in the Financial
Statements of the Company and adjusted for
depreciation, depletion, sur vey, dr y wells,
abandonment, impairment and sidetracking in
accordance with the accounting policies of the
Company.
j.2 Disposal of Interest
Gain or loss on sale of interest in a cost center, is
recognized in the statement of profit and loss,
except that no gain is recognized at the time of
such sale if substantial uncertainty exists about
the recovery of the costs applicable to the
retained interest or if the company has substantial
obligation for future performance. The gain in
such situation is treated as recovery of cost
related to that cost center.
j.3 The hydrocarbon reserves in such areas are
taken in proportion to the participating interest of
the Company.
k.
Investments
Long-term investments are valued at cost.
Provision is made for any diminution, other than
temporary, in the value of such investments.
Current Investments are valued at lower of cost
and fair value.
l.
Inventories
l.1 Finished goods (other than Sulphur) and stock in
pipelines/tanks and carbon credits are valued at
cost or net realisable value whichever is lower.
Cost of finished goods is determined on
absorption costing method. Sulphur is valued at
net realisable value. The value of inventories
includes excise dut y, royalt y (wherever
applicable) but excludes Cess.
l.2 Crude oil in unfinished condition in flow lines up to
Group Gathering Stations/plat form and Natural
gas is not valued as it is not stored.
l.3 Inventory of stores and spare parts is valued at
weighted average cost or net realisable value,
whichever is lower. Provisions are made for
obsolete and non-moving inventories.
l.4 Unserviceable and scrap items, when determined,
are valued at estimated net realisable value.
m. Revenue Recognition
m.1 Revenue from sale of products is recognized on
transfer of custody to customers.
m.2 Sale of crude oil and gas (net of levies) produced
from Wells in Progress is deducted from
expenditure on such wells.
m.3 Sales are inclusive of all statutory levies except
Value Added Ta x (VAT). Any retrospective revision
in prices is accounted for in the year of such
revision.
213
m.4 Revenue in respect of the following is recognized

when there is a reasonable certainty regarding
ultimate collection:
a. Short lif ted quantity of gas
b. Gas pipeline transportation charges
c. Reimbursable subsidies and grants
d. Surplus from Gas Pool Account
e. Interest on delayed realization from customers
f. Liquidated damages from contractors/suppliers
m.5 Dividend income is recognized when right to
receive is established. Interest income is
recognized on time proportion basis taking into
account the amount outstanding and rate applicable.
n.
Depreciation, Depletion, Amortisation and
Impairment
Depreciation
n.1 Depreciation on fixed assets is provided for under
the written down value method over the useful life of
Asset as specified in Schedule II to the Companies
Act, 2013 except in case of certain items of plant
and equipment where useful life ranging from 3 to
25 years has been considered based on technical
assessment by the management which is lower
than the useful life prescribed under schedule II to
the Companies Act 2013.
n.2 Depreciation on additions/deletions during the
year is provided on pro rata basis with reference
to the date of additions/deletions except low value
items not exceeding ` 5,000/- which are fully
depreciated at the time of addition.
n.3 Depreciation on subsequent expenditure on fixed
assets arising on account of capital improvement
or other factors is provided for prospectively over
the remaining useful life.
Depreciation on refurbished/revamped assets
which are capitalized separately is provided for
over the reassessed useful life, which is not more
than the life specified in Schedule II to the
n.4 Depreciation on fixed assets (including support
equipment and facilities) used for exploratory/
development drilling and on production facilities
is initially capitalised as part of drilling cost or
producing properties and expensed/depleted as
stated in Note no. 2.f and 2.n.5. Depreciation on
equipment/ assets deployed for survey activities
is charged to the Statement of Profit and Loss.
n.5 Depletion
Producing Properties are depleted using the
Unit of Production Method. The rate of depletion
is computed with reference to an area covered by
individual lease/license/asset/ amortization base
by considering the proved developed reserves
and related capital costs incurred including
estimated future abandonment costs net of
salvage value. Acquisition cost of Producing
n.6
n.7
o.
214
Properties is depleted by considering the proved

reserves. These reserves are estimated annually
by the Reserve Estimates Commit tee of the
Company, which follows the International
Reservoir Engineering Procedures.
Amortisation
Leasehold land is amortized over the lease period
except perpetual leases.
Intangible assets are amortized on Straight Line
Method (SLM) over the useful life not exceeding
five years from the date of capitalization.
Impairment
Producing Properties, Development Wells in
Progress (DWIP), and Fixed Assets (including
Capital Works in Progress) of a Cash Generating
Unit (CGU) are reviewed for impairment at each
Balance Sheet date. In case, events and
circumstances indicate any impairment,
recoverable amount of these assets is
determined. An impairment loss is recognized,
whenever the carrying amount of such assets
exce eds the r ecoverable amount. The
recoverable amount is higher of its value in use
or net selling price (if determinable). In assessing
value in use, the estimated future cash flows from
the use of assets and from its disposal at the end
of its useful life are discounted to their present
value at appropriate rate.
An impairment loss is reversed if there is increase
in the recoverable amount and such loss either no
longer exists or has decreased. Impairment loss /
reversal thereof is adjusted to the carrying value
of the respective assets, which in case of CGU, is
allocated to its assets on a pro-rata basis.
Subsequent to impairment, depreciation is
provided on the revised carrying value of the
assets over the remaining useful life.
Impairment testing during exploratory phase is
carried out at area level when fur ther exploration
activities are not planned in near future or when
suf ficient data exists to indicate that although a
development in the specific area is likely to
proceed, the carrying amount of the exploration
asset is unlikely to be recovered in full from
successful development or by sale. Impairment is
reversed subsequently, to the ex tent that
conditions for impairment are no longer present.
Foreign Exchange Transactions
Transactions in foreign currencies are accounted
for at the exchange rate prevailing on the date of
the transaction. Foreign currency monetar y
assets and liabilities at the year-end are translated
using mean exchange rate prevailing on the last
day of the financial year. The loss or gain thereon
and also the exchange dif ferences on set tlement
of the foreign currency transactions during the
year are recognized as income or expense and
adjusted to the Statement of Profit and Loss.

p.
Employee Benefits
p.1 All short term employee benefits are recognized
at their undiscounted amount in the accounting
period in which they are incurred.
p.2 Employee Benefit under defined contribution
plans comprising provident fund etc. is
recognized based on the undiscounted amount
of obligations of the company to contribute to the
plan. The same is paid to a fund administered
through a separate trust.
p.3 Employee benefits under defined benefit plans
comprising of gratuit y, leave encashment,
compensated absences, post-retirement medical
benefits and other terminal benefits are
recognized based on the present value of defined
benefit obligation, which is computed on the basis
of actuarial valuation using the Projected Unit
Credit Method. Actuarial Liability in excess of
respective plan assets is recognized during the
year. Actuarial gains and losses in respect of postemployment and other long-term benefits are
recognized during the year. The Company
contributes all ascertained liabilities with respect
to Gratuity and leave/compensated absences to
the ONGCs Gratuity Fund Trust (OGFT) and Life
Insurance Corporation of India (LICI) respectively.
Other defined benefit schemes are unfunded.
q.
Voluntary Retirement Scheme
Expenditure on Voluntary Retirement Scheme
(VRS) is charged to the Statement of Profit and
Loss when incurred.
r.
General Administrative Expenses
General administrative expenses which are directly
attributable are allocated to activities and the
balance is charged to Statement of Profit and Loss.
s.
Insurance claims
The company accounts for insurance claims as
under :s.1 In case of total loss of asset, by transferring either
the carrying cost of the relevant asset or
insurance value (subject to deductibles),
whichever is lower under the head Claims
Recoverable-Insurance on intimation to Insurer.
In case insurance claim is less than carrying cost,
the dif ference is charged to Statement of Profit
and Loss.
s.2 In case of partial or other losses, expenditure
incurred/payments made to put such assets back
into use, to meet third party or other liabilities
(less policy deductibles) if any, are accounted for
as Claims Recoverable-Insurance. Insurance
Policy deductibles are expensed in the year the
corresponding expenditure is incurred.
s.3 As and when claims are finally received from
insurer, the dif ference, if any, between Claims
t.
u.
v.
w.
x.
y.
z.
Recoverable-Insurance and claims received is

adjusted to Statement of Profit and Loss.
Research Expenditure
Expenditure of capital nature are capitalised and
expenses of Revenue nature are charged to the
Statement of Profit and Loss, as and when
incurred.
Taxes on Income
Provision for current ta x is made as per the
provisions of the Income Ta x Act, 1961. Deferred
Ta x Liabilit y/Asset resulting from timing
dif ference between book profit and ta xable
profit is accounted for considering the ta x rate
and laws that have been enacted or substantively
enacted as on the Balance Sheet date. Deferred
Ta x Asset is recognized and carried forward only
to the ex tent that there is reasonable certainty
that the asset will be realized in future.
Borrowing Costs
Borrowing Cost specifically identified to the
acquisition or construction of qualif ying assets is
capitalized as part of such assets. A qualif ying
asset is one that necessarily takes substantial
period of time to get ready for intended use. All
other borrowing costs are charged to the
Rig Days Costs
Rig movement costs are booked to the nex t
location drilled/planned for drilling. Abnormal Rig
days costs are considered as unallocable and
charged to the Statement of Profit and Loss.
Unamortised Expenditure
Dry docking charges of Rigs/ Multipurpose
Supply Vessels (MSVs), Geo Technical Vessels
(GTVs), Well Stimulation Vessels, Of fshore
Supply Vessels (OSVs), Rig/equipment
mobilization expenses and other related
expenditure is amortized over the period of use
not exceeding five years and the balance is
carried under head Unamortized Expenditure" in
the Balance Sheet.
Pr ovisions, Contingent Liabilities and
Contingent Assets
Provisions involving substantial degree of
estimation in measurement are recognized when
there is a present obligation as a result of past
events and it is probable that there will be an
out flow of resources embodying economic
benefits. Contingent Assets are neither
recognized nor disclosed in the financial
statements. Contingent liabilities are disclosed by
way of notes to account.
Earnings per Share
Basic earnings per share are computed by
dividing the net profit af ter ta x by the weighted
average number of equity shares outstanding
215
aa. Cash Flow Statement

Cash flows are reported using the indirect method,
where by profit before tax is adjusted for the ef fects
of transactions of a non-cash nature, any deferrals
or accruals of past or future operating cash receipts
or payments and item of income or expenses
associated with investing or financing cash flows.
The cash flows from operating, investing and
financing activities of the Company are segregated.
during the period. Diluted earnings per share is

computed by dividing the profit af ter ta x by the
weighted average number of equity shares
considered for deriving basic earnings per share
and also the weighted average number of
equity shares that could have been issued
upon conversion of all dilutive potential equity
shares.
3.
Share Capital
(` in million)
Particulars
Authorised:
30,000,000,000 Equity Shares of ` 5 each
(Previous Year 30,000,000,000 Equity Shares of ` 5 each)
Issued and Subscribed:
( Previous Year 8,555,528,064 Equity Shares of ` 5 each)
Paid up :
Add: Shares forfeited
TOTAL
3.1
As at
31st March, 2014
As at
31st March, 2015
150,000.00
150,000.00
42,777.64
42,777.64
42,777.45
42,777.45
0.15
42,777.60
0.15
42,777.60
Reconciliation of the equity shares outstanding at the beginning and at the end of the reporting period
As at 31st March, 2015
No. in
` in
million
million
Particulars
Outstanding at the beginning of the year

Changes during the year
Outstanding at the end of the year
8,555.49
8,555.49
42,777.45
42,777.45

No. in
` in
million
million
8,555.49
8,555.49
42,777.45
42,777.45
3.2
Terms/rights at tached to equity shares

The company has only one class of equity shares having a par value of ` 5 per share. Each holder of equity shares
is entitled to one vote per share. The dividend proposed by the Board of Directors is subject to the approval of the
shareholders in the ensuing Annual General Meeting.
In the event of liquidation of the company, the holders of equity shares will be entitled to receive remaining assets of
the company, af ter distribution of all preferential amounts. The distribution will be in proportion to the number of
equity shares held by the shareholders.
3.3
Details of shareholders holding more than 5% shares in the company are as under:As at 31st March, 2015
Name of the Share Holders
%
holding
No. in
million
%
holding
5897.76
68.94
5897.76
68.94
Life Insurance Corporation of India
677.18
7.92
666.70
7.79
Indian Oil Corporation Limited
657.92
7.69
657.92
7.69
No. in
million
President of India
216
3.4
4.
Pursuant to the approval of the members dated

28.01.2011, during the financial year 2010-11, one
equity share having face value of `10/- each had
been sub-divided into two equity shares of `5/each and bonus shares in proportion of one new
equity bonus share of `5/- each for every one fully
paid up equity share of `5/- each held on
09.02.2011 (record date) had been allot ted. The

company has issued total 4,277.75 million equity
shares of face value of `5 each issued as fully paid
up by way of bonus shares during the period of five
years immediately preceding the reporting date.
Shares reserved for issue under option: Nil
(previous year nil)
3.5
Reserves and Surplus
(` in million)
Particulars
As at
31st March, 2015
As at
31st March, 2014
159.44
159.44
Capital Reserve (Note-4.1)

As per last Balance Sheet
Deferred Government Grant (Note-2.c)
a) As per last Balance Sheet
b) Less: Deduction during the year*
24.66
14.17
General Reserve
Less: Depeciation Adjusted against reserves
(net of deferred ta x) (Note 12.5)
b) Less: Impairment loss (net of deferred ta x)
c) Add: Transferred from Surplus
10.49
1,324,288.35
177,329.54
4,277.75
76,999.44
16,256.28
79,796.07
TOTAL
24.66
1,201,567.67
1,022.20
79,796.07 1,403,062.22
Surplus
b) Add: Profit af ter Ta x for the year
c) Less: Proposed Dividend (Note 4.2)
d) Less: Interim Dividend
e) Less: Ta x on Dividend
f) Less: Transferred to General Reserve
27.53
2.87
3,143.02
125,863.70 1,324,288.35
220,948.07
2,138.87
79,138.31
13,807.19
125,863.70
1,403,232.15
1,324,472.45
* Represents the amount equivalent to depreciation transferred to the Statement of Profit and Loss.
4.1
Represents assessed value of assets received as gif t.
4.2
The Board of Directors has recommended a final dividend of `0.50 per share (previous year `0.25 per share)
which is subject to the approval of the shareholders in the ensuing Annual General Meeting over and above
the interim dividend of `9.00 per share (Previous year `9.25 per share).
217
5.
Deferred Tax Liabilities (Net)

Disclosure under Accounting Standard-22 on 'Accounting for Ta xes on Income' is as under:
As at
31 March, 2015
Particulars
st
(i) Liabilities
Depletion of Producing Properties
Depreciation Allocated to Wells in Progress and
expenses relating to NELP blocks
Unamortised Expenditure writ ten of f
Development Wells-in-Progress
Others
Total (i)
(ii) Assets
Depreciation
Exploratory wells writ ten of f
Provision for Non Moving Inventories
Provision for Doubtful Debts/Claims/Advances/Interest Accrued
Provision for Abandonment
Provision towards Additional Profit Petroleum & interest thereon
Provisions unpaid u/s 43B of Income Ta x Act, 1961
Others
Total (ii)
DEFERRED TA X LIABILITY (Net) (i - ii)
6.
218,766.58
23,002.57
3,385.09
11,103.75
12,511.65
277,505.67
3,718.06
10,052.58
7,300.79
262,840.58
14,670.18
29,079.78
1,762.13
4,858.02
34,364.43
3,638.61
1,735.81
10,065.17
100,174.13
177,331.54
19,978.75
18,340.46
1,876.75
4,270.17
38,633.84
3,426.45
766.87
9,760.51
97,053.80
165,786.78
(` in million)
As at
31st March, 2015
Trade payables
- Outstanding dues to other than Micro & Small Enterprises
Others
- Deposits from Suppliers and Contractors
- Liability for Capital Goods
- Liquidated Damages deducted
- Other Liabilities
TOTAL
As at
31st March, 2014
720.24
998.01
252.34
94.62
9,538.19
683.46
31.23
88.60
9,904.05
757.20
11,288.85
11,779.09
Long Term Provisions
(` in million)
As at
31st March, 2015
Particulars
Provision for Employee benefits (Note 37.1.1)
Post Retirement Medical & Terminal Benefits
Long Service Reward (Note 37.1.6.b)
Gratuity for Contingent Employees (Note 37.9)
Provision for Abandonment (Note 43)
Provision for Others (Note 43)
TOTAL
26,421.00
73.44
227,137.68
801.67
254,433.79
218
As at
31st March, 2014
228,520.78
21,984.40
Other Long term Liabilities

Particulars
7.
(` in million)
As at
31st March, 2014
23,329.52
5,207.47
71.08
228,022.08
640.57
257,270.72
8.
Short Term borrowings
(` in million)
Particulars
As at
31st March, 2015
Secured
Short Term Loans from Banks (Note-8.1)
(Repayble on demand)
TOTAL
8.1
Secured against `17,340 million of principal amount of Term deposit receipt.
Trade Payables
13,930.00
As at
31st March, 2014
74.99
54,816.04
54,891.03
81.44
63,643.37
63,724.81
(` in million)
Other current liabilities

As at
31st March, 2015
3.59
512.09
247.24
17,161.04
28,414.46
2,984.65
5,804.80
1,125.95
18,527.83
8,110.86
20,045.56
Particulars
Interest Accrued but not due on Loans
Advance from Customers
Unclaimed Dividend (Note-10.1)
Liability for Capital Goods
Liability for Statutory Payments
Deposits from Suppliers and Contractors
Liability for Employees
Liability for Post Retirement Benefit Scheme
Cash call payable to JV Partners
Liquidated damages deducted
Other Liabilities
TOTAL
11.
As at
31st March, 2015
- Outstanding dues to Micro & Small Enterprises (Note - 47)

TOTAL
10.1
13,930.00
(` in million)
Particulars
10.
As at
31st March, 2014
102,938.07
As at
31st March, 2014
26,202.83
242.01
18,926.10
17,395.01
6,914.34
9,414.76
1,142.43
9,927.26
10,666.22
18,426.49
119,257.45
No amount is due for deposit in Investor Education and Protection Fund.

Short Term provisions
(` in million)
As at
31st March, 2015
Particulars
Provision for Employees Benefits (Note-37.1.1)
Unavailed Leave (Note-37.1.2 & 37.1.3)
Long Service Reward (Note 37.1.6.b)
Gratuity for Contingent Employees (Note 37.9)
Provision for Abandonment (Note-43)
Provision for income tax net of Advance tax and TDS
As at
31st March, 2014
4,123.49
1,630.27
5.28
2,566.68
1,445.70
646.86
4.20
405.93
417.11
8,565.20
4,277.75
870.85
2,138.87
363.50
Provision for Others

Proposed Dividend
Ta x on Proposed Dividend
Provision for Wealth ta x
Less: Paid
Other Provisions (Note-43)
TOTAL
115.16
65.17
49.99
47.02
19,975.78
126.00
58.82
67.18
165.29
7,815.39
219

22,641.04
Building & Bunk Houses
6,364.84
Office Equipment
220
Gross Block
74,089.54
67,697.26
Share in Joint Ventures
Previous Year
9,882.47
628.19
3,686.76
4,300.58
4,537.82
1,139,960.43 774,297.73
6,771.46
9,528.06
7,452.74
1,080,101.35 751,261.91
25,642.07
5,794.65
4,670.10
29.24
2,596.36
74,089.54
84,326.63
48,775.46
54,511.51
3,513.61 1,078,686.61 687,737.04
7,524.54
561.68
477.84
323.43
6,773.66
(660.95)
2.47
46.41
5,749.19
4,391.56
89,901.03
55,003.27
1,724.08
1,043.26
1,038.24
48,331.20
2,742.03
124.46
Accumulated Impairment
Net Block
13.14
2,542.17
3,340.34
5,668.30
62.23
449.72
136.00
5,349.78
(330.19)
0.76
54,511.51
56,360.90
774,297.73
823,632.70
5,348.61
4,894.12
5,440.06
794,243.33
12,954.69
751.89
797.53
821.73
2,066.83
2,096.99
21.43
10.25
12.29
1,927.18
125.84
24.20
78.43
22.90
2.41
1.54
17.68
1.27
8.22
3.40
2.34
0.05
1.01
40.05
821.73
821.73
2,096.99
2,116.49
21.50
10.25
13.78
1,943.85
127.11
18,756.30
27,144.00
302,291.89
314,211.24
1,401.35
4,623.69
1,998.90
283,914.17
12,560.27
5,042.76
4,670.10
18,756.30
302,291.89
2,656.65
3,003.89
2,424.67
272,164.72
12,632.73
5,152.57
4,256.66
Re
Written
At 1st
For the
At 31st
At 31st
At 31st
Deletion/
At 31st
Adjustments March, 2015 April, 2014 year classification/ back/ March, 2015 March, 2015 March, 2014
Adjustments
Adjustments
Accumulated Depreclation
For the
year
(` in million)
# Vehicles includes Survey Ships, Crew Boats and Helicopters. Vehicles also include cost of 20 (Previous year 10) Immediate suppor t vessels (ISV) amounting to `2,595.16 million (Previous year
`1079.50 million) handed over for operation by Indian Navy for security of the of fshore installation.
Notes
12.1
Land includes lands in respect of cer tain projects for which execution of lease/conveyance deeds are in process.
12.2
Registration of title deeds in respect of cer tain Buildings is pending execution.
12.3
Depreciation for the year includes `-0.04 million per taining to prior period (Previous Year `48.02 million).
12.4
Building includes cost of undivided interest in land.
12.5
Pursuant to the enactment of the Companies Act, 2013 the company has, ef fective from 1st April, 2014, revised the estimated useful life of its fixed assets generally in accordance with Schedule-II to
the Companies Act, 2013. Accordingly, an amount of `1,548.55 million has been reduced from the accumulated depreciation and 1022.20 million has been adjusted in the opening balance of
retained earnings and 526.35 million adjusted against deferred ta x in respect of assets whose useful life has exhausted as at April 1, 2014. The impact of change in useful lives as above on the
statement of profit and loss is not ascer tainable due to complexity of allocation of cost as mentioned at note no.2. n.4.
6,421.52
12,833.45
963,840.67 118,359.55
68,798.36
968.30
2,691.18
801.39
61,521.20
2,340.08
16.36
459.85
At 1st
Deletion/
At 31st
Additions
Adjustments March, 2015 April, 2014
Previous Year
1,078,686.61
7,314.72
Vehicles#
Total
6,974.78
Furnitures & Fix tures
1,025,353.81
5,780.76
Land Leasehold
Plant & Equipment
4,256.66
Land Freehold
At 1st
April, 2014
Tangible Assets
Description
12.
13.
(` in million)
As at
31st March, 2015
Particulars
As at
31st March, 2014
Gross Cost
Opening Balance (Note 13.2)
1,365,455.52
1,146,652.17
Transfer from Exploratory Wells-in-Progress
10,189.11
8,950.30
Transfer from Development Wells-in-Progress
68,439.05
92,576.75
Depreciation on Facilities
33,475.86
64,756.79
Increase/(Decrease) in estimated Abandonment costs
(3,624.27)
52,578.56
Other Adjustments (Note 13.3)
(6,031.50) 1,467,903.77
(59.05) 1,365,455.52
Less: Depletion & Impairment
Depletion
Opening Balance
Depletion for the year (Note 13.1, 32 & 35)
704,025.21
97,651.46
(5,676.86)
Impairment
Opening Balance
Impairment provided during the year
Write back of Impairment
3,597.67
1,386.05
(190.05)
NET PRODUCING PROPERTIES

13.1
13.2
795,999.81
618,948.25
85,076.96
-
704,025.21
4,793.67
3,296.81
417.20
(116.34)
3,597.67
667,110.29
During the previous year 2013-14, PMT JV had

downgraded reserves for the Mid and South Tapti
fields due to geological surprises. As a result, the
production profile is envisaged only up to 2015-16
and the sale realization (net of operating expenses
and statutory levies) is being transferred to Site
Restoration Fund pursuant to the Production
Sharing Contract. Under these circumstances, the
field has been fully depleted and depletion
aggregating to `184.69 million (Previous year
`9,090.44 million) has been charged to the
Statement of Profit and Loss. Similarly, as at March
31, 2015, the provision for impairment of `263.62
million (Previous year `441.87 million) representing
the net asset value and Capital Work in Progress in
Tapti field has been carried in the financial
statements.
657,832.64
to a consortium of Essar Oil Limited and Premier Oil

limited consequent to which the company stopped
production. Pending the execution of the Production
Sharing Contract, the company continues to include
`2,313.96 million in gross producing property
(including provision for abandonment of `891.74
million.) The said field has been fully impaired and
the net carrying amount as at March 31, 2015 is Nil.
13.3
In respect of Ratna R series field, a producing field of

the company, MOPNG had during 1995-96, issued
an award of the contract for development of the field
Other adjustment includes an amount of `4,196.00

million which Government of India (GoI) vide let ter
dated 1st January, 2015, has reimbursed as
compensation for past costs incurred by ONGC in
certain discovered fields awarded to Joint Ventures/
Private Companies. Accordingly an amount of
`257.17 million has been adjusted against the Net
Carrying Amount of assets of Panna, Mukta, Tapti
and Rav va fields and balance amount of `3,938.83
million has been accounted for as other income
during the year.
221
14.
Intangible Assets
Application Sof tware
(` in million)
As at
31st March, 2014
6,357.79
504.35
97.32
6,764.82
6,300.68
112.03
54.92
6,357.79
99.96
8.66
1.45
107.17
92.76
7.20
99.96
5,834.91
308.52
96.95
6,046.48
5,480.46
409.37
54.92
5,834.91
54.93
20.62
1.08
74.47
38.29
16.64
54.93
22.27
0.03
22.30
22.27
22.27
696.04
500.61
32.70
45.03
Gross Block
Opening Balance
Additions during the year
Deletions/Adjustments
Closing Balance
Amortisation
Opening Balance
Provided during the year
Deletions/Adjustments
Closing Balance
Impairment
Opening Balance
Closing Balance
Net Block as at the year end
15.
Capital Works-In-Progress
(` in million)
Particulars
As at
31st March, 2015
As at
31st March, 2014
28.59
28.59
Acquisition Costs-E&P Asset

Buildings
Plant and Equipment (Note-15.1)
Capital Stores (including in transit)
Less: Provision for Non-Moving Items
5,665.95
119,545.11
3,953.76
87.00
Less: Impairment
Opening Balance
Other adjustments (Note -34)
2,401.23
164.52
(354.09)
(11.83)
NET CAPITAL WORKS-IN-PROGRESS

15.1
Share in Joint Venture

As at
As at
31st March, 2015 31st March, 2014
As at
31st March, 2015
129,077.82
4,605.30
106,608.89
7,686.30
77.51
118,822.98
2,199.83
2,331.14
686.78
(616.69)
2,401.23
126,906.58
116,450.34
Plant and Equipment includes an amount of `8,448.52 million (Previous Year `8,436.64 million) in respect of Capital
Works in Progress (CWIP) for C2-C3 plant (including C3-C4 blending and recycling facilities) which is mechanically
complete and will be capitalized on completion of test run.
222
16.
Exploratory/Development Wells in Progress
(` in million)
As at
31st March, 2015
Particulars
A) EXPLORATORY WELLS-IN-PROGRESS
Gross Cost
Opening Balance
Expenditure during the year
Less: Sale proceeds of Oil and Gas
{(Net of levies `49.19 million)
(Previous year `148.65 million)}
133,955.37
111,701.28
547.85
Depreciation during the year (Note no. 32)

Less :
Transfer to Producing Properties
Wells writ ten of f during the year
Other adjustments
10,189.11
88,137.36
2,638.80
Less: Provisions (Note-16.1)/Impairment (Note-42.6)

Opening Balance
Write back during the year
86,489.94
116,872.08
111,153.43
470.54
116,401.54
3,284.45
248,393.25
2,506.44
205,397.92
100,965.27
8,950.30
62,508.91
(16.66)
71,442.55
147,427.98
24,518.71
1,177.50
(1,203.23)
Exploratory Wells-In-Progress (A)
24,492.98
133,955.37
17,169.79
7,348.92
-
122,935.00
B) DEVELOPMENT WELLS-IN-PROGRESS
Opening Balance
Depreciation during the year (Note no. 32)
Less: Transfer to Producing Properties
30,303.45
71,963.72
3,297.72
68,439.05
Less: Impairment
Opening Balance
612.52
563.03
-
DEVELOPMENT WELLS-IN-PROGRESS (B)

EXPLORATORY/DEVELOPMENT
WELLS-IN-PROGRESS (A+B)
16.1
As at
31st March, 2014
During the Financial year 2004-05, the company

had acquired 90% Par ticipating Interest in
Exploration Block KG-DWN-98/2 from M/s Cairn
Energy India Ltd. for a lump sum consideration of
`3,711.22 million which, together with subsequent
exploratory drilling costs of wells had been
capitalised under exploratory wells in progress.
During the financial year 2012-13, the company
had acquired the remaining 10% participating
interest in the block from M/s Cairn Energy India
Ltd. on actual past cost basis for a consideration of
`2,124.44 million. Initial in-place reserves have
been established in this block and adhering to
24,518.71
109,436.66
37,125.84
35,820.64
85,188.40
1,871.16
92,576.75
30,303.45
1,175.55
382.05
264.47
(34.00)
612.52
35,950.29
29,690.93
158,885.29
139,127.59
original PSC time lines, a Declaration of

Commerciality (DoC) with a conceptual cluster
development plan was submit ted on 21.12.2009
for Southern Discovery Area and on 15.07.2010 for
Northern Discovery Area. Thereaf ter, in the
revised DoC submit ted in December, 2013, Cluster
wise development of the Block had been
envisaged by division of entire development area
into three clusters. The DoC in respect of Cluster II
has be en reviewed by the Management
Commit tee (MC) of the block on 25.09.2014 and
preparation of Field Development Plan (FDP) in
progress. The review of DOC in respect of Cluster I
223
till submission of FDP which is currently underway

and drilling of two appraisal wells is in progress.
Pending approval of FDP by the MC in respect of
Cluster II and review of DoC by the MC in respect
of Cluster I and III, as a mat ter of abundant caution,
the company has retained the provision of
`17,216.18 million (Previous Year `17,210.82
million) towards acquisition costs and cost of
exploratory wells.
and Cluster III by the MC is pending as on

31st March, 2015.
The exploration period of this block had been
restructured by Government up to 29.12.2013 in
accordance with the Rig Holiday Policy and
further ex tended to 25.1.2014. Under the New
Policy guidelines in this regard, the Government
has permit ted the contractor to under take
appraisal drilling, seismic API and related activities
17.
Non-Current Investments
Particulars
(` in million)
No. of Face Value

Fully Paid per Share/
Shares/ Bond/Unit
(in `)
Bonds/Units
As at
31st March, 2015
As at
31st March, 2014
A. TR ADE INVESTMENTS
Investment in Equity Instruments
(i) Investment in Subsidiaries
(a) ONGC Videsh Limited-(Unquoted) 1,000,000,000
(Note 17.4)
(1,000,000,000)
100
100,000.00
100,000.00
(b) Mangalore Refinery and

1,255,354,097
Petrochemicals Limited (Quoted) (1,255,354,097)
10
10,405.73
10,405.73
(c) ONGC Mangalore Petrochemicals

Limited (unquoted) (Note- 17.1)
920,000,000
-
10
9,200.00 119,605.73
- 110,405.73
120,350
10,000
1,203.50
1,203.50
(ii) Investment in Associate

(a) Pawan Hans Limited (formerly
known as "Pawan Hans Helicopter
Ltd") (Unquoted)
Ex tent of holding 49%
(previous year 49%)
(120,350)
(iii) Investment in Joint Venture

Companies Unquoted
(a) Petronet MHB Limited.
(b) Mangalore SEZ Limited.
(c) ONGC Mangalore Petrochemicals
Limited (Note-17.1)
(d) ONGC Petro Additions Limited
(Note-17.2)
(e) ONGC Teri Biotech Limited
(f) ONGC Tripura Power Company
Limited (Note-17.2)
157,841,000
(157,841,000)
10
1,578.41
1,578.41
13,000,000
10
130.00
130.00
(13,000,000)
-
10
0.23
997,955,639
(997,955,639)
10
9,979.55
9,979.55
24,990
(24,990)
10
0.25
0.25
267,489,998
(267,489,998)
10
2,674.90
2,674.90
(23,000)
224
(` in million)
Particulars
No. of
Fully Paid
Shares/
Bonds/Units
Face Value
per Share/
Bond/Unit
(in `)
23,025,000
(23,025,000)
10
230.25
93,750,000
(93,750,000)
10
987.50
(a) Indian Oil Corporation Limited(Quoted)
334,303,814
(334,303,814)
10
40,427.97
40,427.97
(b) GAIL (India) Limited (Quoted)
61,259,323
(61,259,323)
10
2,451.06
2,451.06
0.01
0.01
(g) Dahej SEZ Limited
As at
31st March, 2015
As at
31st March, 2014
230.25
Quoted
Patronet LNG Limited
15,580.86
987.50
15,581.09
(iv) Investment in Others
(c) Oil Spill Response Limited

(Unquoted) (Note-17.3)
100
(100)
Total (A)
42,879.04
42,879.04
179,269.13
170,069.36
1,973.70
1,973.70
B. NON-TR ADE INVESTMENTS

Investment in Government or
Trust Securities (Unquoted)
8.40% GoI Special Bonds 2025
197,370
(197,370)
Total (B)
Total Non-current Investment (A+B)
Total Quoted Investments
Total Unquoted Investments
Total Market Value of Quoted Investment
10,000
1,973.70
1,973.70
181,242.83
172,043.06
54,272.26
54,272.26
126,970.57
117,770.80
181,242.83
172,043.06
247,691.15
189,917.38
17.1
With ef fect from 28th February, 2015, ONGC Mangalore Petrochemicals Limited has become subsidiary (previous
year Joint venture) of ONGC on account of direct holding of 48.99% (previous year 46%) and indirect holding of
51.00% (previous year 3%) stake through subsidiary company MRPL.
17.2
The Company is restrained from diluting the investment in the respective companies till the sponsored loans are
fully repaid as per the covenants in the loan agreements.
17.3
Shares of Oil Spill response limited valued at GBP one each at the time of issuance. Total value in INR at the time of
issuance of shares was `6,885/-.
17.4
Loan to ONGC Videsh limited (wholly owned subsidiary) amounting to Nil (previous year `50,000 million) has been
converted into nil (previous year 500 million) fully paid Equity Shares of `100 each.
225
18.
Long Term Loans and Advances
(` in million)
As at
31st March, 2015
Particulars
As at
31st March, 2014
(Unsecured, considered good unless otherwise stated)

Capital Advances
1,530.90
65.39
Deposits
With Customs/Port Trusts etc.
23.24
22.96
- Considered Good
3,731.49
3,251.90
- Considered Doubt ful
1,010.69
629.88
4,765.42
3,904.74
Others
Less: Provision for Doubt ful Deposits
1,010.69
3,754.73
629.88
3,274.86
Advances to Related Party against Equity pending

allotment (Note no. 39.3.1)
12,150.88
18,834.11
Loans & Advances to Subsidiaries
98,713.58
92,343.43
Loans to Public Sector Undertakings

- Considered Good
240.50
Less : Provision for Doubt ful Loans
240.50
Loans & Advances to Associate (Secured)
240.50
-
240.50
33.20
367.84
Loans and Advances to Employees (Note-18.1)

- Secured and Considered Good
- Unsecured and Considered Good
7,739.54
7,612.28
501.07
502.58
- Unsecured and Considered Doubt ful
7.48
Less: Provision for Doubt ful Loans/Advances
7.48
1.73
8,240.61
1.73
8,114.86
Advance Recoverable in Cash or in kind or

value to be received
- Considered Good (Note 18.3)
7,008.03
7,354.33
- Considered Doubt ful (Note-18.2)
14,931.69
13,141.40
Less: Provision for Doubt ful Claims/Advances
14,931.69
7,008.03
13,141.40
7,354.33
Cash Call Receivable from JV Partners

- Considered Good
339.52
340.27
6,451.35
6,245.07
Less: Provision for Doubt ful Claims/Advances
6,451.35
MAT Credit Entitlement
6,245.07
Advance Payment of Income Ta x
256,636.83
Less: Provision for Income Ta x
193,700.08
TOTAL
340.27
2,800.00
329,320.26
62,936.75
194,708.20
226
339.52
281,031.74
48,288.52
181,783.61
18.1
Loans and advances to employees include an

amount of `0.24 million (Previous Year `0.37
million) outstanding from Key Managerial
Personnel.
18.2
In Rav va Joint Venture, the demand towards

additional profit petroleum raised by Government
of India (GoI), due to dif ferences in interpretation
of the provisions of the Production Sharing
Contract (PSC) in respect of computation of Post
Ta x Rate of Return (PTRR), based on the decision
of the Malaysian High Court set ting aside an earlier
arbitral tribunal award in favour of operator, was
disputed by the operator M/s Cairn India Ltd. The
company is not a party to the dispute but has
agreed to abide by the decision applicable to the
operator. The company had made a provision
towards the claim made by the GoI in earlier years
and the amount of provision outstanding as on
31th Mar, 2015 is `10,513.79 million (equivalent to
USD 167.84 million) af ter adjustments for interest
and exchange rate fluctuations. The GoI had
recovered the above amount [including interest
thereon USD 54.88 million (`3437.68 million)]
from the company in earlier years which has
been carried as recoverable under Long Term
Loans and advances in the Balance Sheet as at
31st March, 2015.
books as above has been retained and net ted of f

against the amount recoverable as above in the
financial statements for the year ending 31st Mar
2015. (Figures in INR are reinstated).
In subsequent legal proceedings, the Appellate

Authority of the Honourable Malaysian High Court
of Kuala Lumpur had set aside the decision of the
Malaysian High Court and the earlier decision of
arbitral tribunal in favour of operator was restored,
against which the GoI has preferred an appeal
before the Federal Court of Malaysia. The Federal
Cour t of Malaysia, vide its order dated
11th October, 2011, has dismissed the said appeal
of the GoI.
18.3
During the financial year 2010-11, the Oil

Marketing Companies, nominees of the GoI
recovered USD 32.07 million (`2,009.02 million)
ONGCs share as per directives of GoI in respect of
Jointly Controlled Assets-Panna Mukta and Tapti.
The recovery is towards certain observations
raised by auditors appointed by the Director
General of Hydrocarbons (DGH) under Production
Sharing Contract (PSC) for the period 2002-03 to
2005-06 in respect of cost and profit petroleum
share payable to GoI. BGEPIL along with RIL
(Claimants) have served a notice of arbitration
on the GoI in respect of dispute, dif ferences and
claims arisen in connection with the term of Panna,
Mukta and Tapti PSCs. Since the company is not a
party to the arbitration proceedings, it had
requested MoP&NG that in case of an arbitral
award the same be made applicable to ONGC
also, as a constituent of contractor for both the
PSCs. Subsequently, vide let ter dated July 4, 2011
MoP&NG has advised ONGC not to par ticipate in
the arbitration initiated by RIL and BGEPIL under
Panna Mukta and Tapti PSCs. MoP&NG has also
stated that in case of an arbitral award, the same
will be applicable to ONGC also as a constituent of
the contractor for both the PSCs. Pending final
arbitral award, the same has been shown as
Receivable from GoI under Advance Recoverable
in Cash or Kind or Value to be Received under
Long Term Loans and Advances. (Figures in INR
are reinstated).
19.
Deposit under Site Restoration Fund Scheme:

A sum of `125,443.80 million till 31.03.2015
(previous year `113,101.59 million) has been
deposited with banks under section 33ABA of the
Income Ta x Act, 1961 and can be withdrawn only
for the purposes specified in the Scheme i.e.
towards removal of equipments and installations in
a manner agreed with Central Government
pursuant to an abandonment plan to prevent
hazards to life, property, environment etc. This
amount is considered as restricted cash and
hence not considered as cash and cash
equivalents.
The company has taken up the mat ter regarding

refund of the recoveries made in view of the
favorable judgment of the Federal Court of
Malaysia with MoP&NG. However, according to a
communication dated 13th January, 2012 received,
MoP&NG expressed the view that ONGCs
proposal would be examined when the issue of
ONGC carry under Rav va PSC is decided in its
entirety by the Government along with other
partners.
In view of the perceived uncertainties in obtaining
the refund at this stage, the provision made in the
227
20.
Other Non-Current Assets
(` in million)
As at
31st March, 2015
Particulars
(Unsecured, Considered Good unless otherwise stated)
A. Long Term Trade Receivables
- Considered Good
Less : Provision for doubt ful receivables
B. Other Receivables
- Considered Good
Less: Provision for doubt ful receivables
1,239.98
1,299.80
1,299.80
17.22
516.63
516.63
C. Interest Accrued
- On Employee Loans and Advances (Secured)
On Deposits
On Other Loans & Advances
- Considered Good
Less: Provision for doubt ful interest accrued
D. Unamortised Expenditure
- Dry Docking Charges
- Mobilisation Charges
1,239.98
863.62
947.99
947.99
863.62
17.22
14.17
521.48
521.48
14.17
2,998.57
22.76
118.73
22.87
141.60
22.87
4,426.69
1,138.05
TOTAL
21.
As at
31st March, 2014
2,951.13
26.40
118.73
100.32
41.89
142.21
41.89
100.32
5,564.74
6,621.33
742.99
7,364.32
9,962.00
11,319.96
Inventories*
(` in million)
Particulars
As at
31st March, 2015
As at
31st March, 2014
Raw Materials (Condensate)
4.92
4.61
Finished Goods (Note 21.1)
8,670.87
6,997.45
1.48
0.61
Traded Goods
Stores and spare parts
- on hand
52,760.63
- in transit (including inter-project transfers)

Less: Provision for non-moving items
3,042.53
5,111.51
55,803.16
57,107.03
5,004.68
Unserviceable Items
TOTAL
51,995.52
50,798.48
5,411.10
51,695.93
159.52
126.81
59,635.27
58,825.41
* valued as per accounting "policy no.l"

21.1
This includes an amount of `7.68 million (previous year `3.66 million) in respect of Carbon Credits.
228
22.
Trade Receivables
(` in million)
As at
31st March, 2015
As at
31st March, 2014
- Outstanding for a period exceeding six months from the due date
- Others
10,138.23
125,644.51
3,396.05
78,260.65
TOTAL
135,782.74
81,656.70
Particulars
23.
Cash and Cash Equivalents
(` in million)
As at
31st March, 2015
As at
31st March, 2014
Balances with Banks

Cash on Hand
Short Term Investment in Mutual Funds
Bank Deposits (Note-23.1 & 8.1)
Unclaimed Dividend Account (Note-23.2)
2,269.61
6.73
25,077.10
247.24
1,388.09
6.27
12,052.40
94,300.00
242.01
TOTAL
27,600.68
107,988.77
Particulars
23.1
23.2
24.
The deposits maintained by the company with banks comprise time deposit, which can be withdrawn by the
company at any point without prior notice or penalty on the principal.
Amount deposited in unclaimed dividend account is earmarked for payment of dividend and cannot be used for
any other purpose.
Short Term Loans and Advances
(` in million)
Particulars
As at
31st March, 2015

Deposits
Others (Note no. 24.1 & 31.2)
Loans to Associate (Secured)
Loans to Subsidiaries
Receivable from Subsidiaries
Loans and Advances to Employees (Note 24.2)
Secured and Considered good
Unsecured and Considered good
24.1
24.2
4.45
33,259.70
33,264.15
As at
31st March, 2014
4.49
4,809.69
334.64
6,857.20
402.65
2,036.42
399.60
2,436.02
4,814.18
350.45
6,857.20
810.87
2,030.47
473.78
2,504.25

Advance Recoverable in Cash or in kind or
value to be received
7,809.49
8,389.09
18,372.62
19,943.56
TOTAL
69,476.77
43,669.60
Includes `21,067.60 million (Previous year `2,092.23 million) towards dif ferential royalty being deposited from
1st February, 2014 as per the interim order of the Hon'ble Supreme Court of India. (also refer Note no. 44.1.1.b)
Includes an amount of `0.13 million (Previous Year `0.13 million) outstanding from Key Managerial Personnel.
229
25.
Other Current Assets
(` in million)
Particulars
As at
31st March, 2015
Secured, considered good

Interest accrued on Employee Loans and Advances
As at
31st March, 2014
296.61
Unsecured, considered good

Interest Accrued
- On Investments
- On Deposits
- On Loans & Advances
1.38
1,406.36
14.19
- Mobilisation Charges
3,581.16
635.33
246.15
1,421.93
1.38
1,270.20
24.92
1,296.50
4,216.49
2,933.68
640.69
3,574.37
Other Current Assets *
3,202.05
1,175.50
TOTAL
9,137.08
6,292.52
*Includes receivable of `532.02 million (Previous Year `442.80 million) from Gratuity Trust as funded status is more
than obligation.
26.
Revenue From Operations
(` in million)
Particulars
A. Sale of Products
Own Products
Less: Transfer to Wells in progress {includes levies
of `49.19 million (Previous year `148.65 million)}
Less: Government of India's (GoI's) share in
Profit Petroleum
Traded Products
2014-15
856,872.65
873,702.43
597.04
522.58
32,847.82
823,427.79
60.08
823,487.87
38,526.99
834,652.86
44.42
834,697.28
7,446.80
80.21
691.61
2,366.91
3,720.47
57.29
414.03
7,330.52
B. Other Operating Revenue

Contractual Short Lif ted Gas Receipts (Note 26.4)
Pipeline Transportation Receipts
North-East Gas Subsidy (Note 26.5)
Surplus from Gas Pool Account (Note 26.6)
Production Bonus
Processing Charges
224.15
697.77
2,702.83
3,267.04
109.03
445.98
TOTAL
830,934.67
230
2013-14
842,027.80
26.1
In terms of the decision of Government of India (GOI), the company has shared `362,996.20 million (Previous Year
`563,842.85 million) towards under-recoveries of Oil Marketing Companies (OMCs) on price sensitive products
viz. Diesel (till 18th October14), Domestic LPG and PDS Kerosene for the year 2014-15 (Nil in 4th quarter of FY
2014-15 as per GoI directives) by ex tending the discount in the prices of Crude Oil, Domestic LPG and PDS
Kerosene based on the rates of discount communicated by Petroleum Planning and Analysis Cell (PPAC) and
Ministry of Petroleum and Natural Gas (MoP&NG). The impact of discount is as under:
(` in million)
Decrease in
Gross Revenue
Less: Value Added Ta x (VAT)
Sales Revenue
Less: Statutory Levies
Profit Before Tax
26.2
26.3
26.4
26.5
For Crude Oil produced in Assam, sales revenue is

based on the pricing formula provided by
MoP&NG. Revenue from rest of nominated crude is
accounted in terms of Crude Oil Sales Agreements
(COSAs) already signed and made ef fective from
1st April, 2010.
During the previous year, based on the directives
issued by MoP&NG and Petroleum Planning and
Analysis Cell (PPAC) vide let ters dated 31st May,
2012 and 1st June, 2012 respectively, w.e.f. 1st April,
2012, refineries started making deductions from
ONGC payments towards Octroi/ VAT/ CST on
discounts allowed by ONGC to refineries on
supplies of crude oil. Total deduction made by
refineries on this account from 1st April, 2012 to 30th
September, 2013 amounting to `25,032.60 million
(includes `15,846.70 million for the year 2012-13)
was provided for. The company had revised the
sales revenue and corresponding statutory levies
w.e.f. 1st April 2012 onwards, considering deductions
made by refineries based on MoP&NG directives.
Aforesaid provision made by the Company till 30th
September, 2013 had also been writ ten back.
Recognition of revenue on account of Short Lif ted
Gas amounting to `1,774.13 million (Previous Year
`1,253.74 million) has been postponed. This will be
recognized when there is reasonable certainty
regarding ultimate collection as per the policy of the
company.
Sales revenue of Natural Gas is based on gas price
fixed by GoI from time to time. Till October14, sales
revenue is based on MoP&NG order dated 31st
May10 wherein ef fective from 1st June10, the price
of APM gas produced by NOCs was fixed at US$
4.2/mmbtu less royalty (on NCV basis). On
26.6
2014-15
2013-14
362,996.20
563,842.85
10,025.10
17,841.84
352,971.10
546,001.01
43,374.95
68,440.26
309,596.15
477,560.75
25th October14, GoI notified New Domestic

Natural Gas Pricing Guidelines, 2014 applicable
from 1st November14. Under said guidelines, price
of domestic gas produced in India during
1st November14 to 31st March15 has been fixed as
US$ 5.05/mmbtu (on GCV basis). For gas
consumers in North-East, consumer price is 60% of
the producer price and the dif ference between
producer price and consumer price is paid to the
company through GoI Budget and shown as
North-East Gas Subsidy.
The company is supplying majority of Natural gas
to Gas Authority of India Limited (GAIL) which also
purchases gas from other sources and sells to APM
and non-APM consumers. Based on the
Government directives, excess in Gas Pool
Account at the end of financial year is transferred to
ONGC/ OIL in accordance with their contribution.
Based on the details received from GAIL, an
amount of `2,292.30 million (Previous year
`3,508.10 million) for Gas Pool Receipts for the
current year and `974.74 million (Previous year
`212.37 million) on account of interest on Gas Pool
Account has been considered as Surplus from
Gas Pool Account.
231
27
Quantitative Details of Sales Revenue

2014-15
Products
Unit
Crude Oil*
MT
Less: From Exploratory areas
Value (` in million)
Quantity
Quantity
24,106,063 567,710.93
15,328
Less: Government of India's share

in Profit Petroleum
Natural Gas*
2013-14
23,605,821 561,680.71
397.40
2,339
30,675.91 536,637.62
3
000M
Less: From Exploratory areas
17,983,442 189,752.42
29,045
61.63
35,885.46 525,733.62
19,632,724 186,393.70
199.64
Less: Government of India's share

in Profit Petroleum
51,398
2,171.91 187,380.87
460.95
2,641.53 183,291.22
Liquified Petroleum Gas
MT
1,090,432
34,379.87
1,073,413
30,145.14
Naphtha
MT
1,124,307
50,834.86
1,378,894
75,742.79
Ethane/Propane
MT
337,294
10,063.93
428,399
14,836.58
MT
74,215
2,770.55
85,187
2,779.17
Low Sulphur Heavy Stock
MT
18,662
704.92
28,455
1,295.06
High Speed Diesel (HSD)
MT
5,638
312.00
8,369
522.43
HSD incl. ULS HSD (Trading)
KL
385
21.57
54
2.95
Motor Spirit (Trading)
KL
534
38.22
542
41.06
Aviation Turbine Fuel (ATF)
MT
5,325
285.72
3,301
220.03
26
1.70
845
46.86
1,137
78.02
Liquid Diesel Oil

Mineral Turpentine Oil
MT
Others
10.88
7.51
TOTAL
823,487.87
834,697.28
* Quantity includes share from Joint Ventures as per the Participating Interest or Entitlement Interest, whichever is
applicable.
232
28.
Other Income
(` in million)
Particulars
2014-15
2013-14
Interest on:
Long Term Investments
Deposits with Banks/PSUs
Loans and Advances to Subsidiaries and Associate
Loans and Advances to Employees
Income Ta x Refund
Site Restoration Fund Deposit
165.79
165.79
11,439.83
15,125.80
4,828.09
4,937.52
482.84
473.44
3,371.10
2,395.49
10,031.12
Delayed Payment from Customers and Others
245.68
9,432.74
30,564.45
475.45
33,006.23
Dividend Income from:

Investment in Associates
37.80
11.46
Other Long Term Investments
3,641.15
2,173.11
Short Term -Debt Mutual Funds
1,210.56
4,889.51
1,559.80
3,744.37

Excess Provisions writ ten back (Note 26.3 & 37.1.6.b)
6,456.33
16,328.86
Liabilities no longer payable writ ten back
856.54
2,836.39
Contractual Receipts
605.31
1,310.16
23.59
Profit on sale of Investments

Miscellaneous Receipts* (Note 13.3)
10,293.53
TOTAL
18,211.71
9,882.39
30,381.39
53,665.67
67,131.99
* includes compensation of `821.90 million towards loss of oil & gas, received from Dedicated Freight Corridor
Corporation of India (DFCCIL).
29.
(Increase)/Decrease in Inventories
(` in million)
Particulars
2014-15
2013-14
Closing Stock- Finished Goods and Stock in Trade
8,672.35
6,998.06
Opening Stock- Finished Goods and Stock in Trade
6,998.06
8,040.86
(1,674.29)
1,042.80
(INCREASE)/DECREASE IN INVENTORIES*
* includes decrease in value of crude oil stock of `623.00 million on account of Prior Period Adjustments.
233
30
Details of Opening and Closing Inventories:

As at 31.03.2015
Particulars
Unit
As at 31.03.2014
Quantity
Quantity
Opening stock
Crude Oil*
MT
1,091,633
6,554.46
977,410
7,341.29
Liquefied Petroleum Gas
MT
10,230
49.39
15,529
108.60
Naphtha
MT
70,545
294.70
91,829
482.04
Ethane/Propane
MT
650
11.01
477
7.32
MT
8,690
30.95
9,520
28.26
MT
1,775
11.83
1,204
8.60
MT
102
1.64
565
9.34
High Speed Diesel
MT
2,463
20.55
4,286
37.95
Propane
MT
90
0.34
MT
144
2.79
164
3.24
High Speed Diesel **
KL
10
0.48
0.26
Motor Spirit**
KL
0.13
0.49
Carbon Credits
Units
140,277
3.66
10,508
0.56
Others
Total
16.47
12.57
6,998.06
8,040.86
Closing stock
Crude Oil*
MT
949,050
8,048.78
1,091,633
6,554.46
MT
7,858
73.28
10,230
49.39
Naphtha
MT
97,389
458.79
70,545
294.70
Ethane/Propane
MT
778
11.69
650
11.01
MT
5,951
23.41
8,690
30.95
MT
478
2.28
1,775
11.82
MT
282
5.47
102
1.64
High Speed Diesel
MT
1,535
30.19
2,463
20.55
MT
151
3.25
144
2.79
High Speed Diesel **
KL
25
0.96
10
0.48
Motor Spirit**
KL
10
0.42
0.13
Carbon Credits
Units
264,029
7.68
140,277
3.66
Others
6.15
16.48
TOTAL
8,672.35
6,998.06
* Includes Companys share in stock of Joint venture.

** Purchased for trading.
234
31.
Production, Transportation, Selling And Distribution Expenditure

2014-15
Particulars
31.1
31.2
(` in million)
2013-14
Royalty (Note 31.2)

Cess
Motor Spirit Cess
National Calamity Contingent Duty
Excise Duty on stock (Net) (Note-31.1)
Sales Ta x
Service Ta x
Education cess
Staf f Expenditure
Workover Operations
Water Injection, Desalting and Demulsification
Consumption of Stores and Spares
Consumption of Raw Materials
Pollution Control
Transport Expenses
Insurance
Power and Fuel
Repairs and Maintenance
Contractual payments including Hire charges etc.
Other Production Expenditure
Transportation and Freight of Products
Research and Development
CSR expenditure
Exchange Loss (Net)
Other Expenditure
116,079.01
102,535.02
1,123.42
(18.57)
2,585.82
289.81
90.85
6,083.06
16,953.45
21,015.21
12,791.13
6,118.74
664.43
6,695.90
4,220.30
1,866.47
1,867.37
9,723.74
16,646.31
4,947.89
11,908.72
5,445.29
32,805.73
2,156.01
240.86
7,826.83
114,889.79
99,733.91
2.83
1,097.40
(48.87)
3,122.96
438.76
2,348.31
4,896.60
19,356.57
20,944.08
11,794.01
5,753.24
887.53
6,189.78
3,971.37
2,090.83
1,935.40
9,143.15
14,403.13
5,100.75
11,559.67
6,014.37
38,236.23
1,723.68
1,020.68
6,728.74
TOTAL
392,662.80
393,334.90
Excise duty on sale of product has been deducted from Sales revenue and Excise duty shown above represents the
dif ference between Excise duty on opening and closing stock of finished goods.
During the year, Government has directed the company to make following payments/adjustments towards
dif ferential royalty at uniform rate of discount for the period 2008-09 to 2013-14 to the State and Central Government:
Dif ferential royalty payable to State Governments:
Gujarat
` in million
16,440.00
Andhra Pradesh
1,260.00
Tamil Nadu
220.00
Dif ferential royalty recoverable from State/ Central Government :

Assam
980.00
Central Government
9,310.00
Net dif ferential royalty paid by ONGC
7,630.00
The same has been accounted for as expenditure on royalty on crude oil. In the absence of any further directive, no
provision is considered necessary for the current year.
235
33.3
Details of Nature wise Expenditure
(` in million)
2014-15
Particulars
2013-14
Manpower Cost
(a) Salaries, Wages, Ex-gratia etc.
(b) Contribution to Provident and other funds
(c) Provision for gratuity
68,260.95
64,241.44
9,447.01
9,026.52
(83.74)
(495.95)
(d) Provision for leave
3,999.80
5,153.04
(e) Provision for Post Retirement Medical & Terminal Benefits
3,270.81
2,721.44
(f) Staf f welfare expenses
1,404.08
Sub Total:
23,404.04
86,298.92
Consumption of Raw materials, Stores and Spares (Note-44.3)
104,050.53
49,526.55
51,246.56
102,550.46
99,737.56
1,123.45
1,097.39
Excise Duty
2,206.49
3,075.85
Cess
116,105.10
114,889.82
Sales Ta x
Royalty
2,592.96
3,122.99
6,083.50
4,896.64
289.81
438.76
Service Ta x
Education cess
Rent
Rates and ta xes
Hire charges of equipments and vehicles
Power, fuel and water charges
90.85
2,349.09
4,368.73
3,454.80
174.49
93.86
133,029.22
142,686.33
3,901.18
3,807.67
64,607.40
58,279.47
4,752.38
4,030.52
924.37
726.24
Repairs to plant and equipment
6,471.97
5,737.39
Other repairs
3,063.03
2,410.41
Contractual drilling, logging, workover etc.

Contractual security
Repairs to building
Insurance
3,540.45
4,064.91
Expenditure on Tour / Travel
3,835.78
3,709.08
CSR Expenditure (Note - 31.3.1)
2,156.01
1,723.68
240.86
1,020.68
Exchange Loss (Net)

Miscellaneous expenditure (Note - 31.3.2)
15,197.16
15,451.33
613,131.12
632,101.56
218,243.26
233,032.37
2,225.06
3,125.09
2,609.20
392,662.80
393,334.90
Less:
Allocated to exploration, development drilling, capital jobs,
recoverables etc.
Excise duty adjusted against sales revenue
Prior Period Adjustment
Production, Transportation, Selling and Distribution
Expenditure
236
31.3.1 The CSR expenditure contains the following:

a. Gross amount required to be spent by the company during the year: `6,606.12 million
b. Amount spent during the year on:
S.No.
(` in million)
Particulars
In Cash
Yet to be paid in cash
Total
i.
Construction/acquisition of any asset
2,447.73
348.55
2,796.28
ii.
On purpose other than (i) above
928.65
1,227.36
2,156.01
3,376.38
1,575.91
4,952.29
Total
31.3.2 The Expenditure in Note no 31.3 includes Statutory Auditors Remuneration as under:
Payment to Auditors (including service tax)
Audit Fees
Certification and Other Services
31.4
(` in million)
2014-15
2013-14
15.17
11.24
9.84
11.68
Travelling and Out of Pocket Expenses
19.40
21.44
Total
44.41
44.36
The expenditure incurred by various in house R&D institutes on scientific research eligible for deduction
under section 35(2AB) of Income Ta x Act, 1961 is as under:
(` in million)
Particulars
Capital Expenditure
Revenue Expenditure
32.
2014-15
2013-14
302.25
213.31
4,023.62
5,296.06
Depreciation, Depletion, Amortization and Impairment
(` in million)
Particulars
Depletion
Depreciation & Amortisation
2014-15
2013-14
97,723.26
85,106.88
55,311.83
90,262.39
3,284.45
2,506.43
Less: Allocated to :
Development Drilling
Others
3,297.72
1,871.16
33,475.86
64,756.79
297.50
14,956.30
162.25
20,965.76
Impairment Loss (Note - 42)

3,308.68
Less: Reversed during the year
1,405.12
TOTAL
3,993.34
1,903.56
114,583.12
807.08
3,186.26
109,258.90
237
33
Finance Cost
(` in million)
Particulars
2013-14
i)
On Short Term Loan
14.83
ii)
On Cash Credit
12.83
3.18
0.21
0.39
27.87
3.57
iii) Others
TOTAL
34.
2014-15
Provisions and Write Of fs
(` in million)
Particulars
2014-15
2013-14
PROVISIONS
For Doubt ful Debts
358.30
130.55
1,174.58
771.45
147.22
976.04
For Others
44.94
96.16
Sub-Total
1,725.04
1,974.20
For Doubt ful Claims/Advances

For Non-Moving Inventories
WRITE-OFFS
Disposal/Condemnation of Fixed Assets
596.48
Less: Provision writ ten back
354.09
Claims/Advances
28.08
Less: Provision
19.01
Inventory
242.39
Less: Provision writ ten back
Sub-Total
TOTAL
238
157.79
1.20
9.07
139.10
Bad debts
157.79
1.20
55.31
129.96
-
129.96
390.56
214.30
2,115.60
2,188.50
35.
Adjustments Relating to Prior Period (Net)
(` in million)
Particulars
2014-15
2013-14
Statutory levies
(41.45)
Other production, selling & distribution expenditure
512.38
(255.98)
(2,353.23)
2.52
(6.30)
3,443.99
82.55
(71.80)
(29.93)
(0.04)
48.02
3,845.60
(2,514.87)
(13.36)
Interest -Others
0.30
0.22
Other Income
6.21
0.13
Sub-Total
6.51
(13.01)
3,839.09
(2,501.86)
2014-15
2013-14
177,329.54
220,948.07
8,555.49
8,555.49
20.73
25.83
5.00
5.00
A. EXPENDITURE
Excess Abandonment Provision writ ten back

(Refer Note No. 43)
Survey
Exploratory Wells writ ten of f
Depletion
Depreciation
Sub-Total
B. INCOME
Sales
TOTAL
36.
Earning Per Equity Share

Particulars
Net Profit af ter Ta x (` in million)
Weighted average number of equity shares (No. in million)
Basic & Diluted earnings per equity share (`)
Face Value per equity share (`)
239
37.
Disclosure under the Revised Accounting Standard -15 on Employee Benefits
37.1
Brief Description: A general description of the type of Employee Benefits Plans is as follows:
37.1.1 All the employee benefit plans of the Company are run as Group administration plans (Single Employer
Scheme) including employees seconded to ONGC Videsh Limited (OVL), 100% subsidiary.
37.1.2 Earned Leave (EL) Benefit
Accrual 30 days per year
Encashment while in service 75% of Earned Leave balance subject to a ma ximum of 90 days per calendar year
Encashment on retirement ma ximum 300 days
37.1.3 Good Health Reward (Half pay leave)
Accrual - 20 days per year
Encashment while in service - Nil
Encashment on retirement - 50% of Half Pay Leave balance.
37.1.4 Gratuity
15 days salary for each completed year of service. Vesting period is 5 years and the payment is restricted to `1.00
million.
37.1.5 Post-Retirement Medical Benefits
Upon payment of one time prescribed contribution by the employees, full medical benefits on superannuation and
on voluntary retirement subject to the completion of minimum 20 years of service and 50 years of age.
37.1.6 Terminal Benefits
37.2
a.
At the time of superannuation, employees are entitled to set tle at a place of their choice and they are eligible for
Transfer Travelling Allowance.
b.
Employees are gif ted gold coins on retirement up to 31.01.2015, depending upon their level and years of
service. This scheme has been discontinued w.e.f. 27.02.2015. Accordingly `5,854.33 million provided in
earlier years has been writ ten back (Note 7 & 11). Re-measured figures are restated accordingly in note no.
37.3 and 37.5.
The amounts recognized in the financial statements for defined contribution plans are as under:
(` in million)
Defined Contribution Plans
Amount recognized
during the period
Contribution for Key

Management Personnel
Contributory Provident Fund

(CPF)
3,590.02
(3,544.51)
1.35
(1.27)
Employee Pension Scheme-95

(EPF)
352.75
(208.54)
0.05
(0.02)
Composite Social Security Scheme

(CSSS)
625.48
(633.09)
0.15
(0.14)
4,876.99
(20,747.66)
2.15
(1.59)
Post Retirement Benefit Scheme

(PRBS)
240
37.3
The amounts recognized in the balance sheet for post-employment benefit plans are as under:
(` in million)
Sl No.
Particulars
Present Value of Funded Obligation
Present Value of Unfunded Obligation
Fair Value of Plan Assets
4.
Unrecognized Past Service Cost
Net Obligation
Liability for Retired employees
Total Provision
Gratuity
Leave
Post-Retirement
Medical Benefits
Terminal Benefits
(Note 37.1.6)
20,712.01
(20,890.48)
20,099.65
(21,867.14)
NA
NA
27,566.63
(24,319.03)
484.64
(6,310.52)
21,244.03
(21,333.28)
15,977.45
(19,300.46)
NA
NA
-532.02
(-442.80)
4,122.20
(2,566.68)
27,566.63
(24,319.03)
484.64
(6,310.52)
-532.02
(442.80)
4,122.20
(2,566.68)
27,566.63
(24,319.03)
484.64
(6,310.52)
37.4
The amounts included in the fair value of plan assets of gratuity fund in respect of Reporting Enterprises own
financial instruments and any property occupied by, or other assets used by the reporting enterprise are Nil
(Previous Year Nil)
37.5
Reconciliation showing the movements during the period in the net liability recognized in the balance
sheet.
(` in million)
Sl No.
Particulars
Opening defined benefit obligation
Current Service Cost
Past Service Cost
4.
Interest Cost
5.
Actuarial losses/(-) gains
6.
Exchange dif ferences on foreign plans
7.
Benefits paid
-1,789.26
(-1,313.43)
-7,712.46
(-3,940.06)
-1,418.88
(-1,205.22)
-19.17
(-17.15)
8A
Current Obligation
20,712.01
(20,890.48)
2,236.78
(2,195.06)
1,579.86
(1,403.44)
50.41
(689.11)
8B
Non-Current Obligation
17,862.87
(19,672.08)
25,986.77
(22,915.59)
434.23
(5,621.41)
20,712.01
20,099.65
(20,890.48) (21,867.14)
27,566.63
(24,319.03)
484.64
(6,310.52)
Total (8A+8B)
Gratuity
Leave
Post-Retirement
Medical Benefits
Terminal Benefits
(Note 37.1.6)
20,890.48
(20,990.07)
21,867.14
(20,030.97)
24,319.03
(21,518.98)
456.19
(6,277.36)
849.66
(861.99)
872.88
(1076.57)
365.62
(393.04)
19.45
(400.75)
1,827.92
(1,784.16)
1,913.38
(1,752.71)
2,127.91
(1,882.87)
39.92
(533.58)
-1,066.79
(-1,432.31)
3,158.71
(2,946.96)
2,172.95
(1,729.36)
-11.75
(-884.01)
241
37.6
The total amount recognized in the financial statements before allocation is as follows:
(` in million)
Sl No. Particulars
Gratuity
Leave
Post-Retirement
Medical Benefits
Terminal
Benefits
851.72
(861.99)
744.19
(1,076.57)
362.36
(393.04)
19.28
(400.75)
Interest on Obligation
1,827.92
(1,784.16)
1,913.38
(1,752.71)
2,126.64
(1,882.87)
39.86
(533.58)
Expected return on plan assets
-1,855.11
(-1,825.97)
-1,688.11
(-1,752.71)
NA
NA
4.
Net actuarial Losses/(-) Gains recognized in period
-921.87
(-1,432.31)
3,017.60
(4,231.68)
2,176.81
(1,729.36)
-11.63
(-884.01)
Past Service Cost
Losses (Gains) on curtailments and set tlement
Total included in employee benefit expense
-97.34
(-462.78)
3,987.05
(5,308.25)
4,665.80
(4,005.27)
47.51
(50.31)
8.
Actual return on plan assets
1,710.20
(1,676.61)
1,811.85
(467.99)
NA
NA
37.7
Statement of Reconciliation of balance of Fair Value of Plan Assets in respect of Gratuity:(` in million)
Particulars
Fair Value of Plan Asset at Beginning
Adjustment in opening corpus consequent to audit
Expected Return on Plan Assets
Contribution by employer
Benefits Paid
Actuarial gain/(loss) on Plan Assets
Fair Value of Plan Asset at the end of the period (Unaudited)
242
For Year ended

on 31.03.2015
For Year ended

on 31.03.2014
21,333.28
21,079.98
(10.19)
(115.90)
1,855.11
1,825.97
(1,789.26)
(1,307.41)
(144.91)
(149.36)
21,244.03
21,333.28
37.8
Statement of Reconciliation of balance of Fair Value of Plan Assets in respect of Leave:(` in million)
Particulars
For Year ended

on 31.03.2015
For Year ended

on 31.03.2014
19,300.46
20,030.97
(7.75)
1,688.11
1,752.71
2,567.98
(7,712.46)
(1,198.50)
141.11
(1,284.72)
15,977.45
19,300.46

Benefits Paid
Actuarial gain/(loss) on Plan Assets
37.9
Other disclosures:
(` in million)
Gratuity
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011
Present Value of Funded obligation

as at the end of the period
20,712.01
20,890.48
21,067.89
20,534.65
19,674.39
Fair Value of plan assets as at the

end of the period
21,244.03
21,333.28
21,079.98
20,114.96
18,171.17
532.02
442.80
12.09
(419.69)
(1,503.22)
Experience Adjustment on plan

Liabilities (loss)/gain
1,364.85
1,107.26
1,052.97
526.08
(903.84)

Assets (loss)/gain
(147.05)
(170.32)
(164.39)
(217.84)
(118.25)
Surplus/(Deficit)
Expected Contribution in respect of Gratuity for nex t year will be `185.53 million (Previous Year `318.68 million)
The company has recognized a gratuity liability of `78.72 million as on 31.03.2015 (Previous year `75.28) as per actuarial
valuation for 558 (Previous year 589) Contingent Employees engaged in dif ferent work centres.
243
(` in million)
Leave Encashment
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011

(Note no.37.1.1, 37.1.2 and 37.1.3)
20,099.65
21,867.14
NA
NA
NA

end of the period
15,977.45
19,300.46
NA
NA
NA
Surplus/(Deficit)
(4,122.20)
(2,566.68)
NA
NA
NA

(2,878.21)
(2,946.96)

Assets (loss)/gain
141.11
(1,284.72)
NA
NA
NA
(` in million)
Leave Encashment
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011
Present Value of unfunded

obligation as at the end of the period
(Note no.37.1.1, 37.1.2 and 37.1.3)
NA
NA
19,840.16
17,841.28
16,180.23

NA
NA
(2,943.61)
(2,062.27)
(2,917.77 )
(` in million)
Post-Retirement Medical Benefits
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011
Present Value of Unfunded obligation

27,566.63
24,319.03
21,562.76
19,203.33
16,495.66

(1,743.57)
(1,729.36)
(1,714.98)
(2,072.83)
(2,010.67 )
(` in million)
Sensitivity Analysis ( In respect of Post-Retirement Medical Benefits)
As at 31-03-2015
Ef fect on service and interest cost

Ef fect on PBO (Closing)
1.00 % (+)
1.00 % (-)
308.16
(299.06)
3,542.68
(2,485.58)
(` in million)
Terminal Benefits
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011
484.64
6,310.52
6,302.64
1,152.11
1,058.67
18.01
884.01
(4,695.45)
(23.05)
(356.15)
244
37.10
Investments of Gratuity Trust

Particulars
% of Investment
As at 31.03.2015
As at 31.03.2014
Central Gov t. Securities
28.57
28.83
State Gov t. Securities
15.59
15.47
PSU Bonds
27.44
28.82
0.03
0.11
28.14
26.55
0.23
0.22
100.00
100.00
Treasury Bills
Insurance Investment
Equity Mutual Fund
Total
37.11
Principal actuarial assumption at the balance sheet date (expressed as weighted averages):
Sl No.
Particulars
Gratuity
Leave
Post-Retirement
Medical Benefits
Terminal
Benefits
Discount rate
8.50%
(8.75%)
8.50%
(8.75%)
8.50%
(8.75%)
8.50%
(8.75%)
8.70%
(8.71%)
8.75%
(9.50%)
NA
NA
3.
Annual increase in costs
NA
NA
6.00%
(6.00%)
6.00%
(6.00%)
4.
Annual Increase in Salary
6.00%
(6.00%)
6.00%
(6.00%)
NA
NA
38.
39.
39.1
The discount rate is based upon the market yield available on Government bonds at the Accounting date with a term
that matches. The salary grow th rate takes account of inflation, seniority, promotion and other relevant factor on
long term basis. Expected rate of return on plan assets is based on market expectation, at the beginning of the year,
for return over the entire life of the related obligation.
Disclosure under Accounting Standard -17 on Segment Reporting
The segment information is presented under the Notes to the Consolidated Financial Statements as required under
the standard.
Disclosure under Accounting Standard -18 on Related Party Disclosure:
Name of related parties and description of relationship:
Jointly Controlled Entity
i.
ii.
iii.
iv.
v.
vi.
Dahej SEZ Limited
vii.
ONGC Mangalore Petrochemicals Limited (up to 28.02.2015)
245
39.2
Key Managerial Personnel:

i) Shri D K Sarraf, Chairman and Managing Director
ii) Shri A K Banerjee, Director (Finance) up to 30.04.2015
iii) Shri T K Sengupta, Director (Of fshore)
iv) Shri Ashok Verma, Director (Onshore) from 19.06.2014
v) Shri D D Misra, Director (HR) from 01.08.2014
vi) Shri A K Dwivedi, Director (Exploration) from 16.03.2015
vii) Shri Shashi Shanker, Director (T&FS)
viii) Shri N K Verma, Director (Exploration) up to 26.08.2014
ix) Shri K.S Jamestin, Director (HR) up to 31.07.2014
x) Shri N K Sinha, Company Secretary
39.3
Details of Transactions:
39.3.1
Jointly Controlled Entities
(` in million)
Details
2014-15
2013-14
Sale of Gas-ONGC Tripura Power Co. limited

Services Received from :
a) ONGC Teri Biotech Limited
b) Dahej SEZ Limited.
c) Mangalore SEZ Limited
d) ONGC Tripura Power Co. Limited
Services Provided to :
a) ONGC Petro-additions Limited
b) ONGC Teri Biotech Limited
c) Petronet LNG Limited
d) ONGC Tripura Power Co. Limited
e) ONGC Mangalore Petrochemicals Limited (up to 28.02.2015)
Dividend Income - Petronet LNG Limited
Advance against Equity during Year:
b) ONGC Tripura Power Co. Limited
3,247.91
1,236.49
244.72
19.04
0.39
0.17
112.42
9.12
0.09
0.10
125.94
0.15
0.05
125.82
3.49
187.50
117.63
0.12
235.96
5.90
234.38
7,505.52
4,645.36
As at
31.03.2015
6,985.60
2,925.10
As at
31.03.2014
67.17
0.10
345.08
3.46
54.69
373.80
1.85
148.33
7.54
0.17
51.55
7.54
0.02
0.09
7,505.52
4,645.36
-
6,709.24
2,925.10
9,199.77
Details
Amount Receivable From :
b) Petronet LNG Limited
c) ONGC Tripura Power Co. Limited
d) ONGC Mangalore Petrochemicals Limited (as on 28.02.2015)
Amount Payable :
a) ONGC Teri Biotech Limited
b) Dahej SEZ Limited.
c) ONGC Tripura Power Co. limited
d) Mangalore SEZ Limited
Advance towards equity pending allotment :
a) ONGC Petro-addition Limited
b) ONGC Tripura Power Co. Limited
c) ONGC Mangalore Petrochemicals Limited (upto 28.02.2015)
(` in million)
39.3.2 Key Managerial Personnel

Particulars
Remuneration to Key Management Personnel
Amount Receivable
Amount Payable
2014-15
38.04
1.04
9.49
246
2013-14
37.56
1.39
10.32
40.
41.
41.1
Disclosure under Accounting Standard - 19 on Leases

The company has certain of fice/residential premises on Operating Lease which are cancellable by giving
appropriate notice as per the respective agreements. During the year ` 977.22 million (Previous year ` 934.64
million) had been paid towards cancellable Operating Lease.
Disclosure under Accounting Standard - 27 on Financial Reporting of Interest in Joint Ventures:
In respect of certain blocks, the Companys Joint Ventures (JV) with certain bodies corporate have entered into
Production Sharing Contracts (PSCs) with GoI. Details of these blocks and JVs as on 31.03.2015 are as under:
Sl.
No.
Blocks
Company's PI *
Others Partners and their PI in the

JV/Operatorship***
Jointly Operated JVs
Panna, Mukta and Tapti
40% (40%)
BGEPIL 30%, RIL 30%
AN-DWN-2009/3
60% (60%)
OIL 40%
ONGC Operated JVs
CB-OS/1 Development Phase**
MN-DWN-98/3**
100% (100%)
MN-OSN-2000/2
40% (40%)
GAIL 20%, IOC
A A-ONN-2001/2
80% (80%)
IOC 20%
CY-ONN-2002/2
60% (60%)
BPRL 40%
KG-ONN-2003/1
51% (51%)
Cairn India Limited-49%
CB-ONN-2004/1**
60% (60%)
GSPC 40%,
10
CB-ONN-2004/2
55% (55% )
GSPC 45%
11
CB-ONN-2004/3
65% (65%)
GSPC 35%
12
CY-ONN-2004/2
80% (80%)
BPRL 20%
13
MB-OSN-2005-1
80% (80%)
GSPC 20%
14
Raniganj
74% (74%)
CIL 26%
15
Jharia
74% (90%)
CIL 26% (CIL 10%)
16
NK-CBM-2001/1
80% (80%)
IOC 20%
17
BK-CBM-2001/1
80% (80%)
IOC 20%
18
CB-ONN-2005/4
51% (51%)
GSPC 49%
19
CB-ONN-2005/10**
100% (51%)
(GSPC 49%)
20
WB-ONN-2005/4
75% (75%)
OIL 25%
21
AN-DWN-2009/2
60% (60%)
OIL 40%
55.26% (55.26%)
TPL 6.7%, HOEC 38.04%
20%, OIL
20%
247
Sl.
No.
Blocks
Company's PI *
22
AN-DWN-2009/1
23
AN-DWN-2009/5**
24
GK-OSN-2009/1
40% (40%)
AWEL 20%, GSPC 20%, IOC 20%
25
GK-OSN-2009/2
40% (40%)
AWEL 30%, IOC 30%
26
KG-OSN-2009/1
80% (80%)
APGIC 10%, NTPC 10%
27
KG-OSN-2009/2
90% (90%)
APGIC 10%
28
KG-OSN-2009/4
50% (50%)
APGIC 10%, OIL 30%, NTPC 10%
29
A A-ONN-2009/3
50% (50%)
OIL 50%
30
CB-ONN-2009/4
50% (50%)
GSPC 50%
31
GK-OSN-2010/1
60% (60%)
OIL-30%, GAIL-10%
32
GK-OSN-2010/2
90% (90%)
GAIL- 10%
33
CB-ONN-2010/6
80% (80%)
IOC- 20%
Operated by JV Partners
34
Rav va
40% (40%)
Cairn India Limited (Operator) 22.5%,

VIL 25%, ROPL 12.5%
35
CY-OS-90/1 (PY3)
40% (40%)
HEPI (operator) 18%, HOEC 21%, TPL 21%
36
RJ-ON-90/1
30% (30%)
Cairn India Limited (Operator) 35%, CEHL 35%
37
CB-OS/2 Development Phase
50% (50%)
Cairn India Limited (operator) 40%, TPL 10%
38
CB-ON/7 Development Phase
30% (30%)
HOEC (Operator) 35%, GSPC 35%
39
30% (30%)
EOL (Operator)70%
40
A A-ONN-2002/3
70% (70%)
OIL (Operator) 30%
41
AN-DWN-2003/2
45% (45%)
ENI (Operator) 40%, GAIL 15%
42
PR-OSN-2004/1
35% (35%)
Cairn India Limited (Operator) 35%, TPL 30%
43
CB-ON/2- Development phase
30% (30%)
GSPC (Operator) 56%, Geo-Global Resources 14%
44
RJ-ONN-2005/3
40% (40%)
GSPC (Operator) 60%
45
A A-ONN-2009/4
50% (50%)
OIL (Operator) 50%
46
CY-OSN-2009/2
50% (50%)
OIL (Operator) 50%
47
A A-ONN-2010/2
30% (30%)
OIL -40%, GAIL-20%, EWP-10%
48
A A-ONN-2010/3
40% (40%)
OIL-40%, BPRL-20%
70% (70%)

JV/Operatorship***
OIL 30%
100% (100%)
* PI - Participating Interest
**Approval towards assignment of PI is awaited from GoI
*** There is no change in previous year details unless otherwise stated.
248
Abbreviations:- APGIC- AP Gas Infrastructure Corporation Ltd, AWEL- Adani Welspun Exploration Ltd, BGEPILBritish Gas Exploration and Production India Ltd, BPRL- Bharat Petro Resources Ltd, CEHL- Cairn Energy
Hydrocarbons Ltd, CIL- Coal India Ltd, ENI- Ente Nazionale Idrocarburi, Ensearch- Ensearch, EOL- Essar Oil Ltd. ,
GAIL- Gas Authority of India Ltd, GSPC- Gujarat State Petroleum Corporation Ltd, HEPI- Hardy Exploration &
Production India Ltd, HOEC- Hindustan Oil Exploration Company Ltd, IOC- Indian Oil Corporation Ltd, NTPCNational Thermal Power Corporation Ltd, OIL- Oil India Ltd, VIL- Videocon Industries Ltd, RIL- Reliance Industries
Ltd, ROPL- Rav va Oil (Singapore) Private Ltd, TPL- Tata Petrodyne Ltd.
41.2
List of the blocks surrendered during the year are given below:
Sl. No.
Joint Ventures / PSCs
Companys PI *
NEC-DWN-2002/2
100% (100%)
KK-DWN-2002/2
80% (80%)
3.
CY-ONN-2004/1
80% (80%)
4.
PR-ONN-2005/1
80% (80%)
5.
GV-ONN-2005/3
80% (80% )
6.
KG-OSN-2005/1
60% (60%)
7.
KG-OSN-2005/2
80% (80%)
8.
KG-DWN-2005/1
70% (70%)
9.
PA-ONN-2005/1
100% (100%)
10.
MB-OSN-2005-5
70% (70% )
11.
MB-OSN-2005-6
80% (80% )
12.
KK-DWN-2005/2
90% (90%)
13.
AN-DWN-2009/18
60% (60%)
14.
KG-DWN-2009/1
45% (45%)
15.
CY-DWN-2004/3
70% (70%)
16.
A A-ONN-2001/3
85% (85%)
17.
A A-ONN-2005/1
60% (60%)
18.
A A-ONN-2001/4
100% (100%)
19.
A A-ONN-2002/4
90% (90%)
20.
CY-PR-DWN-2004/1
70% (70%)
21.
AN-DWN-2009/13
80% (80%)
22.
RJ-ON/6 Development phase (refer note 41.3.5)
30% (30%)
* PI- Participating Interest
249
41.3
The Financial position of the JV/NELP blocks are as under:

(` in million)
No. of
JVs/ NELP
Blocks
Assets
Liabilities
NELP Block-100% PI
16
(19)
30,348.05
(37,773.90)
233.14
(341.84)
Blocks with other

partners
48
(67)
93,976.40
(103,668.42)
Surrendered
70
(49)
4,680.45
(5,209.85)
134
(135)
129,004.90
(146,652.17)
Total
Income Expenditure
0.17
(96.45)
24,557.43
-24,557.26
(20,154.93) (-20,058.48)
46,927.57 1,46,952.80 1,08,133.48

(44,450.57) (182,462.92) (142,405.71)
12,369.44
(9,565.83)
276.54
(0.37)
Profit / (-)
Loss before
tax
38,819.32
(40,057.21)
12,024.63
(2,045.23)
-11,748.09
(-2,044.86)
59,530.15 147,229.51 144,715.54

(54,358.24) (182,559.74) (164,605.87)
2,513.97
(17,953.87)
41.3.1 The financial statements of 117 (previous year 124) out of 134 (previous year 135) JVs/NELP blocks have been
incorporated in the accounts to the ex tent of Companys participating interest in assets, liabilities, income,
expenditure and profit / (loss) before ta x on the basis of statements certified in accordance with production sharing
contract and in respect of balance 17 (previous year 11) JVs/NELP blocks, the figures have been incorporated on
the basis of uncertified statements prepared under the production sharing contracts. Both the figures have been
adjusted for changes as per Note No. 2.j.1 The financial positions of JV/NELP are as under:
(` in million)
No. of
JVs/ NELP
Blocks
Audited
Unaudited
Total
41.3.2
Income Expenditure
Profit / (-)
Loss before
tax
117
121,162.67 48,412.46 134,036.87
132,756.44
(124) (145,807.09) (51,823.77) (182,255.94) (163,656.37)
1,280.43
(18,599.58)
17
(11)
Assets
7,842.23
(845.08)
Liabilities
11,117.69
(2,534.47)
11,959.10
(949.50)
1,233.54
(-645.71)
134
129,004.90 59,530.15 147,229.51
144,715.54
(135) (146,652.17) (54,358.24) (182,559.74) (164,605.87)
2,513.97
(17,953.87)
As per the Production Sharing Contracts signed 41.3.3

by the Company with the GoI, the Company is
required to complete Minimum Work Programme
(MWP) within stipulated time. In case of delay in
completion of the MWP, Liquidated Damages (LD)
is payable for ex tension of time to complete MWP.
Further, in case the Company does not complete
MWP or surrenders the block without completing
the MWP, the estimated cost of completing
balance work programme is required to be paid to
the GoI. During the year LD amounting to (net of
reversal) `24.08 million (Previous year `245.65
million) and cost of unfinished MWP (net of
reversal) `1,420.64 million (Previous year (net of
reversal) `(-) 59.14 million), paid/payable to the
GoI is included in survey and wells writ ten of f
expenditure respectively.
250
13,192.64
(303.80)
In respect of 3 NELP blocks (previous year 12)

which have expired as on 31st March, 2015, the
Companys share of Unfinished Minimum Work
Programme (MWP) amounting to `820.40 million
(previous year to `18,014.12 million) has not been
provided for since the company has already applied
for further ex tension of period in these blocks as
excusable delay/special dispensations citing
technical complexities, within the ex tension policy
of NELP Blocks, which are under active
consideration of GoI. The delays have occurred
generally on account of pending statutor y
clearances from various Gov t. authorities like
Ministry of Defense, Ministry of Commerce,
environmental clearances, State Gov t. permissions
etc. The above MWP amount of `820.40 million
(previous year `18,014.12 million) is included in
MWP commitment under note no. 44.1.6.
41.3.4 The company had acquired Participating Interest (PI) of British Gas Exploration and Production India Ltd (BGEPIL)
in the following blocks, ef fective from the following dates as approved by the board of directors.
Name of the Block
KG OSN 2004/1
KG DWN 98/4
MN DWN 2002/2
41.3.5
41.4
41.4.1
Date of Transfer of PI
25.11.2011
18.05.2011
01.12.2011
British Gas has agreed to pay a lump sum amount of USD 50 Million, towards full and final set tlement of carry
costs/cash calls due in all the above blocks, subject to government approval for transfer of PI in all the above
blocks. Since the government approval in respect of MN DWN 2002/2 is pending, no adjustment is made in the
accounts towards the lump sum amount due as above.
The company has relinquished 30% Par ticipating Interest (PI) in SGL Field with future interest in block RJ-ON/6
Jaisalmer Basin Rajasthan to Focus Energy Ltd (Operator), on condition that Focus Energy Ltd (Operator) to pay
towards 100% past royalty obligation, PEL/ML fees, other statutory levies and waive of f development/ Production
costs payable by ONGC in SGL Field of the block as well as take all future 100% royalty obligation of ONGC as
licensee and also not exercise its option of acquiring 30% PI in two gas discoveries namely SSG-1 and SSF-2 in
Block. Pending farm out agreement/ government approval, no adjustment is made in the accounts in respect of
relinquishment of RJ-ON/6.
Jointly Controlled Entities:
Company has ownership interest in following Jointly Controlled Entities:
Name
Petronet MHB Limited
ONGC Mangalore Petrochemicals
Limited (Note 17.1)
Dahej SEZ Limited
41.4.2
PI
45%
30%
25%
Country of
Incorporation
Ownership Interest (%)
India
India
India
As at 31.03.2015
12.50
28.77
26.00
As at 31.03.2014
12.50
28.77
26.00
India
India
India
India
India
49.36
49.52
49.98
50.00
46.00
49.36
49.52
49.98
50.00
The Companys share in assets, liabilities, income, expenses, contingent liabilities and capital
commitments of Jointly Controlled Entities:
(` in million)
Description
i) Assets
Fixed Assets
Other Non-Current Asset
Deferred Ta x Assets
Current Asset
ii) Liabilities
Long Term Borrowings
Other Non-Current liabilities and provisions
Current liabilities and provisions
iii) Income
iv) Expenses
v) Contingent liabilities
vi) Capital commitments
As at 31.03.2015
As at 31.03.2014
134,214.88
12,754.17
548.63
11,410.67
136,189.25
19,794.25
256.91
13,334.56
92,189.53
6,328.85
1,604.41
29,965.13
61,119.59
63,002.08
13,212.91
12,156.07
104,535.79
6,819.94
896.17
26,507.16
49,208.33
47,442.17
8,868.61
18,372.56
251
42.
Disclosure under Accounting Standard 28 and

Guidance note on Accounting for Oil and gas
producing Activities (Revised) on Impairment
of Assets
42.1
The Company is engaged mainly in the business of

oil and gas exploration and production in On-shore
and Of fshore. In case of onshore assets, the fields
are using common production/transpor tation
facilities and are suf ficiently economically
interdependent to constitute a single cash
generating unit (CGU). Accordingly, impairment
test of all onshore fields are performed in
aggregate of all those fields at the Asset Level. In
case of Of fshore Assets, a field is generally
considered as CGU except for fields which are
developed as a Cluster, for which common
facilities are used, in which case the impairment
testing is performed in aggregate for all the fields
included in the cluster.
42.2
42.3
benchmark crudes and other petroleum products.

Future cash flows from sale of natural gas is also
computed based on the expected future prices on
the basis of the notification issued by the
Government of India and discounted applying the
rate applicable to the cash flows measured in USD
in view of the new pricing guidelines issued by GoI.
(refer note no.26.5)
The Value in Use of producing/developing CGUs is

determined under a multi-stage approach, wherein
future cash flows are initially estimated based on
Proved Developed Reser ves. Under
circumstances where the further development of
the fields in the CGUs is under progress and where
the carrying value of the CGUs is not likely to be
recovered through exploitation of proved
developed reser ves alone, the Proved and
probable reserves (2P) of the CGUs are also taken
for the purpose of estimating future cash flows. In
such cases, full estimate of the expected cost of
evaluation/development is also considered while
determining the value in use.
In assessing value in use, the estimated future cash
flows from the continuing use of the assets and
from its disposal at the end of its useful life are
discounted to their present value. The present
values of cash flows are determined by applying
discount rates of 19.71% (previous year 19.10 %)
for Rupee transactions and 13.89% (previous year
13.00 %) for crude oil and value added products
revenue, which are measured in USD. Future cash
inflows from sale of crude oil and value added
products are computed using the future prices, on
the basis of market-based average prices of the
Dated Brent crude oil as per assessment by Plat ts
Crude Oil Market wire and its co-relations with
252
42.4
During the year `2,136.53 million (Previous Year

`1,025.48 million) is provided as impairment loss.
Out of this, an amount of `380.89 million (Previous
Year `355.97 million) has been provided as
additional impairment in respect of onshore CGUs
Jodhpur and Silchar. `146.40 million (Previous
Year `69.05 million) has been provided for already
impaired of fshore CGU- Ratna. For B 121 an
amount of `49.73 million (Previous Year `20.09
million) has been provided as additional
impairment. In addition, ` 367.91 million (Previous
Year `30.42 million) pertaining to block CY-OS90/1 (PY-3) has been provided as presently the
field does not have any potential to produce. An
amount of `1,025.81 million (Previous Year `79.40
million) mainly represents additional impairment
charge in respect of certain onshore Pre- NELP
joint venture blocks (RJ ON 6, CB ON 2 and CB ON
3) due to adjustment of cost recovery from revenue
and sharing of 100% royalty. Balance amount of
`73.38 million, `91.14 million (previous year `15.90
million) and `1.27 million has been provided for
Ankleswar, Hazira Plant and Retail Trading
respectively.
42.5
Further, `201.88 million (Previous Year `806.08

million) impairment losses has been reversed
because of decrease in Abandonment cost
estimation in respect Of fshore CGU D-18 and
Tapti.
42.6
Impairment testing of assets under exploratory

phase (Exploratory Wells in Progress) has been
carried out as on 31.03.2015, and an amount of
`1,172.15 million (Previous year `2,546.46 million)
has been provided during the year 2014-15 as
impairment loss. Fur ther, `1,203.23 million
(Previous Year Nil) impairment loss has been
reversed in the Statement of Profit and Loss as
exploratory phase assets have been transferred to
producing properties.
42.7
The following 2P reserves for the respective CGU considered as a basis for the impairment assessment.
Name of the CGU
43.
Quantity of Reserves used for

Impairment Assessment(In Mmt)
G1-GS 15
4.12
Jodhpur Onshore Asset
2.09
Silchar Onshore Asset
1.20
RJ-ON-06 (Pre NELP PSC Block)
1.05
CB-ON-02 (Pre NELP PSC Block)
0.09
Cluster B-193
9.12
Cluster B-22
5.42
Disclosure under Accounting Standard - 29 on Provisions, Contingent Liabilities and Contingent Assets:
Movement in Provisions for Abandonment and others:
Other provisions represent provision for Court cases, arbitration and others, where the timing of expected out flows
is upon set tlement of the proceedings:
(` in million)
Particulars
Others
2014-15
2013-14
2014-15
2013-14
228,439.19
177,454.45
805.86
761.86
Add: Provision made during the year
3,185.16
53,337.97
42.83
96.16
Less: Provision writ ten back/ reclassified/

reduction during the year
4,080.74
2353.23
52.16
227,543.61
228,439.19
848.69
805.86
Opening Balance
Closing Balance
ONGCs of fshore drilling rig Sagar Kiran; ONGC has drilled 1184 oil wells and 151 gas wells in Of fshore; Western Of fshore
production up by 4.3% (16.18 MMT in FY-15 against 15.51 MMT in FY-14)
253
44.
44.1
Other Disclosures under Schedule III to the Companies Act, 2013:

Contingent liabilities and commitments (to the ex tent not provided for)
44.1.1 Contingent Liabilities:

Claims against the Company/ disputed demands not acknowledged as debt:(` in million)
Particulars
I
II
As at
31st March, 2015
In respect of Company
i. Income Ta x
ii. Excise Duty
iii. Custom Duty
iv. Royalty (Note - 44.1.1.b)
v. Cess
vi. AP Mineral Bearing Lands (Infrastructure) Cess
vii. Sales Ta x
viii. Service Ta x
ix. Octroi
x. Specified Land Ta x (Assam)
xi. Claims of contractors (Incl. LAQ) in Arbitration/Court
xii. Employees Provident Fund
xiii. Others
Sub Total (A)
In respect of Joint Ventures
i. Income Ta x
ii. Excise Duty
iii. Custom Duty
iv. Sales Ta x and Service Ta x
v Claims of contractors in Arbitration / Court
vi. Others
Sub Total (B)
TOTAL (A + B)
a.
The Companys pending litigations comprise of

claims against the Company and proceedings
pending with Ta x/Statutor y/Government
Authorities. The Company has reviewed all its
pending litigations and proceedings and has
made adequate provisions, wherever required
and disclosed the contingent liabilities, wherever
applicable, in its financial statements. The
Company does not expect the outcome of these
proceedings to have a material impact on its
financial position. Future cash out flows in respect
of the above are determinable only on receipt of
judgments/decisions pending with various
forums/ authorities.
b.
In terms of the statutory provisions of Oilfields

(Regulation and Development) Act, 1948 (ORDA),
Petroleum & Natural Gas (PNG) Rules 1959 and
254
As at
31st March, 2014
80,032.68
8,572.86
190.61
117,738.83
6.57
2,371.76
24,776.47
1,374.57
205.52
3,863.05
72,750.49
66.35
53,578.89
365,528.65
55,087.45
9,406.06
1,599.77
117,301.90
6.57
2,211.27
46,086.36
4225.07
68.54
3,528.89
50,783.08
66.35
53,911.41
344,282.72
8.91
4.17
1,473.86
2,880.48
5,356.90
867.31
10,591.63
376,120.28
8.91
4.17
3,798.73
2,879.82
5,095.94
854.74
12,642.31
356,925.03
Notifications issued thereunder; the Company is

liable to pay royalty to Central Government (GoI)
and State Governments, on production of Crude Oil
and Natural Gas from of fshore fields and onshore
fields, respectively. Since 2008-09, the Company
has been paying royalty on crude oil at realized
price which is net of under-recovery of the OMCs
shared by the Company as per GoI directives. On an
application filed by the State of Gujarat, the Honble
High Court of Gujarat in its order dated 30.11.2013
has directed the Company to pay the shortfall of
royalty on crude oil produced from the onshore
fields in the State of Gujarat on pre-discount prices
from 01.04.2008 onwards. Based on the Special
Leave Petition filed by the Company against the said
order of the Honble High Court of Gujarat, pending
further orders, Honble Supreme Court vide order
44.1.2
44.1.3
44.1.4
44.2
44.2.1
44.1.5
dated 13.02.2014 stayed the operation of the

impugned judgment subject to the condition that the
company pays royalty to the State of Gujarat on
pre-discounted price of crude oil w.e.f. 01.02.2014
onwards. Accordingly, dif ferential amount of
`117,242.00 million (reduced to the ex tent
`16,440.00 million which is paid to Gujarat Govt.refer Note No. 31.2) on this account for the period
from April, 2008 to March, 2015 (`116,326.96 million
as on 31.03.2014) has been considered as Contingent
Liability. Pending the final outcome of the SLP filed
before the Honble Supreme Court, dif ferential
royalty (royalty on pre-discount price minus royalty
on post-discount price) amounting to `21,067.60
million deposited w.e.f. February, 2014 (`2,092.23
million as on 31.03.2014) in terms of Honble
Supreme Court order has been shown as deposit.
Corporate Guarante es executed by the
Company on behalf of its wholly owned
subsidiary, ONGC Videsh Limited (OVL):
Guarantees executed for financial obligations:
i)
Amount of Guarantee `304,152.81 million
(Previous year ` 321,657.40 million)
ii)
Amount outstanding `301,671.35 million
(Previous year `314,417.66 million)
Corporate Guarante es executed by the
Company on behalf of its subsidiary, MRPL:
i)
Amount of Guarantee `29,754.00 million
ii)
Amount outstanding ` 3,290.04 million
44.1.6
44.1.7
Capital Commitments:
Estimated amount of contracts remaining to be
executed on capital account:i)
In respect of Company: `134,081.19 million
(Previous year ` 83,351.44 million).
ii)
In respect of Joint Ventures: `3,842.99
million (Previous year `4,367.54 million).
Other Commitments
Estimated amount of Minimum Work Programme
(MWP) commit ted under various Production
Sharing Contracts with Government of India/
Nominated Blocks:
i)
In respect Nominated Blocks Nil (Previous
year `441.59 million).
ii)
In respect of NELP blocks in which the
Company has 100% participating interest:
`3,000.14 million (Previous year `9,600.47
million).
iii)
In respect of NELP blocks in Joint Ventures,
company s share: ` 32,705.26 million
(Previous year `62,247.39 million).
The Company has given an undertaking to The
State Bank of India, for a Rupee term loan
agreement amounting to `30,350 million (previous
year `30,350 million) in respect of ONGC Tripura
Power Co. Limited (OTPC) for not to dilute the
shareholding till two years af ter Commercial
Operation Date (COD) of the project and to bear
any cost overrun to the ex tent of 10% of the
estimated project cost of `40,470 million.
Quantitative Details
Production Quantities (Certified by the Management):
Products
Crude Oil
Natural Gas
Ethane/Propane
Naphtha
Low Sulphur Heav y Stock
High Speed Diesel
Light Diesel Oil
Unit
MT
000 M3
MT
MT
MT
MT
MT
MT
MT
MT
MT
2014-15
25,942,770
23,523,675
1,095,081
339,319
1,154,660
72,189
11,448
18,841
28,703
852
-
2013-14
25,994,105
24,851,248
1,067,230
430,447
1,358,414
84,305
9,658
27,992
36,311
1,117
50
Notes:
1.
Production includes internal consumption and intermediary losses.
2.
Crude oil production includes condensate of 1.448 MMT (Previous year 1.819 MMT).
255
44.2.2
Purchases (Traded Products):

Particulars
Unit
Quantity
2014-15
Value ( ` in million )
2013-14
Value ( ` in million )
High Speed Diesel
KL
400
16.65
59
2.68
Motor Spirit
KL
548
27.18
541
28.80
0.28
0.32
Others
Total
44.2.3
Quantity
44.11
31.80
Raw Material Consumed:

For pr oduction of Liquefied
Petroleum Gas, Ethane/Propane,
Naphtha, Superior Kerosene Oil,
Low Sulphur High Stock, Aviation
Turbine Fuel and High Speed Diesel.
2014-15
Unit
Quantity
Value at cost
( ` in million )
2013-14
Quantity
Value at cost
( ` in million )
Out of own production:

Crude Oil
MT
60,374
710.35
89,117
654.94
Natural Gas
000M
919,773
5,700.30
864,774
5,671.75
Gas Equivalent Condensate
000M3
410,900
1,768.98
482,772
2,132.78
MT
15,908
664.93
20,329
889.73
Purchases
Gas Equivalent Condensate
44.3
Consumption of Raw Material, Stores and Spare Parts:

2014-15
Amount
( ` in million )
44.4
2013-14
Amount
( ` in million )
Imported
10,542.40
21.29
10,766.35
21.01
Indigenous
38,984.15
78.71
40,480.21
78.99
Total
49,526.55
100.00
51,246.56
100.00
Value of Imports on CIF Basis:
(` in million)
2014-15
Capital items
44.5
2013-14
1,508.63
3,850.75
Stores and Spare Parts
12,268.40
13,152.26
Total
13,777.03
17,003.01
Expenditure in Foreign Currency:
(` in million)
Particulars
2014-15
Services *
Others
Total
*Includes stage payments made against capital works.
256
2013-14
174,771.93
182,380.14
649.03
1,348.49
175,420.96
183,728.63
44.6 Earnings in Foreign Currency:
(` in million)
Particulars
2014-15
Services
FOB value of Sales
2.43
53.46
50,153.48
74,818.30
72.08
18.08
50,227.99
74,889.84
Others
Total
45.
45.1
Disclosure under Guidance Note on Accounting for Oil and Gas Producing Activities (Revised)
Company's share of Proved Reserves on the geographical basis is as under:
Crude Oil (MMT)
Details
Opening
Addition
Of fshore
Production
Closing
Opening
Addition
Onshore
Production
Closing
Opening
Addition
Total
Production
Closing
45.2
2013-14
Gas (Billion Cubic Meter) Total Oil Equivalent (MMTOE)*
As at
31.03.2015
As at
31.03.2014
As at
31.03.2015
As at
31.03.2014
As at
31.03.2015
As at
31.03.2014
212.16
12.36
16.39
208.13
189.31
9.18
8.74
189.75
401.47
21.54
25.13
397.88
222.98
4.71
15.54
212.15
190.81
7.94
9.44
189.31
413.79
12.65
24.97
401.47
202.723
3.480
18.321
187.882
150.595
2.365
4.909
148.051
353.318
5.845
23.230
335.933
203.245
18.652
19.174
202.723
155.897
0.020
5.321
150.596
359.142
18.671
24.496
353.317
414.87
15.84
34.71
396.00
339.90
11.55
13.65
337.80
754.78
27.39
48.36
733.81
426.22
23.36
34.71
414.87
346.71
7.96
14.76
339.91
772.93
31.33
49.47
754.79
Company's share of Proved Developed Reserves on the geographical basis is as under:

Crude Oil (MMT)
Details
Opening
Addition
Production
Closing
Opening
Addition
Onshore Production
Closing
Opening
Addition
Total
Production
Closing
Of fshore
Gas (Billion Cubic Meter) Total Oil Equivalent (MMTOE)*
As at
31.03.2015
As at
31.03.2014
As at
31.03.2015
As at
31.03.2014
As at
31.03.2015
As at
31.03.2014
158.99
160.62
132.710
110.254
291.70
270.87
11.88
16.39
154.48
146.60
5.99
8.85
143.74
305.58
17.88
25.24
298.22
13.90
15.53
158.99
150.81
5.18
9.39
146.60
311.43
19.09
24.92
305.58
8.304
18.321
122.693
106.984
1.853
5.002
103.835
239.694
10.157
23.323
226.528
41.630
19.174
132.710
110.010
2.225
5.251
106.984
220.264
43.855
24.425
239.694
20.18
34.71
277.17
253.58
7.84
13.85
247.57
545.28
28.03
48.56
524.75
55.54
34.71
291.70
260.81
7.41
14.64
253.58
531.69
62.94
49.35
545.28
* MMTOE denotes Million Metric Tonne Oil Equivalent and for calculating Oil equivalent of Gas, 1000 M3 of Gas has
been taken to be equal to 1 MT of Crude Oil.
Variations in totals, if any, are due to internal summation and rounding of f.
257
balance, simulation, decline curve analysis are

applied to get more accurate assessments of
reserves.
The Company uses the services of third party
agencies for due diligence and it gets the reserves of
its assets audited by third party periodically by
internationally reputed consultants who adopt latest
industry practices for their evaluation.
The annual revision of estimates is based on the
yearly exploratory and development activities and
results thereof. New in- place Volume and Ultimate
Reserves are estimated for new field discoveries or
new pool discoveries in already discovered fields.
Also, appraisal activities lead to revision in estimates
due to new subsur face data.
Similarly,
reinterpretation exercise is also carried out for old
fields due to necessity of revision in petro-physical
parameters, updating of static and dynamic models
and performance analysis leading to change in
reserves. Intervention of new technology, change in
classifications and contractual provisions also
necessitates revision in estimation of reserves.
45.3
The year-end reserves of the company have

been estimated by the Reserves Estimation
Commit tee (REC) which follows international
reservoir engineering procedures consistently.
The company has adopted deterministic
approach for reser ves estimation and is
following Society of Petroleum Engineers (SPE)
1997 guidelines which defines reserves as
estimated volumes of crude oils, condensate,
natural gas, natural gas liquids and associated
substances anticipated to be commercially
recoverable from known accumulations from a
given date forward, under existing economic
conditions, by established operating practices,
and under current Government regulations.
Volumetric estimation is the main procedure in
estimation, which uses reservoir rock and fluid
properties to calculate hydrocarbons in-place
and then estimate that portion which will be
recovered from it. As the field gets matured with
reasonably good production history is available
then performance method such as material
46.
Disclosure pursuant to clause 32 of the Listing Agreement:

Parliculars
a) Loans to Subsidiaries:*
i) ONGC Videsh Limited (OVL)*
ii) Mangalore Refinery and
Petrochemicals Limited (MRPL)
b) Loan to Associate:
i) Pawan Hans Limited
(formerly Pawan Hans
Helicopter Ltd) (PHL)
c) Where there is no
repayment schedule:
i) ONGC Videsh Limited (OVL)
d) Having repayment schedule
of beyond seven years :
i) Employees
e) Where no interest or interest
below Section 186(11) of
Companies Act:
i) ONGC Videsh Limited (OVL)*
ii) Mangalore Refinery and
Petrochemicals Limited (MRPL)
f) In the nature of loans to
Firms\ companies in which
directors are interested:
Outstanding Maximum Amount Outstanding Maximum Amount

as at Outstanding during
as at Outstanding during
the year 2014-15
the year 2013-14
31.03.2015
31.03.2014
66,142.28
39,428.50
66,142.28
46,285.70
52,914.93
46,285.70
119,576.99
50,700.00
367.84
718.17
718.17
1,056.17
66,142.28
66,142.28
52,914.93
119,576.99
10,538.42
10,583.71
10,379.28
10,379.28
66,142.28
Nil
66,142.28
Nil
52,914.93
Nil
119,576.99
Nil
Nil
Nil
Nil
Nil
*Excludes Current account transaction
258
(` in million)
g) Investments by the ONGC Videsh Limited (OVL), loanee:

Name of Subsidiary
No. of Shares
` in million
No. of Shares
` in million
a) ONGC Nile Ganga B.V.

Equity Shares Class A
Class B
Class C
40
100
880
8,462.12
21,155.29
234.25
40
100
880
8,462.12
21,155.29
234.25
b) ONGC Narmada Limited

Equity Shares
20,000,000
6.94
20,000,000
6.94
12,000
165,797,732
0.56
7,651.57
12,000
227,216,319
0.56
10,486.04
d) Imperial Energy Limited

(formerly Jarpeno Limited)
Equity Shares
Preference Shares
1,450
192,210
15,574.46
86,744.37
1,450
192,210
15,574.46
86,744.37
e) Carabobo One AB
Equity Shares
377,678
2,822.02
377,678
2,822.02
7,398,001
2,339.30
8,000,001
2,529.66
7,680
94,289.92
7,680
94,289.92
10,000
0.19
40,000
1.06
c) ONGC Amazon Alaknanda Ltd.

Equity Shares
Preference Shares
f)
ONGC (BTC) Limited

Equity Shares
g) Beas Rovuma Energy

Mozambique Limited
Equity Shares
h) ONGC Videsh Rovuma Limited
Equity Shares
i)
ONGC Videsh Atlantic Limited

Equity Shares
Notes :
1.
Loan to OVL is repayable within a notice period of minimum one year and carries no interest during the years 2014-15
and 2013-14.
2.
Loan to MRPL carries interest @State Bank Advance Rate (SBAR) with a spread of minus 385 basis points. The Loan is
repayable quarterly in 28 equal instalments. The repayment of loan had started from the last quarter of FY 2013-14.
ONGC can call these loans on notice of 90 days. MRPL can prepay whole or part of the loan to ONGC as per its
requirement.
3.
The Company has not advanced any money to its employees for the purposes of investment in the securities of the
Company.
259
47.
Disclosure under Micro, Small and Medium Enterprises Development Act, 2006:
Company had sought confirmation from the vendors whether they fall in the category of Micro or Small
Enterprises. Based on the information available, the required disclosure for Micro and Small Enterprises under the
above Act is given below:
(` in million)
Particulars
a) Principal amount remaining unpaid but not due as at year end
b) Interest due thereon as at year end
c) Interest paid by the Company in terms of Section 16 of Micro,
Small and Medium Enterprises Development Act, 2006,
along with the amount of the payment made to the supplier
beyond the appointed day during the year
d) Interest due and payable for the period of delay in making
payment (which have been paid but beyond the appointed
day during the year) but without adding the interest
specified under Micro, Small and Medium Enterprises
Development Act, 2006
e) Interest accrued and remaining unpaid as at year end
f) Further interest remaining due and payable even in the
succeeding years, until such date when the interest dues
as above are actually paid to the small enterprise
48.
2013-14
2014-15
74.99
-
81.44
-
Disclosure on Foreign currency exposures at year end that have not been hedged by derivative instrument
or otherwise are given below:
(Figures in million)
Particulars
Import Creditors
AED
AUD
CHF
EUR
GBP
JPY
NOK
OMR
SEK
SGD
USD
Total
Export Receivables
USD
MWP Provision
USD
Cash Call Payable
USD
Cash Call Receivable
USD

Equivalent `
Foreign Currency
Foreign Currency
Equivalent `
0.27
1.07
0.11
12.15
3.58
519.05
1.28
0.04
0.03
0.38
782.90
4.61
51.11
6.82
821.82
331.68
270.48
10.01
6.33
0.22
17.51
49,040.84
50,561.44
0.29
0.64
14.03
5.86
974.24
8.61
0.04
0.03
0.44
927.84
4.78
35.70
1,158.49
585.30
572.86
86.31
6.07
0.28
21.07
55,726.36
58,197.21
197.92
12,397.94
459.78
27,614.20
175.30
10,980.66
162.71
9,772.25
1.18
74.13
0.89
53.71
47.78
2,992.94
81.94
4,921.32
260
49.
The Company has a system of physical verification of Inventory, Fixed Assets and Capital Stores in a phased
manner to cover all items over a period of three years. Adjustment of dif ferences, if any, is carried out on completion
of reconciliation.
50.
Discrepancies of crude oil of 96,496 MT (valued at `395.47 million as on March 31, 2014) bet ween physical and
book records at Ankleshwar Asset have been ascertained by the management during the year and accordingly
these have been writ ten of f/adjusted in inventories. Further, 70,746 MT of pit oil lying in book of Ahmedabad Asset
(valued at nil as on March 31, 2014) has also been writ ten of f during the year. These write of fs and consequential
adjustments thereto have been made on account of over reporting of crude oil production in earlier financial years.
The discrepancies as mentioned above are under investigation by the appropriate authorities.
51.
The Company did not have any long term contracts including derivative contracts for which there were any material
foreseeable losses.
52.
Some balances of Trade/Other Receivables, Trade/Other Payables and Loans and Advances are subject to
confirmation/reconciliation. Adjustments, if any, will be accounted for on confirmation/reconciliation of the same,
which will not have a material impact.
53.
Previous year's figures have been regrouped/reclassified, wherever necessary, to conform to current year's
classification.
54.
Figures in parenthesis as given in these Notes to Financial Statement relate to previous year.
An FPSO (Floating Production Storage and Of floading vessel) unit; ONGC has taken a slew of initiatives to quickly put its fields on
production using the latest state-of-the-art technology. The induction of FPSO units to its fleet has greatly advanced the production
schedule in the eastern of fshore.
261
262
Non-cash Expenses
Depreciation, Depletion and

Amortisation
755
88,224
184,284
Capital Expenditure
1,001
25,120
74,557
103,877
103,877
289,560
289,560
537,448
537,448
19,946
1,004,659
1,004,659
226,272
Total Liabilities
Unallocated Corporate Liabilities
Segment Liabilities
Total Assets
Unallocated Corporate Assets
Segment Assets
Other Information
Net Profit
Ex traordinary Gain
19,946
1,756
113,344
258,841
393,437
393,437
1,542,107
1,542,107
246,218
246,218
538,692
1,542,107
177,329
177,329
88,223
35,454
28
230,126
16,092
246,218
828,710
2,225
830,935
830,935
1,167
4,237
241,351
241,351
1,762
114,511
263,078
634,788
241,351
393,437
538,692 2,080,799
538,692
(68,889)
(68,889)
88,223
226,272
Profit from Ordinary Activities
Income Ta xes
35,454
28
(16,092)
16,092
246,218
246,218
828,710
2,225
830,935
830,935
Interest/Dividend Income
19,946
19,946
234,011
193
234,204
234,204
1,595
87,195
211,567
325,744
325,744
941,101
941,101
266,862
266,862
266,862
266,862
596,631
2,772
599,403
599,403
302,709
302,709
302,709
302,709
838,890
3,125
842,015
842,015
646
21,326
76,933
101,478
101,478
2,241
108,521
288,500
427,222
427,222
469,261 1,410,362
469,261 1,410,362
35,847
35,847
35,847
35,847
242,259
353
242,612
242,612
582,522
1,410,362
220,948
220,948
103,371
36,751
287,572
15,137
302,709
838,890
3,125
842,015
842,015
Grand
Total
(` in million)
(53)
756
4,328
198,412
198,412
2,188
109,277
292,828
625,634
198,412
427,222
582,522 1,992,884
582,522
(81,761)
(81,761)
103,371
36,751
(15,137.00)
15,137
Total Unallocated
Onshore Segments
Grand
Total Of fshore
Total Unallocated
Onshore Segments
226,272
226,272
594,699
2,032
596,731
596,731
Of fshore
Interest Expenses
Operating Profit
Unallocated Corporate Expenses
Segment Result Profit(+)/Loss(-)
Results
Total Revenue
Less: Excise Duty
Gross Revenue
Inter Segment Sales
Ex ternal Sales
Revenue
Particulars
2013-14
2014-15
Segment Information - Standalone

ONGC Group Performance at a Glance
Independent Auditors Report on Consolidated
Financial Statement
264
265
ONGC Group
2014-15
FINANCIAL
Income form Operations
Other Non-operating Income
Total Revenue
Statutory Levies
Operating Expenses
Exploration costs writ ten of f*
Profit Before Interest & Tax (PBIT)
Interest Payment
Exceptional item
Profit before Tax
Corporate Ta x
Profit af ter Tax
Share in Associates for the year
Profit relating to minority
Group Profit af ter Tax
Dividend
Ta x on Dividend
Share Capital
Net Worth (Equity)
Long-term Borrowings
Working Capital
Capital Employed
1,660,669
59,644
1,720,313
306,836
821,770
(465)
109,514
482,658
180,330
302,328
28,624
273,704
273,704
96,975
176,729
303
(6,303)
183,335
81,277
16,317
42,778
1,794,742
475,827
26,969
1,781,914
1,782,051
68,899
1,850,950
299,174
901,110
(650)
84,881
566,435
166,057
400,377
6,243
394,134
394,134
127,604
266,530
118
1,583
265,065
81,277
13,842
42,778
1,710,556
316,809
(44,857)
1,447,991
1,658,482
54,907
1,713,389
284,369
824,465
4,206
110,457
489,892
117,633
372,259
4,838
367,421
367,421
127,519
239,902
38
(2,256)
242,196
81,277
13,053
42,778
1,510,417
88,428
63,899
1,183,203
1,511,003
47,934
1,558,937
269,402
639,629
11,925
105,136
532,845
131,866
400,979
4,349
396,630
31,405
428,035
143,746
284,289
(11)
2,842
281,436
83,416
13,611
42,778
1,352,666
52,086
96,213
1,003,223
1,252,873
37,180
1,290,053
247,631
488,606
42
92,620
461,154
113,644
347,510
4,377
343,133
343,133
114,883
228,250
30
3,720
224,560
74,859
12,528
42,778
1,145,312
39,771
75,237
909,267
29.06
27.34
11.04
27.09
10.22
31.79
31.44
14.87
39.12
15.50
29.54
29.25
14.60
41.40
16.04
35.26
34.98
18.63
53.11
20.81
36.81
36.46
17.92
50.72
19.61
1.05:1
0.27
38.27
0.93:1
0.19
32.83
1.13: 1
0.06
33.88
1.21:1
0.04
28.31
1.21:1
0.03
29.05
21.43
190
210
30.98
190
200
28.31
190
177
32.90
195
158
26.25
175
134

Profit Margin (%)- incl. exceptional items
Net Profit to Equity (%)- incl. exceptional items
Current Ratio
Debt Equity Ratio
Debtors Turnover Ratio (Days)
PER SHARE DATA
Earning Per Share (`)
Dividend (%)
Book Value Per Share (`)
2013-14
2012-13
2011-12
2010-11
In view of the Notification no. S.O 447(E) dated 28.02.2011, issued by Ministry of Corportae Af fairs, the Balance sheet of the Company is mandatorily
st
st
required to be prepared in Revised Schedule VI w.e.f 1 April, 2011 onwrads (Schedule III af ter implementation of Companies Act, 2013 w.e.f. 1 April,
2014). Accordingly, the figures of FY 2014-15, FY 2013-14, FY 2012-13, FY 2011-12 and FY 2010-11 are given as per the requirement of Revised
Schedule VI and earlier years figures are as per Old Schedule VI.
* Exploration Costs writ ten of f towards Survey & Dry Wells have been regrouped from Depreciation, Depletion and Amortization since these
represents cash expenditure and shown as a separate item.
266
ONGC Group
2009-10
2008-09
2007-08
2006-07
FINANCIAL
Income from Operations (Gross)
Statutory Levies
Operating Expenses
Profit Before Interest Depreciation & Tax (PBIDT)
Recouped Costs
Operating Income (PBIT)
Interest(Net)
Ex traordinary Items- Excess of Insurance Claims over Book Value
Profit before Tax
Corporate Ta x
Profit af ter Tax
Dividend
Ta x on Dividend
Share Capital
Net Worth (Equity)
Borrowings
Working Capital
Capital Employed
1,085,787
213,391
407,693
(10,671)
475,374
187,391
287,983
(16,431)
304,414
304,414
107,138
197,276
78
3,319
194,035
70,583
11,992
21,389
1,005,653
51,769
192,787
869,009
1,105,621
229,963
430,150
11,716
433,792
155,705
278,087
(32,950)
311,037
658
311,695
110,094
201,601
99
3,747
197,953
68,444
12,017
21,389
915,729
13,091
172,257
752,781
1,036,483
240,025
374,072
1,018
421,368
139,533
281,835
(27,375)
309,210
309,210
106,999
202,211
21
3,509
198,723
68,444
12,014
21,535
774,127
9,427
240,202
693,329
898,872
216,411
307,502
(2,675)
377,634
124,154
253,480
(19,241)
272,721
4,751
277,472
98,454
179,018
102
1,424
177,696
66,305
10,383
21,416
661,994
12,964
202,408
618,263
755,854
175,823
255,258
(463)
325,236
103,549
221,687
(11,715)
233,402
6,405
239,807
84,932
154,875
107
1,006
153,976
64,167
9,172
14,259
564,017
22,342
173,164
513,037

Profit Margin(%)- incl. ex traordinary items
Net Profit to Equity (%)- incl. ex traordinary items
43.78
45.29
17.87
54.70
19.29
39.21
42.18
17.89
57.63
21.62
40.70
43.27
19.16
60.77
25.67
41.96
44.20
19.80
61.08
26.84
42.98
44.60
20.40
63.39
27.30

Current Ratio
Debt Equity Ratio
1.38:1
0.05
24
1.31:1
0.01
24
1.75:1
0.01
25
1.79:1
0.02
20
1.97:1
0.04
21
PER SHARE DATA

Earning Per Share (`)- before ex traordinary items*
Earning Per Share (`)- af ter ex traordinary items*
Dividend (%)
Book Value Per Share(`)*
22.68
22.68
330
118
23.09
23.14
320
107
23.23
23.23
320
90
20.40
20.77
310
77
17.50
18.00
450
66
2005-06
*restated Post Bonus & split
267
Statement of Income and

Retained Earnings of ONGC Group
(` in million)
REVENUES
Sales
Crude Oil
Natural Gas
LPG
Naptha
Ethane/Propane
HSD
Motor Spirit
Others
Sub- Total
Traded Products
Other Operating Revenue
Total Revenue from Operations
Other Non-operating Income
Total Revenues
COST & EXPENSES
Statutory Levies
(a) Royalties
(b) Cess
(c) Motor Spirit Cess
(d) Excise Duty
(e) Natural Calamity Contingent Duty - Crude Oil
(f) Sales Ta x
(g) Service Ta x
(h) Education Cess
(i) Octroi & Port Trust Charges
Sub-Total (a to i)
(Accretion) / Decretion in stock
Provisions and Writ-of fs
Exchange Loss
Exploration Costs Writ ten of f
-Survey Costs
-Exploratory Well Costs
Profit Before Depreciation, Interest &Tax
Interest Payment
Exceptional item
Profit before Tax
Profit af ter Tax
Profit & Loss Account Balance brought forward
Adjustments due to change in share holding /other adjustment
Transfer to Capital Redemption Reserve
Dividend
Ta x on Dividend
Transfer to Self Insurance Reserves
Transfer to general Reserve
Transfer to Debenture Redemption Reserve
2014-15
2013-14
2012-13
662,845
204,306
34,380
50,835
10,064
2,770
312
676,896
1,642,408
60
18,201
1,660,669
59,644
1,720,313
654,029
194,594
30,145
75,743
14,837
2,779
522
796,713
621,576
174,558
31,484
76,805
13,440
3,686
170
727,355
1,769,362
44
12,645
1,782,051
68,899
1,850,950
141,451
102,535
52,669
1,123
2,586
298
91
6,083
306,836
17,229
790,530
10,876
(465)
3,135
150,102
99,734
3
37,432
1,097
3,123
439
2,348
4,896
299,174
(5,285)
898,504
10,315
(650)
(2,423)
20,835
88,679
482,658
180,330
1,417,985
302,328
28,624
273,704
17,471
67,410
566,435
166,057
1,450,573
400,377
6,243
394,134
394,134
127,604
266,530
118
1,583
265,065
205,773
46
81,277
13,842
132,250
10,400
233,115
273,704
96,975
176,729
303
(6,303)
183,335
233,115
1
81,277
16,317
4
80,755
24,003
214,095
2011-12
2010-11
1,649,074
43
9,365
1,658,482
54,907
1,713,389
640,041
151,320
23,711
72,167
12,741
1,520
103
30
599,982
1,501,615
34
9,354
1,511,003
47,934
1,558,937
558,993
135,329
18,368
56,342
8,796
679
134
447,972
1,226,613
172
26,088
1,252,873
37,180
1,290,053
137,210
99,971
155,316
57,831
126,529
56,963
34,732
1,101
3,834
353
3,111
4,057
284,369
(11,205)
813,428
22,243
4,206
(1)
37,427
1,097
3,339
8,337
1,871
4,184
269,402
(4,641)
632,912
11,599
11,925
(241)
51,544
1,114
3,112
2,018
1,828
4,523
247,631
(8,917)
487,776
9,635
42
112
18,078
92,379
489,892
117,633
1,341,130
372,259
4,838
367,421
367,421
127,519
239,902
38
(2,256)
242,196
179,959
59
46
81,277
13,053
117,757
4,308
205,773
14,947
90,189
532,845
131,866
1,157,958
400,979
4,349
396,630
31,405
428,035
143,746
284,289
(11)
2,842
281,436
144,332
44
46
83,416
13,611
144,461
4,319
179,959
19,542
73,078
461,154
113,644
942,543
347,510
4,377
343,133
343,133
114,883
228,250
30
3,720
224,560
116,377
(137)
74,859
12,528
104,773
4,308
144,332
In view of the Notification no. S.O 447(E) dated 28.02.2011, issued by Ministry of Corportae Af fairs, the Balance sheet of the Company is mandatorily
required to be prepared in Revised Schedule VI w.e.f 1st April, 2011 onwrads (Schedule III af ter implementation of Companies Act, 2013 w.e.f. 1st April,
2014). Accordingly, the figures of FY 2014-15, FY 2013-14, FY 2012-13, FY 2011-12 and FY 2010-11 are given as per the requirement of Revised
Schedule VI and earlier years figures are as per Old Schedule VI.
268
Statement of Income and Retained Earnings of ONGC Group
Statement of Income and

Retained Earnings of ONGC Group
(` in million)
REVENUES
Sales
Crude Oil
Natural Gas
LPG
Naptha/Aromatic Rich Naptha
Ethane/Propane
HSD
Motor Spirit
Others
Sub- Total
Write Back of Excess Liability
Pipeline Revenue
Other Receipts
Accretion / (Decretion) in stock
Total Revenues
COST & EXPENSES
(a) Royalties
(b) Cess/ Excise Duty
(c) Natural Calamity Contingent Duty - Crude Oil
(d) Sales Ta x
(e) Education Cess*
(f) Octroi & Port Trust Charges
(g) VAT
Sub-Total (a to f)
Pipeline Operations (Excluding Depreciation)
Other Operating Costs
Recouped Costs
(a) Depletion
(b) Depreciation
(c) Amortisation
(d) Impairment
Sub-Total (a to d)
Interest
-Payments
-Receipts
-Net Interest
Ex traordinary Items- Excess of Insurance Claims over Book Value
Profit before Tax
Profit af ter Tax
Profit & Loss Account Balance brought forward
Adjustments
Dividend
Ta x on Dividend
2009-10
2008-09
2007-08
2006-07
2005-06
527,312
81,405
21,924
47,137
10,249
3,255
156
27
370,250
1,061,715
491,127
82,835
22,752
48,406
9,890
16,701
61,910
11,062
349,257
1,093,940
543,631
78,560
20,169
43,848
9,291
10,775
48,621
9,159
254,297
1,018,351
3,126
17,217
3,729
1,085,787
5,267
9,858
(3,444)
1,105,621
4,644
12,387
1,101
1,036,483
475,295
80,117
14,867
37,907
9,095
15,754
42,037
4,530
1,83,064
11
862,677
3,351
23,029
9,815
898,872
382,311
73,383
16,279
35,679
7,401
10,605
23,403
3,797
188,892
156
741,906
3,214
11,279
(545)
755,854
103,561
98,831
1,062
3,734
1,719
4,484
816
213,391
11,967
395,726
(10,671)
111,574
103,571
1,081
7,823
1,784
4,130
800
229,963
10,725
419,425
11,716
121,057
108,838
1,127
2,947
1,861
4,195
685
240,025
10,343
363,729
1,018
104,558
100,160
1,149
6,009
1,303
3,232
1,063
216,411
9,122
298,380
(2,675)
85,242
76,755
1,080
10,299
2,447
927
175,823
7,732
247,526
(463)
62,242
20,767
104,815
(433)
187,391
797,804
287,983
55,883
21,822
81,110
(3,110)
155,705
827,534
278,087
49,259
27,874
62,837
(4,37)
139,533
754,648
281,835
46,439
29,060
46,925
1,730
124,154
645,392
253,480
34,318
28,556
41,001
(326)
103,549
534,167
221,687
5,564
21,995
(16,431)
304,414
304,414
107,138
197,276
78
3,319
194,035
93,335
(21)
70,583
11,992
204,774
2,386
35,336
(32,950)
311,037
658
311,695
110,094
201,601
99
3,747
197,953
58,990
-107
68,444
12,017
176,375
1,135
28,510
(27,375)
309,210
309,210
106,999
202,211
21
3,509
198,723
28,795
68,444
12,014
147,060
1,906
21,147
(19,241)
272,721
4,751
277,472
98,454
179,018
102
1,424
177,696
8,848
66,305
10,383
109,856
1,597
13,312
(11,715)
233,402
6,405
239,807
84,932
154,875
107
1,006
153,976
1
64,167
9,172
80,638
*upto 2005-06 Education Cess is included in respective heads of levies
269
Statement of Income and Retained Earnings of ONGC Group
Statement of Financial Position of ONGC Group

(` in million)
RESOURCES
A. Own
Net Worth
(a) Equity
i) Share Capital
Sub-Total
(b) Less: Miscelaneous Expenditure
Net Worth
B. Long-term Borrowings
C. Deferred Tax Liability (Net)
D. Minority Interest
TOTAL RESOURCES ( A+B+C+D )
A. Non-current assets
1. Fixed Assets(Net)
i). Tangible assets
ii) Producing Properties
iii) Intangible assets
Total Block Capital
2. Goodwill on consolidation
3. Long-term Loans and Advances(Excluding Capital Advance)
4. Deposit with Bank Under Site Restoration Fund Scheme
5. Other non-current Assets (Excluding DRE)
6. Sub Total (1+2+3+4+5)
7. Less: Non-current Liabilities
a. Other Long Term Liabilities
b. Liability for Abandonment Cost
c. Long Term Provisions
Sub total (7)
Net Non Current Asset (A)=(6)-(7)
B. Net Working Capital
1. Current Assets
i)
Inventories
ii) Trade Receivables
iii) Cash & Cash equivalents
iv) Short-term Loans & Advances
v) Others Current Assets (Excluding DRE)
Sub-Total
Less:
2. Current Liabilities
i) Short-term borrowings
ii) Trade payables
iii) Other current liabilities
iv) Short-term provisions
Sub-Total
Net Working Capital
C. Capital Employed
D. Investments
i) Non-current Investments
ii) Current Investments
E. Capital Works in Progress (Including Capital Advance)
F. Exploratory/Development Wells in Progress
TOTAL DISPOSITION (C+D+E+F)
2014-15
2013-14
2012-13
2011-12
2010-11
42,778
1,761,766
1,804,544
9,802
1,794,742
475,827
181,759
24,731
2,477,059
42,778
1,678,738
1,721,516
10960
1,710,556
316,809
178,635
29,120
2,235,120
42,778
1,482,498
1,525,276
14,859
1,510,417
88,428
142,251
19,466
1,760,562
42,778
1,321,614
1,364,392
11,726
1,352,666
52,086
121,846
22,240
1,548,838
42,778
1,110,495
1,153,273
7,961
1,145,312
39,771
111,526
19,891
1,316,500
686,712
910,049
1,169
1,597,930
201,399
93,620
136,424
71,662
2,101,035
462,254
912,681
754
1,375,689
183,545
83,077
120,830
53,474
1,816,615
406,745
705,395
1,041
1,113,181
83,255
67,002
106,349
19,642
1,389,429
306,080
608,004
1,364
915,448
77,976
51,029
94,753
20,302
1,159,508
266,924
571,896
1,735
840,555
89,928
58,250
81,262
5,619
1,075,614
18,294
298,198
29,598
346,090
1,754,945
18,467
274,266
31,034
323,767
1,492,848
17,163
207,255
45,707
270,125
1,119,304
10,758
203,982
37,758
252,498
907,010
9,731
198,469
33,384
241,584
834,030
106,062
187,970
160,969
100,330
9,658
564,989
148,015
160,290
244,801
66,317
8,135
627,558
127,726
153,956
196,190
59,766
9,082
546,720
131,680
117,181
278,914
52,210
19,643
599,628
85,676
99,730
208,158
40,124
5,955
439,643
42,886
303,873
168,669
22,592
538,020
26,969
1,781,914
139,073
306,803
217,039
9,500
672,415
(44,857)
1,447,991
115,271
186,148
170,869
10,533
482,821
63,899
1,183,203
100,538
176,036
202,917
23,924
503,415
96,213
1,003,223
20,843
155,863
176,615
11,085
364,406
75,237
909,267
47,470
21
435,687
211,967
47,205
254
557,603
182,067
20,453
829
419,676
136,401
20,412
8,795
399,855
116,553
28,920
2,080
273,854
102,379
2,477,059
2,235,120
1,760,562
1,548,838
1,316,500
In view of the Notification no. S.O 447(E) dated 28.02.2011, issued by Ministry of Corportae Af fairs, the Balance sheet of the Company is
mandatorily required to be prepared in Revised Schedule VI w.e.f 1st April, 2011 onwrads (Schedule III af ter implementation of Companies Act.,
2013 w.e.f. 1st April, 2014). Accordingly, the figures of FY 2014-15, FY 2013-14, FY 2012-13, FY 2011-12 and FY 2010-11 are given as per the
requirement of Revised Schedule VI and earlier years figures are as per Old Schedule VI.
270

(` in million)
RESOURCES
A. Own
1. Net Worth
(a) Equity
i) Share Capital
Sub-Total
(b) Less: Def fered Revenue Expenditure
Net Worth
2. Long Term Liabilities
Net Deferred Ta x Liability
Total Own Funds ( 1 + 2 )
B. Minority Interest
C. Outside
1. Unsecured Loans
a) Indian Loans
b) Foreign Loans
Total Unsecured Loans
2. Secured Loans
Total Outside Resources
TOTAL RESOURCES ( A+ B+C )
A. Goodwill on consolidation
B. Block Capital
1. Fixed Assets
2 Producing Properties (Gross)
Less: Liability for Abandonment Cost
Total Block Capital
C. Working Capital
a) Current Assets
i) Inventories
ii) Debtors (Net of Provision)
iii) Cash & Bank Balances
iv) Deposit with Bank Under Site Restoration Fund Scheme#
v) Loans & Advances and Others
Sub-Total
Less:
(b) Current Liabilities and Provisions
and Short Term Loans
Working Capital
D. CAPITAL EMPLOYED
E. INVESTMENTS
F. CAPITAL WORKS IN PROGRESS
G. EXPLORATORY/DEVELOPMENT WELLS IN PROGRESS
TOTAL DISPOSITION
2009-10
2008-09
2007-08
2006-07
2005-06
21,389
992,677
1,014,066
8,413
1,005,653
21,389
900,846
922,235
6,506
915,729
21,535
759,331
780,866
6,739
774,127
21,416
645,719
667,135
5,141
661,994
14,259
553,421
567,680
3,663
564,017
102,912
1,108,565
16,432
92,231
1,007,960
14,113
87,376
861,503
11,448
81,119
743,113
8,321
71,633
635,650
7,230
34,550
10,260
44,810
6,959
51,769
1,176,766
6,015
1,492
7,507
5,584
13,091
1,035,164
2,079
1,458
3,537
5,890
9,427
882,378
1,881
4,526
6,407
6,557
12,964
764,398
1,745
13,181
14,926
7,416
22,342
665,222
95,385
114,039
25,777
30,616
17,103
243,762
511,665
174,590
580,837
184,956
452,980
171,451
466,485
193,961
362,714
129,325
427,350
185,355
351,741
151,857
385,239
138,806
312,639
128,675
322,770
82,400
71,424
149,704
74,138
127,998
505,664
65,424
71,814
156,331
69,624
143,953
507,146
72,985
70,469
186,525
64,034
81,332
475,345
58,744
48,167
150,653
56,103
74,738
388,405
49,432
44,271
45,721
45,336
120,683
305,443
312,877
192,787
869,009
51,593
176,039
80,125
334,889
172,257
752,781
34,803
165,222
82,358
235,143
240,202
693,329
44,821
86,351
57,877
185,997
202,408
618,263
35,832
64,055
46,248
132,279
173,164
513,037
35,579
76,292
40,314
1,176,766
1,035,164
882,378
764,398
665,222
# Excluded for Current Ratio.
271
Independent Auditors Report on Consolidated Financial Statements

To
The Members of Oil and Natural Gas Corporation Limited
1. Report on the Consolidated Financial Statements
We have audited the accompanying consolidated
financial statements of Oil and Natural Gas Corporation
Limited (hereinaf ter referred to as the Holding
Company ) and its subsidiaries (the Holding Company
and its subsidiaries together referred to as the Group),
its associate and jointly control entities, comprising of
the Consolidated Balance Sheet as at March 31, 2015,
the Consolidated Statement of Profit and Loss, the
Consolidated Cash Flow Statement for the year then
ended and a summary of the significant accounting
policies and other explanatory information (hereinaf ter
referred to as the consolidated financial statements).
2. Managements Responsibility for the Consolidated
The Holding Companys Board of Directors is
responsible for the preparation of these consolidated
financial statements in terms of the requirements of the
Companies Act 2013 (hereinaf ter referred to as the
Act) that give a true and fair view of the consolidated
financial position, consolidated financial performance
and consolidated cash flows of the Group including its
Associate and Jointly Controlled entities in
accordance with the accounting principles generally
accepted in India, including the Accounting Standards
specified under Section 133 of the Act, read with Rule
7 of the Companies (Accounts) Rules, 2014. The
respective Board of Directors of the companies
included in the Group and of its Associate and Jointly
Controlled Entities are responsible for maintenance of
adequate accounting records in accordance with the
provisions of the Act for safeguarding the assets of the
Group and for preventing and detecting frauds and
other irregularities; the selection and application of
appropriate accounting policies; making judgments
and estimates that are reasonable and prudent; and the
design, implementation and maintenance of adequate
internal financial controls, that were operating
ef fectively for ensuring the accuracy and completeness
of the accounting records, relevant to the preparation
and presentation of the financial statements that give a
true and fair view and are free from material
misstatement, whether due to fraud or error, which have
been used for the purpose of preparation of the
consolidated financial statements by the Directors of the
Holding Company, as aforesaid.
3. Auditors Responsibility
Our responsibility is to express an opinion on these
consolidated financial statements based on our audit.
While conducting the audit, we have taken into
account the provisions of the Act, the accounting and
auditing standards and mat ters which are required to
be included in the audit report under the provisions of
the Act and the Rules made thereunder.
We conducted our audit in accordance with the
Standards on Auditing specified under Section
143(10) of the Act. Those Standards require that we
comply with ethical requirements and plan and
perform the audit to obtain reasonable assurance
about whether the consolidated financial statements

are free from material misstatement.
An audit involves performing procedures to obtain
audit evidence about the amounts and the disclosures
in the consolidated financial statements. The
procedures selected depend on the auditors
judgement, including the assessment of the risks of
material misstatement of the consolidated financial
statements, whether due to fraud or error. In making
those risk assessments, the auditor considers internal
financial control relevant to the Holding Companys
preparation of the consolidated financial statements
that give a true and fair view in order to design audit
procedures that are appropriate in the circumstances
but not for the purpose of expressing an opinion on
whether the Holding company has an adequate
internal financial controls system over financial
reporting in place and the operating ef fectiveness of
such controls. An audit also includes evaluating the
appropriateness of the accounting policies used and
the reasonableness of the accounting estimates made
by the Holding companys Board of Directors, as well
as evaluating the overall presentation of the
consolidated financial statements.
We believe that the audit evidence obtained by us and
the audit evidence obtained by the other auditors in
terms of their reports referred to in sub-paragraph
6(iii) of the Other Mat ters paragraph below, is
suf ficient and appropriate to provide a basis for our
audit opinion on the consolidated financial statements.
4. Opinion
In our opinion and to the best of our information and
according to the explanations given to us, the aforesaid
consolidated financial statements give the information
required by the Act in the manner so required and give a
true and fair view in conformity with the accounting
principle generally accepted in India, of the
consolidated state of af fairs of the Group, its associate
and jointly controlled entities as at March 31, 2015, and
their consolidated profit and their consolidated cash
flows for the year ended on that date.
5. Emphasis of Mat ters
i. We draw at tention to Note no. 46.2.5 to the
consolidated financial statements with regard to the
dispute between the Holding company and the
Government of Gujarat in respect of payment of
Royalty on the crude oil produced in the State. The
accrual of the additional liability of `117,242.00 million,
(reduced to the ex tent `16,440.00 million paid to
Gujarat Government- refer Note no. 32.4 to the
consolidated financial Statements), against which an
amount of `21,067.60 million has been paid with ef fect
from February 1, 2014 and considered as deposit,
would depend on the decision of the Hon'ble Supreme
Court of India. The amount of `117,242.00 million has
been disclosed as contingent liability.
ii. Based on the report of the auditors on the financial
statements of one of the subsidiary, ONGC Videsh Limited:
a. We draw at tention to Note No. 44.9 of the
consolidated financial statements relating to
Impairment Testing of CGU, Imperial Energy,
272
Auditors Report on Consolidated Financial Statements
Venture (JVs) accounts for exploration and production

out of which 6 NELPs / JVs accounts have been
certified by other Chartered Accountants and 17 NELP
/ JVs have been certified by the management in
respect of NELPs / JVs operated by other operators.
Our opinion is based solely on the certificate of the
other Char tered Accountants and management
certified accounts.
ii. We have placed reliance on technical/commercial
evaluation by the management in respect of
categorization by the Holding Company of wells as
exploratory, development, producing and dry well,
allocation of cost incurred on them, proved developed
hydrocarbon reserves and depletion thereof on
producing proper ties, impairment, liabilit y for
abandonment costs, liability for NELP and nominated
blocks for under performance against agreed Minimum
Work Programme and allocation of depreciation on
process platforms to transportation and facilities.
iii.We did not audit the financial statements of three
subsidiaries and six Jointly Controlled Entities whose
financial statements reflect total assets as at March 31,
2015 total revenues and net cash inflow/(out flow) for
the year ended on that date considered as under in the
consolidated financial statements:
Russia as conducted by the management, where

the auditors have stated that they have relied
upon the results of the Impairment Testing
wherein no additional Impairment provision is
required.
b.
The company has outsourced its internal audit of
the corporate of fice, overseas subsidiaries and
overseas project of fices during the year. In respect
of which the Auditors have stated that the system of
internal audit needs to be strengthened
particularly with reference to timely execution of
internal audit as defined in the scope and
submission of its final reports to Audit Committee.
iii. Based on the report of the auditors on the financial
statements on one of the Jointly Controlled Entity,
Mangalore SEZ Limited, Dues from and Dues to
related parties are based on the books of account of
the company and the confirmation of the balances
have not been obtained.
Our opinion is not modified in respect of these mat ters.
6. Other Mat ters
i. The consolidated financial statements include the
Holding Companys share in the total value of assets,
liabilities, expenditure and income of 134 blocks under
New Exploration Licensing Policy (NELPs) / Joint
Subsidiaries
Name of the Subsidiary
Mangalore Refinery and
Petrochemicals Limited (MRPL) $
(` in million)
Total Revenue for the year
Total Assets
st
as at March 31, 2015# ended 31 March, 2015#
986,025.26
191,488.86
412,026.76
579,169.14
Net Cash
Inflow/(Outflow)#
1,476.58
(38,091.79)
# As per the Consolidated financial statements of OVL/MRPL.

$ Consolidated financial statements of MRPL includes its subsidiary, ONGC Mangalore Petrochemicals Limited, which
is an indirect Subsidiary of the Holding Company.
Jointly Controlled Entities
Name of the Jointly
Controlled Entities
Petronet LNG Limited $
Petronet MHB Limited $
ONGC Teri Biotech Limited $
Mangalore SEZ Limited #
ONGC Tripura Power Company Limited #
ONGC Petro Additions Limited $
(` in million)
Group Ef fective share
in Total Assets as at
31st March, 2015
13,898.35
1,679.00
248.98
3,838.44
25,167.76
108,862.70

in Total Revenue for
the year ended
31st March, 2015
49,569.66
417.83
96.85
198.94
3,850.36
-

in Net Cash Inflow/
(Outflow)
(1,087.05)
(268.58)
4.15
(129.09)
2,836.86
(2,965.48)
# As per the Consolidated Financial Statements of the Jointly Controlled Entities.

$ As per the Standalone Financial Statements of the Jointly Controlled Entities.
These financial statements have been audited by other
auditors whose reports have been furnished to us by the
Management and our opinion on the consolidated financial
statements, in so far as it relates to the amounts and
disclosures included in respect of these subsidiaries and
jointly controlled entities, and our report in terms of subsections (3) and (11) of section 143 of the Act, in so far as it
relates to the aforesaid subsidiaries and jointly controlled
entities, is based solely on the reports of the other auditors.
273
iv. We did not audit the financial statements of one Jointly

Controlled Entity whose financial statements reflect
total assets as at March 31, 2015 total revenues and net
cash inflow/(out flow) for the year ended on that date

considered as under in the consolidated financial
statements:
Jointly Controlled Entity
(` in million)
Name of the Jointly

Controlled Entity

in Total Assets as at
31st March, 2015

in Total Revenue for
the year ended
31st March, 2015

in Net Cash Inflow/
(Outflow)
Dahej SEZ Limited $
4,756.58
287.53
148.09
$ As per the Standalone Financial Statements of the Jointly Controlled Entity.

repor ts of the Holding company, subsidiar y
companies and jointly controlled companies
incorporated in India, we give in the Annexure a
statement on the mat ters specified in the paragraphs 3
and 4 of the Order, to the ex tent applicable.
2. Based on the comments in the auditors reports of the
Holding company and the subsidiary companies
/jointly controlled companies incorporated in India as
referred to in para 6(iii) above, we report that a
paragraph on the directions issued by the Comptroller
and Auditors General of India in terms of section 143 (5)
of the Act has been included in respect of the auditors
report of Holding Company and MRPL, a subsidiary.
Accordingly, we give below a report on the directions
issued by the Comptroller and Auditors General of
India in terms of section 143 (5) of the Act:
a. The Holding company and MRPL have not been
selected for disinvestment.
b. According to information and explanations given
to us, the cases of waiver/write of f of
debts/loans/interest wherever applicable during
the year along with the reasons and amounts
involved are stated in Annexure 2.
c. The Holding company and MRPL have
maintained adequate records in respect of
inventories lying with third parties and assets
received as a gif t from Government or other
authorities, wherever so received.
d. In case of Holding company, we have carried out
a review of age wise analysis of significant
pending legal/arbitration cases based on the
information and explanations made available to
us and report that the reasons for the pendency
are mainly on account of adjournment and other
mat ters related to legal procedures. We also
report that the holding company has in place a
on such cases. In case of MRPL, a subsidiary, a
repor t on age wise analysis of pending
legal/arbitration cases including the reasons for
pendency and existence/ef fectiveness of a
This financial statements are unaudited and have been

furnished to us by the management and our opinion on
the consolidated financial statements in so far as its
relates to the amounts and disclosures included in
respect of this jointly controlled entity, and our report
in terms of sub-sections (3) and (11) of section 143 of
the Act, in so far as it relates to the aforesaid jointly
controlled entity, is based solely on such unaudited
financial statements. In our opinion and according to
information and explanations given to us by the
Management, these financial statements are not
material to the Group.
v. The consolidated financial statements also include the
group share of net profit of `303.10 million for the
year ended March 31, 2015 as considered in the
consolidated financial statements, in respect of Pawan
Hans Limited, an associate whose financial information
has not been audited by us. This financial information
is unaudited and have been furnished to us by the
management and our opinion on the consolidated
financial statements in so far as its relates to the
amounts and disclosures included in respect of this
associate, and our report in terms of sub-sections (3)
and (11) of section 143 of the Act, in so far as it relates
to the aforesaid associate, is based solely on
unaudited financial information. In our opinion and
according to information and explanations given to us
by the Management, this financial information is not
material to the Group.
Our opinion on the consolidated financial statements,
and our report on Other Legal and Regulatory
Requirements below, is not modified in respect of the
above mat ters with respect to our reliance on the work
done and the reports of the other auditors and the
financial statements certified by the Management.
7. Repor t on Other Legal and Regulator y
Requirements
1. As required by the Companies (Auditors Report)
Order, 2015 (the Order), issued by the Central
Government of India in terms of the section 143(11) of
the Act, based on the comments in the auditors
274
3.

on such cases is as stated in Annexure 3.
As required by section 143(3) of the Act, we report, to
the ex tent applicable, that:
a. We have sought and obtained all the information
and explanations which to the best of our
knowledge and belief were necessary for the
purposes of our audit of the aforesaid
consolidated financial statements.
b. In our opinion, proper books of account as
required by law relating to preparation of the
aforesaid consolidated financial statements have
been kept so far as it appears from our
examination of those books and the reports of the
other auditors.
c. The Consolidated Balance She et, the
Consolidated Statement of Profit and Loss, and
the Consolidated Cash Flow Statement dealt with
by this Report are in agreement with the relevant
books of account maintained for the purpose of
preparation of the consolidated financial
statements.
d. In our opinion, the aforesaid consolidated
financial statements comply with the Accounting
Standards specified under Section 133 of the Act,
read with Rule 7 of the Companies (Accounts)
Rules, 2014.
e. On the basis of the writ ten representations
received from the directors of the Holding
company as on March 31, 2015 taken on record
by the Board of Directors of the holding company
and the reports of the statutory auditors of its
f.
g.
subsidiaries and jointly controlled companies

incorporated in India, none of the directors of the
Group companies, and
joint controlled
companies incorporated in India is disqualified as
on March 31, 2015 from being appointed as a
directors in terms of Section 164 (2) of the Act.
The mat ter described under Emphasis of
Mat ters para above in the event of being decided
unfavorably, in our opinion, may have an adverse
impact on the functioning of the Holding
Company.
With respect to the other mat ters to be included in
Auditors Report in accordance with Rule 11 of the
Companies (Audit and Auditors) Rules 2014, in
our opinion and to the best of our information and
according to the explanations given to us:
i. The consolidated financial statements has
disclosed the impact of the pending litigations
on its financial position of the Group and the
Jointly Controlled Entities. Refer Note 46.2.1
to the consolidated financial statements;
ii. According to information and explanations
given to us, the group has made provision for
material foreseeable losses in respect of long
term contracts including derivative contracts:
Refer Note 32.9 to the consolidated financial
statements;
iii. There has been no delay in transferring
amounts, required to be transferred, to the
Investor Education and Protections Fund by
the group and its jointly controlled entities
incorporated in India.
For M/s G. D. Apte & Co.

Firm Reg No. 100515W

For Lodha & Co.

(C. M. Dixit)
(Narendra Jain)
(R. P. Singh)
For M/s Mehra Goel & Co.

Firm Reg No. 000517N
For M/s Varma & Varma

Firm Reg No. 004532S
(R. K. Mehra)

Place : New Delhi

Date : May 28, 2015
275
Annexure 1 to Consolidated Auditors' Report

(Referred to in paragraph 1 under 'Report on Other Legal and Regulatory
Requirements' section of our report of even date)
i.
ii.
According to the information and explanations

given by the management and in our opinion, other
than as stated above the discrepancies noticed on
physical verification between the physical stock
and book records were not material having regard
to the size of the holding company and nature of its
business. In case where discrepancies noticed on
physical verification have been identified with
inventory records, necessary adjustments have
been carried out in the books of account. In respect
of cases where the reconciliation is not complete,
the management has stated that the ef fect of the
same on the accounts would be adjusted on
completion of reconciliation.
iii. (a) & (b)
The Subsidiaries and the jointly controlled entities
have not granted loans to parties covered in the
register maintained under section 189 of the Act,
except in case of ONGC Videsh Limited, a
subsidiar y, where long term loans having
outstanding balance of `13,193.23 million as at
March 31, 2015, have been granted to its
subsidiaries and no amount was due for recovery
during the year. The Holding company has granted
secured loans to five parties covered in the register
maintained under section 189 of the Act. According
to the information and explanations given to us and
the based on our verification of books of account,
the receipt of principal amount and interest are
regular and there was no overdue amount in
respect of on such loans granted.
iv.
In our opinion, the internal control procedures in
respect of the Group and its Jointly Controlled
Entities are generally adequate and commensurate
with the size and the nature of its business with
regard to purchases of inventory and fixed assets
and for the sale of goods and services. During the
course of our audit, we have not observed any
continuing failure to correct major weaknesses in
internal controls. However, in case of ONGC Videsh
Limited, a subsidiary, all purchases of fixed assets
and inventory in respect of the non-operated/
operated joint ventures are made outside India by
the respective operators in case of a subsidiary
OVL. It is not practically feasible or appropriate to
check the internal control system being prevalent at
respective overseas projects size for non-operated/
operated joint ventures.
v.
In our opinion, the Group and its Jointly Controlled
Entities have not accepted any deposits as per the
provision of the Act. However, in case of one of the
subsidiaries, viz. MRPL, though the company has
complied with the provisions of section 73 to 76 of
a. The Group and its jointly controlled entities have

generally maintained proper records showing full
par ticulars including quantitative details and
situation of fixed assets. However, in case of the
non-operated Joint Ventures outside India of ONGC
Videsh Limited, a subsidiary, the locations of fixed
assets should be updated regularly.
b. The fixed assets of the group and its jointly controlled
entities (other than those underground/ submerged/
under joint venture operations/assets in case of the
Holding company), have been physically verified
during the year at reasonable intervals having regard
to the size and nature of the business and the
discrepancies on such verification were not material.
In case of the Holding company the reconciliation of
physically verified assets with the book records is in
progress. Discrepancies noticed on physical
verification and consequential adjustments are
carried out on completion of reconciliation. In respect
of ONGC Videsh Limited, a subsidiary, since the
Physical verification of Fixed assets situated at
headquarters amounting to ` 58.27 million (net book
value) is still in Progress, we are unable to comment
on material discrepancies, if any.
a. The inventories of the group and its jointly controlled
entities have been physically verified during the
year by the management. In case of the Holding
company, the verification has been conducted in a
phased manner excluding inventory lying with third
party, at some of the site-locations, inventory with
joint venture operations/assets and intra site
material in transit. In our opinion, the frequency of
verification is reasonable.
b. The procedure of physical verification of inventory in
case of the subsidiaries and the jointly controlled
entities followed by the management were
reasonable and adequate in relation to the size of
the companies and nature of their business. In case
of Holding company, the procedure of physical
verification of inventor y followed by the
management needs to be strengthened further.
c. The Subsidiaries and the jointly controlled entities
have generally maintained proper records of
inventory and the discrepancies noticed on
physical verification between the physical stock
and book records, which were not material have
been properly dealt with in the financial statements.
The Holding Company has generally maintained
proper records of inventory. During the year, the
management of the Holding company has identified
certain discrepancies in the physical stock of crude
oil which has been writ ten of f as stated on Note No.
49 to the consolidated financial Statements.
276
statutory dues including Provident Fund, Investor

Education and Protection Fund, Employees State
Insurance, Income Ta x, Sales Ta x, Service Ta x,
Wealth Ta x, Duty of Customs, Duty of Excise, Value
Added Ta x, Cess and other statutory dues with the
appropriate authorities. According to the
information and explanations given to us, no
undisputed amounts payable in respect of the
aforesaid dues were outstanding as at March 31,
2015 for a period more than six months from the
date of becoming payable.
b. There were no dues in respect of Income Ta x, Duty
of Excise, Duty of Customs, Cess, Sales Ta x,
Service Ta x, Value Added Ta x and Wealth Ta x which
have not been deposited on account of any dispute
except as detailed under where in case of the Jointly
Controlled Entities, amounts have been reported to
the ex tent of the ef fective share:
the Act and the rules framed thereunder with regard

to filing the statutory returns, there has been delay
in filing of the said Return.
vi.
We have broadly reviewed the costs records
maintained by the Holding company and based on
the Auditors report of the subsidiaries and the
Jointly Controlled Entities, we are of the opinion that
prima facie the prescribed accounts and records
pursuant to the Companies (Cost Records and
Audit) Rules, 2014, as amended and prescribed by
the Central Government under sub section (1) of
section 148 of the Act, have been made and
maintained wherever applicable. However, we have
not made a detailed examination of the cost records
with the view to determine whether they are
accurate or complete.
vii. a. The Group and its Jointly Controlled entities have
generally been regular in depositing undisputed
The Holding Company
Name of
the statue
Nature of
Dues
(` in million)
Forum where dispute is pending
Central excise Commissioner (Appeals) of Central

duty / Interest Excise, Custom and Service Tax
/Penalty
Custom, Excise and Service Tax
Appellate Tribunal
Hon. High Court
Hon. Supreme Court
Total (A)
Oil Industries Cess/ Interest Custom, Excise and Service Tax
(Development)
Appellate Tribunal
Act, 1974
Total (B)
A.P. Mineral Cess/ Interest Hon. High Court
Bearing
Ordinance
(infrastructure)
Cess Rules,
2005
Total (C)
The Custom Custom duty / Custom, Excise and Service Ta x
Penalty /
Appellate Tribunal
Act, 1962
Interest
Total (D)
Commissioner (Appeals)
Income Ta x Income Ta x/
Hon. High Court
Act, 1961
Penalty/
Hon. Supreme Court
Interest
Income Ta x Appellate Tribunal
Total (E)
Central
Excise
Act, 1944
Period to
which the
amount
relates
(financial)
year)
Gross
Amount
Involved
Amount
Paid
under
Protest
Amount
Unpaid
2002-2007
109.20
108.54
0.66
2001-2013
1996-2015
1980-2005
4,116.17
351.33
1,283.30
5,860.00
109.37
217.91
4,006.80
351.33
1,283.30
5,642.09
2004-2009
6.57
6.57
2005-2014
6.57
2,371.75
6.57
2,371.75
2,371.75
2,371.75
5.00
1.00
4.00
2007-08
2006-2012
2003-2010
1983-1986
1995-2011
5.00
1.00
4.00
74,701.19 44,819.55 29,881.64
1,002.78
14.86
987.92
740.22
740.22
3,556.25
566.45
2,989.80
80,000.44 45,400.86 34,599.58
277
The Holding Company

Name of
the statue
(` in million)
Nature of
Dues
Forum where dispute is pending
Central Sales
Tax Act, 1956
and
respective
States Sales
Tax Act
Sales Tax /
Turnover Tax/
Penalty /
Interest
Finance Act,
1994
Service Tax /
Interest
Penalties
Period to
which the
amount
relates
(financial)
year)
Gross
Amount
Involved
Amount
Paid
under
Protest
Amount
Unpaid
Appeallate Tribunal
1993 - 2000
146.95
Hon. High Court
1978-2013 24,439.03
Joint Commissioner / Commissioner 2000-2010
3,227.65
CT-Appeals
20.92
126.03
655.16 23,783.87
39.38 3,188.27
Total (F)
Commissioner /Joint / Deputy
Commissioner of Central Excise,
Custom and Service Tax
Custom, Excise and Service Tax
Appellate Tribunal
Directorate General of Central
Excise, Custom and Service Tax
Hon. High Court
Total (G)
Grand Total (A+B+C+D+E+F+G)
715.46 27,098.17
27,813.63
2004-2015
2.09
1.98
0.11
2005-2012
93.46
93.42
0.04
2006-2008
2004-2007
637.40
32.48
765.43
116,822.82
637.40
32.48
95.40
670.03
46,430.63 70,392.19

Name of
Statute
Income-Ta x Act 1961
Service Ta x-Finance
Act, 1994
Total
Nature of Dues
Amount
( in ` Million)
Period to which
amount relates
Forum where
dispute is pending
Disputed Income-ta x
demand
Demand cum show
cause under Service
Ta x
6,702.88
AY 06-07 to AY 11-12
CIT(A)
57,891.29
FY 10-11 to
FY 13-14
CommissionerService Ta x
64,594.17
278
Manglore Refineries & Petrochemicals Limited

Nature of Dues
Forum Where
dispute
is pending
Central Sales ta x
- penalty
Central Sales ta xInterest
Value Added Ta x Interest
Value Added Ta x Penalty
Income Ta x /Interest /
Penalty
Karnataka Appellate
Tribunal
Karnataka Appellate
Tribunal
Appellate authority
mangalore
Karnataka Appellate
Tribunal
Karnataka Appellate
Tribunal
Appellate authority
mangalore
Appellate authority
mangalore
Mumbai High court
Name of the
statute
The Karnataka
Sales Ta x Act
1957/Cental
Sales Ta x Act
1956
Income Ta x Act,
1961
The Customs
Act - 1962
Central Excise
Act - 1944
(` in million)
Income Ta x Appealate
Tribunal - Mumbai
Commisioner of
Income Ta x (Appeals)
Mumbai
Disallowance u/s 14A
Commisioner of
Income Ta x (Appeals)
Supreme court of india
Custom Duty/
CESTAT - Bangalore
Interest /Penalty
Comissioner
(Appeals) Mangalore
Period to which Gross Amount

the amount
Involved
relates
Financial Year
2009-10
4.53
Amount
Paid
under
Protest
-
2009-10
18.33
12.10
2006-07
0.43
0.21
2009-10
0.13
0.13
2010-11
0.66
0.66
2011-12
3.48
2011-12
4.80
2.48
296.30
10.93
233.58
129.39
362.49
1,014.82
126.72
754.77
594.02
296.30
10.93
111.10
129.39
362.49
1,014.82
698.02
297.01
10.05
101.53
645.97
10.37
248.18
1.24
23.07
0.72
54.59
4,627.31
2,959.43
AY 1993-03
AY 2003-04
AY 2006-07
AY 2007-08
AY 2008-09
AY 2009-10
AY 2008-09
AY 2010-11
AY 2011-12
AY 2011-12
1996-2006
1997-2008
2011-12 to
2013-14
1996-1997
Central Excise Duty /
CESTAT - Bangalore
to 2012-13
Service Ta x / Interest / Joint Secretary - MOF 2002-03 to 2012-13
penalty
Comissioner Mangalore
1999-2000 to 2012-13
Total

Name of the
statute
Nature of Dues
Service
Ta x
Service Ta x and
Interest
Customs Act
1962
Income Ta x
Act 1961
Custom Duty
Income ta x and
Interest
Amounts
(` in million)
0.81
4.71
0.39
0.02
0.05
11.02
Period to which
the amount
relates
2003-04 to 2007-08
2006-07 to 2010-11
2011-12
2012-13
2013-14
2013-14 and 2014-15
15.55
2007-08
Fourm where dispute in

pending
CESTAT - Delhi
Commissioner Adjudication Delhi
CESTAT - Delhi
Additional commissioner Delhi
Additional commissioner Delhi
Commissioner of customs appeals
Order received on 20.03.2015,
appeal pending to be filed with CIT
(Appeals)
279

Name of
Statute
Nature of Dues
Amount
(` in Million)
Period to which
amount relates
Forum where
dispute is pending
Demand for Stamp

duty
0.99
2009
Deputy
Commissioner of
revenue and stamp
Nature of Dues
Amount
(` in Million)
Period to which
amount relates
Forum where
dispute is pending
Demand for AY 12-13

u/s 143(3)
Demand u/s 18 (2)
4.94
FY 2011-12
94.81
FY 2011-12
Commissioner
(Appeals)
Commissioner
(Appeals)
Stamp Duty

Name of
Statute
Income Ta x Act 1961
Customs Act 1962
interest of the Group and its jointly controlled entities.

xi. The term loans availed by the Group and Jointly
controlled Entities have been applied for the purpose
for which the loans were obtained except in case of a
subsidiary, MRPL where `11,704.73 million were
invested in deposits with banks.
xii. No fraud on or by the Group and its Jointly Controlled
Entities has been noticed or reported during the year
except for over reporting of crude oil production and
inventory in case of the Holding Company as stated in
Note No. 49 to the consolidated financial statements.
An irregularity was also noticed in the log books for
hiring of the ta xi service in case of ONGC Videsh
Limited, a subsidiary, involving an amount of `12.80
million. As informed further, the said cases are under
investigation.
c.There has been no delay in transferring amounts,

required to be transferred, to the Investor Education
and protections Fund by the Group and its Jointly
Controlled Entities in accordance with the relevant
provisions of the Companies Act, 1956 (1 of 1956) and
rules made thereunder.
viii. As per the consolidated financial statements, there are
no accumulated losses at the end of the current financial
year and no cash losses were incurred during the year or
during the immediately preceding financial year.
ix. The Group and its jointly controlled entities have not
defaulted in repayment of dues to financial institutions,
banks or debentures holders.
x. In our opinion, the terms and conditions on which the
Group and its jointly controlled entities have given
guarantees for loans taken by others from banks or
financial institutions are not prima facie prejudicial to the
For M/s G. D. Apte & Co.

For Lodha & Co.

(C. M. Dixit)
(Narendra Jain)
(R. P. Singh)
For M/s Mehra Goel & Co.

Firm Reg No. 000517N
For M/s Varma & Varma

Firm Reg No. 004532S
(R. K. Mehra)

Place : New Delhi

Date : May 28, 2015
280
Annexure 2 to Consolidated Auditors Report

(Referred to in paragraph 2 (b) under Report on Other Legal and
Case of waiver/write of f of debts/loans/Interest
Holding Company:
The cases of waiver/write of fs of debts/loans/interest, wherever applicable during the year along with the reasons and
amount involved are as under:
` in million
Reasons
26.40
Set tlement of Arbitration award
0.01
Details of deposit not available
0.01
Forfeiture of Deposit
1.40
Disallowance of insurance claim
0.26
Long outstanding balance
28.08
Subsidiary : Mangalore refinery and Petrochemicals Limited (MRPL)
Particulars
Central Sales Ta x on
sales to PSU Oil
` in million
1,930.80
Reasons
These have been expenses to the Statement to Profit and Loss
on account of prevailing industry practice.
Marketing Companies
281
Annexure 3 to Consolidated Auditors Report

(Referred to in paragraph 2 (d) under Report on Other Legal and
Subsidiary: Manglore Refinery & Petrochemicals Limited (MRPL)
Age-wise analysis of pending legal/arbitration cases
Sr.
No.
Ageing of
pending cases
No. of
cases
Amount
involved
(` in million)
Legal
Expenses
(` in million)
Reasons for pendency / Present Position
0 3 years
Nil
Nil
Nil
NA
4 6 years
Nil
Nil
Nil
NA
7 10 years
224.77
11.33
The delay is attributable to adjournments in

court / legal matters / other court related matters
Above 10 years
154.19
2.49
Awaiting listing for final hearing at High Court
The legal expenses are approved by the Board of Directors along with other expenses in revenue budget. Further whenever
payments are made the appropriate approvals are obtained as per the delegation of Authority in place. Engagement of
Advocate and all payments above ` 25,000/- (` twenty five thousand only) are to be approved by D(F) and Functional Director.
Exploratory data acquisition in progress; ONGC is the largest exploration acreage and mining lease holder in India.
282
Consolidated Balance Sheet

as at 31st March, 2015
Particulars
I.
II.
EQUITY AND LIABILITIES

1
Shareholders funds
(a) Owner's Fund
(i) Share capital
(ii) Reserves and surplus
(b ) Minority Interest
2
Non-current liabilities
(a) Long-term borrowings
(b) Deferred ta x liabilities
(c) Other Long term liabilities
(d) Long-term provisions
3
Current liabilities
(a) Short-term borrowings
(b) Trade payables
(c) Other current liabilities
(d) Short-term provisions
TOTAL
ASSETS
1
Non-current assets
(a) Fixed assets
(i) Tangible assets
(ii) Producing Properties
(iii) Intangible assets
(iv) Capital work-in-progress
(v) Exploratory/Development Wells in Progress
(b) Goodwill on consolidation
(c) Non-current investments
(d) Deferred ta x Asset
(e) Long-term loans and advances
(f) Deposit under Site Restoration Fund Scheme
(g) Other non-current assets
2
Current assets
(a) Current investments
(b) Inventories
(c) Trade receivables
(d) Cash and Cash Equivalents
(e) Short-term loans and advances
(f) Other current assets
TOTAL
Accompanying Notes are an integral of this Financial Statements.
(` in million)
Note No.
As at
31st March, 2015
As at
31st March, 2014
4
5
42,777.60
1,761,766.43
24,731.33
42,777.60
1,678,737.70
29,119.98
6
7
8
9
475,827.54
187,613.14
18,294.44
327,796.11
316,808.58
178,757.38
18,467.17
305,299.55
10
11
12
13
42,885.71
303,873.06
168,669.28
22,592.14
3,376,826.78
139,072.72
306,803.41
217,038.79
9,500.29
3,242,383.17
14
15
16
17
18
19
20
7
21
26.5
22
686,712.14
910,049.33
1,169.25
422,114.72
211,967.25
201,398.86
47,469.93
5,854.11
107,191.98
136,423.99
77,248.28
462,253.51
912,681.47
754.36
538,269.86
182,066.98
183,544.90
47,204.63
122.28
102,409.69
120,829.56
60,859.15
23
24
25
26
27
28
21.46
106,062.23
187,970.09
160,969.17
100,330.38
13,873.61
3,376,826.78
254.37
148,014.59
160,289.96
244,801.26
66,317.22
11,709.38
3,242,383.17
1 to 50

(N. K. Sinha)
Company Secretary
(A K Srinivasan)
(D.K.Sarraf)

For Varma & Varma

For G D Apte & Co.

(R K Mehra)

(C. M. Dixit)
Partner (M. No. 017532 )
For Lodha & Co.

Firm Reg. No. 3010151E
(R P Singh)
New Delhi
May 28th, 2015
For Khandelwal Jain & Co

(Narendra Jain)
283
Consolidated Statement of Profit and Loss

Particulars
I
II
Note No.
REVENUE
Revenue from Operations (Gross)
Less Excise Duty
Revenue from Operations (Net)
Other Income
TOTAL REVENUE
EXPENSES
(Increase)/ Decrease in Inventories
Purchases of stock-in-trade
Exploration Costs writ ten of f
-Survey costs
-Exploratory well costs
Finance Costs
TOTAL EXPENSES
29
30
31
32
33
34
35
36
Profit before Exceptional, Ex traordinary items and Tax

Exceptional items
Profit before Ex traordinary items and Tax
Ex traordinary items
PROFIT BEFORE TA X
Tax Expenses
- Current Ta x
- Earlier years
- MAT Credit
- Deferred Ta x
PROFIT AFTER TA X
Add: Share of Profit/(Loss) in Associate
GROUP PROFIT AFTER TA X
At tributable to:
Equity holders of Parent (ONGC)
Minority Interest
20.4
Net Group Profit atributable to ONGC Equity holders

Earning per Equity Share-Basic and Diluted (`)
(Face Value `5/- per Share)
37
Accompanying Notes are an integral of this Financial Statements.
2014-15
(` in million)
2013-14
1,660,668.64
51,771.15
1,608,897.49
59,644.43
1,668,541.92
1,782,051.84
37,281.28
1,744,770.56
68,899.00
1,813,669.56
17,229.16
1,045,130.60
(5,285.36)
0.32
1,159,747.17
20,834.87
88,679.32
180,329.65
28,623.76
10,875.98
3,134.93
1,394,838.27
17,471.47
67,409.85
166,057.47
6,243.34
10,314.61
(2,423.37)
1,419,535.50
273,703.65
273,703.65
273,703.65
394,134.06
394,134.06
394,134.06
100,649.26
(5,895.19)
(422.78)
2,642.81
176,729.55
303.10
177,032.65
90,449.09
2,449.89
(2,872.04)
37,576.92
266,530.20
118.15
266,648.35
183,335.20
(6,302.55)
177,032.65
183,335.20
265,065.33
1,583.02
266,648.35
265,065.33
21.43
30.98
1 to 50

(N. K. Sinha)
Company Secretary
(A K Srinivasan)
(D.K.Sarraf)

For Varma & Varma

For G D Apte & Co.

(R K Mehra)

(C. M. Dixit)
For Lodha & Co.

(R P Singh)
New Delhi
May 28th, 2015

(Narendra Jain)
284
Consolidated Cash Flow Statement

A. CASH FLOW FROM OPERATING ACTIVITIES:

Profit before tax and ex traordinary items
Adjustments For:
- Prior Period Items
- Depreciation, Depletion and Amortisation & Impairment
- Exploration Well Costs Writ ten of f
- Interest on Borrowings
- Foreign Exchange Loss/Translation Adjustment
- Provision for Employee Benefits
- Provision for Abandonment
- Profit/Loss on sale of fixed assets
- Other Provision and Write of fs
- Excess Provision/Liability writ ten Back
- Interest Income
- Def fered Government Grant
- Dividend Received
- Provision for Mark to Market loss on Derivative contracts
- Profit on sale of investment
Year Ended
31st March, 2015
Year Ended
31st March, 2014
273,703.65
394,134.06
3,134.93
180,329.65
88,679.32
28,623.77
1,529.83
4,836.30
283.48
(1.49)
10,875.98
(7,379.91)
(34,477.24)
(14.17)
(4,679.25)
(18.95)
(75.74)
Operating Profit before Working Capital Changes

Adjustments for:- Receivables
- Loans and Advances
- Other Current Assets
- Inventories
- Trade Payable and Other Liabilities
Cash generated from Operations
Direct Ta xes Paid (Net of ta x refund)
Cash Flow before prior period and Ex tra ordinary Items
Prior period items
NET CASH FLOW FROM OPERATING ACTIVITIES 'A'
B. CASH FLOW FROM INVESTING ACTIVITIES:
Purchase of Fixed Assets
Sale of Fixed Assets
Acquisition, Exploration and Development Cost
Sale of Investments-Net
Loans and Advance to Subsidiary
Advance/Investment in Joint Controlled Entities/Associates
Loans to Public Sector Undertakings and Other Bodies Corporate
Gain on Foreign Exchange Forward exchange Contract
Deposit in Site Restoration Fund
Project Development/ Preoperative expenditure (net of advances)
Dividend Received
Interest Received
Ta x paid on Interest Income
NET CASH FLOW FROM INVESTING ACTIVITIES 'B'
(` in million)
271,646.51
(2,423.37)
165,809.04
67,409.85
6,243.35
21,188.73
(14,509.31)
243.56
15.55
10,563.05
(19,216.85)
(32,434.34)
(2.87)
(3,550.25)
2,244.85
(14.50)
201,566.49
545,350.16
595,700.55
(60,395.74)
5,713.05
(30,071.31)
(1,371.97)
(30,202.12)
(148,012.35)
44,624.37
(22,016.16)
(39,722.85) (115,767.65)
207,718.63
429,582.51
(90,292.34)
339,290.17
795.56
340,085.73
42,031.20
637,731.75
(105,666.61)
532,065.14
638.65
532,703.79
(169,059.75)
86.51
(185,278.12)
310.77
(757.39)
126.41
(15,594.43)
(15,396.59)
4,679.25
30,682.70
(756.56)
(350,957.20)
(149,385.04)
29.04
(466,269.90)
651.49
(0.01)
(4,664.61)
(26,707.48)
797.15
(14,480.37)
(11,297.24)
3,551.30
31,450.08
(636,325.59)
285
Consolidated Cash Flow Statement

Note
C. CASH FLOW FROM FINANCING ACTIVITIES:

Share Issue Expense
Advance Against Equity
Proceeds from Borrowings
Repayment of Borrowings
Foreign Exchange Fluctuation Related to Borrowing Cost
Dividend Paid
Ta x on Dividend
Interest Paid
Change in Minority Interest
NET CASH FLOW FROM FINANCING ACTIVITIES 'C'
NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS (A+B+C)
Cash and Cash Equivalents as at 1st April, 2014 (Opening Balance)
Note 26
Add: Other Adjustments to Cash and Cash Equivalent #
Cash and Cash Equivalents as at 31st March,2015* (Closing Balance)
Note 26
(` in million)
Year Ended
31st March, 2015
Year Ended
31st March, 2014
(22.55)
170,779.95
(151,136.67)
(18,040.26)
(79,203.67)
(15,748.94)
(11,991.38)
(1,044.24)
(106,407.76)
1,781.72
331,987.96
(84,764.56)
161.76
(83,453.45)
(14,170.69)
(7,251.97)
7,955.45
152,246.22
(117,279.23)
244,632.41
2,613.30
247,245.71
129,966.48
(117,279.23)
48,624.42
196,007.99
196,007.99
244,632.41
48,624.42
#Adjustment on account of increase in shareholding in ONGC Mangalore Petrochemicals Ltd.

Notes:
1. The above Cash Flow Statement has been prepared under the 'Indirect Method' as set out in the Accounting Standard-3 on Cash Flow Statement.
2. Cash and Cash equivalent excludes `31,002.69 million (Previous year `168.85 million) in current account/deposit account of interest
warrant/refund accounts, under lien, pledge with banks/Gov t. authorities in respect of MRPL.
3. * Includes Term deposits of `17,340 million (Previous year Nil) pledged to Banks against Short term loan taken from Banks. Also
includes restricted amount of `379.75 million (Previous year `389.69 million) earmarked for payment of unclaimed dividend/unpaid
interest on debenture.
4. Cash Balance includes `6,885.17 million share of jointly controlled entity. (Previous year `7,769.03 million)
5. In case of ONGC Videsh Ltd, the Adjustment have not been made to purchase of fixed assets etc. (investing activities), on account of
increase / decrease in Capital Creditors. The impact of the above is not readily ascertainable.
6. Bracket indicates cash out flow.
7. Previous years figures have been regrouped wherever necessary to conform to current year's classification.
(N. K. Sinha)
Company Secretary
(A K Srinivasan)
(D.K.Sarraf)

For Varma & Varma

For G D Apte & Co.

(R K Mehra)

(C. M. Dixit)
For Lodha & Co.

(R P Singh)
New Delhi
May 28th, 2015

(Narendra Jain)
286
Notes to Consolidated Financial Statements for the year ended 31st March, 2015
1.
2.
v)
The dif ference between the cost of

investment in the subsidiaries/associates
/Joint ventures, and the net assets at the
time of acquisition of shares in the
subsidiaries/associates/joint ventures is
recognized in the Consolidated Financial
Statements as Goodwill or Capital
Reserve, as the case may be.
vi)
Profit or loss at tributable to minority
interest and to owners of the parent in the
statement of profit and loss has been
presented as allocation for the period.
vii)
Minorities share of Net Assets of
subsidiaries is identified and presented
in the Consolidated Balance Sheet within
equity, separately from the equity of the
parent Companys shareholders.
viii)
In case of foreign subsidiaries and
joint ventur es, for eign curr ency
transactions are translated as per the
provisions of Accounting Standard (AS)
11 Accounting for Ef fects of changes
in Foreign Exchange Rates in the
Consolidated Financial Statements.
ix)
The dif ference between the proceeds
from disposal of investments in a
subsidiary and the carrying amount of
its net assets as on the date of disposal
is recognized in the Consolidated
2.2 Other significant Accounting Policies
a.
Basis of preparation
The financial statements are prepared under
the historical cost convention on accrual basis
in accordance with Generally Accepted
Accounting Principles (GA AP), applying the
Successful Ef forts Method as per theGuidance
Note on Accounting for Oil and Gas Producing
Activities (Revised) issued by the Institute of
Char ter ed Accountants of India and
Accounting Standards as prescribed under the
Companies (Accounts) Rules, 2014 and
provisions of the Companies Act, 2013.
As the operating cycle cannot be identified in
normal course due to the specific nature of
industry, the same has been assumed to have
duration of 12 months. Accordingly, all assets
and liabilities have been classified as current or
non-current as per the operating cycle and
other criteria set out in the Schedule III to the
The financial statements are presented in
Group information
Oil and Natural Gas Corporation Limited (ONGC or
the Company) is a public limited company domiciled
and incorporated in India. The Companys shares are
listed and traded on Stock exchanges in India. The
Consolidated Financial Statements relate to the
Company, its Subsidiaries, Joint Venture Entities and
Associate. The Group (comprising of Company and its
subsidiaries), Joint Venture Entities and Associate are
mainly engaged in Exploration & Production (E&P) of
Oil & Gas in India and abroad including Refinery,
Power Generation, Petrochemicals, LNG supply,
Pipeline Transpor tation, SEZ development and
Helicopter services.
Significant Group Accounting Policies
2.1 Principles of Consolidation
The Consolidated Financial Statements have
been prepared on the following basis: i)
The financial statements of the Company
and its subsidiar y companies are
combined on a line-by-line basis by
adding together the book values of like
items of assets, liabilities, income and
expenses af ter eliminating intra-group
balances and intra-group transactions
resulting in unrealized profits or losses in
accordance with Accounting Standard
(AS) 21 Consolidated Financial
Statements.
ii)
The financial statements of Joint Venture
entities are combined by applying
proportionate consolidation method on a
line by line basis on like items of assets,
liabilities, income and expenses af ter
eliminating propor tionate share of
unrealized profits or losses in accordance
with Accounting Standard (AS) 27 Financial Reporting of Interests in Joint
Ventures.
iii)
Investments in Associates are accounted
for using equity method in accordance
with Accounting Standard (AS) 23
Accounting for Investments in Associates
in Consolidated Financial Statements.
iv)
The consolidated financial statements are
prepared using uniform accounting
policies for like transactions and other
events in similar circumstances and are
presented to the ex tent possible, in the
same manner as the Company s
separate Financial Statements except as
otherwise stated.
287
Production stage: Acquisition costs of a

producing oil and gas property are capitalized
as proved property acquisition cost under
producing properties and amortized over the
production profile of the underlying asset using
the unit of production method over proved
reserves.
e.3
Survey Cost
Cost of Survey and prospecting activities
conducted in the search of oil and gas are
expensed as exploration cost in the year in
which these are incurred.
e.4
Explorator y/ Development Wells in
Progress
e.4.1 All exploration costs incurred in drilling and
equipping exploratory and appraisal wells,
cost of drilling exploratory type stratigraphic
test wells are initially capitalized as Exploratory
Wells in Progress till the time these are either
transferred to Producing Proper ties on
completion as per Note no. 2.2.f.1 or expensed
as exploration cost (including allocated
depreciation) as and when determined to be
dry or of no further use, as the case may be.
e.4.2 Costs of exploratory wells are not carried
unless there are indications of suf ficient
quantity of reserves; suf ficient progress is
made in assessing the reserves and the
economic & operating viability of the project.
All such carried costs are subject to review for
impairment as per Note no. 2.2.n.4.
e.4.3 All costs relating to Development Wells are
initially capitalized as Development Wells in
Progress and transferred to Producing
Properties on completion as per Note no
2.2.f.1 and 2.2.f.2.
f.
f.1
Producing Properties are created in respect of
an area/field having proved developed oil and
gas reserves when the well in the area/field is
ready to commence commercial production.
f.2
Cost of temporar y occupation of land,
successful exploratory wells, all development
wells, depreciation on related equipment,
facilities and estimated future abandonment
costs are capitalised and reflected as
Producing Properties.
g.
Production Costs
Production costs include pre-well head and
post-well head expenses including
depreciation and applicable operating costs of
support equipment and facilities.
Indian Rupees and all values are rounded to the

nearest million except otherwise stated.
b.
Use of Estimates
The preparation of financial statements
requires estimates and assumptions, which
af fect the reported amount of assets, liabilities,
revenues and expenses for the reporting
period. The dif ference between the actual
results and estimates are recognized in the
period in which the results are known or
materialized.
c.
Government Grant
Government Grant related to acquisition of
Fixed Assets is tr eated as Deferred
Government Grant and amount equal to
proportionate depreciation of such assets is
credited to Statement of profit and loss
d.
Fixed Assets
d.1
Tangible Assets
d.1.1 Fixed assets are stated at historical cost less
accumulated depreciation and impairment.
Fixed assets received as donations/gif ts are
capitalised at assessed values with
corresponding credit taken to Capital Reserve.
d.1.2 All costs, net of applicable ta x credits, relating
to acquisition of fixed assets till the time of
bringing the assets to working condition for
intended use are capitalised.
d.2
Intangible Assets
Intangible assets are stated at cost of
acquisition, net of applicable ta x credits, less
accumulated amortization and impairment.
e.
Exploration, Development and Production
Costs
e.1
Pre-acquisition cost
Expenditure incurred before obtaining the
right(s) to explore, develop and produce oil and
gas are expensed as and when incurred.
e.2
Acquisition Cost
Acquisition costs of an oil and gas property are
the costs related to right to acquire mineral
interest and are accounted/ treated as follows:Exploration and Development stage:
Acquisition cost relating to projects under
exploration or developments are initially
accounted as capital work in progress. Such
costs are capitalized by transferring to
Producing Property when a well is ready to
commence commercial production. In case of
abandonment/ relinquishment, such costs are
writ ten of f.
288
h.
h.1
h.2
h.3
i.
i.1
i.2
j.
j.1
j.2
j.3
Side tracking
In case of an exploratory well, Cost of Sidetracking is treated in the same manner as the
cost incurred on a new exploratory well.The
cost of abandoned portion of side tracked
exploratory wells is expensed as Exploratory
Well Cost writ ten of f.
In case of development wells, the entire cost of
abandoned portion and side tracking are
capitalised.
In case of Producing wells,if it results in
additional proved developed oil & gas reserves
or increases the future economic benefits
therefrom beyond previously assessed
standard of per formance, the cost incurred on
side tracking is capitalised, whereas the cost of
abandoned portion of the wellis depleted in the
normal way. Otherwise, the cost of side tracking
is expensed as Work over Expenditure.
Abandonment Cost
The full eventual estimated liability towards
costs relating to dismantling, abandoning and
restoring well sites and allied facilities are
recognized in respective assets when the well is
completed/facilities ar e installed. The
abandonment cost on dry well is expensed as
exploratory well cost.
Provision for abandonment cost is updated
based on the technical assessment at current
costs. The ef fects of changes resulting from
revisions to estimated liability are adjusted to
the carrying amount of the related Asset and
considered for depletion on a prospective
basis.
Unincorporated Joint Ventures in the nature of
Production Sharing Contracts (PSC) have been
entered with the Government of India/other
countries and various bodies corporate for
exploration, development and production and
other activities. These unincorporated joint
ventures have been classified as Jointly
controlled Asset.
The share in the assets and liabilities along with
at tributable income, and expenditure, of the
Jointly Controlled Assets is merged on line by
line basis with the similar items in the
Consolidated Financial Statements and
adjusted for depreciation, depletion, survey,
dry wells, abandonment, impairment and
sidetracking in accordance with the accounting
policies.
j.4
k.
l.
l.1
l.2
l.3
l.4
l.5
m.
m.1
m.2
Disposal of Interest
Gain or loss on sale of interest in a cost centre,
is recognized in the statement of profit and
loss, except that no gain is recognized at the
time of such sale if substantial uncertainty
exists about the recovery of the costs
applicable to the retained interest or if the
company has substantial obligation for future
performance. The gain in such situation is
treated as recovery of cost related to that cost
centre.
The hydrocarbon reserves in such areas are
taken in propor tion to the par ticipating
interest.
Investments
Long-term investments are valued at
cost.Provision is made for any diminution,
other than temporary, in the value of such
investments.
Current Investments are valued at lower of cost
and fair value.
Inventories
Finished goods (other than Sulphur) and stock
in pipelines/tanks and carbon credits are
valued at Cost or net realizable value
whichever is lower. Cost of Finished goods is
determined on absorption costing method.
Sulphur is valued at net realizable value. The
value of inventories includes excise duty,
royalty (wherever applicable) but excludes
Cess
Crude oil in unfinished condition in flow lines up
to Group Gathering Stations/plat form and
Natural Gas in Pipelines is not valued.
Inventory of stores and spare parts is valued at
Weighted Average Cost or net realizable value,
whichever is lower. Provisions are made for
obsolete and non-moving inventories.
Raw material and Stock in Process is valued at
lower of cost or net realizable value. Raw
material is valued based on First in First Out
(FIFO) basis. Cost of Stock in Process
comprises of raw material cost and
proportionate Conversion cost.
Unser viceable and scrap items, when
determined, are valued at estimated net
realizable value.
Revenue Recognition
Revenue from sale of products is recognized
on transfer of custody to customers.
Any dif ference as of the reporting date
289
Consolidated Financial Statement of ONGC Group
m.3
m.4
m.5
m.6
m.7
m.8
m.9
m.10 Revenue in respect of the following is

recognized when there is reasonable certainty
regarding ultimate collection:
a.
Gas pipeline transportation charges
b.
Reimbursable subsidies and grants
c.
Surplus from Gas Pool Account
d.
Interest on delayed realization from
customers
e.
Liquidated damages from contractors/
suppliers
n.
Depreciation, Depletion, Amortisation and
Impairment
n.1
Depreciation,
n.1.1 Depreciation on fixed assets is provided for
under the writ ten down value method over the
useful life of Asset specified in Schedule II to
the Companies Act, 2013 except in case of
certain items of fixed assets where the useful
life has been considered based on technical
assessment which is less than useful life
prescribed under Schedule II to the
n.1.2 Depreciation on additions/deletions during the
year is provided on pro rata basis with
reference to the date of additions/deletions
except low value items not exceeding ` 5,000/which are fully depreciated at the time of
addition
n.1.3 Depreciation on subsequent expenditure on
fixed assets arising on account of capital
improvement or other factors is provided for
prospectively over the remaining useful life.
Depreciation on refurbished/revamped assets
which are capitalized separately is provided for
over the reassessed useful life, which is not
more than the life specified in Schedule II to the
n.1.4 Depreciation on fixed assets (including
support equipment, facilities and those taken
on lease) used for exploratory/ development
drilling and on production facilitiesis initially
capitalised as part of drilling cost or producing
properties and expensed/depleted as stated in
note no 2.2.f & 2.2.n.2. Depreciation on
equipment/ assets deployed for survey activities
is charged to Statement of Profit and Loss.
n.2
Depletion
n.2.1 Producing Properties are depleted using the
Unit of Production Method. The rate of
depletion is computed with reference to an
area covered by individual lease/license/asset/
between the entitlement quantity minus the

quantities sold in respect of crude oil (including
condensate), if positive (i.e. under lif t quantity)
the proportionate production expenditure is
treated as prepaid expenses and, if negative
(i.e. over lif t quantity), a liability for the best
estimate of the groups proportionate share of
production expenses as per the Joint Operating
Agreement / Production Sharing Agreement is
created in respect of the quantity of crude oil to
be foregone in future period towards
set tlement of the over-lif t quantity of crude oil
with corresponding charge to statement of
Profit & Loss.
Any payment received in respect of short lif ted
gas quantity for which an obligation exists to
supply such gas in subsequent periods is
recognized as Deferred Revenue in the year of
receipt. The same is recognized as revenue in
the year in which such gas is actually supplied
for the quantity supplied or in the year in which
the obligation to supply such gas ceases,
whichever is earlier.
Sale of crude oil and gas (net of levies)
produced from Wells in Progress is deducted
from expenditure on such wells.
Sales are inclusive of all statutory levies except
Value Added Ta x (VAT). Any retrospective
revision in prices is accounted for in the year of
such revision.
Revenue in respect of fixed price contracts is
recognized for the quantum of work done on
the basis of percentage of completion method.
The quantum of work done is measured in
proportion of cost incurred to date to the
estimated total cost of the contract or based on
reports of physical work done.
Finance income in respect of assets given on
finance lease is recognized based on a pat tern
reflecting a constant periodic rate of return on
the net investment outstanding in respect of the
finance lease.
Dividend income is recognized when right to
receive is established. Interest income is
recognized on time proportion basis taking into
account the amount outstanding and rate
applicable.
Lease Premium from the lease of land is
recognized over primary lease period as per
the agreement. Lease rental income is
accounted for on the time proportion basis as
per the terms agreed with lessees.
290
n.3
n.3.1
n.3.2
n.3.3
n.4
n.4.1
n.4.2
amortization base by considering the proved

developed reserves and related capital costs
incurred including estimated future
abandonment costs net of salvage value. In
case of acquisition cost, Producing Properties
is depleted by considering the proved
reser ves. These reser ves are estimated
annually by the Reserve Estimates Commit tee
of the Company, which follows the International
Reservoir Engineering Procedures.
Amortisation
Leasehold land is amortized over the lease
period except perpetual leases.
Right of way/ Right of use of land are amortized
on Straight Line Method (SLM) over the
estimated life of associated Asset.
Other Intangible Assets ( sof tware, copy right,
patents etc.) are amortized on Straight Line
Method (SLM) over the useful life not exceeding
ten years from the date of capitalization
Impairment
Producing Properties, Development Wells in
Progress (DWIP) and Fixed Assets (including
Capital Works in Progress) of a Cash
Generating Unit (CGU) are reviewed for
impairment at each Balance Sheet date. In
case, events and circumstances indicate any
impairment, recoverable amount of these
assets is determined. An impairment loss is
recognized, whenever the carrying amount of
such assets exceeds the recoverable amount.
The recoverable amount is higher of its value in
use or net selling price (if determinable). In
assessing value in use, the estimated future
cash flows from the use of assets and from its
disposal at the end of its useful life are discounted
to their present value at appropriate rate.
An impairment loss is reversed if there is
increase in the recoverable amount and such
loss either no longer exists or has decreased.
Impairment loss / reversal thereof is adjusted to
the carrying value of the respective assets,
which in case of CGU, is allocated to its assets
on a pro-rata basis. Subsequent to impairment,
depreciation is provided on the revised
carrying value of the assets over the remaining
useful life.
Impairment testing during exploratory phase is
carried out at area level when fur ther
exploration activities are not planned in near
future or when suf ficient data exists to indicate
that although a development in the specific
area is likely to proceed, the carrying amount of
o.
o.1
o.2
o.3
o.4
o.4.1
o.4.2
o.4.3
o.5
o.5.1
o.5.2
o.5.3
the exploration asset is unlikely to be

recovered in full from successful development
or by sale. Impairment is r eversed
subsequently, to the ex tent that conditions for
impairment are no longer present.
Foreign Exchange Transactions
Foreign currency transactions on initial
recognition in the reporting currency are
accounted for at the exchange rates prevailing
on the date of transaction.
At each Balance Sheet date, foreign currency
monetary items are translated using the mean
exchange rates prevailing on the balance
sheet date and non-monetary items are
translated using the exchange rate prevailing
on the date of transaction or on the date when
the fair value of such item was determined.
The loss or gain thereon and also the exchange
dif ferences on set tlement of the foreign
currency transactions during the year are
recognized as income or expense and
adjusted to the statement of profit & loss.
In respect of integral foreign operations:
The foreign currency transactions on initial
recognition in the reporting currency are
recorded following the note no 2.2.o.1. For
practical reasons, the average exchange rate
of the relevant month is taken for the
transactions of the month in respect of joint
venture operations, where actual date of
transaction is not available.
At each Balance Sheet date, monetary and
non-monetary items are translated following
the policy stated in note no. 2.2.o.2.
All exchange dif ferences are treated following
the policy stated in note no.2.2.o.3.
The financial statements of the non-integral
foreign operations are incorporated in the
financial statements using the following
principles:
The assets and liabilities, both monetary and
non-monetary, of the non-integral foreign
operation are translated at the average of the
exchange rate prevailing on the date of the
balance sheet;
Income and expense items of the non-integral
foreign operation are translated at the average
exchange rates for the period to which the
financial statements relate;
The resulting exchange dif ferences are
accumulated in a foreign currency translation
reserve until the disposal of the net investment
in the non-integral foreign operation.
291
s.
o.5.4 Exchange differences arising on net investment in

a non-integral foreign operation are accumulated
in a foreign currency translation reserve until the
disposal of such investment, at which time they are
recognized as income or as expenses.
o.6
In the case of forward exchange contracts, the
premium or discount arising at the inception of
such contracts, is amortized as income or expense
over the life of the contract as well as exchange
difference on such contracts, i.e. difference
between the exchange rate at the reporting /
settlement date and the exchange rate on the date
of inception / the last reporting date, is recognized
as income / expense for the period.
p.
Employee Benefits
p.1
All shor t term employe e benefits are
recognized at their un discounted amount in the
accounting period in which they are incurred.
p.2
Employee Benefit under defined contribution
plans comprising provident fund etc. is
recognized based on the un discounted
amount of obligations of the group to contribute
to the plan. The same is paid to a fund
administered through a separate trust.
p.3
Employee benefits under defined benefit plans
comprising of gratuity, leave encashment,
compensated absences, post-retirement
medical benefits and other terminal benefits are
recognized based on the present value of
defined benefit obligation, which is computed
on the basis of actuarial valuation using the
Projected Unit Credit Method. Actuarial Liability
in excess of respective plan assets is
recognized during the year. Actuarial gains and
losses in respect of post-employment and other
long-term benefits are recognized in the
statement of profit & loss. The Company
contributes all ascer tained liabilities with
respect to Gratuity and leave/compensated
absences to the ONGCs Gratuity Fund Trust
(OGFT) and Life Insurance Corporation of India
(LICI) respectively. Other defined benefit
schemes are unfunded.
q.
Voluntary Retirement Scheme
Expenditure on Voluntary Retirement Scheme
(VRS) is charged to statement of profit & loss
when incurred.
r.
General administrative expenses which are
directly or specifically at tributable are allocated
to activities and the balance is charged to
Statement of Profit & Loss.
s.1
s.2
s.3
t.
u.
v.
w.
292
Insurance claims
The insurance claims are accounted for as
under :In case of total loss of asset, by transferring
either the carrying cost of the relevant asset or
insurance value (subject to deductibles),
whichever is lower under the head Claims
Recoverable-Insurance on intimation to
Insurer. In case insurance claim is less than
carrying cost, the dif ference is charged to
statement of profit & loss.
In case of partial or other losses, expenditure
incurred/payments made to put such assets
back into use, to meet third party or other
liabilities (less policy deductibles) if any, are
accounted for as Claims RecoverableInsurance. Insurance Policy deductibles are
expensed in the year the corresponding
expenditure is incurred.
As and when claims are finally received from
insurer, the dif ference, if any, between Claims
Recoverable-Insurance and claims received is
adjusted to statement of profit & loss.
Research Expenditure
Expenditure of capital nature are capitalised
and expenses of Revenue nature are charged
to the Statement of Profit and Loss, as and
when incurred.
Taxes on Income
Provision for current ta x is made as per the
provisions of the Income Ta x Act, 1961/other
applicable ta x laws. Deferred Ta x Liability /
Asset resulting from timing dif ference
between book profit and ta xable profit is
accounted for considering the ta x rate and
laws that have been enacted or substantively
enacted as on the Balance Sheet date.
Deferred Ta x Asset is recognized and carried
forward only to the ex tent that there is
reasonable certainty that the asset will be
realized in future.
Borrowing Costs
Borrowing Cost specifically identified to the
acquisition or construction of qualif ying
assets is capitalized as par t of such assets.
A qualif ying asset is one that necessarily
takes substantial period of time to get
ready for intended use. All other borrowing
costs are charged to statement of profit &
loss.
Rig Days Costs
Rig movement costs are booked to the nex t
x.
x.1
y.
z.
z.1
z.1.1
z.1.2
z.2
z.2.1
z.2.2
aa.
location drilled/planned for drilling. Abnormal

Rig days costs are considered as un-allocable
and charged to statement of profit & loss.
Unamortized Expenditure
Dry docking charges of Rigs/ Multipurpose
Supply Vessels (MSVs), Geo Technical Vessels
(GTVs), Well Stimulation Vessels, Of fshore
Supply Vessels (OSVs), Rig/equipment
mobilization expenses and other related
expenditure are amortized over the period of
use not exceeding five years and balance is
carried under head Unamortized Expenditure"
in the balance sheet.
Transportation Costs
Transportation Costs in respect of the quantity
of gas short transported, for which the right
exists to transport such gas in subsequent
periods at no charge, is treated as Deferred
Expenditure in the year of payment. The same
is treated as cost in the year in which the gas is
actually transpor ted for the quantit y
transported or in the year in which the right to
transport such gas ceases, whichever is earlier.
Lease
Assets given on Lease:
Assets given on finance lease are accounted for
as per Accounting Standard (AS) 19 Leases.
Such assets are included as a receivable at an
amount equal to the net investment in the lease.
Initial direct costs incurred in respect of finance
leases are recognized in the statement of profit and
loss in the year in which such costs are incurred.
Assets taken on Lease
Assets taken on finance lease are capitalized
and recognized at the lower of the fair value of
the asset and the discounted value of the
minimum lease installments. The lease
payments are bifurcated into repayment and
interest components, based on a fixed interest
rate and installment as derived from the
underlying agreement. The lease commitments
are carried under liabilities exclusive of interest.
The interest component is recognized in the
statement of profit & loss in accordance with the
lease installments.
Assets acquired on lease where a significant
portion of the risks and rewards of ownership
are retained by the lessor are classified as
operating leases. Lease rentals are charged to
the statement of profit & loss on accrual basis.
Claims
Claims / Surrenders on/to Petroleum Planning
ab.
ac.
ad.
ae.
af.
and Analysis Cell, Government of India are

booked on in principle acceptance thereof
on the basis of available instructions/
clarifications subject to final adjustments, as
stipulated. All other claims and provisions are
booked on the merits of each case.
Provisions, Contingent Liabilities and
Contingent Assets
Provisions involving substantial degree of
estimation in measurement are recognized
when there is a present obligation as a result of
past events and it is probable that there will be
an out flow of resources embodying economic
benefits. Contingent Assets are neither
recognized nor disclosed in the financial
statements. Contingent liabilities are disclosed
by way of notes to accounts.
Accounting for derivatives
Accounting for Derivatives, other than those
covered under Accounting Standard (AS) 11,
is done on mark to market basis and the losses
are charged to statement of Profit & Loss.
Unrealized gains are ignored.
Amortization of Goodwill
Go odwill arising on Consolidation of
Companies having Hydrocarbon reserves are
amortized based on Unit of Production
Method considering the related Proved
Reserves. Other goodwill on consolidation is
not amortized
Earnings per Share
Basic earnings per share are computed by
dividing the net profit af ter ta x by the weighted
average number of equity shares outstanding
during the period. Diluted earnings per share is
computed by dividing the profit af ter ta x by the
weighted average number of equity shares
considered for deriving basic earnings per
share and also the weighted average number
of equity shares that could have been issued
upon conversion of all dilutive potential equity
shares.
Cash Flow Statement
Cash flows are reported using the indirect
method, where by profit before ta x is adjusted
for the ef fects of transactions of a non-cash
nature, any deferrals or accruals of past or
future operating cash receipts or payments
and item of income or expenses associated
with investing or financing cash flows. The cash
flows from operating, investing and financing
activities of the Company are segregated
293
3.
The consolidated financial statements represent consolidation of accounts of "Oil and Natural Gas
Corporation Limited", its subsidiaries, Joint ventures entities and associate as detailed below:Name of the Subsidiaries/
Joint Venture and Associates
Sl
No.
Country of
Incorporation
Proportion Ownership Interest

As on
31.03.2015
A
1
1.1
1.1
1.1
1.1
1.1
1.1
1.2
Subsidiaries
(i)
(ii)
(iii)
(iv)
(v)
1.3
1.4
1.5
1.5 (i)
1.5 (ii)
1.5 (iii)
1.5 (iv)
1.5 (v)
1.5 (vi)
1.5 (vii)
1.5 (viii)
1.5 (ix)
1.5 (x)
1.5 (xi)
1.5 (xii)
1.6
1.6 (i)
1.7
1.8
1.9
1.10
1.11
1.12
2.
2.1
B
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
C
1.
India
The Netherlands
31.03.2014
100%
100%
Class A and
Class A and
Class B 100%
Class B 100%
ONGC Campos Ltda.
Brazil
100%
100%
ONGC Nile Ganga (Cyprus) Ltd.
Cyprus
100%
100%
ONGC Nile Ganga (San Cristobal) B.V.
The Netherlands
100%
100%
ONGC Satpayev E&P B.V.
The Netherlands
100%
100%
ONGC Caspian E&P B.V.
The Netherlands
100%
100%
The Netherlands
Class C 55% direct Class C 55% direct
(balance 45%
(balance 45%
held by OMEL)
held by OMEL)
ONGC Narmada Limited (ONL)
Nigeria
100%
100%
ONGC Amazon Alaknanda Limited (OAAL)
Bermuda
100%
100%
Imperial Energy Limited
Cyprus
100%
100%
Imperial Energy Tomsk Limited
Cyprus
100%
100%
Imperial Energy (Cyprus) Limited
Cyprus
100%
100%
Imperial Energy Nord Limited
Cyprus
100%
100%
Biancus Holdings Limited
Cyprus
100%
100%
Redclif fe Holdings Limited
Cyprus
100%
100%
Imperial Frac Services (Cyprus) Limited
Cyprus
100%
100%
San Agio Investments Limited
Cyprus
100%
100%
LLC Sibinternef t 1
Russia
55.90%
55.90%
LLC Alliancenef tegaz
Russia
100%
100%
LLC Nord Imperial
Russia
100%
100%
LLC Rus Imperial Group
Russia
100%
100%
LLC Imperial Frac Services
Russia
50%
50%
Carabobo One AB
Sweden
100%
100%
Petro Carabobo Ganga B.V.
The Netherlands
100%
100%
ONGC (BTC) Limited
Cayman Islands
100%
100%
Beas Rovuma Energy Mozambique Ltd.
British Virgin Islands
60%
60%
ONGC Videsh Rovuma Ltd. (OVRL)
Mauritius
100%
ONGC Videsh Atlantic Inc. (OVAI)
Texas
100%
ONGC Hydrocarbons Ltd.2
Mauritius
100%
Krishna Rovuma Energy Mozambique Ltd.2
Mauritius
100%
India
71.63%
71.63%
ONGC Mangalore Petrochemicals Ltd. (OMPL)
(note 3.1)
India
85.53%
48.15%
Petronet LNG Limited (PLL)
India
12.50%
12.50%
Petronet MHB Ltd (PMHBL)
India
28.77%
28.77%
Mangalore SEZ Ltd (MSEZ) (note 3.2)
India
26.82%
26.46%
ONGC Petro Additions Ltd. (OPaL)
India
49.36%
49.36%
( OTPC)
India
49.52%
49.52%
ONGC Teri Biotech Ltd. (OTBL)
India
49.98%
49.98%
Dahej SEZ Limited (DSEZ)
India
50.00 %
50.00 %
ONGC Mit tal Energy Limited (OMEL) (through OVL)
Cyprus
49.98%
49.98%
Shell MRPL Aviation Fuels & Services Limited
India
50.00%
50.00%
(SMASL) (through MRPL)
Mangalam Retail Services Ltd (through MRPL)
India
49.98%
Nor th East Transmission Company Ltd. (NETC)
(through OTPC)
India
12.88%
12.88%
Mangalore STP Limited (through MSEZ)
India
18.78%
18.52%
MSEZ Power Ltd (through MSEZ)
India
26.82%
Associates
Pawan Hans Ltd. (PHL)
India
49.00 %
49.00 %
294
Status of Audit
As on
31.03.2015
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Unaudited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Unaudited
Audited
Audited
Unaudited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Audited
Unaudited
Unaudited
Audited
Audited
Unaudited
Audited
Audited
Unaudited
3.1
3.2
3.3
4.
Although the subsidiary company OVL has 47.52

per cent ef fective ownership interest, it has 55.9 per
cent of voting rights in LLC Sibinternef t. LLC
Sibinternef t is therefore a subsidiary of the
Company, in accordance with the Companies Act,
2013 of India and included in consolidation of
accounts accordingly.
these companies have been liquidated w.e.f.
11th June, 2014
During current year, OMPL has become subsidiary
(previous year Joint venture) of ONGC Group on
account of direct holding of 48.99% ( previous year
46%) by ONGC and indirect holding of 51.00%
(previous year 3%) stake through subsidiary
company MRPL with ef fect from 28th February, 2015.
Includes holding of 0.96% by OMPL.
In view of dif ferent sets of environments/prevalent
laws in respect of respective countries in which the
subsidiaries/JVs are operating, the accounting
policies followed (for treatment of depreciation of
Tangible Assets, sales revenue and royalty etc.) by
the subsidiaries/JVs are dif ferent from the
accounting policies of the Company. For
Share Capital
3.4
consolidation of financial statement, the

transactions reported which have been arrived
using such dif ferent accounting policies by the
group companies have been considered and
disclosed at Note no. 9.2, 13.2, 14.2,14.3,14.5,
14.6,14.7, 14.8, 14.9,15.2, 16.2, 17.1(c),17.1(d),
17.1(e), 17.1(f), 24.3, 24.4, 24.5, 28.2, 29.6, 29.7,
32.3, 32.5 &45.2.4.
Pursuant to the enactment of the Companies Act,
2013 the Group has, ef fective from 1st April, 2014,
revised the estimated useful life of its fixed assets
generally in accordance with Schedule-II to the
Companies Act, 2013. Accordingly, an amount of
2,582.22million (net of deferred ta x of 1192.03
million) has been adjusted in the opening balance of
retained earnings in respect of assets whose useful
life has exhausted as at April 1, 2014. Further,
consequent to the adoption of revised estimate of
useful life of assets depreciation charged to
Consolidated statement of profit & loss is lower by
`4,137.14 million except in case of parent company
ONGC, wherein the impact of the same is not
ascertainable.
(` in million)
Particulars
As at
31st March, 2015
As at
31st March, 2014
150,000.00
150,000.00
42,777.64
42,777.64
42,777.45
42,777.45
0.15
42,777.60
0.15
42,777.60
Authorised:
Issued and Subscribed:
Paid up :
Add: Shares forfeited
TOTAL
4.1
4.2
Reconciliation of the equity shares outstanding at the beginning and at the end of the reporting period
Particulars

No. in
` in
million
million
Outstanding at the beginning of the year

Changes during year
Outstanding at the end of the year
8,555.49
8,555.49
Terms/rights at tached to equity shares

The company has only one class of equity shares
having a par value of `5 per share. Each holder of
equity shares is entitled to one vote per share. The
dividend proposed by the Board of Directors is
subject to the approval of the shareholders in the
ensuing Annual General Meeting.
In the event of liquidation of the company, the

holders of equity shares will be entitled to receive
remaining assets of the company, af ter distribution
of all preferential amounts. The distribution will be in
proportion to the number of equity shares held by
the shareholders.
42,777.45
42,777.45

No. in
` in
million
million
8,555.49
8,555.49
42,777.45
42,777.45
295
4.3
4.4
Details of shareholders holding more than 5% shares in the company are as under:Name of the share holder
As at 31st March, 2015 As at 31st March, 2014

No. in
No. in
%
%
holding
holding
million
million
President of India
Life Insurance Corporation of India
Indian Oil Corporation Limited
5897.76
677.18
657.92
Pursuant to the approval of the members dated

28.01.2011, during the financial year 2010-11, one
equity share having face value of `10/- each had
been sub-divided into two equity shares of `5/each and bonus shares in proportion of one new
equity bonus share of `5/- each for every one fully
paid up equity share of `5/- each held on

09.02.2011 (record date) had been allot ted. The
company has issued total 4277.75 million equity
shares of face value of `5 each issued as fully paid
up by way of bonus shares during the period of five
years immediately preceding the reporting date.
4.5
Shares reserved for issue under option : Nil (previous year Nil)
Reserves and Surplus
68.94
7.92
7.69
5897.76
666.70
657.92
68.94
7.79
7.69
(` in million)
As at
31st March, 2015
Particulars
As at
31st March, 2014
Capital Reserve ( Note 5.1)

1,234.97
1154.05
b) Addition/(deletion)
38.77
1,273.74
80.92
1,234.97
Capital Redemption Reserve (Note 5.3)
a) As per Last Balance Sheet
91.97
91.95
0.01
91.98
0.02
91.97
Securities Premium Account
144.33
144.33
b) Less: Share issue expense
16.15
128.18
144.33
Debenture Redemption Reserve (Note no. 5.4)
24,488.86
14088.91
b) Add: Transferred from Surplus Account
24,002.99
10399.95
c) Less: Transfer to General Reserve
19,700.00
28,791.85
- 24,488.86
Deferred Government Grant ( Note 2.2.c)
41.73
27.53
b) Addition during the year
17.07
c) Less: Deduction during the year (Note no. 5.5)
14.17
27.56
2.87
41.73
Self Insurance Reserves (Note 5.8)
4.35
4.35
Foreign Exchange Translation Reserve (Note 5.6)
70,763.79
37554.33
4,384.84
33209.48
c) Less: Transfer to Capital Redemption Reserve
0.01
75,148.62
0.02 70,763.79
Foreign Currency Monetary Item Difference Account (Note no. 5.7)
(3,925.56)
(4,513.13) (8,438.69)
(3,925.56) (3,925.56)
Hedging Reserve ( Note 32.7)
11.12
(11.53)
(0.41)
11.12
11.12
General Reserve
1,352,771.69
1,223,664.23
b) Add: Adj. with opening reserve (Note no. 3.4)
(2,582.22)
(3,143.02)
c) Add:transfer from Debenture Redemption Reserve
19,700.00
d) Add: Transferred from Surplus Accounts
80,754.55 14,50,644.02
132250.48 1,352,771.69
Surplus
233,114.80
205,772.78
b) Add: Transferred from Profit and Loss Account of owners share 183,335.20
265,065.33
c) Add: Adjusment due to change in holding/other adjustment
1.08
45.90
d) Less: Proposed Dividend
4,277.75
2,138.87
e) Less: Interim Dividend
76,999.44
79,138.31
f) Less: Ta x on Dividend
16,316.77
13,841.60
g) Less: Transfer to self Insurance Reserve
4.35
h) Less: Transfer to Debenture redumption reserve
24,002.99
10,399.95
i) Less: Transferred to General Reserve
80,754.55 214,095.23 132,250.48 233,114.80
TOTAL
17,61,766.43
1,678,737.70
296
:5.1
5.2
5.4
Includes `159.44 million (Previous year `159.44

million) being assessed value of assets received
as gif t and ` 940.22 million (Previous year ` 901.45
million) being Capital Reserve on Consolidation.
The Board of Directors has recommended a final
dividend of `0.5 per share (previous year ` 0.25per
share) which is subject to the approval of the
5.3
shareholders in the ensuing Annual General

Meeting over and above the interim dividend of
` 9 pershare (Previous year `9.25 pershare).
Includes `91.86 Million Capital Redemption
Reserve created on redemption of Preference
share capital during 2011-12 and 2012-13 in
respect of subsidiary, MRPL.
Debenture Redemption Reserve: Debenture Redemption Reserve includes `28,675.17 million (previous Year `24,470.11 million) in respect of
subsidiary company OVL, as follows:
(` in million)
Balance
Addition Transfer
as on during year
during
31 March,
the year
2014
Particulars
st
8.40 % 5 Years Unsecured Non-Convertible

Redeemable Bonds in the nature of DebenturesSeries I( redeemed on 23rd Dec-2014)
8.54 % 10 Years Unsecured Non- Convertible
Redeemable Bonds in the nature of Debentures- Series II
Total (A)
Unsecured 3.75% 10 years USD Bonds-USD 500 millions
Unsecured 2.50% 5 years USD Bonds-USD 300 Million
Total (B)
Unsecured 3.25% 5 year USD Bonds - USD 750 Millions
due 2019
Unsecured 4.625% 10 year USD Bonds USD 750 Millions due 2024
Unsecured 2.75% 7 year EUR Bonds EUR 525 Millions due 2021
Total (C)
TOTAL (A+B+C)
5.5
5.6
5.7
16,830.22
2,869.78
19,700.00
1,566.33
18,396.55
3,312.85
2,760.71
6,073.56
369.79
3,239.57
2,638.98
4,381.48
7,020.46
19,700.00
-
1936.12
1,936.12
5,951.83
7,142.19
13,094.02
6,689.38
6,689.38
3,343.76
3,343.76
24,470.11
3,611.89
13,645.03
23,905.06
19,700.00
3,611.89
13,645.03
28,675.17
financial statements following the principles for

translation of the financial statements of Nonintegral Foreign Operations. Accordingly, the
foreign exchange dif ference of `4,384.84 Million
(Previous year `33,209.48 Million) has been
accounted as foreign exchange translation
reserve.
Represents the amount equivalent to depreciation

transferred to Statement of Profit and Loss.
Foreign Exchange Translation Reserve:
The subsidiar y, ONGC Videsh Limited has
followed the Accounting Standard (AS) 11 - Ef fects
of Changes in Foreign Exchange Rates (revised
2003) for incorporating in the consolidated
Foreign Currency Monetary Item Exchange Account:

In case of subsidiary, ONGC Videsh Limited,the details of the exchange dif ferences on long term monetary items are
as under:(` in million)
As at
31st March, 2015
Particulars
Opening Balance
Additions during the year
Amortized during the year
Closing Balance
5.8
Balance
as on
31st March,
2015
In respect of Joint venture company, OTPC, Selfinsurance reserve @0.1% p.a. on Gross Block of
Fixed Assets (except assets covered under mega
insurance policy) is created as at the end of the year
by appropriating current year profit towards future
losses which may arise from un-insured risks and
(3,925.56)
(5,768.99)
1,255.86
(8,438.69)
5.9
As at
31st March, 2014
(4,616.00)
690.44
(3,925.56)
the same is shown as ''self-insurance reserve'' under

'Reserve & Surplus'.
Above Reserve and Surplus includes `(-) 7,052.34
million share of jointly controlled entities (Previous
year `(-)3,575.69 Million).
297
Long-Term Borrowings
(` in million)
As at
31st March, 2015
Particulars
A. Secured
(a) Zero Coupon Bond (Note no. 6.2.1)
(b) Term Loan (Note 6.2.2 to 6.2.9)
From Banks
103,102.16
From Others
63,529.70
B. Unsecured
(a) Non Convertible Redeemable Bonds (Note 6.3.2)
181,218.50
(b) Non Convertible Redeemable Debentures (Note 6.3.1)
3,700.00
(c) Term Loan
From Banks ( Note 6.3.5 & 6.3.7)
113,186.00
From Others ( note 6.3.3)
5,250.00
(d) Non-current maturities of finance lease obligations
(Note 6.3.4)
4,237.84
(e) Sales Ta x Deferment Loan (Note 6.3.6)
1,603.34
TOTAL (A+B)
6.1
6.2
6.2.1
6.2.2
6.2.3
Above include, Secured long term borrowings of

`99,142.71 million share of jointly controlled
entities (Previous year `112,385.66 million) and
Unsecured long term borrowings of `9,073.39
year `7,256.69 million).
Secured Loan
Zero coupon bond (ZCB): The Joint Venture,
PMHBL has issued Zero Coupon Bonds to
Lenders as per Corporate Debt Restructuring
(CDR) Approved Scheme, repayable in 36
quarterly installments commencing from Sept
2006 and ending on June 2015. The ZCBs are
secured by first mor tgage on Immovable
Properties- present & future, first charge on
movable properties - present & future and charge
on all receivables from the project on pari passu
basis. Balance outstanding as on 31st March 2015
is nil (Previous year `12.65 million) out of which
Groups share is nil (Previous year `3.64 million).
The Subsidiary, MRPL has ex ternal commercial
borrowing (ECB) of `40,628.25 million (Previous
year `38,948.00 million), secured by first pari
passu charge over immovable and movable fixed
assets both present and future. The interest rate
for ECB are based on 6 month LIBOR plus spread.
The ef fective interest rate are 3.2247%, 3.7019%,
2.7957%, 2.4157% and 2.8641% on `6,250.50
million, `9,375.75 million, `18,751.50 million,
`3,125.25 million and `3,125.25 million respectively
to be repaid annually by 2020-21.
The Joint Venture, PLL has availed loan from
Banks, secured by first ranking mortgage and first
charge on pari passu basis on all movable and
6.2.4
6.2.5
6.2.6
298
As at
31st March, 2014
3.64
166,631.86
100,654.50
42,450.65 143,108.79
48,423.00
3,700.00
106,606.50
8,000.00
309,195.68
475,827.54
4,811.12
2,159.17 173,699.79
316,808.58
immovable properties, both present and future

including current assets except on trade
receivables on which second charge is created on
pari passu basis at an average interest rate of
10.02% p.a. Balance outstanding as on 31st
March, 2015 is Nil (Previous year `9,706.30
million) out of which groups share is Nil (Previous
year `1,213.29 million)
The Subsidiary, OMPL has ex ternal commercial
borr owings (ECB) arrangement fr om a
consor tium of banks for USD 331.32
million(previous year USD 310 million), secured
by first charge on all fixed asset and second
charge of the project asset & all current assets.
The rate of interest for ECB are LIBOR+3.13% to
LIBOR+3.15%. ECBs are repayable in 14 equal
half yearly installments commencing from 1st
April, 2015 and 31st October, 2015 respectively.
Balance outstanding as on 31st March 2015 is
million) out of which groups share is `18,208.95
million (Previous year `8,964.65 million)
The Subsidiary OMPL has borrowed Rupee Term
Loan from a Consortium of Banks at an interest
rate of SBI base rate+1.25% secured by first
charge on all fixed assets and second charge on
the current assets. The Rupee Term Loan is
repayable in 36 equal quarterly installments
beginning from 31st December, 2015. Balance
outstanding as on 31st March 2015 is `18,636.49
million (Previous year `17,293.90 million) out of
which groups share is `18,636.49 million
The joint venture, OPaL has borrowed Secured
term loan from a Consortium of Banks and has also availed Ex ternal Commercial Borrowings (ECB), which are
secured by first ranking pari passu mortgage / charge on immovable and movable properties and assets both
present and future and second ranking pari passu charge on the current assets with working capital lender on
reciprocal basis. The details of interest rates, terms of repayment & outstanding amounts are as below:(` in million)
Type of loan
Ef fective
Rate
Terms of
Repayment
Outstanding Amount as on
31.03.2015
31.03.2014
Groups share in
outstanding on
31.03.2015 31.03.2014
10.50%
By 31.12.2015
21,399.86
21,399.74
10,562.97
10,562.91
11.75%
41 equal quarterly
113,168.42
instalments starting
from Q4 FY2016-17
to Q4FY2025-26
Repayable af ter 3
19,999.31
year from date of
disbursement
(i.e. Dec, 2016).
110,303.61
55,859.93
54,445.86
16,434.62
9,871.66
8,112.13
9 half yearly
3,153.00
Ex ternal
instalment starting
commercial
from March, 2016
borrowings
to March, 2020
USD 50 Million
15 half yearly
10,720.20
Ex ternal
6 month USD
instalments starting
commercial
LIBOR +range
borrowings
347 to 352 basis from March, 2016
to March, 2023
USD 250 Million points
Sub Total
168,440.79
Less : Current Maturity of long term Debt
22,093.52
Total
146,347.27
3,024.50
1,556.32
1,492.89
10,283.30
5,291.49
5,075.84
161,445.77
21,399.74
140,046.03
83,142.37
10,905.36
72,237.01
79,689.63
10,562.91
69,126.72
Bank LoanMedium Term

loan
Bank Loan Long Term
Loan
Sub Debt*
Base rate of
respective bank
+spread 0.75%
(10.90% -11.00%
ef fectively on
31.03.15)
6 month USD
LIBOR +324
basis points
*secured by way of hypothecation in favor of the lender of movable fixed assets and other immovable fixed asset
, both present and future located at SEZ Dahej.
6.2.7
6.2.8
The Joint Venture, MSEZ has term loan from a

Consortium of Banks at the interest rate base
rate+agreed spread (i.e. at 11.25%) secured by
mortgage and hypothecation of immovable and
movable assets repayable in 36 unequal quarterly
installment commencing af ter moratorium period
of 6 month from commercial operation date which
was ex tended from 1st April, 2014 to 1s April, 2015.
Balance outstanding as on 31st March, 2015 is
out of which groups share `1,461.14 million
The Joint Venture, OTPC has taken Rupees Term
loan from State Bank of India(SBI), secured by first
rank pari-passu charge on all immoveable
properties - present and future, relating to the
project and first charge by way of hypothecation on
all moveable properties - present and future,
relating to project and first charge on all the
6.2.9
receivables, Let ter of credit and Escrow Account.

Interest on the RTL is at SBI base rate (floating)+
0.50% (spread) and is repayable in 60 equal
quarterly installments commencing from the 31st
March, 2014. Balance outstanding for the same on
31st March, 2015 is `26,944.84 million (Previous
year `23,131.10 million) out of which groups
share is `13,344.22 million (Previous year
`11,455.49 million). Further, the Joint venture
company NETC of OTPC (NETC), has availed loan
from PFC by creating a first charge on its
immovable properties acquired for the project
along with the revenue and receivables from the
project - present and future against which Groups
share is `2,185.57 million (previous year
`1,886.38 million) as on 31st March, 2015.
The Joint Venture, PLL has ex ternal commercial
borr owings fr om International Finance
Corporation Washington D.C., USA, Proparco,
299
France & Asian Development Bank at an average

cost of 8.87% p.a. (inclusive of hedge cost) and
loan from Bajaj Allianz Life Insurance Company Ltd
(Indian lender) has been repaid during the year. In
respect of ex ternal commercial borrowings from
International Finance Corporation Washington
D.C., USA, and Proparco, France, PLL, has
entered into derivative contracts to hedge the loan
including interest. Balance outstanding as on 31st
March, 2015, is `10,738.10 million (Previous year
`13,771.10 million) out of which groups share is
6.3
6.3.1
Particulars
8.54 % 10 Years Unsecured Non-Convertible Redeemable
Bonds in the nature of Debentures- Series II of face value of
`1 million each

million).
Unsecured Loan
Non-conver tible r ede emable debentur e
(Rupee Bonds):
During the financial year 2009-10, the subsidiar y,
OVL, had raised funds from the financial markets
by issuance of non-conver tible redeemable
debenture (Rupee Bonds) in the nature of
debentures as per following:Amount
(` in million)
Date of
issue
Due Date of
Redemption
3,700.00
6-Jan-2010
6-Jan-2020
The above securities have been listed in National Stock Exchange of India Ltd. (NSE). Subsidiary Company, OVL is
required to maintain 100% asset cover as per SEBI guidelines. There is no put / call option on these bonds. The
bonds are repayable in full (bullet repayment) on maturity date.
6.3.2
Foreign Currency Bonds

the subsidiary, OVL, had raised funds from the international financial markets by issuance of non-convertible
redeemable Reg-S foreign currency bonds as per following:
Particulars
USD 500 million unsecured non-convertible
Reg S Bonds
Reg S Bonds
Reg S Bonds
Reg S Bonds
EUR 525 million unsecured Euro Bonds*
Foreign Exchange difference **
Total
Amount
(` in million)
27,145.00
07-May-13
16,287.00
07-May-13
45,127.50 15 July, 2014

45,127.50 15 July, 2014
43,044.75 15 July, 2014
Due date of
redemption
Coupon
07-May-23 3.75%, payable semi

annually in arrears
07-May-18 2.50%, payable semi
annually in arrears
15 July, 2019 3.25%, payable semiannually in arrears
15 July, 2024 4.625%, payable
semi-annually in
arrears
15 July, 2021 2.75%, payable
annually in arrears
2,861.75
1,79,593.50
The above US$ 500 million 3.75 per cent Notes due
2023, the US$ 300 million 2.5 per cent Notes due
2018, the US$ 750 million 3.25 per cent Notes due
2019 and US$ 750 million 4.625 per cent Notes due
2024 have been listed on Singapore Exchange
(SGX). The 525 million 2.75 percent Notes due
2021 have been listed in the Frankfurt Stock
Exchange. The US$ 300 million Reg S bonds were
issued at price of 99.655% and US$ 500 million Reg
S bonds were issued at price of 99.950% . The US$
750 million Reg S notes 2019 were issued at price of
300
Date of
issue
99.598% and US$ 750 million Reg S notes 2024

were issued at price of 99.454%. The bonds have
been issued in denomination of US$ 200,000 and
integral multiples of US$ 1,000 in excess thereof.
The 525 million notes 2021 were issued at price of
99.623%. Euro note denomination is 100,000 and
multiples of 1,000 thereaf ter. There is no periodical
put/call option. The bonds are repayable in full
(bullet repayment) on maturity date. The foreign
exchange dif ference in respect of the foreign
currency bonds* till 31 March, 2015 amounting to
6.3.3
6.3.4
`2,861.75 Million (previous year `4,616.00 Million)

has been generated, which is amortized over the
outstanding tenure of the loan as per the provision
of Para 46A of AS 11.*Except the Euro designated
bonds which are capitalised to the respective
assets of block Area 1, Mozambique Of fshore.
** The foreign exchange dif ference on the foreign
currency bonds till 31.03.2015 amounting to
`2,861.75 million (Previous year `4,616.00 Million)
has been amortized over the outstanding tenure of
the loan as per the provision of paragraph 46A of
AS 11.
The Subsidiary, MRPL has availed unsecured term
loan from Oil Industry Development Board (OIDB)
of `5,250.00 million (previous year `8,000.00
million). The interest rates on the same are 8.89 %,
9.04%, 8.73% ,8.98%, 8.94%, 9.27%, 9.06% and
9.15% on `1,825.00 million, `175.00 million,
`937.50 million, `2,062.50 million, `87.90 million,
`2,230.00 million, `399.60 million, and `282.50
million respectively, which are repayable by
2018-19.
6.3.5
6.3.6
6.3.7
6.3.8
The subsidiary, OVL has unsecured of finance

lease obligation of `5,515.42 million (Previous
The subsidiary, OVL has availed a term loan for
5 year from Bank amounting to `111,186.00
million (USD1,775 million){Previous year
`106,606.50 million (USD1,775 million)} for the
purpose of acquisition of block in Mozambique.
The Subsidiary, MRPL, has deferred payment
liability representing SalesTa x deferment of
million) with nil interest rate, to be repaid by
2019-20.
The Subsidiary OMPL has availed a term loan
from bank
amounting to `2,000.00 million
(Previous year Nil)
repayable in 2 equal
instalments, with first repayment beginning from
August 2016. The rate of interest is A xis base
rate+0.50% payable on monthly basis.
The Joint Venture, PLL has raised the fund by
issuing Non-conver tible Bonds which are
unsecured, The details of rate, repayable period &
outstanding amount are as below:-
(` in million)
Type of Bonds
Bonds-8.35% debenture
7.
Repayment
Frequency
Bullet
Bullet
Bullet
Repayable
period
2018
2017
2019
Outstanding as on
31.03.2015
31.03.2014
3,000.00
4,000.00
6,000.00
13,000.00
3,000.00
3,000.00
Group's share in
outstanding on
31.03.2015 31.03.2014
375.00
500.00
750.00
1,625.00
375.00
375.00
Deferred Tax Liabilities

The Deferred Ta x Liability/Asset of the company, its subsidiaries and joint ventures as at 31st March, 2015
comprises of the major components of Deferred Ta x Liabilities and Deferred Ta x Assets under Accounting
Standard-22 on Accounting for Ta xes on Income the details of the same given here under:
(` in million)
Particulars
(i) Liabilities
Depletion of Producing Properties
Depreciation Allocated to Wells in Progress & expenses relating to NELP
Deferred Revenue Expenditure writ ten of f
Development wells-in Progress
Depreciation
Others
Deferred ta x liability - Subsidiaries of OVL
Total
(ii) Assets
Depreciation (refer Note no. 7.1)
Unabsorbed losses and allowances
Dry wells writ ten of f
Provision for Non-Moving Inventories
Provision for Doubt ful Debts/ Claims /Advances/ Interest
Provision toward Additional Profit Petroleum & interest
Statutory duties unpaid u/s 43B
Others
Deferred ta x asset - Subsidiaries of OVL
TOTAL
As at
31st March, 2015
As at
31st March, 2014
2,28,520.78
21,984.40
3,385.09
12,724.71
29,968.56
12,511.65
7,037.69
3,16,132.88
2,18,766.58
23,002.57
5,432.45
10,052.58
18,419.17
7,300.79
7,347.56
2,90,321.70
32,348.62
469.03
29,079.78
1,762.13
4,858.02
34,364.43
3,638.61
1754.05
14,365.29
11,733.89
1,34,373.85
22,690.58
132.90
18,340.46
1,876.75
4,270.17
38,633.84
3,426.45
780.47
14,649.08
6,885.90
1,11,686.60
301
7.1
Includes an amount of `1,192.03 million on

account of Transitional provision of Companies Act
2013. (refer Note no. 3.4)
7.2
The above includes Net Deferred Ta x Asset of
`5,854.11 million (Previous year `122.28million)

and Net Deferred Ta x Liability of `187,613.15
million (Previous Year `178,757.38 million)
in respect of various components/entities
consolidated as below.
(` in million)
Particulars
Net Deferred Ta x Liability of ONGC
Net Deferred Ta x Liability of OVL
Net Deferred Ta x Liability of ONGBV
Net Deferred Ta x Liability of OA AL
Net Deferred Ta x Liability of Carabobo One AB
Net Deferred Ta x Liability of MRPL
Net Deferred Ta x Liability of PLL
Net Deferred Ta x Liability of OTPC
Net Deferred Ta x Liability of MSEZ
Consolidated Net Deferred Tax Liability
Net Deferred Ta x Asset of ONGBV
Net Deferred Ta x Asset of PMHBL
Net Deferred Ta x Asset of OTBL
Consolidated Net Deferred Tax Asset
8.
As at
31st March, 2015
As at
31st March, 2014
1,77,331.54
8,066.79
703.12
382.70
1.12
908.75
190.55
28.57
1,87,613.14
5,782.00
71.99
0.11
5,854.11
1,65,786.79
6,921.94
201.62
328.23
54.02
4,703.24
691.25
70.29
1,78,757.38
122.24
0.04
122.28
Other Long Term Liabilities
(` in million)
Particulars
Trade payables
- Outstanding dues to Micro & Small Enterprises
Others
- Advance from customers
- Deposits from Suppliers and Contractors
- Liability for Capital Goods
- Liabilities for Liquidated Damages
- Other Liabilities
TOTAL
As at
31st March, 2015
As at
31st March, 2014
741.91
1,020.45
4,128.70
252.34
445.57
9,538.19
3,187.73
18,294.44
3,624.65
31.23
1,773.16
9,904.05
2,113.63
18,467.17
8.1
Above other long term liabilities includes `6,643.12 million share of jointly controlled entities (Previous year
`7,274.89 million).
9.
Long Term Provisions
(` in million)
Particulars
Provision for Employee benefits ( Note no. 38)

- Unavailed Leave
- Gratuity
- Post Retirement Medical & Terminal Benefits
Provision for Abandonment (Note no. 45)
Other Provisions (Note no. 45)
TOTAL
302
As at
31st March, 2015
As at
31st March, 2014
316.54
81.72
27,152.60
298,197.94
2,047.31
327,796.11
386.24
74.61
28,778.25
274,266.03
1,794.42
305,299.55
9.1
Above long term provisions includes `17.65 million

share of jointly controlled entities (Previous year
`15.74 million).
9.2
The overseas subsidiaries and the Joint Venture

Companies of OVL provide for the retirement
10.
Short Term Borrowings
benefits in accordance with the laws of their

respective jurisdictions. The net impact on
account of this dif ference in accounting policy is
not ascertainable.
(` in million)
Particulars
Secured (Note 10.1)
Short Term Loans from Banks
Unsecured
Loans Repayable on demand from Bank
Other Short Term Loans :
From Banks
From Others
TOTAL
Above Secured short term borrowing includes
Nil(Previous year `810.75 million) shares of jointly
controlled entities and unsecured short term
borrowing includes `10,124.79 million (Previous
year `3,868.75 million) shares of jointly controlled
entities.
10.1
Short Term Loan - Secured
10.1.1 The company has availed short term borrowing of
`13,930 million (Previous year Nil) as against of
`17,340 million (Previous year Nil) of principal
amount of Term deposit receipt with bank.
10.1.2 The subsidiary OMPL has outstanding secured
short term Loan from Bank of `3168.01 million
(Previous year Nil), secured by way of
hypothecation of OMPLs stock of raw materials,
finished goods, stock-in-process, stores, spares,
components, book debts, outstanding monies
receivable, claim, bills, contracts, engagements,
securities, both present and future and further
secured by second ranking pari passu charge
against companys immovable and movable fixed
Asset both present and future.
10.1.3 The subsidiary, MRPL has outstanding secured
short term Loan of `108.73 million (Previous year
`471.51 million) from Bank secured by way of
hypothecation of MRPLs stock of raw materials,
finished goods, stock-in-process, stores, spares,
components, book debts, outstanding moneys
receivable, claim, bills, contracts, engagements,
securities, both present and future and further
secured by second ranking pari passu charge
against said companys immovable and movable
fixed Asset both present and future. This includes
nil (Previous year `471.51 million) in respect of joint
venture company of MRPL, Shell MRPL Aviation
Fuels & Services Pv t Ltd.
As at
31st March, 2015
As at
31st March, 2014
17,206.74
810.75
9,604.79
3,868.75
12,223.85
3,850.33
42,885.71
133,633.50
759.72
139,072.72
10.1.4 The Joint venture company, OTPC has borrowed

short term loan from bank repayable within one
year from date of first disbursement, that is by 30th
September, 2014 and accordingly the same has be
repaid during year. The short term loan was
secured by first rank paripassu charge on all
immovable properties, present and future relating
to project and first charge on all the receivable,
let ter of credit and Escrow Account at interest rate
SBI base rate (floating)+.75% (spread). The
balance outstanding as on 31.03.2015 is of
Nil(Previous year `685.00 million) out of which
groups share is Nil(Previous year `339.24 million).
10.2
Short term Loan-Unsecured
10.2.1 The Joint venture, OPaL has borrowed short term
loans from bank of `19,460.00 million (Previous
year Nil) repayable on quar terly basis by
31.03.2016 out of which groups share is
`9,605.46 million (Previous year Nil).
10.2.2 The Subsidiary, OMPL has borrowed short term
loan from bank repayable on demand of
million) out of which groups share is `12,199.09
million (Previous year `3,557.85 million).
10.2.3 The Joint venture, PLL has borrowed short term
buyers credit from bank repayable on demand of
Nil(Previous year `2,487.20 million) out of which
groups share is Nil(Previous year `310.90 million).
10.2.4 The subsidiary OVL has availed bridge/short term
loan from bank of Nil (Previous year `133,633.50
million) for the purpose of acquisition of
par ticipating interest in Area 1 of f shore,
Mozambique.
short term loan from TFCSL is repayable within six
303
month from the date of first disbursement of loan at

rate of 10.60% p.a payable monthly, The balance
outstanding as on 31.03.2015 is of `1,000.00
million (Previous year nil) out of which groups
share is `495.20 million (Previous year Nil).
short term loan from A xis Bank is repayable within
11.
six month from the date of first disbursement of

loan at rate of base rate +0.50% p.a payable
monthly, The balance outstanding as on
31.03.2015 is of `50.00 million (Previous year nil)
out of which groups share is `24.76 million
(Previous year Nil).
Trade Payables
(` in million)
Particulars
- Outstanding dues to Micro & Small Enterprises
- Outstanding dues to other than Micro & Small Enterprises (Note 11.3)
- Deferred Credit on Gas Sale (Note 11.2)
TOTAL
11.1
11.2
12.
Above trade payable includes `1,170.43 million

`3,618.23million).
Deferred credit on gas sales represents amounts
received from gas customers against "Take or Pay"
obligations under relevant gas sales agreements. The
amounts are to be utilized to supply gas in subsequent
year(s) free of charge to such customers.
11.3
As at
31st March, 2015
As at
31st March, 2014
83.45
303,752.98
36.63
303,873.06
82.20
306,459.33
261.88
306,803.41
In case of subsidiary MRPL, trade payables

include ` 147,854.73 million (previous year
`79,141.99 million) being overdue amount payable
to National Iranian Oil Company (NIOC) pending
set tlement due to non-finalization of remit tance
channel arising out of UN/US/EU backed
sanctions .
Other Current Liabilities
(` in million)
Particulars
As at
31st March, 2015
Current Maturity of Long Term debt (Note 6.2 & 6.3)

19,453.84
Current Maturity of Finance Lease Obligations (Note 6.3.4)
1,277.58
Interest Accrued but not due on Borrowings
3,060.17
Interest Accrued and due on Borrowings
148.67
Interest Accrued and due on mature debenture (Note 12.3)
0.19
Non- Recourse Deferred Credit( Note 12.4)
1,088.19
Less: Set of f against Provision for non receipt of instalments
728.97
359.22
Advance from Customers
1,271.88
Unclaimed Dividend (Note 12.2)
255.07
Liability for Capital Goods
33,744.93
Liability for Statutory Payments
32,958.61
Liability for Gratuity
24.98
Deposits from Suppliers and Contractors
3,202.48
Amount payble to operator
6,217.40
Cash Call payable to JV Partners
18,527.83
Liability for Employees
5,981.07
Liability for Superannuation Benefits
1,125.95
Liabilities for Liquidated Damages
8,110.86
Other Liabilities
32,948.55
TOTAL
168,669.28
304
As at
31st March, 2014
34,028.47
1,217.72
2,098.79
135.13
0.19
1,043.37
698.95
344.42
27,087.13
248.59
28,044.22
30,295.08
18.22
9,948.28
21,371.81
9,927.26
9,641.61
1,142.43
10,666.22
30,823.22
217,038.79
12.1
12.4
Above other current liabilities includes `18,672.45

year `18,792.07million).
No amount is due for payment to Investor
Education and Protection Fund.
Liabilities for interest towards disputed claimin
respect of subsidiary company, MRPL.
In respect of subsidiary company, OVL Non-
13.
Short Term Provisions
12.2
12.3
recourse deferred credit of `1,088.19 Million

(Previous year `1,043.37 Million) represents the
non-recourse deferred credit from contractors of
pipeline project executed by the Company in
Sudan. The Non-recourse deferred credit is
repayable from the instalments of pipeline lease
rentals from Ministry of Energy and Mining (MEM),
Sudan.
(` in million)
Particulars
As at
31st March, 2015
Provision for Employees Benefits ( Note no. 38)

Unavailed Leave
Gratuity
Provision for Abandonment (note 45)
Provision for Others
Proposed Dividend
Ta x on Proposed Dividend
Provision for wealth Ta x
Less: Paid
Provision for ta xation (Net of Advance ta x & TDS)
MAT Payable
Other Provisions (note no. 13.2 & 45)
TOTAL
13.1
Above short term provisions includes `442.28

year ` 351.03 million).
13.2
Other provisions
115.16
65.16
As at
31st March, 2014
4,227.88
6.41
1,632.19
411.60
2,701.15
4.53
2,142.42
424.39
4,277.75
910.15
2,138.87
397.92
50.00
8,675.22
96.29
2,304.65
22,592.14
126.00
58.82
67.18
56.98
72.32
1,494.53
9,500.29
based on substantial degree of estimation for excise

duty payable on clearance of goods lying in stock as
on 31st March, 2015 for `2,057.60 Million (Previous
The subsidiary, MRPL, had recognized liability
305
39,667.52

264.72
798.21
444.64
11,745.96
9,252.64
17,647.41
5,852.43
4,575.04
11,541.45
2,684.28
306
1,718.67
25,795.19 169,064.05
52,196.92
130,037.81 155,802.36
273,306.67 131,477.52
(112.26)
6,531.36
6,670.24
14,402.11
970,461.17
18,158.31
2,047.67
3,482.50
(l)
(j)
(k)
(i)
(940.50)
(` in million)
Net Block
797.53
821.73
2,048.00
2,096.95
10.25
21.81
11.87
1,927.18
125.84
24.20
78.43
22.90
2.41
1.54
17.68
1.27
40.05
(10.57)
3.40
2.34
0.05
1.01
821.73
821.73
2,096.95
2,116.45
10.25
21.88
13.36
1,943.85
127.11
4,736.81
116,682.58
66,632.62
462,253.51
686,712.14
5,204.35
2,560.52
3,231.94
626,760.55
26,588.41
17,629.56
4,320.20
116,682.58
462,253.51
3,663.60
3,398.92
4,803.56
403,186.82
26,449.55
16,430.86
Plant & Equipment includes Jet ty & Trestle having Gross block of `12,873.80 million
(Previous year ` 8,368.90 million) (Dahej) and `3843.10 million (Previous year
` 3825.20 million) (Kochi) in the books of Joint Venture Company, Petronet LNG Ltd,
out of which Group share is `1,609.23 million (Previous year ` 1046.11 million)
( Dahej) and `480.39 million (Previous year ` 478.15 million)( Kochi). As per the
agreement, ownership of Jet ty & Trestle (Dahej) would be transferred to the Gujarat
Maritime Board in the year 2035 and ownership of Jet ty & Trestle (Kochi) would be
transferred to the Cochin Por t Trust in the year 2039.
Building includes cost of undivided interest in land.
Vehicles include Survey Ships, Crew Boats and Helicopters. Vehicles also include cost
of 20 (Previous year 10) Immediate suppor t vessels (ISV) amounting to ` 2,595.16
million (Previous year ` 1,079.50 million) handed over for operation by Indian Navy for
security of the of fshore installation.
In respect of parent company, ONGC, in case of cer tain items of plant and equipment
where useful life ranging from 3 to 25 years has been considered based on technical
assessment by the management which is lower than the useful life prescribed under
schedule II to the Companies Act 2013(refer Accounting policy no. 2.2.n.1.1 and note
no. 3.4).
155,802.36
62,583.46
939,321.96
(618.30) 1,018,270.86
674.69
(89.30)
(176.38)
92.82
5,906.86 99,125.76
23,384.34
14.1 Above includes:(a) Additions to Tangible Fixed Assets are net of ` 4,353.08 million on account of foreign
currency translation adjustment during the year (Previous year ` 2,195.48 million).
(b) Land includes land in respect of cer tain projects for which execution of
lease/conveyance deeds are in process.
(c) Registration of title deeds in respect of cer tain Buildings is pending execution.
(d) In respect of subsidiary MRPL, land lease hold of ` 249.96 million (Previous year
` 249.96 million) has not been amor tized in view of the fact that eventually the
ownership will get transferred to the company on expiry of the lease period.
(e) Plant & Equipment includes an amount of ` 782.98 million (Previous year ` 782.98
million)being MRPL's share of an asset jointly owned with another company. Net Block
` 39.15 million (Previous year ` 39.15million).
(f) In respect of subsidiary MRPL land lease hold of `28.82 million (previous year `36.56
million) is in possession of the company towards which formal lease deeds are yet to be
executed. Net block `28.82 million (previous year `36.56 million).
(g) Net Tangible Assets include `39,489.11 millionshare of jointly controlled entities
(Previous year ` 30,606.58 million).
(h) Depreciation for the year includes ` 19.32 million per taining to prior period (Previous
year ` (-)85.79 million)
273,306.67
222,828.42
Previous Year
78,330.60
1,353.62
2,005.90
For the Written

Re
At 1st
Deletion/
At 31st
At 31st
As 31st
At 31st
back classification March, 2015 March, 2015 March, 2014
Adjustment March, 2015 April, 2014 year
4,058.31 (1,007.87)
67,810.73
3,291.40 1,403,672.42 827,192.31 115,612.15
The above includes the

company's share in Joint
Venture Assets
Previous Year
3,017.89
13,092.13
417.76
1,235,984.90 170,978.92
9,526.28
Vehicles includes Survey

Ships, Crew Boats and
Helicopters (note14.1(k))
1,555.25
1,701.51
44,873.83
1,517.65
For the
year
6,026.19 1,707,099.45 939,321.96
7,995.77
4,736.81
19,677.23
2,930.11 1,599,165.57 902,743.26
308.33
1,233.77
46.41
At 1st
Deletion/
At 31st
Adjustment March, 2015 April, 2014
1,403,672.42 309,453.22
16,356.88
Furnitures & Fix tures
Of fice Equipment
Total
5,514.64
2,962.49
463.02
Additions
Gross Block
1,307,857.26 294,238.42
Building & Bunk Houses
Plant & Equipment
4,320.20
17,948.51
Land Freehold
Land Leasehold
At 1st
April, 2014
Tangible Assets
Description
14.
14.2
The accounting policies for treatment of depreciation of fixed assets by the subsidiaries/
Joint Venture/Associate Entities are dif ferent from the accounting policies of the Group. Such dif ferent
policy of depreciation of Fixed Assets have been adopted in respect of the following:(` in million)
Name of
Subsidiaries / JV/
Associate
Accounting Policies
Proportionate Depreciation
Company Subsidiaries/
JV
2014-15
MRPL
Petronet LNG Ltd.
Written
Down
Petronet MHB Ltd.
Value Method
Mangalore SEZ Ltd.*
at the rates
OMPL (refer Note no. 3.1) specified in
Schedule
OPaL
II.
OTPC**
2014-15
2013-14
5,225.19
7044.75
2,10,362.75
59,929.42
390.12
381.97
8,665.01
7,826.58
41.95
144.37
276.1
306.25
34.28
0.54
2,057.41
927.61
30.78
1,230.69
388.78
202.77
4,668.77
5,008.17
534.16
206.57
20,231.87
11,578.79
6,614.48
8,011.75
2,46,261.91
86,807.51
Straight
Line
Method
Total
2013-14
Proportionate Net block
*Depreciation on certain Assets whose useful life has been taken on the basis of the technical assessments
(refer Accounting policy no. 2.2.n.1.1):Asset
Electrical Installations & Equipment
Hydrolic works, pipelines & sluices
Useful life used for depreciation

15
30
** Depreciation has been provided on the basis of CERC Tarif f Regulations 2014, as notified by Central Electricity
Regulatory Commission.
14.3
Title to Fixed Assets under Production Sharing

Agreements
OVL, its Subsidiaries and Joint Venture
Companies,in consortium with other partners
(Consortium) carries on its business in respect of
exploration, development and production of
hydrocarbons under agreements with the host
governments. Several of these agreements,
governing OVLs activities in the fields / projects,
provide that the title to the fixed assets and other
ancillar y installations shall pass to host
Government or its nominated entities either upon
acquisition/first use of such assets or upon 100%
recovery of such costs through allocation of "Cost
Oil" and "Cost Gas" or upon relinquishment of the
relevant contract areas or termination of the
relevant agreement. However, as per the terms of
the agreements, the Consortium and/or Operator
has the custody of all such assets and is entitled to
use, free of charge all such assets for Petroleum
Operations throughout the term of the respective
agreements. The Consortium also has the custody
and maintenance of such assets and bears all risks
of accidental loss and damage and all costs
necessary to maintain such assets and to replace
or repair such damage or loss. Under the
circumstances, such assets are kept in the records
14.4
14.5
14.6
of the said company during the currency of the

respective agreements.
Apart from the above assets, the joint venture
company, Petronet MHB Limited (PMHBL) has
taken lease land from HPCL for its stations at
Mangalore, Hassan and Devangonthi on a long
term lease basis for the period of 30 years on
annual rental basis. Also, there are six pieces of
land acquired by PMHBL through KIADB for
sectionalized valve stations for which absolute sale
deeds are yet to be registered in the name of the
PMHBL and the amount paid `0.28 Million
(Previous year `0.28 million) is shown as capital
advance under note 21.
The Subsidiary of OVL OA AL and joint venture
company of OVL OMEL provide depreciation on
fixed assets using the straight line method. The
amount involved is `1,460.63 Million (Previous
year `1,132.80 million) shown as depreciation
under Note 33.
Due to dif ferent nature of their operation, PHL, an
Associate of the Company, follows dif ferent
accounting policies in respect to depreciation.
Depreciation is charged by PHL on straight line
method whereas the company provides Writ ten
Down Value Method of depreciation. It is not
307
14.7
14.8
14.9
15
practicable for the Company to make adjustment

for the purposes of applying the equity method.
During the year, the Joint Venture Company OPaL,
has provided depreciation on mobile phones
considering estimated useful life of 3 years & 4
months. The groups share of gross value of
Mobile Phones is `1.06Million (Previous year
` 0.49 million) and net book value of `0.73 Million
(Previous year ` 0.34 million) (refer Accounting
policy no. 2.2.n.1.1).
During the year The Joint Venture Company NETC
has charged depreciation on the assets at rates
and methodology provided under CERC Tarif f
Regulations 2014 except on mobiles and sof tware
at the rate 33.33%. Self-insurance reserve @0.1%
p.a. on Gross Block of Fixed Assets (except assets
covered under mega insurance policy) is created
as at the end of the year by appropriating current
year profit towards future losses which may arise
from un-insured risks and the same is shown as
''self-insurance reserve'' under 'Reserve & Surplus'
(refer note no. 5.9).
During the year, subsidiary company MRPL, has
depreciated certain Assets whose life is other than
14.10
life specified in Schedule II of the Companies Act,

2013, based on the company policy. This resulted
in lower deprecation for the period by ` 7.94 Million
with consequential impact on Fixed Assets (refer
Accounting policy no. 2.2.n.1.1).
Type of Assets
Life Considered
Plant and Equipment
(Employee scheme Computer) 7 Years
Furniture and Fix tures
(Employee Scheme Furniture)
7 Years
Vehicles
(Employee Scheme Vehicles)
5 Years
In respect of Subsidiary company, OVL, as per
set tlement agreement dated 22nd December
2010, 30% ownership held by GNPOC (ONGC
Videsh Share 11.25%) partners in Sudan Crude Oil
Transpor tation System (SCOTS) has been
transferred to Government of Sudan (GoS) on 1st
September 2014, and GoS has become 100%
owner of SCOTS from the date. The net book value
of fixed assets (ONGC Videsh Share) amounting to
USD 1.61 million has been charged of f during the
year.
(` in million)
As at
31st March, 2015
Particulars
As at
31st March, 2014
Gross Cost
Opening Balance
1,823,490.87
1,486,412.69
Expenditure during year
13,697.42
56,865.77
Transfer from Exploratory Wells-in-Progress
11,571.40
12,159.44
Transfer from Development Wells-in-Progress
87,305.45
124,450.52
33,475.86
64,756.79
Increase/(Decrease) in estimated Abandonment costs
20,765.91
68,078.85
Foreign Currency Translation Adjustments (Note 15.2) (39,045.50 )
10,825.86
(6,031.50) 1,945,229.91
(59.05)
Less: Depletion & Impairment
Depletion
Opening Balance
906,970.01
777,720.44
Depletion for the year
142,587.83
121,130.77
Foreign Currency Translation Adjustments
(15,659.48)
8,118.80
Other Adjustments (refer Note no. 15.5 )
(5,456.49) 1,028,441.87
Impairment
Opening Balance
3,839.39
3,296.81
Impairment provided for the period ( Note 43.5.3)
3,089.37
658.92
(190.05)
6,738.71
(116.34)
910,049.33
NET PRODUCING PROPERTIES
308
1,823,490.87
906,970.01
3,839.39
912,681.47
15.1
15.2
Above includes nil share of jointly controlled entities (previous year nil)
In respect of subsidiary OVL, above includes Foreign currency translation dif ferences in respect of Sakhlian-1, in
pursuance to para 46A of Accounting standard 11 (change in foreign exchange rate) as follows:(` in million)
Particulars
Year ended
31st March, 2015
Year ended
31st March, 2014
Exchange loss arising on reporting of long-term foreign currency

monetary items relating to depreciable assets:
Amount remaining to be amortized at the beginning of the year
3,066.13
1,120.37
Exchange loss/(gain) arising during the year
1,054.42
2,231.12
359.44
285.36
3,761.11
3,066.13
Less: Depletion charged to statement of profit and loss for the year
Amount remaining to be amortized at the end of the year
15.3
15.4
During the previous year 2013-14, PMT JV had

downgraded reserves for the Mid and South Tapti
fields due to geological surprises. As a result, the
production profile is envisaged only up to 2015-16
and the sale realization (net of operating expenses
and statutory levies) is being transferred to Site
Restoration Fund pursuant to the Production
Sharing Contract. Under these circumstances, the
field has been fully depleted and depletion
aggregating to `184.69 million (Previous year
`9,090.44 million) has been charged to the
Statement of Profit and Loss. Similarly, as at March
31, 2015, the provision for impairment of `263.62
million (Pr evious year `441.87 million)
representing the net asset value and Capital Work
in Progress in Tapti field has been carried in the
In respect of Ratna R series field, a producing field
of the company, MOPNG had during 1995-96,
issued an award of the contract for development of
15.5
the field to a consortium of Essar Oil Limited and

Premier Oil limited consequent to which the
company stopped production. Pending the
execution of the Production Sharing Contract, the
company continues to include `2,313.96 million in
gross producing property (including provision for
abandonment of `891.74 million.) The said field
has been fully impaired and the net carrying
amount as at March 31, 2015 is Nil.
Other adjustment includes an amount of `4,196.00
million which Government of India (GoI) vide let ter
dated 1st January, 2015, has reimbursed as
compensation for past costs incurred by ONGC in
the discovered Panna, Mukta, Tapti and Rav va
fields awarded to Joint Ventures/Private
Companies. Accordingly an amount of `257.17
million has been adjusted against the Net Carrying
Amount of assets (Gross cost less accumulated
depletion) of those fields and balance amount of
`3,938.83 million has been accounted for as other
income during the year
309
310
(b)
16.1
(a)
181.64
7.53
423.78
18.94
106.72
11.85
94.87
683.07
415.75
7,125.55
7,972.35
199.17
20.13
56.50
7,696.55
299.63
402.36
5,894.29
6,348.92
16.37
14.08
56.50
6,261.97
At 1st
Deletion/
At 31st
Adjustment March, 2015 April, 2014
151.44
38.12
526.30
485.65
9.70
2.01
473.94
For the
year
(` in million)
Net Block
16.3
16.2
48.71
317.17
71.67
53.77
0.04
53.73
22.27
22.27
22.27
0.03
0.03
22.27
22.30
22.30
280.71
292.44
754.36
1,169.25
173.14
4.04
992.07
280.71
754.36
130.17
6.05
618.14
The Associate, Pawan Hans Ltd, is charging cost of sof tware purchased/developed
in-house up to `0.50 million each to statement of profit & loss in the year of purchase.
Represents consideration for purchase of business (Nitrogen Plant) in excess of book
value of net assets acquired by subsidiary MRPL.
402.36
123.31
6,348.92
6,780.80
26.03
16.09
56.50
6,682.18
Re
At 1st
For the Written
Deletion/
At 31st
At 31st
At 31st
At 31st
back classification March, 2015 March, 2015 March, 2014
Adjustment March, 2015 April, 2014 year
Above includes:Addition to Intangible Asset are net of `3.31 million on account of foreign currency
translation adjustment during the year(previous year ` (-) 24.28 million)
Net Intangible asset include `260.29 million shares of jointly controlled
entities(previous year `91.21million).
Previous Year
Venture Assets
508.96
156.46
683.07
Company's share in Joint
The above includes the
198.58
953.52
64.48
6,957.81
146.54
Right of way
Previous Year
20.13
Goodwill (Note 16.3)
7,125.55
56.50
Copyrights & Patents
889.04
Additions
Gross Block
Total
6,902.38
Computer Sof tware
At 1st
April, 2014
Intangible Assets
Description
16.
17
Capital Works in Progress
(` in million)
As at
31st March, 2015
Particulars
A Tangible Assets In Progress
Buildings
Plant and Equipment
Others
Capital Stores (including in transit)
Less: Provision for Non-Moving Items
B Less: Impairment
Opening Balance
Provided for the year
Other adjustments
C Intangible Assets In Progress
Acquisition Costs-E&P Asset (Note no. 17.1.g)
Intangible Asset under Development
8,097.47
253,670.46
3,532.52
3,953.76
495.90
268,758.31
6,934.03
368,702.96
5,116.34
7,686.30
77.51
388,362.12
2,401.23
164.52
(354.09)
(11.83)
2,199.83
2,331.14
686.78
(594.56)
(22.13)
2,401.23
151,673.90
3,882.34
155,556.24
149,005.00
3,303.97
152,308.97
NET CAPITAL WORKS-IN-PROGRESS (A-B+C)
17.1
(a)
(b)
(c)
(d)
(e)
422,114.72
Above includes:Plant and Equipment includes an amount of

` 8,448.52 million (Previous Year `8,436.64 million)
in respect of Capital Works in Progress (CWIP) for
C2-C3 plant (including C3 C4 blending and
recycling facilities) which is mechanically complete
and will be capitalized on completion of test run.
CWIP of `95,280.44 million share of jointly
controlled entities (Previous year `106,279.69
million).
In respect of subsidiary company, MRPL, an
amount of `1,680.25 million (previous year
`1,710.35 million) has been capitalized under
CWIP on account of exchange dif ference arising
on reporting of long term foreign currency
monetary items pursuant to Notification no GSR
(914)E dated 29th December 2011 issued by MCA,
from the financial year ending 31st March 2012, to
adjust exchange dif ference arising on reporting of
long term foreign currency monetary items, in so
far as , they relate to the acquisition of depreciable
assets, against the cost of such assets and
depreciate the said adjustment, over the balance
life of the assets.
In respect of Joint Venture Company, OPaL, an
amount of (-) `118.83 million (Previous year
`10.28 million) has been capitalized under CWIP
on account of exchange dif ference arising on
reporting of long term foreign currency monetary
items instead of charging to Statement of profit &
loss.
In respect of subsidiary company, OMPL, an
amount of ` 267.19 million (Previous year ` 825.05
As at
31st March, 2014
(f)
(g)
(h)
538,269.86
million) has been capitalized under CWIP on

account of exchange dif ference arising on
items, pursuant to notification no. GSR(914)E
dated 29th December, 2011 issued by Ministry of
Corporate Af fairs, Gov t. of India.
In respect of Joint Venture Company, OTPC, an
amount of `39.51 million (Previous year
`73.69 million) has been capitalized under CWIP
on account of exchange dif ference arising on
items instead of charging to Statement of profit &
loss, pursuant to notification no. GSR(914) E dated
29th December, 2011 issued by Ministry of
Corporate Af fairs, Gov t. of India.
Acquisition cost relates to the cost for acquiring
property or mineral right of proved or unproved oil
and gas properties, by OVL which are currently
under exploration/Development stage. Such costs
will be transferred to producing property on
commercial production from the project or writ ten
of f in case of relinquishment of project.
Accordingly, acquisition cost of `2,668.90 million
(Previous year `137,058.94 million) has been
capitalized during the year under CWIP.
In respect of Joint Venture Company, MSEZ, has
an obligation vide Government order no. RD
309REH dated 20.06.2007 to provide various
compensation to the Project Displaced Families
(PDFs) including one job per family and site for
construction. The PDFs can opt for cash in lieu of
site and cash in lieu of job. The estimated provision
in respect of various compensations is included in
311
at R&R colony, pursuant to Government of

Karnataka Order no. KE309REH, 2006, Bangalore
dated 20.06.2007. The expenditure will be
transferred to the cost of land in the year in which
the obligation is completed.
capital work in progress of `34.47 million

(previous year `59.50 million) as group share.
Capital work in progress includes of `205.43
million (previous year `168.34 million) as group
share on account of mandatory and unavoidable
expenditure incurred on creation of infrastructure
18
Exploratory/Development Wells In Progress
(` in million)
As at
31st March, 2015
Particulars
A) EXPLORATORY WELLS-IN-PROGRESS
Gross Cost
Opening Balance
Acqusition Cost
Less : Sale proceeds of Oil and Gas (Net of levies)
Depreciation during the year
Less :
Transfer to Producing Properties
Wells writ ten of f during the year
Other adjustments
Less: Impairment
Opening Balance
Provision for the year
DEVELOPMENT WELLS-IN-PROGRESS
EXPLORATORY/DEVELOPMENT
WELLS-IN-PROGRESS (A+B)
119,971.45
547.85
27,935.56
1,186.10
(1,203.23)
(B)
119,423.60
3,284.46
287,217.12
104,426.13
182,790.99
27,918.43
154,872.56
99,601.32
131,660.13
470.54
12,159.44
67,473.61
(10,828.10)
(16.66)
20,579.92
7,355.64
-
46,189.74
98,411.72
3,297.72
(2,239.75)
87,305.45
696.26
563.03
-
12,164.24
58,353.98
1,259.29
57,094.69
211,967.25
312
164,509.06
-
11,571.41
90,738.53
(588.47)
2,704.66
Less : Provision/Impairment
(Note 18.1 (a), (b) & (c )
Opening Balance
Provision for year
Write back during year
EXPLORATORY WELLS-IN-PROGRESS (A)
B) DEVELOPMENT WELLS-IN-PROGRESS
Opening Balance
Depreciation during the year
Less: Transfer to Producing Properties
As at
31st March, 2014
131,189.59
2,506.44
233,297.35
68,788.29
164,509.06
27,935.56
136,573.50
57,845.32
109,654.08
1,871.16
1,269.70
124,450.52
465.79
264.47
(34.00)
(11,655.58)
46,189.74
696.26
45,493.48
182,066.98
18.1
(a)
19.
Above includes:During the Financial year 2004-05, the company

had acquired 90% Par ticipating Interest in
Exploration Block KG-DWN-98/2 from M/s Cairn
Energy India Ltd. for a lump sum consideration of
`3,711.22 million which, together with subsequent
exploratory drilling costs of wells had been
capitalised under exploratory wells in progress.
During the financial year 2012-13, the company
had acquired the remaining 10% participating
interest in the block from M/s Cairn Energy India
Ltd. on actual past cost basis for a consideration of
`2,124.44 million. Initial in-place reserves have
been established in this block and adhering to
original PSC time lines, a Declaration of
Commerciality (DoC) with a conceptual cluster
development plan was submitted on 21.12.2009 for
Southern Discovery Area and on 15.07.2010 for
Northern Discovery Area. Thereaf ter, in the revised
DoC submitted in December, 2013, Cluster wise
development of the Block had been envisaged by
division of entire development area into three
clusters. The DoC in respect of Cluster II has been
reviewed by the Management Committee (MC) of
the block on 25.09.2014 and preparation of Field
Development Plan (FDP) in progress. The review of
DOC in respect of Cluster I and Cluster III by the MC
is pending as on 31st March, 2015.
The exploration period of this block had been
restructured by Government upto 29.12.2013 in
accordance with the Rig Holiday Policy and further
ex tended to 25.1.2014. Under the New Policy
guidelines in this regard, the Government has
permit ted the contractor to undertake appraisal
drilling, seismic API and related activities till
submission of FDP which is currently underway
(b)
(c)
18.2
Goodwill on Consolidation:
(` in million)
Particulars
Gross Goodwill
Less : Accumulated Amortization
Less : Provision for Impairment
TOTAL
19.1
and drilling of two appraisal wells is in progress.

Pending approval of FDP by the MC in respect of
Cluster II and review of DoC by the MC in respect of
Cluster I and III, as a mat ter of abundant caution,
the company has retained the provision of
`17,216.18 million (Previous Year of `17,210.82
million) towards acquisition costs and cost of
exploratory wells.
In respect of Farsi Block, Iran, the Subsidiary
company, OVL in consortium with other partners
entered into an Exploration Service Contract (ESC)
with National Iranian Oil Company (NIOC) on
25th December 2002. Af ter exploratory drilling, FB
area of the block proved to be a gas discovery and
was later rechristened as Farzad-B. NIOC
announced the Date of Commerciality for Farzad-B
as 18th August 2008. However, the Development
Service Contract is pending. Provision has been
made in respect of the OVLs investment in
exploration in the Farsi Block amounting to
`1,511.17 million till 31.03.2015 (previous year
`1,502.56 million).
The Subsidiary company OVL, has 60% PI in Block
X XIV, Syria where the development is currently
suspended. In view of deteriorating law and order
situation in Syria, operations of the project are
temporarily suspended since 29th April 2012. In
view of the same, provision has been made in
respect of cost of development wells in progress
amounting to `83.74 million (Previous year:
`83.74 Million) and successful exploratory wells
amounting to `1,914.29 million (Previous year:
`1,914.29 Million) in respect of the project.
Above Exploratory well in progress/Development
well in progress includes nil share of jointly
controlled entities (previous year nil).
Above includes additional go odwill on

consolidation of `6,124.36 million resulting on
31.03.2015
31.03.2014
269,075.41
244,982.36
48,142.86
41,903.77
19,533.69
19,533.69
201,398.86
183,544.90
OMPL becoming subsidiary with ef fect from 28th

Feb, 2015. (refer Note 3.1).
313
20
Non-Current Investment
(` in million)
No. of Shares/ Face Value

Bonds/Units per Share/
Bond/Unit
(in `)
Particulars
TRADE INVESTMENTS
Investment in Equity Instruments
(i) Investment in Associate
(a) Pawan Hans Limited- (Unquoted)
Ex tent of holding 49% (previous year 49%)
(Net of Capital reserve of `285.32 million)
(Note 20.3)
(ii) Investment in Others
(a) Indian Oil Corporation Limited- (Quoted)
(b) GAIL (India) Limited (Quoted)
(c) Oil Spill Response Ltd. (Unquoted)
(d) Adani Petronet (Dahej) Port Pv t. Ltd.
(Unquoted) (Note 20.5)
(e) Bharuch Dahej Railway Company
Limited (BDRCL)-(Unquoted)
B NON-TRADE INVESTMENTS
Investment in Government or Trust Securities
(Unquoted)
(i) 8.40% Oil Co. GOI Spl. Bonds 2025
(ii) Other Central Gov t Securities
Total Non-current Investment
TOTAL
Total Market value of Quoted Investments
As at
As at
31st March, 31st March,
2015
2014
20.1
20.2
20.3
10,000.00
2,454.69
2,189.39
334,303,814
61,259,323
100
10.00
10.00
(Note 20.1)
40,427.97
2,451.06
0.01
40,427.97
2,451.06
0.01
11,250,000
5,000,000
10.00
10.00
112.50
50.00
112.50
50.00
197,370
10,000.00
20.4
Shares of Oil Spill response limited valued at GBP

one each at the time of issuance. Total value in INR at
the time of issuance of shares was `6,885/Above includes:(a) Figures in parenthesis relate to previous year.
(b) Long term investment includes `303.48 million
share of jointly controlled entities (previous
(c) Long-term investments are valued at cost.
Provision is made for any diminution, other
than temporary, in the value of such investments
In the financial year 2010-11, Company had
acquired an additional number of 95,850 equity
shares of `10,000/- each in its Associate Pawan
Hans Ltd. (PHL) for `958.50 million resulting in
increase in the holding to 49.00% from 21.54%. The
above acquisition has resulted in Capital Reserve of
`285.32 million, computed in accordance with
Accounting Standard (AS) 23 on Accounting for
Investments in Associates in Consolidated Financial
Statements.
20.5
314
120,350
1,973.70
1,973.70
47,469.93 47,204.63
42,879.03 42,879.03
4,590.90
4,325.60
47,469.93 47,204.63
146,997.47 117,193.24
In respect of PHL (Associate), the Audited Accounts

for the Financial year 2014-15, have not been
received. For the purpose of consolidation of PHL,
the audited Annual Accounts for the year 2013-14
and unaudited accounts for the year 2014-15 have
been considered. The dif ference in share of profit
amounting to `90.40 million between audited Profit
Af ter Ta x (PAT) and unaudited PAT for the year
2013-14 has been considered as share of profit in
Associate. The share of profit (unaudited) for the
year 2014-15 amounting to `212.70 million has also
been considered as share of profit in Associate.
During the year, dividend of `37.80million has been
received from Associate and same has been
adjusted against carrying value of investment.
The joint venture company PLL has investment in its
joint venture company Adani Petronet (Dahej) Port
Pv t. Ltd. This investment is under lock in for a period
of 5 years from the date of commercial operation
(i.e. 01.09.2010) of the investee as per the Dahej
LNG Port Terminal Concession Agreement dated
20th December, 2005 with Gujarat Maritime Board.
21
Long - Term Loans And Advances
(` in million)
As at
31st March, 2015
Particulars
Loans & Advances to Associates
Capital Advances
Loans and advances to Others
Unsecured
(Considered Good unless otherwise stated)
Capital Advances
Public Sector Undertakings
Considered Good
Considered Doubt ful
Less : Provision for doubt ful Advances
Advances against Equity pending allotment
(Note 41.3.1)
Considered Good
Less : Provision for Doubt ful Loan/Advances
Adv Recoverable in Cash or in kind
Considered Good ( Note 21.3)
Considered Doubt ful (Note 21.2 )
Less : Provision for Doubt ful Claims/Advances
Loans & Advances to Others
Considered Good
Considered Doubt ful (Note 21. 4)
Less : Provision for Doubt ful Loan/Advances
Cash Call Receivable from Jv partners
Considered Good
Less : Provision for Doubt ful cash call
MAT Credit Entitlement
Advance payment of Ta x
Less : Provision for Ta xation
Deposits
Security Deposits
Other Deposit
Considered Good
Less: Provision for Doubt ful Deposits
TOTAL
33.20
7,739.54
658.40
138.59
8,569.73
As at
31st March, 2014
367.84
7,612.28
788.65
119.17
12,913.53
240.50
240.50
18,544.04
240.50
240.50
6,017.62
756.49
7.48
7.48
7,119.70
14,931.69
14,931.69
1,512.47
2,506.22
2,506.22
339.52
6,451.35
6,451.35
258,806.53
193,700.08
8,887.94
9,953.78
756.49
739.17
1.73
1.73
739.17
7,119.70
7,488.78
13,141.40
13,141.40
7,488.78
1,512.47
960.52
1,690.70
1,690.70
960.52
339.52
402.58
65,106.45
340.27
6,245.07
6,245.07
329,690.97
281,031.74
54.04
125.72
37.89
157.81
4,274.13
1,010.69
1,010.69
3,730.94
629.88
629.88
4,453.89
107,191.98
340.27
2,909.32
48,659.23
3,926.64
102,409.69
315
21.1
21.2
Above long term loan & advances includes

` 5,879.86 million share of jointly controlled entities
(Previous Year `10,099.72 million).
In Rav va Joint Venture, the demand towards
additional profit petroleum raised by Government
of India (GoI), due to dif ferences in interpretation
of the provisions of the Production Sharing
Contract (PSC) in respect of computation of Post
Ta x Rate of Return (PTRR), based on the decision
of the Malaysian High Court set ting aside an earlier
arbitral tribunal award in favour of operator, was
disputed by the operator M/s Cairn India Ltd. The
company is not a party to the dispute but has
agreed to abide by the decision applicable to the
operator. The company had made a provision
towards the claim made by the GoI in earlier years
and the amount of provision outstanding as on
31th March, 2015 is `10,513.79 million (equivalent
to USD 167.84 million) af ter adjustments for
interest and exchange rate fluctuations. The GoI
had recovered the above amount [including
interest thereon USD 54.88 million (`3,437.68
million )] from the company in earlier years which
has been carried as recoverable under Long Term
Loans and advances in the Balance Sheet as at
31st March, 2015.
In subsequent legal proceedings, the Appellate
Authority of the Honourable Malaysian High Court
of Kuala Lumpur had set aside the decision of the
Malaysian High Court and the earlier decision of
arbitral tribunal in favour of operator was restored,
against which the GoI has preferred an appeal
before the Federal Court of Malaysia. The Federal
Court of Malaysia, vide its order dated 11th
October, 2011, has dismissed the said appeal of
the GoI.
The company has taken up the mat ter regarding
refund of the recoveries made in view of the
favorable judgment of the Federal Court of
Malaysia with MoPandNG. However, according to
a communication dated 13th Januar y 2012
received, MoP&NG expressed the view that
ONGCs proposal would be examined when the
issue of ONGC carry under Rav va PSC is decided
in its entirety by the Government along with other
partners.
In view of the perceived uncer tainties in obtaining
the refund at this stage, the provision made in the
books as above has been retained and net ted of f
against the amount recoverable as above in the
financial statements for the year ending 31st
March, 2015."
21.3
21.4
316
During the financial year 2010-11, the Oil Marketing

Companies, nominees of the GoI recovered USD
32.07 million (`2,009.02 million) ONGCs share as
per directives of GoI in respect of Jointly Controlled
Assets-Panna Mukta and Tapti. The recovery is
towards certain observations raised by auditors
appointed by the Dir ector General of
Hydrocarbons (DGH) under Production Sharing
Contract (PSC) for the period 2002-03 to 2005-06
in respect of cost and profit petroleum share
payable to GoI. BGEPIL along with RIL
(Claimants) have served a notice of arbitration
on the GoI in respect of dispute, dif ferences and
claims arisen in connection with the term of Panna,
Mukta and Tapti PSCs. Since the company is not a
party to the arbitration proceedings, it had
requested MoP&NG that in case of an arbitral
award the same be made applicable to ONGC
also, as a constituent of contractor for both the
PSCs. Subsequently, vide let ter dated July 4,
2011 MoPNG has advised ONGC not to participate
in the arbitration initiated by RIL and BGEPIL under
Panna Mukta and Tapti PSCs. MoP&NG has also
stated that in case of an arbitral award, the same
will be applicable to ONGC also as a constituent of
the contractor for both the PSC's. Pending final
arbitral award, the same has been shown as
Receivable from GoI under Advance Recoverable
in Cash or Kind or Value to be Received under
Long Term Loans and Advances. (Figures in INR is
reinstated).
The Company has participating interest (PI) in the
exploration Blocks Satpayev Area Kazakhstan,
SS-04 Bangladesh, SS-09 Bangladesh, EP-3
Myanmar and B-2 Myanmar. As per the carry
agr e ements, ONGC V idesh is financing
expenditure in these exploration blocks during the
exploratory period (carry loan). The amount of
carry loan will be refunded in the event of
commercial discovery and production from the
projects. The share of expenditure financed by
ONGC Videsh in these Blocks has been
accounted for as loan to JV partners. Provision has
been made towards the amount of carry loan of
`2,502.82 Million as on 31st March, 2015 (Previous
year: `1,687.30 Million) in view of the blocks being
under exploration as there is no certainty of
commercial discovery. Accordingly, provision has
been made towards the amount of carry loan of
`2,502.82 Million as on 31st March, 2015 (Previous
year ` 1,687.30 Million) to KMG in view of the block
being under exploration as there is no certainty of
commercial discovery. (Refer Note 35.2)
22
Other Non - Current Assets
(` in million)
As at
31st March, 2015
Particulars
A
As at
31st March, 2014

Interest accrued on loan & advances
-
Employees
Unsecured, Considered Good

unless otherwise stated
(i)
Trade Receivables
3,180.78
3,180.78
3,029.45
Considered Good
53,734.46
38,287.59
Considered doubt ful
18,630.08
6,476.81
18,630.08
53,734.46
6,476.81
3,029.45
38,287.59
(ii) Other Receivables

-
Considered Good (Note no. 22.2)
14,605.59
12,029.85
5,155.62
4,932.46
5,155.62
14,605.59
4,932.46
12,029.85
(iii) Interest Accrued

-
On Deposits
On Loans & Advances

- Considered Good
- Considered doubt ful
Less : Provision for interest Accrued
22.76
26.40
118.73
100.32
22.87
41.89
22.87
141.49
41.89
126.72
(iv) Unamortised Expenditure

-
Dry Docking Charges
4,426.69
Mobilisation charges
1,159.27
TOTAL
22.1
22.2
23
77,248.28
764.21
7,385.54
60,859.15
Above other non-current Asset includes `252.08 million share of jointly controlled entities (previous year `29.92
million)
Above includes in respect of subsidiary company, MRPL, an amount of `2,579.25 million (previous year `2,661.58
million) in respect of Income ta x paid under dispute.
Current Investments
(` in million)
As at
31st March, 2015
Particulars
Other Investments
Investments in Gov t. Securities (unquoted)
As at
31st March, 2014
62.35
Other Investments (unquoted)
21.46
192.02
TOTAL
21.46
254.37

23.1
6,621.33
5,585.96
21.46
254.37
Above Current investment includes `21.46 million share of jointly controlled entities (previous year `254.37
million).
317
24
Inventories (Valuation as per policy no. 2.2.1)
(` in million)
Particulars
As at
31st March, 2015
Raw Material
8,183.09
Raw Material in transit
4,691.13
Stock in Process
As at
31st March, 2014
26,856.29
12,874.22
13,515.24
4,046.02
Finished Goods (Note 24.2)
27,943.34
Less: Provision for Stock loss
5.91
Traded Goods
40,371.53
4,661.66
42,575.23
27,937.43
5.91
1.48
42,569.32
0.61
Stores and spare parts

- on hand
65,119.42
62,498.54
- in transit
3,268.63
68,388.05
5,276.40
67,774.94
Less: Provision for non-moving
7,344.49
Unserviceable Items
TOTAL
24.1
Above inventories includes `1,222.12 million

`1,930.74 million).
24.2
This includes an amount of `7.68 million (previous

year ` 3.66 million) in respect of Carbon Credits.
24.3
In respect of joint venture arrangements of

OVL, where the property in crude oil produced
does not pass on up-to a specific delivery point,
25
Trade Receivables
61,043.56
7,490.28
60,284.66
159.52
126.81
106,062.23
148,014.59
the stock of crude oil till such delivery point is not

recognized.
24.4
Finished goods of subsidiary company MRPL,

includes Sulphur amounting to `49.45 million
(previous year `19.99 million) which is valued
lower of cost or net realizable value.
24.5
The subsidiary company, MRPL does not quantif y

or value the scrap and unserviceable items.
(` in million)
As at
31st March, 2015
Particulars
As at
31st March, 2014

Trade Receivables - Outstanding for a period
exceeding six months :
-
Considered Good
Less Provision for Doubt ful debts
19,059.03
10,057.04
914.28
759.35
914.28
19,059.03
759.35
10,057.04
Other:
-
Considered Good
168,911.06
242.66
Less Provision for Doubt ful debts
242.66
TOTAL
25.1
150,232.92
126.56
168,911.06
187,970.09
126.56
150,232.92
160,289.96
Above trade receivable includes `2,841.80 million share of jointly controlled entities (Previous year `3,942.17 million).
318
26
Cash and Cash Equivalents
(` in million)
Particulars
As at
31st March, 2015
As at
31st March, 2014
14,499.96
10.32
394.85
114,232.55
31,451.74
0.19
379.56
160,969.17
13,052.16
11.52
12,372.59
218,908.79
66.51
0.19
389.50
244,801.26
Balance with Bank in Current Accounts

Cash on hand
Short Term Investment in Mutual Funds
Bank Deposit (Note no. 10.1.1 )
Deposit towards margin money against guarantees issued
Unpaid Interest on debentures Account
Unclaimed Dividend Account (Note no. 26.2 )
TOTAL
26.1
Amount deposited in unclaimed dividend account

is earmarked for payment of dividend and cannot
be used for any other purpose.
26.2
Unclaimed dividend Accounts includes `124.49
million (previous year `140.91 million) pertaining
to minority shares in subsidiary company MRPL.
26.3
Above Cash and Bank balance include `6,885.17
26.4
The deposits maintained by the company with
banks comprise time deposit, which can be
withdrawn by the company at any point without
prior notice or penalty on the principal.
26.5
Above Cash &Cash Equivalent does not include :(a) In respect of company deposit under Site
Restoration Fund Scheme of amounting to
`125,443.80 million (previous year `113,101.59
million) which have been deposited with banks
under section 33ABA of the Income Ta x Act, 1961
27
and can be withdrawn only for the purposes

specified in the Scheme i.e. towards removal of
equipments and installations in a manner agreed
with Central Government pursuant to an
abandonment plan to prevent hazards to life,
property, environment etc.
(b) In respect of subsidiary company OVL, investment
with bank for site restoration amounting to
`10,980.19 million (previous year `7,727.97
million)made in accordance with agreement for
Abandonment with respective countries under
operation.
These amounts aggregating to `136,423.99
million (previous year `120,829.56 million) are
considered as restricted cash and hence not
treated as cash and cash equivalents and
disclosed separately as non-current asset on the
face of Balance Sheet under the head Deposit
under Site Restoration Fund Scheme.
Short Term Loans And Advances
(` in million)
As at
31st March, 2015
Particulars
(Secured, Considered Good)
Loan & Advances to Associate
(Unsecured, Considered Good unless
otherwise stated)
Loan to Public Sector Undertakings
Loan & advances to Employees
Considered Good
Less : Provision for doubt ful
Balance with Ta x Authorities
Adv Recoverable in Cash or in kind
Considered Good
Less : Provision for doubt ful
Advance payment of Ta x
Less : Provision for Ta xation
MAT Credit
Deposits
Other Deposits (Note no. 27.2)
Less: Provision for doubt ful
334.64
2,077.32
2,411.96
As at
31st March, 2014
350.45
2,085.35
453.37
0.81
0.81
45,320.92
2,853.17
2,853.17
21,227.91
15,548.64
5,235.06
33,266.57
6.87
TOTAL
453.37
23.21
7,809.49
45,320.92
5,679.27
137.40
38,494.76
100,330.38
2,435.80
-
517.97
0.81
0.81
24,212.16
3,030.84
3,030.84
20,413.73
12,800.83
3,295.19
4,817.21
7.52
517.97
96.62
23,308.68
24,212.16
7,612.90
28.21
8,104.88
66,317.22
319
27.1
27.2
28
Above, short term loans And advances includes

`551.47 million share of jointly controlled entities
(Previous year `182.14 million).
Includes `21,067.60 million (previous year
`2,092.23 million) towards dif ferential royalty
being deposited by the company from 1st

February, 2014 as per the interim order of the
Hon'ble Supreme Court of India. (also refer Note
no. 46.2.5)
Other Current Assets
(` in million)
As at
31st March, 2015
Particulars
As at
31st March, 2014

Interest Accrued on Loans & Advances
-
Employee
Others
296.61
11.07
246.15
307.68
246.15

Interest Accrued
-
On Investments
On Deposits
On Loans & Advances
1.38
1.38
3,095.75
2,215.02
457.69
Other Current Assets (Note 28.3 & 28.4)
3,554.82
793.02
3,009.42
5,652.48
4,738.61
Fixed Assets held for sale (Note 28.5)
77.96
77.96
Cost of Ongoing Project (Note 28.2)
64.18
62.87
3,581.16
- Mobilisation charges
635.33
TOTAL
28.1
28.2
28.3
4,216.49
13,873.61
Above other current assets includes `616.86

year `346.45 million)
In respect of Joint venture Company OTBL,
revenue from projects based on execution and
costs at tributable and allocable thereto are
recognized on substantial completion. Till the time
of completion of project same are being carried as
costs of ongoing project.
The subsidiar y company, OVL has lease
investment in Khartoum-Port Sudan Pipeline
Project.(refer Note 42.1)
28.4
28.5
320
2933.68
640.69
3,574.37
11,709.38
Includes receivable of `532.02 million (Previous

Year `442.80 million) from Gratuity Trust as funded
status is more than obligation in respect of the
parent company ONGC.
Includes in respect of subsidiary company MRPL,
Fixed Assets of `77.96 million (previous year
`77.96 million) related to Plant and Machinery and
Other depreciable Assets which have been fully
depreciated and freehold land at cost which
are held for sale. Fixed Assets held for sale are
valued at lower of cost or estimated realizable
value.
29
Revenue From Operations
(` in million)
Particulars
2014-15
A. Sale of Products
Own Product
Less :
Transfer to Exploratory Wells in Progress
Government of India's (GoI's) share in Profit Petroleum
Traded Products Revenue
B. Other Operating Revenue
Pipeline Transportation Receipts
Contractual Short Lif ted Gas Receipts
Surplus from Gas pool Account (Note 29.8)
North-East Gas Subsidy (Note 29.7)
SEZ Lease Income
Other Operation Income
Processing Charges
Production Bonus
TOTAL
29.1
1,675,852.82
597.04
32,847.82
6,589.14
224.15
3,267.04
2,702.83
158.70
4,703.74
445.98
109.02
In terms of the decision of Government of India

(GOI), the company has shared `3,62,996.20
million (Previous Year `5,63,842.85 million)
towards under-recoveries of Oil Marketing
Companies (OMCs) on price sensitive products
viz. Diesel (till 18th October14), Domestic LPG
and PDS Kerosene for the year 2014-15 (Nil in 4th
2013-14
33,444.86
1,642,407.96
60.08
18,200.60
1,660,668.64
1,808,411.76
522.58
38,526.99
4,170.92
80.21
3,720.47
2,366.91
234.77
1,600.63
414.03
57.29
39,049.57
1,769,362.19
44.42
12,645.23
1,782,051.84
quarter of FY 2014-15 as per GoI directives) by

ex tending the discount in the prices of Crude Oil,
Domestic LPG and PDS Kerosene based on the
rates of discount communicated by Petroleum
Planning and Analysis Cell (PPAC) and Ministry of
Petroleum and Natural Gas (MoP&NG). The
impact of discount is as under:
(` in million)
Decrease in
Gross Revenue
Less: Value Added Ta x (VAT)
Sales Revenue
Less: Statutory Levies
Profit Before Tax
29.2
29.3
For Crude Oil produced in Assam, sales revenue is

based on the pricing formula provided by
MoP&NG. Revenue from rest of nominated crude
is accounted in terms of Crude Oil Sales
Agreements (COSAs) already signed and made
ef fective from 1st April, 2010.
During the previous year, Based on the directives
issued by MoP&NG and Petroleum Planning and
Analysis Cell (PPAC) vide let ters dated 31st May,
2012 and 1st June, 2012 respectively, w.e.f. 1st
April, 2012, refineries started making deductions
from ONGC payments towards Octroi/ VAT/ CST
on discounts allowed by ONGC to refineries on
supplies of crude oil. Total deduction made by
refineries on this account from 1st April, 2012 to
30th September, 2013 amounting to `25,032.60
million (includes `15,846.70 million for the year
2012-13) was provided for. During the year, the
29.4
29.5
2014-15
2013-14
3,62,996.20
10,025.10
3,52,971.10
43,374.95
3,09,596.15
5,63,842.85
17,841.84
5,46,001.01
68,440.26
4,77,560.75
company has decided to revise the sales revenue

and corresponding statutory levies w.e.f. 1st April
2012 onwards, considering deductions made by
refineries based on MoP&NG directives. Aforesaid
provision made by the Company till 30th
September, 2013 has also been writ ten back.
Recognition of revenue on account of Short Lif ted
Gas amounting to `1,774.13 million (Previous Year
`1,253.74 million) has been postponed. This will
be recognized when there is reasonable certainty
regarding ultimate collection as per the policy of
the company.
Sales revenue of Natural Gas is based on gas price
fixed by GoI from time to time. Till October14,
sales revenue is based on MoP&NG order dated
31st May10 wherein ef fective from 1st June10,
the price of APM gas produced by NOCs was fixed
at US$ 4.2/mmbtu less royalty (on NCV basis).On
321
29.6
29.7
30
25th October14, GoI notified New Domestic

Natural Gas Pricing Guidelines, 2014 applicable
from 1st November14. Under said guidelines,
price of domestic gas produced in India during
1st November14 to 31st March15 has been fixed
as US$ 5.05/mmbtu (on GCV basis). For gas
consumers in North-East, consumer price is 60%
of the producer price and the dif ference between
producer price and consumer price is paid to the
company through GoI Budget and shown as
North-East Gas Subsidy.
In respect of Joint venture company PLL, revenue
from services of `510.15 million (previous year
` 253.83 million) are net of service ta x.
OVLs Subsidiary -ONGBV follows the entitlement
method for revenue recognition associated with
sale of crude oil and liquids for its share of
petroleum production as specified in the
Exploration Production Sharing Agreement
(EPSA) and Crude Oil Pipeline Agreement
(COPA). The amount reported using such method
is `23,762.33 Million (previous year `39,747.98
million).
29.8
29.9
29.10
Other Income
(` in million)
2014-15
Particulars
Interest Income
Deposits with Banks/PSUs
Loans and Advances to Associate
Income Ta x Refund
Site Restoration Fund Deposit
Delayed Payment from Customers and Others
Dividend Income
Short Term -Debt Mutual Funds
Excess Provisions writ ten back
(Note no. 29.3 & 38.1.5.b))
Liabilities no longer required writ ten back
Contractual Receipts
Miscellaneous Receipts (Note 15.5 & 30.2)
TOTAL
30.1
30.2
The company is supplying majority of Natural gas

to Gas Authority of India Limited (GAIL) which also
purchases gas from other sources and sells to
APM and non-APM consumers. Based on the
Government directives, excess in Gas Pool
Account at the end of financial year is transferred to
ONGC/ OIL in accordance with their contribution.
Based on the details received from GAIL, an
amount of `2,292.30 million (Previous year
`3,508.10 million) for Gas Pool Receipts for the
current year and `974.74million (Previous year
`212.37 million) on account of interest on Gas Pool
Account has been considered as Surplus from
Gas Pool Account.
Above revenue from operation includes
`61,921.15 million share of jointly controlled
entities (previous year `50,232.74 million).
In case of the Joint venture company OTPC, CERC
vide provisional order dated 20.12.2013 has
allowed billing upto 90 % of the tarif f sanctioned.
The revenue from operations for the period Jan
2014 to March, 2015 includes unbilled revenue in
which group share is `346.11million (Previous
166.42
18,567.58
64.52
504.68
3,371.10
10,031.11
405.96
3,453.65
2,620.66
6,498.74
923.01
543.00
12,494.00
2013-14
33,111.37
169.59
18,388.08
493.81
100.92
2,395.65
9,432.74
523.58
31,504.37
6,074.31
1,938.74
2,444.30
4,383.04
20,458.75
59,644.43
16,343.62
2,873.23
1,055.10
12,739.64
33,011.59
68,899.00
Above other income includes `571.30 million share of jointly controlled entities (previous year `228.20 million).
Includes compensation of ` 821.90 million towards loss of oil & gas, received from Dedicated Freight Corridor
Corporation of India (DFCCIL).
322
31
(Increase)/Decrease Inventories
(` in million)
Particulars
2014-15
2013-14
Closing Stock
-
Stock in Process
Finished Goods and Stock in trade
4,046.02
4,661.66
27,944.82
31,990.84
42,575.84
47,237.50
Opening Stock
-
Stock in Process
Finished Goods and Stock in trade
4,661.66
2,351.30
42,575.84
39,625.72
Add/(less) Adjustment
1,982.50
49,220.00
NET (INCREASE)/DECREASE IN INVENTORIES
17,229.16
(24.88)
41,952.14
(5,285.36)
(Note no. 31.2)

31.1
31.2
Above includes `362.14 million share of jointly controlled entities (previous year ` (-) 26.59 million)
In respect of parent company, ONGC, above includes decrease in value of crude oil stock of `623.00 million
on account of Prior Period Adjustments.
32

Particulars
Royalty (Note 32.3 & 32.4)
Cess
Motor Spirit Cess
Natural Calamity Contingent Duty
Excise Duty on stock (Net) (Note 32.5)
Sales Ta x
Service Ta x
Education cess
Staf f Expenditure
Workover Operations
Water Injection, Desalting and Demulsification
Consumption of Raw Materials, Stores and Spares
Pollution Control
Transport Expenses
Insurance
Power and Fuel
Repairs and Maintenance
Contractual payments including Hire charges etc.
Other Production Expenditure
Transportation and Freight of Products
Research and Development
Expenditure incurred on CSR
Exchange Loss (Net)
Provision for mark to market loss on derivative contracts
(Note-32.7& 32.8)
Adjustments for overlif t/(underlif t)
Loss on sale of investment (net)
Loss on sale of Asset
Other Expenditure ( Note 32.6)
TOTAL
32.1
(` in million)
2014-15
2013-14
141,451.06
102,535.02
1,123.42
898.28
2,585.82
297.86
90.85
6,083.06
24,042.89
21,738.49
12,791.13
576,377.23
6,573.59
9,857.13
2,400.91
5,907.56
12,285.44
16,718.21
31,809.12
11,908.72
5,445.29
2,208.44
32,887.78
(572.20)
150,101.83
99,733.91
2.83
1,097.40
150.76
3,122.96
438.76
2,348.31
4,896.60
25,308.78
20,944.08
11,794.01
680,855.45
6,133.59
9,419.99
2,516.25
2,865.97
10,800.47
14,407.07
35,583.73
11,559.67
6,014.37
1,806.29
38,251.76
(2,894.69)
107.46
(552.96)
(75.74)
6.07
18,200.67
1,045,130.60
2,244.85
503.46
(38.09)
16.40
19,760.40
1,159,747.17
Above production, transportation, selling and distribution expenditure includes `56,653.32 million, share of
jointly controlled entities (previous year `43,919.03 million).
323
32.2
Details of Nature wise Expenditure
(` in million)
2014-15
Manpower Cost
(a) Salaries, Wages, Ex-gratia etc.
(b) Contribution to Provident and other funds
(c) Provision for gratuity
(d) Provision for leave
(e) Provision for Post Retirement Medical &
Terminal Benefits
(f)
Staf f welfare expenses
Sub Total:
Consumption of Raw materials, Stores and Spares
Cess
Excise Duty
Royalty
Sales Ta x
Service Ta x
Education cess
Rent
Rates and ta xes
Hire charges of equipments and vehicles
Power, fuel and water charges
Contractual drilling, logging, workover etc.
Contractual security
Repairs to building
Repairs to plant and equipment
Other repairs
Insurance
Expenditure on Tour / Travel
CSR Expenditure
Exchange Loss (Net)
Adjustment for overlif t/(underlif t)
other operating expenditure
Miscellaneous expenditure
Less:
Allocated to exploration, development drilling, capital
jobs, recoverables etc.
Excise duty adjusted against sales revenue
Production, Transportation, Selling and Distribution
Expenditure
32.3
The Subsidiary of OVL- ONGBV conducts its

operations in Sudan jointly with Sudapet the
national oil company of Sudan among others. All
government stakes other than income ta xes are
considered to be royalty interest. Royalties on
production represent the entitlement of the
government of Sudan to a portion of ONGBVs
73,821.95
9,960.65
433.87
4,430.01
69445.52
9439.23
(404.88)
5492.8
3,262.08
1,704.86
93,613.42
619,126.39
102,550.46
1,123.45
52,669.43
141,477.15
2,592.96
6,083.50
297.86
90.85
5,129.53
5,481.38
133,095.88
8,763.00
62,989.38
4,798.82
1,052.89
8,172.72
3,806.90
4,074.92
8,604.56
2,156.01
(352.45)
(552.96)
31,668.04
17,505.91
1,316,020.00
2736.92
23680.23
110,389.82
726,528.20
99,737.56
1,097.39
38,378.68
156,927.24
3,122.99
4,896.64
438.76
2,349.09
4,144.97
893.77
142,787.19
43,667.14
58,274.68
4,030.52
1,842.23
5,767.87
2,947.19
4,599.02
4,011.31
1,805.31
2,356.80
503.46
31,993.48
21,987.06
1,475,478.37
219,118.25
51,771.15
278,449.92
37,281.28
1,045,130.60
1,159,747.17
share of crude oil and liquid production and are

recorded using the rates in ef fect under the terms
of the contract at the time of production. Royalties /
ta xes in Syrian concession are accounted
similarly by ONGBV. The amount of royalty
repor ted in respect of Sudan and Syrian
concession is `8,161.81 Million under Royalty
above (previous year `15,863.65 million).
324
2013-14
32.4
During the year, Government has directed the company (ONGC) to make following payments/ adjustments
towards dif ferential royalty at uniform rate of discount for the period 2008-09 to 2013-14 to the State and Central
Government:
(` in million)
Dif ferential royalty payable to State Governments:

Gujarat
1,6440.00
Andhra Pradesh
1,260.00
Tamil Nadu
220.00
Dif ferential royalty recoverable from State/ Central Gov t.:

Assam
32.5
32.6
980.00
Central Gov t.
9,310.00
Net dif ferential royalty paid by ONGC
7,630.00
The same has been accounted for as expenditure on royalty on crude oil. In the absence of any further directive,
no provision is considered necessary for the current year
Excise duty on sale of product has been deducted from Sales revenue and Excise duty shown above represents
the dif ference between excise duty on opening and closing stock of finished goods.
Above Other Expenditure includes Auditors Remuneration :-
(` in million)
Particulars
32.7
FY 14-15
FY 13-14
Audit Fee
22.27
17.26
Certification Fee
12.73
14.75
Out-of f pocket
20.69
22.69
Total
55.69
54.70
Derivative Contracts
The Joint venture company (SMASL) [through
subsidiar y company MRPL] has hedged the
financial risks mainly relating to changes in the
exchange rates by using forward contracts, in line
with its risk management policy.
The Joint venture company (SMASL) [through
subsidiary company MRPL] has adopted, during
the year under review, the principles of hedge
accounting as per the Accounting Standard(AS)

30 "Financial instruments: Recognition and
Measurement" in respect of those derivative
transactions which are not covered by the existing
Accounting Standard(AS) 11 .This treatment has
resulted in net gain of `15.53 million (group share)
(previous year nil) arising out of fair valuation of
outstanding derivative contracts which has
been recognized in "Hedging Reserve" under
"Reserve and Surplus".
Particulars of derivative contracts entered into for hedging foreign currency exchange risks, which are
outstanding as at 31st March, 2015 are as under:(` in million)
Category of derivative Instruments
Group share as on
31st March, 2015
Forward contracts for receivables including firm commitments

and highly probable forecasted transactions
164.07
Group share as on
31st March, 2014
389.45
Un-hedged foreign currency exposures of group share as at 31st March, 2015 are as under ( refer Note 48):- (` in million)
Group share as on
31st March, 2015
Particulars
Receivables, including firm commitments and highly
probable forecasted transactions
49.39
Group share as on
31st March, 2014
3.24
325
32.8
Derivative instruments and un-hedged foreign

currency exposure:
The subsidiary company, OVL has entered into
cross currency swap transactions with various
Underlying
8.54% 10 Years Unsecured
Non-Convertible Redeemable
Bonds in the nature of
Debentures- Series II
Total
banks whereby it has swapped the principal

and interest amounts payable towards Bonds
issued in domestic markets into USD liability as
follows:
Notional Principal
Amount (` in Million)
Notional Principal
Amount ( USD in Million)
Termination
Date
3,700.00
3,700.00
73.93
73.93
6th Jan., 2020
The swaps of `15,000.00 million Crore in respect of

8.40% Bonds, 2014 were fully set tled during the year.
The net swap set tlement amount payable to counter
banks worked out to `3,244.30 million. The business of
the subsidiary company, OVL is carried out entirely
outside India. The revenues of the OVL are received
entirely in foreign currency and substantially all the
expenses are incurred in foreign currency.
Accordingly, the Company has swapped the Bonds
issued in Indian Rupees into USD so as to align the
currency of its liabilities and assets, thereby hedging
the resulting exposure.
The above swap position outstanding on 31 March

2015 has been revalued on that date based on Markto-market positions reported by counter-party banks.
The Mark-to-market (MTM) position as on March, 2015
amounted to `1,213.38 million (Previous period
`4,350.18 million). This is af ter adjusting for the net
swap set tlement amount of `3,244.26 million in
December, 2014. During the year 31st March,2015
Mark to market loss amounting to `107.46 million
(Previous period ` 2,244.85 million) has been charged
to statement of profit & loss Account.
32.9
The group has made provision for material foreseeable losses in respect of long term contract including
derivative contracts (refer Note 32.7 & 32.8).
33
Depreciation, Depletion, Amortization And Impairment

Particulars
2014-15
Depletion
Amortisation of Goodwill
Depreciation
Less : Allocated to :
Development Drilling
Others
2013-14
142,659.63
4,415.75
Impairment Loss (Note 44)

During the year
Less: Reversal during the period
TOTAL
33.1
(` in million)
121,160.69
4,544.99
67,955.95
115,896.62
3,284.45
3,297.72
33,475.86
297.50
2,506.43
1,871.16
64,756.79
9,845.15
7,058.97
1,405.12
27,600.42
5,653.85
180,329.65
4,241.78
807.08
36,917.09
3,434.70
166,057.47
Above depreciation, depletion, amortization and impairment, includes `1,684.00 million share of jointly
controlled entities (previous year `832.44 million).
326
34
Finance Costs
(` in million)
Particulars
i) Interest expenses
ii) Other borrowing costs
iii) Lease Finance Charges
iv) Foreign Exchange Fluctuation considered as
Borrowing Cost
TOTAL
2014-15
2013-14
8,630.75
1,397.43
527.55
4,776.06
392.66
411.55
18,068.03
28,623.76
663.07
6,243.34
34.1
Above finance costs includes `2,716.40 million share of jointly controlled entities (previous year `765.03 Million).
35
Provisions And Write Of fs
(` in million)
Particulars
2014-15
PROVISIONS
For Doubt ful Debts (Note-35.2)
For Doubt ful Advances
For Non-Moving Inventory
For Others
Sub-Total
WRITE-OFFS
Disposal/Condemnation of Fixed Assets (Net)
Claims/Advances
Less: Provisions
2013-14
5,246.07
1,176.49
370.87
3,691.99
10,485.42
3,305.11
4,483.48
1,780.50
(145.56)
9,423.53
242.39
28.08
19.01
Inventory
Bad debts
Less: Provisions
Sub-Total
TOTAL
9.07
139.10
390.56
10,875.98
157.79
677.98
129.96
129.96
677.98
55.31
891.08
10,314.61
35.1
Above provisions and write of fs includes `1.91 million shares of jointly controlled entities (previous year ` 26.68 million).
35.2
Above include in respect of subsidiary company OVL, provision for doubt ful debts/claims on account of carry loan
of `815.52 Million (previous year ` 665.20 million) to KMG in view of the fact that block is under exploration and since
there is un-certainty of commercial discovery and consequent recovery of the loan (refer Note 21.4).
36
Adjustments Relating to Prior Period (Net) :
(` in million)
Particulars
A. EXPENDITURE
Statutory levies
Other production, selling & distribution expenditure
Excess Abandonment Provision writ ten back
Interest -Others
Exchange Fluctuation
Survey
Dry Wells
Depletion
Depreciation ( Note 14.1.h)
Sub-Total
B. INCOME
Sales
Interest -Others
Other Income
Sub-Total
TOTAL (NET)
2014-15
2013-14
(41.45)
671.40
608.30
(1,200.17)
3,443.99
(71.80)
19.32
3,429.59
(188.93)
(2,353.23)
343.82
(6.30)
82.55
164.56
(85.79)
(2,043.32)
51.21
43.13
200.32
294.66
3,134.93
(104.88)
0.23
484.70
380.05
(2,423.37)
327
36.1
Above adjustments relating to prior period include `(-) 106.72 million shares of jointly controlled entities (Previous
37
Earnings Per Equity Share

Particulars
Net Group Profit af ter ta x atributable to ONGC
Equity holders (` in million)
Weighted Average Number of Shares (Nos. in million)
Basic & Diluted earnings per equity share ( ` )
Face Value per equity Share ( ` )
38
Disclosure under the Revised Accounting

Standard-15 on Employee Benefits of
Group(Considered for the company and its
subsidiaries OVL & MRPL on standalone basis
to the ex tent available):38.1
Brief Description: A general description of the
type of Employee Benefits Plans of Group
Companies is as follows:
38.1.1 Earned Leave (EL) Benefit
Accrual 30 days per year
Encashment while in service 75% of Earned
Leave balance subject to a ma ximum of 90 days
per calendar year
Encashment on retirement ma ximum 300 days
38.1.2 Good Health Reward (Half pay leave)
Accrual - 20 days per year
Encashment while in service - Nil
Encashment on retirement - 50% of Half Pay Leave
balance.
38.1.3 Gratuity
15 days salary for each completed year of service.
Vesting period is 5 years and the payment is
restricted to `1.00 million.
2014-15
2013-14
183,335.20
8,555.49
21.43
5.00
265,065.33
8,555.49
30.98
5.00
38.1.4 Post-Retirement Medical Benefits

Upon payment of one time prescribed contribution
by the employees, full medical benefits on
superannuation and on voluntar y retirement
subject to the completion of minimum 20 years of
service and 50 years of age.
38.1.5 Terminal Benefits
a. At the time of superannuation, employees are
entitled to set tle at a place of their choice and
they are eligible for Transfer Travelling
Allowance.
b. Employees are gif ted gold coins on retirement
up to 31.01.2015, depending upon their level
and years of service. This scheme has been
discontinued w.e.f. 27.02.2015. Accordingly
`5,854.33 million provided in earlier years has
been writ ten back.
38.1.6 In terms of DPE Guidelines, the Company has
formulated a Post-Retirement Benefit Scheme
(PRBS) as a defined contribution scheme.
38.2
The amounts recognized in the financial
statements for defined contribution plans are as
under:
(` in million)
Amount recognized
during the period
Contribution for
Key Management
Personnel
3,728.66
(3,667.71)
2.13
(1.90)
Employee Pension Scheme-95(EPF)
352.75
(208.54)
0.05
(0.02)
Composite Social Security Scheme (CSSS)
625.48
(633.09)
0.15
(0.14)
4,876.99
(20,747.66)
2.15
(1.59)
84.03
(71.40)
0.92
(0.79)
Defined Contribution Plans
Contributory Provident Fund(CPF)
Post Retirement Benefit Scheme (PRBS)

Employers contribution to Superannuation Fund
328
38.3
The amounts recognized in the balance sheet for post-employment benefit plans are as under :
(` in million)
38.4
38.5
Sl
No.
1
Particulars
Present Value of Funded Obligation
Present Value of Unfunded Obligation
Fair Value of Plan Assets
4.
5
Unrecognized Past Service Cost

Net Obligation
6
7
Liability for Retired employees

Total Provision
Gratuity
21,220.86
(21,339.12)
21,721.19
(21,762.24)
-500.33
(-423.12)
-500.33
(-423.12)
Leave
Post-Retirement
Medical Benefits
20,099.65
(21,867.14)
27,617.69
(24,363.88)
15,977.45
(19,300.46)
4,122.20
27,617.69
(2,566.68)
(24,363.88)
4,122.20
27,617.69
(2,566.68)
(24.363.88)
Terminal
Benefits
494.01
(6,319.04)
494.01
(6,319.04)
494.01
(6,319.04)
The amounts included in the fair value of plan assets of gratuity fund in respect of Group own financial
instruments and any property occupied by, or other assets used by the reporting enterprise are Nil (Previous
Year Nil)
Reconciliation showing the movements during the period in the net liability recognized in the balance sheet:
(` in million)
Gratuity
Leave
Post-Retirement
Medical Benefits
Terminal
Benefits
21,339.13
(21,392.35)
21,867.14
(20,030.97)
24,363.88
(21,562.59)
464.71
(6,285.91)
875.45
(887.20)
872.88
(1,076.57)
368.66
(395.96)
20.54
(401.55)
1,867.18
(1,817.35)
1,913.38
(1,752.71)
2,131.83
(1,886.47)
40.67
(534.29)
-1,053.40
(-1,434.97)
3,158.71
(2,946.96)
2,174.17
(1,726.19)
-11.22
(-885.05)
0.07
Benefits paid
-1,807.57
(-1,322.80)
-7,712.46
(-3,940.06)
-1,420.85
(-1,207.33)
-20.69
(-17.65)
8A
Current Obligation
20,712.01
(20,890.48)
2,236.78
(2,195.06)
1,579.86
(1,403.44)
50.41
(689.11)
8B
Non-Current Obligation
17,862.87
(19,672.08)
25,986.77
(22,915.59)
434.23
(5,621.41)
20,712.01
(20,890.48)
20,099.65
(21,867.14)
27,617.69
494.01
(24,368.88) (6,319.04)
Sl
No.
Particulars
Opening defined benefit obligation
Past Service Cost
4.
Interest Cost
5.
Actuarial losses/(-) gains
6.
Liability Transfer In
7.
Total (8A+8B)
329
38.6
The total amount recognized in the financial statements before allocation is as follows:
(` in million)
Sl
No.
1
Interest on Obligation
Expected returna on plan assets
4.
Net actuarial Losses/ (-) Gains

recognized in period
Past Service Cost
Losses (Gains) on curtailments and
set tlement
Total included in employee benefit
expense.
Actual return on plan assets
5
6
7
8.
38.7
Particulars
Gratuity
Leave
875.45
(887.20)
1,867.18
(1,817.35)
872.88
(1,076.57)
1,913.38
(1,752.71)
-1,892.43
(-1,852.70)
-912.68
(-1,442.91)
-
-1,688.11
(-1,752.71)
3,017.60
(4,231.68)
-
-62.48
(-441.71)
1,751.71
(1,711.28)
4,115.75
(5,308.25)
1,811.85
(467.99)
Post-Retirement
Medical Benefits
368.66
(395.96)
2,131.84
(1,886.47)
Terminal
Benefits
20.54
(401.55)
40.67
(534.29)
2,174.17
(1,726.19)
-
-11.21
(-885.05)
-
4,674.67
(4,008.62)
NA
50.00
(50.79)
NA
Statement of Reconciliation of balance of Fair Value of Plans Assets in respect of Gratuity : (` in million)
Particulars
Contribution by Employer
Transfer from other Company
Benefits Paid
Actuarial gain/loss on Plan Assets
38.8
For Year ended on

31.03.2015
For Year ended on

31.03.2014
21,762.24
21,387.20
27.13
(89.17)
1,873.33
1,922.41
0.07
(1,800.86)
(1,316.78)
(140.72)
(141.42)
21,721.19
21,762.24
Statement of Reconciliation of balance of Fair Value of Plans Assets in respect of Leave:(` in million)
Particulars
Benefits Paid
Actuarial gain/loss on Plan Assets
330
For Year ended on

31.03.2015
19,300.46
(7.75)
1,688.11
2,567.98
(7,712.46)
141.11
15,977.45
For Year ended on

31.03.2014
20,030.97
1,752.71
(1,198.50)
(1,284.72)
19,300.46
38.9
Other disclosures:
(` in million)
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011

21,220.86
21,339.12
21,470.17
20,828.86
19,928.73

end of the period
21,721.19
21,762.24
21,387.20
20,376.51
18,354.26
500.33
423.12
(82.97)
(452.35)
(1,574.47)

1,364.87
1,129.49
1,063.09
550.41
(838.47)

Assets (loss)/gain
(142.86)
(162.38)
(163.24)
(213.77)
(118.11)
Gratuity
Surplus/(Deficit)
The Group has recognized a gratuity liability of ` 78.72 million as on 31.03.2015 (Previous year ` 75.28) as per
actuarial valuation for 558 Contingent Employees engaged in dif ferent work centres.
(` in million)
Leave Encashment
As at
31-03-2015

(Note no.35.1.1 and 35.1.2)
20,099.65

end of the period
15,977.45
As at
31-03-2014
21,867.14
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011
19,300.46
Surplus/(Deficit)
(4,122.20)
(2,566.68)

(2,878.21)
(2,946.96)

Assets (loss)/gain
141.11
(1,284.72)
(` in million)
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
Present Value of unfunded obligation

(Note no.35.1.1 and 35.1.2)
19,840.16

Leave Encashment
(2,943.61)
As at
31-03-2012
As at
31-03-2011
17,841.28
16,180.23
(2,062.27)
(2,917.77)
(` in million)
As at
31-03-2015
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011

27,617.69
24,363.88
21,606.37
19,238.93
16,512.40

(1,744.08)
(1,729.25)
(1,713.33)
(2,071.54)
(2,010.95)
Post-Retirement Medical Benefits
331
(` in million)
Sensitivity Analysis ( In respect of Post-Retirement Medical Benefits)
Ef fect on service and interest cost

Ef fect on PBO (Closing)
As at 31-03-2015
1.00 % (+)
1.00 % (-)
308.16
(299.06)
3,536.26
(2,477.65)
(` in million)
Terminal Benefits
38.10
As at
31-03-2014
As at
31-03-2013
As at
31-03-2012
As at
31-03-2011
494.01
6,319.04
6,311.19
1,158.72
1,064.71
17.80
883.56
(4,694.35)
(22.77)
(355.59)
As at
31-03-2015
Investments of Gratuity Trust

Particulars
% of Investment
For Year ended on
For Year ended on
31.03.2015
31.03.2014
28.65
28.98
15.24
15.15
27.40
28.81
0.03
0.10
27.51
26.01
0.23
0.22
0.95
0.73
100.00
100.00
Central Gov t. Securities

State Gov t. Securities
PSU Bonds
Treasury Bills
Insurance Investment
Equity Mutual Fund
Others
Total
332
38.11
Principal actuarial assumption at the balance sheet date (expressed as weighted averages):Sl
No.
1
Particulars
Discount rate
3.
Annual increase in costs
4.
Annual Increase in Salary
Gratuity
Leave
8.50%
(8.75%)
8.50-8.70%
(8.70-8.71%)
NA
8.50%
(8.75%)
8.75%
(9.50%)
NA
6.00%
(6.00%)
6.00%
(6.00%)
Post-Retirement
Medical Benefits
8.50%
(8.75%)
NA
Terminal
Benefits1
8.50%
(8.75%)
NA
0.00-6.00% 0.00-6.00%
(0.00-6.00%) (0.00-6.00%)
NA
NA
The discount rate is based upon the market yield available on Government bonds at the Accounting date with a
term that matches. The salary grow th rate takes account of inflation, seniority, promotion and other relevant factor
on long term basis. Expected rate of return on plan assets is based on market expectation, at the beginning of the
year, for return over the entire life of the related obligation.
39
Disclosure under Accounting Standard-16 on Borrowing Costs

Borrowing cost capitalized during the period is `16,589.29 million (previous year `13,659.16 million).
Drilling operation in onshore; ONGC accounts for 69% of crude oil and 70% of natural gas production of India.
333
334
Business Segments
a) Exploration & Production
b) Refining
40.1.3 Segment Revenue, Results, Assets and Liabilities
include the respective amounts identifiable
to each of the segments and amount allocated
on reasonable basis. Un-allocated includes
common expenditure incurred for all the
segments and expenses incurred at the corporate
level.
40.1.4 Inter Segment Sales have been priced at
prevailing market rates.
40.1.5 Segment Assets includes `1,169.26 million of
Intangible Assets (Previous year `754.36 million)
40.1
Notes :
40.1.1 The annexed matrix presentation depicts the
geographical segments based on assets as
primary segments and business segments as
secondary segments.
40.1.2 Segments have been identified and reported
taking into account the dif fering risks and returns,
the organization structure and the internal
reporting systems. These have been organized
into the following main geographical and business
segments:
Geographical Segments
a) In India - Of fshore
- Onshore
b) Outside India.
40.1.6 Reconciliation of the Segment Revenue with the Revenue as per note 29 & 36 is given below:
Particulars
Note
Revenue from operation (Gross)

Prior period Sales
Total
Segment Revenue as per Note no. 40.1
29
36
2014-15
1,660,668.64
51.21
1,660,719.85
1,660,719.85
(` in million)
2013-14
1,782,051.84
(104.88)
1,781,946.96
1,781,946.96
41
Disclosure under Accounting Standard -18 on "Related Party Disclosure" :
41.1
Name of related parties and description of relationship :
41.1.1 Joint Ventures/Jointly Controlled Entities :
Sl No.
Name
i
iii
v
vii

ONGC Teri Biotech Limited (OTBL)
Mangalore SEZ Limited (MSEZ)
ii
iv
vi
viii
ix
xi
Mangalam Retail Services Limited

(through MRPL)
ONGC Mangalore Petrochemicals Ltd
( refer note no. 3.1)
xii
xiii
xiv
ONGC Petro-additions Limited (OPaL)

ONGC Tripura Power Co. Limited (OTPC)
Dahej SEZ Limited\
Adani Petronet (Dahej) Port Pv t. Ltd (through
PLL)
Shell MRPL Aviation Fuels & Services Pv t.
Limited (through MRPL)
ONGC Mit tal Energy
Limited, Cyprus (OVL)
MSEZ Power Ltd
(through MSEZ)
335
41.2
Key Management Personnel:

A.
i)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)
x)
B.
i)
ii)
iii)
iv)
v)
vi)
vii)
viii)
ix)
x)
xi)
xii)
xiii)
xiv)
x v)
x vi)
x vii)
x viii)
xix)
x x)
x xi)
x xii)
x xiii)
x xiv)
x x v)
x x vi)
x x vii)
x x viii)
x xix)
x x x)
x x xi)
x x xii)
x x xiii)
x x xiv)
x x x v)
x x x vi)
x x x vii)
x x x viii)
x x xix)
xl)
xli)
xlii)
xliii)
xliv)
xlv)
xlvi)
xlvii)
KMPs of Parent Company

Mr. D. K. Sarraf, Chairman and Managing Director.
Mr. A. K. Banerjee, Director (Finance)
Mr. T. K. Sengupta, Director (Of fshore)
Mr. Ashok Varma, Director (Onshore) from 19.06.2014
Mr. D. D. Misra, Director( HR) from 01.08.2014
Mr. A. K. Dwivedi, Director (Exploration) from 16.03.2015
Mr. Shashi Shanker, Director( T& FS)
Mr. N. K. Verma Director (Exploration) up to 26.08.2014
Mr. K. S. Jamestin, Director (HR) up to 31.07.2014
Mr. N K Sinha, Company Secretary , ONGC
KMPs of Subsidiaries and Joint Ventures Entities
Mr. Narendra K Verma, Managing Director, OVL Videsh, (from 27.08.2014)
Mr. S. P. Garg, Director (Finance) also Managing Director (upto 27.08.14), OVL
Mr. S. Bhat tacharya, Director (Operations) OVL, (upto 31.10.2014)
Mr. Anil Bhandari, Director (Exploration) , OVL
Mr. P. K. Rao, Director (Operations) (from 01.11.2014)
Mr. H. Kumar, Managing Director, MRPL from 14.08.2014.
Mr. Vishnu Agarwal, Director (Finance) MRPL
Mr. V. G. Joshi, Director (Refinery), MRPL
Mr. P. Upadhya, Managing Director, MRPL, upto July 2014
Mr. Dinesh Mishra, Company Secretary, MRPL
Mr. A. R. Baron Mackay Holding B.V., Director, ONGC Nile Ganga B.V.
Mr. Costas Christoforou, Director, Imperial Energy Limited
Ms. Arlene Nahikian, Director, Imperial Energy Limited
Ms. K. Antoniadou, Director, Imperial Energy Limited
Ms. E. Chrysanthou, Director, Imperial Energy Limited
Mr. A. Loizou, Director, Imperial Energy Limited
Mr. Roland Gransson, Director, Carabobo One AB
Mr. Richard Chindt, Director, Carabobo One AB
Mr. S B Singh, Company Secretary, OVL
Mr. Rajarshi Gupta, Director, ONGC Videsh Atlantic Inc.
Mr. Sookraj Seechurn, Director, ONGC Videsh Rovuma Limited
Mr. Poonam Keenoo-Seegoolam, Director , ONGC Videsh Rovuma Limited
Dr. A. K. Balyan (Managing Director & CEO) PLL
Mr. R. K. Garg Director Finance, PLL
Mr. Rajendra Singh Director(Technical), PLL
Mr. Rajiv Banga, Managing Director & CEO, MSEZ (up to 31.03.2015)
Mr. Gouranga Charan Swain, CFO, MSEZ
Mr. Ashish Kulkarni, Company Secretary, MSEZ
Mr. Anil Khurana, Managing Director, PMHBL
Mr. Chandan Kumar Das, CFO, PMHBL
Mr. Sachin Jayaswal, Company Secretary, PMHBL
Mr. Sudhindra Kumar Dube Managing Director, OTPC(up to 30.11.2014)
Mr. Satyajit Ganguly, Managing Director, OTPC ( from 4.11..2014)
Mr. Umesh Chandra, Managing Director, NETC
Mr. M. Krishna, Director, NETC
Mr. Satyanarayana, CEO, OPaL (from 8th May, 2014)
Dr. P. S. V. Rao, CEO, OPaL (up to 29th April, 2014)
Mr. S P Bandopadhyay,CFO, OPaL(up to 31.01.2015)
Mr. Rajendra Parakh, CFO OPaL( from 01.02.2015)
Mr. Subodh Prasad Pankaj, Company Secretary, OPaL
Mr. S. Ramachandran, CEO, OMPL
Mr. Susil K Shenoy, CFO, OMPL
Mr. Hitesh Jain, Company secretary, OMPL (up to 11.05.2014)
Mr. Shyam kumar, company Secretary, OMPL (from 13.08.2014)
Mr. V N Diwakar, CEO, SMAFS (from20.02.2015)
Mr. S Chockalingam, CFO and Company Secretary, SMAFS
Dr. Banwari Lal, CEO, OTBL
336
41.3
Details of Group Related Party Transactions (before elimination):41.3.1 Jointly Controlled Entities :
Details
Sale of Products to
a) Shell MRPL Aviation Fuels & Services Pv t. Limited
b) ONGC Tripura Power Co. limited
Services Received from :
a) ONGC Teri Biotech Ltd
b) Dahej SEZ Ltd.
c) Petronet MHB Ltd
d) Mangalore SEZ Ltd.
e) ONGC Tripura Power Co. Ltd
Services Provided to :
a) ONGC Petro-additions Ltd.
b) ONGC Teri Biotech Limited
c) Mangalore SEZ Ltd.
d) ONGC Tripura Power Co. Ltd.
e) ONGC Mangalore Petrochemicals Limited( up to 28.02.15)
f) Petronet MHB Ltd
g) Petronet LNG Ltd
h) Shell MRPL Aviation Fuels & Services Pv t. Limited
Dividend Income
a) Petronet LNG Limited
b) Shell MRPL Aviation Fuels & Services Pv t. Limited
Details
Amount Receivable :
b) ONGC Tripura Power Co. Ltd
c) Mangalam Retail Services Limited
d) Mangalore SEZ Ltd.
e) ONGC Mangalore Petrochemicals Limited (as on 31.03.15)
f) Shell MRPL Aviation Fuels & Services Pv t. Limited
g) Petronet MHB Ltd
h) Petronet LNG Ltd
Amount Payable :
a) ONGC Teri Biotech Ltd
b) Dahej SEZ Ltd.
c) ONGC Tripura Power Co. Ltd
d) Mangalore SEZ Ltd
Advance against Equity outstanding :
a) ONGC Petro-addition Limited
b) ONGC Tripura Power Co. Ltd
c) ONGC Mangalore Petrochemicals Ltd( as on 28.02.15)
d) Mangalam Retail Services Ltd
(` in million)
2014-15
2013-14
5,792.34
3,247.91
5,877.10
1,236.49
244.72
19.04
19.95
31.18
0.17
112.42
9.12
62.57
13.68
-
125.94
0.15
700.26
125.82
3.49
28.72
0.05
11.22
117.63
0.12
235.96
7.16
29.18
0.33
187.50
15.00
As on 31.03.2015
234.38
12.00
As on 31.03.2014
67.17
345.08
0.05
982.16
3.46
289.10
0.20
0.10
54.69
373.80
119.37
685.32
622.96
6.59
-
148.33
7.54
0.17
51.55
7.54
02
0.09
7,505.52
4,645.36
-
6,709.24
2,925.10
9,799.76
0.50
41.3.2 Key Management Personnel
(` in million)
Particulars
Remuneration to Key Management Personnel
Amount Receivable
Amount Payable
2014-15
103.88
1.04
9.49
2013-14
69.08
1.39
10.32
337
42
42.1
contract. Fur ther, subject to regular payments on

due dates by GOS to the Company, GOS shall have
the exclusive right to use and operate the pipeline
system and the Company shall not assign, transfer,
sub-let, sub-contract, mortgage or create any rights
to any third party or encumbrances or make any
disposition to any third party. Accordingly, the
amount of net investment in the lease (i.e. aggregate
of Minimum Lease Payments minus unearned
Finance Income) is recognized and recorded as
receivables under the lease. The finance income
thereon has been recognized based upon
the pattern reflecting the constant periodic rate of
return on the outstanding net investment in the lease.
The first 11 instalments under the contract due till
30th December 2010 have been received. Amount
towards the 12th,13th, 14th, 15th, 16th, 17th and
18th instalments of `6,195.72 Million, USD 98.91
Million (Company's share `5,576.15 Million, USD
89.02 Million) due on 30th June, 2011, 30th
December, 2011, 30th June 2012, 30th December,
2012, 30th June, 2013, 30th December, 2013 and
30th June, 2014 respectively have not yet been
received.
Disclosure under Accounting Standard - 19 on

'Leases'
Khartoum - Port Sudan Pipeline Project:
The subsidiary company , OVL had completed the
12X741 Kms multi-product pipeline from
Khartoum refinery to Port Sudan for the Ministry of
Energy and Mining of the Government of Sudan
(GOS) on Build, Own, Lease and Transfer (BOLT)
basis and handed over the same to GOS during the
financial year 2005-06. The project was
implemented in consortium with Oil India Limited,
Companys share being 90%.
The payment under the contract with GOS were
scheduled to be received over a period of 10 years
including a moratorium of one year from the date of
the contract (30 Sept, 2004) in 18 equal semiannual instalments along with lease rental. The
lease period commenced from the date of handing
over of the pipeline system and will continue till all
payments by GOS are completed. All titles in the
works and the transportation system shall vest in
the Company and the title shall pass to GOS in
proportion to the payments made by GOS against
total payments due to Company under the
The disclosure in accordance with the Accounting Standard (AS) 19 viz. Leases is as under:
st
Particulars
a)
b)
c)
d)
e)
f)
g)
Reconciliation between the total gross investment in

the lease and the present value of minimum lease
payments as at year end
Not later than one year
Later than one year and not later than five years
Later than five years
Total
Unearned Finance Income
Unguaranteed residual value accruing to OVL's benefit
Accumulated provision for uncollectible minimum lease
payments receivable
Contingent rents recognised in the statement of profit
and loss for the period
General description of the significant leasing arrangement
Accounting Policy followed in respect of initial direct
costs
31 March, 2015
Gross
Net
31 March, 2014
Gross
Net
758.36
746.41
758.36
746.41
11.95
Nil
1,516.48 1,504.53
1,516.48 1,504.53
95.62
Nil
Nil
Nil
Nil
As described in
para above
As per Note
no. 2.2.z.1.2
Nil
As described in
para above
As per Note
no. 2.2.z.1.2
Million) (USD 33.44 Million), which have not been

accepted by the said Company. The said
company, in turn has filed a claim as per the
contract with GOS for their approval of an
aggregate amount of `2,892.72 Million (Previous
The EPC contractor which executed the project

claimed additional costs aggregating to
`2,327.08 Million (Previous year `2,231.23 Million)
(USD 37.15 Million), said Companys 90% share
being `2,094.37 Million (Previous year `2,008.11
338
(` in million)
st
year `2,773.57 Million) (USD 46.18 Million), said

company s share being `2,603.44 Million
(Previous year `2,496.21 Million) (USD 41.56
Million). No revenue in respect of the claim on
GOS has been recognized since the claim has not
been accepted by GOS. OVL has served a prearbitral notice on GOS which is a requirement prior
to initiating any legal proceedings in Sudan. The
EPC contractor has initiated arbitration with a
claim for `1,596.69 Million (Previous year
`1,530.93 Million) (USD 25.49 Million) plus interest
against the Company. Pending set tlement with the
EPC contractor, an amount of `1,437.02 Million
Million) being the Companys 90% share out of
total claim of `1,596.69 Million (Previous year
`1,530.93 Million) (USD 25.49 Million) has been
accounted as liability in the relevant year of claim.
The arbitration award has been pronounced on
27th March, 2014. The award provides for the
payment of `207.53 Million (USD 3.31 Million) and
interest `15.99 Million (USD 0.26 Million). The
parties have filed petitions in the high court
reiterating respective averments and seeking
revision/ modifications of the arbitral award. Since
the said company has already accounted for the
claim amount as expenditure for `1,437.02 Million
Million), the dif ferential of the amount accounted
for and award will be adjusted subject to
directions/decision of the honorable court. The
interest amount would be treated on clarity of the
issue based on directions/decision of the
honorable court in this regard. Meanwhile the said
company has paid `19.26 million (USD 0.31
million) against the arbitration award, [said
Company share `17.33 million (USD 0.28 million)]
and `8.54 million (USD 0.14 million),
[said Company share ` 7.69 million (USD 0.13
million)] against interest @4.5% on 31.10.2014 to
Dodsal to avoid excess interest burden on the
42.2
awarded amount.
Financial Lease for BC-10 Project
ONGBV owns 15% equity shares in Tamba B.V. The
Netherlands; with the balance held by Shell E & P
Of f shore Ser vices B.V., The Netherlands
(SEPBV), and Petrobras Netherlands B.V. The
Netherlands (PNBV). Tamba B.V. has been
established to facilitate the development and
production of hydrocarbons in the BC-10
concession, Campos Basin area in Brazil. Tamba B.V.
has a third party lease for a major oil field equipment
(FPSO) and constructed other sub-sea assets for
onwards lease to BC-10 Project. Both financial leases
commenced on 31st December 2008.
Tamba B.V. leases part of its assets from a third
party, Brazilian Deepwater and re-leased these to
BC-10 joint venture operated by Shell Brasil Ltd.
The risks and rewards incidental to ownership are
largely transferred to the lessee. These assets are
capitalised and recognised in the balance sheet of
BC-10 as from the date the lease contract is
concluded, at the lower of the fair value of the asset
and the discounted value of the minimum lease
instalments. The lease instalments payable are
broken down into repayment and interest
components, based on a fixed interest rate and
instalments as derived from the underlying
agreement. The lease commitments are carried
under long-term liabilities exclusive of interest. The
interest component is recognised in the statement
of profit and loss account in accordance with the
lease instalments.
Revenue of finance lease contracts represents the
transfer of economic ownership from Tamba B.V.
(lessor) to the lessee of the asset, being an
af filiate. Cost of sales represents the costs
associated with the finance lease contracts. The
said Companys share of the lease liability (at USD
1= `62.64) are tabulated below:(` in million)
Lease liability
Opening balance as at 01.04.2014
6,139.25
Interest
527.53
Lease Payments
1,281.69
Foreign Currency Translation Adjustment
130.31
Closing balance as at 31.03.2015
5,515.41
The Company's 27% share of future estimated minimum lease expenses in the year and their present
values are scheduled to be as follows:
(` in million)
Particulars
< 1 Year
1-5 Years
>5 Years
Future minimum lease payments:
1,284.35
4,059.92
1,602.71
6,946.97
Present value of minimum lease payments
1,247.39
3,260.47
877.25
5,385.10
Total
339
42.3
Tamba B.V., JV company of ONGBV (27%) has

entered into a 15-year lease contract for the supply
of the FPSO with a third party. The lease contract
contains priced termination options for each of the
15 years and priced ex tension options for the
4 years following the initial 15-year term. The
Company can exercise a priced purchase option
during the term of the lease. The interest rate
implicit in the lease is 9.5% (Previous year 9.5%).
The company has certain of fice/ residential
premises on Operating Lease which are
cancellable by giving appropriate notice as per the
respective agreements. During the year `998.07
million (Previous year `1,020.78 Million) had been

paid towards cancellable Operating Lease.
42.4
The Joint venture company, OTPC, has certain

of fice premises under operating lease noncancellable agreements. The lease rental expense
recognized in the Statement of Capital Work-inProgress for the period ended March 31, 2015 is
`9.24 million (previous year `9.24 million) as group
share. Liabilit y amounting to `3.72 million
(previous year `3.73 million) as group share has
been provided for rent equalization reserve till
March 31st , 2014.
The group share in future minimum lease payments and payment profile under the non-cancelable
operating leases are as follows:
(` in million)
Particulars
Not later than one year
Later than one year and not later than five years
Later than five years
Total
As at 31.03.2015
As at 31.03.2014
9.24
34.66
-
11.55
43.91
-
43.9
55.46
43.
Disclosure under Accounting Standard - 27 on Financial Reporting of Interest in Joint Ventures:
43.1
Jointly Controlled Assets in India

In respect of certain blocks, the Company's Joint Ventures (JV) with certain body corporates have entered
into Production Sharing Contracts (PSCs) with GoI. Details of these blocks and JVs as on 31.03.2015 are as
under:
Sl. No.
A
1
2
B
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Blocks
Jointly Operated JVs
Panna, Mukta and Tapti
AN-DWN-2009/3
ONGC Operated JVs
CB-OS/1 Development Phase**
MN-DWN-98/3**
MN-OSN-2000/2
A A-ONN-2001/2
CY-ONN-2002/2
KG-ONN-2003/1
CB-ONN-2004/1**
CB-ONN-2004/2
CB-ONN-2004/3
CY-ONN-2004/2
MB-OSN-2005-1
Raniganj
Jharia
NK-CBM-2001/1
Company's PI *

JV/Operatorship***
40% (40%)
60% (60%)
BGEPIL 30%, RIL 30%

OIL 40%
55.26% (55.26%)
100% (100%)
40% (40%)
80% (80%)
60% (60%)
51% (51%)
60% (60%)
55% (55% )
65% (65%)
80% (80%)
80% (80%)
74% (74%)
74% (90%)
80% (80%)
TPL 6.7%, HOEC 38.04%
340
GAIL 20%, IOC 20%, OIL

IOC 20%
BPRL 40%
Cairn India-49%
GSPC 40%,
GSPC 45%
GSPC 35%
BPRL 20%
GSPC 20%
CIL 26%
CIL 26% (10%)
IOC 20%
20%
Sl. No.
Blocks
Company's PI *

JV/Operatorship***
17
BK-CBM-2001/1
80% (80%)
IOC 20%
18
CB-ONN-2005/4
51% (51%)
GSPC 49%
19
CB-ONN-2005/10**
100% (51%)
(GSPC 49%)
20
WB-ONN-2005/4
75% (75%)
OIL 25%
21
AN-DWN-2009/2
60% (60%)
OIL 40%
22
AN-DWN-2009/1
70% (70%)
OIL 30%
23
AN-DWN-2009/5**
100% (100%)
24
GK-OSN-2009/1
40% (40%)
AWEL 20%, GSPC 20%, IOC 20%
25
GK-OSN-2009/2
40%(40%)
AWEL 30%, IOC 30%
26
KG-OSN-2009/1
80% (80%)
APGIC 10%, NTPC 10%
27
KG-OSN-2009/2
90% (90%)
APGIC 10%
28
KG-OSN-2009/4
50% (50%)
APGIC 10%, OIL 30%, NTPC 10%
29
A A-ONN-2009/3
50% (50%)
OIL 50%
30
CB-ONN-2009/4
50% (50%)
GSPC 50%
31
GK-OSN-2010/1
60% (60%)
OIL-30%, GAIL-10%
32
GK-OSN-2010/2
90% (90%)
GAIL- 10%
33
CB-ONN-2010/6
80% (80%)
IOC- 20%
C.
Operated by JV Partners
34
Rav va
40% (40%)
Cairn India (Operator) 22.5% , VIL

25%, ROPL 12.5%
35
CY-OS-90/1 (PY3)
40% (40%)
HEPI (operator) 18%, HOEC 21%

TPL 21%
36
RJ-ON-90/1
30% (30%)
Cairn India (Operator) 35%, CEHL

35%
37
CB-OS/2 Development Phase
50% (50%)
Cairn India (operator) 40% ,

TPL 10%
38
39

30% (30%)
30% (30%)
HOEC (Operator) 35%, GSPC 35%

EOL (Operator)70%
40
A A-ONN-2002/3
70% (70%)
OIL (Operator) 30%
41
AN-DWN-2003/2
45%(45%)
ENI (Operator) 40% GAIL 15%
42
PR-OSN-2004/1
35% (35%)
Cairn India (Operator) 35%, TPL 30%
43
CB-ON/2- Development phase
30% (30%)
GSPC (Operator) 56%,

Geo-Global Resources 14%
44
RJ-ONN-2005/3
40% (40%)
GSPC (Operator) 60%
45
A A-ONN-2009/4
50% (50%)
OIL(Operator) 50%
46
CY-OSN-2009/2
50% (50%)
OIL 50% (Operator)
47
A A-ONN-2010/2
30% (30%)
OIL -40%, GAIL-20%, EWP-10%
48
A A-ONN-2010/3
40%(40%)
OIL-40%, BPRL-20%
341
*
**
***
PI - Participating Interest
Approval towards assignment of PI is awaited from GoI
There is no change in previous year details unless otherwise stated.
Abbreviations:- APGIC- AP Gas Infrastructure

Corporation Ltd, AWEL- Adani Wels pun Exploration
Ltd, BGEPIL- British Gas Exploration and Production
India Ltd, BPRL- Bharat Petro Resources Ltd, , CEHLCairn Energy Hydrocarbons Ltd, CIL- Coal India Ltd,
ENI- Ente Nazionale Idrocarburi, Ensearch- Enserach,
EOL- Essar Oil Ltd., GAIL- Gas Authority of India Ltd, ,
GSPC- Gujarat State Petroleum Corporation Ltd, HEPI43.2
Hardy Exploration and Production India Ltd, andand,

HOEC- Hindustan Oil Exploration Company Ltd, , IOCIndian Oil Corporation Ltd, , NTPC- National Thermal
Power Corporation Ltd, OIL- Oil India Ltd, , VILVideocon Industries Ltd, RIL- Reliance Industries Ltd,
ROPL- Rav va Oil (Singapore) Private Ltd, , TPL- Tata
Petrodyne Ltd.
List of the blocks surrendered during the year are given below:
Sl. No.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
Joint Ventures / PSCs

NEC-DWN-2002/2
KK-DWN-2002/2
CY-ONN-2004/1
PR-ONN-2005/1
GV-ONN-2005/3
KG-OSN-2005/1
KG-OSN-2005/2
KG-DWN-2005/1
PA-ONN-2005/1
MB-OSN-2005-5
MB-OSN-2005-6
KK-DWN-2005/2
AN-DWN-2009/18
KG-DWN-2009/1
CY-DWN-2004/3
A A-ONN-2001/3
A A-ONN-2005/1
A A-ONN-2001/4
A A-ONN-2002/4
CY-PR-DWN-2004/1
AN-DWN-2009/13
RJ-ON/6 Development phase
342
(refer Note 41.3.5)
Company's PI *
100% (100%)
80% (80%)
80% (80%)
80% (80%)
80% (80% )
60% (60%)
80% (80%)
70% (70%)
100% (100%)
70% (70% )
80% (80% )
90% (90%)
60%(60%)
45%(45%)
70% (70%)
85% (85%)
60% (60%)
100% (100%)
90% (90%)
70% (70%)
80% (80%)
30% (30%)
43.3. The Financial position of the JV/NELP blocks are as under :

No. of Jvs/
NELP Blocks
Particulars
(` in million)
Assets
Liabilities
Income
Expenditure
Profit / (-) Loss

before tax
NELP
Block-100% PI*
16
(19)
30,348.05
(37,773.90)
233.14
(341.84)
0.17
(96.45)
24,557.43
(20,154.93)
-24,557.26
(-20,058.48)
Blocks with
other partners
48
(67)
93,976.40
(103,668.42)
46,927.57
(44,450.57)
1,46,952.80
(182,462.92)
1,08,133.48
(142,405.71)
38,819.32
(40,057.21)
Surrendered
70
(49)
4,680.45
(5,209.85)
12,369.44
(9,565.83)
276.54
(0.37)
12,024.63
(2,045.23)
-11,748.09
(-2,044.86)
59,530.15 1,47,229.51
(54,358.24) (182,559.74)
1,44,715.54
(164,605.87)
2,513.97
(17,953.87)
Total
134
(135)
1,29,004.90
(146,652.16)
43.3.1
The financial statements of 117 (previous year 124)

out of 134 (previous year 135) JVs/NELP have
been incorporated in the accounts to the ex tent of
Companys par ticipating interest in assets,
liabilities, income, expenditure and profit / (loss)
before ta x on the basis of statements certified in
accordance with production sharing contract and in

respect of balance 17 (previous year 11) JVs/NELP,
the figures have been incorporated on the basis of
uncer tified statements prepared under the
production sharing contracts. Both the figures have
been adjusted for changes as per Note No. 2.2.j
The financial positions of JV/NELP are as under:

No. of JVs/
NELP Blocks
43.3.3
Assets
Liabilities
Income
Expenditure
Profit / (-) Loss

before tax
Audited
117
(124)
1,21,162.67
(145,807.09)
48,412.46
(51,823.77)
1,34,036.87
(182,255.94)
1,32,756.44
(163,656.37)
1,280.43
(18,599.58)
Unaudited
17
(11)
7,842.23
(845.07)
11,117.69
(2,534.46)
13,192.64
(303.79)
11,959.10
(949.50)
1,233.54
(-645.71)
1,29,004.90
(146,652.16)
59,530.15
(54,358.23)
1,47,229.51
(182,559.73)
1,44,715.54
(164,605.87)
2,513.97
(17,953.87)
Total
43.3.2
(` in million)
134
(135)
In respect of 3 NELP blocks (previous year 12)

which have expired as on 31st March, 2015, the
Companys share of Unfinished Minimum Work
Programme (MWP) amounting to `820.40 million
(previous year to `18,014.12 million) has not been
provided for since the company has already
applied for further extension of period in these
blocks as excusable delay/ special dispensations
citing technical complexities, within the extension
policy of NELP Blocks, which are under active
consideration of GoI. The delays have occurred
generally on account of pending statutor y
clearances from various Govt. authorities like
Ministry of Defense, Ministry of Commerce,
environmental clearances, State Govt. permissions
etc. The above MWP amount of `820.40 million
(previous year `18,014.12 million) is included in
MWP commitment under note no. 46.1.2.
As per the Production Sharing Contracts signed
Name of the Block
PI
43.3.4
by the Company with the GoI, the Company is

required to complete Minimum Work Programme
(MWP) within stipulated time. In case of delay in
completion of the MWP, Liquidated Damages (LD) is
payable for extension of time to complete MWP.
Further, in case the Company does not complete
MWP or surrender the block without completing the
MWP, the estimated cost of completing balance
work programme is required to be paid to the GoI.
During the year LD amounting to (net of reversal)
`24.08 million (Previous year `245.65 million) and
cost of unfinished MWP (net of reversal) `1,420.64
million (Previous year (net of reversal) `(-) 59.14
million), paid/payable to the GoI is included in
survey and wells written of f expenditure.
The company had acquired Participating Interest (PI)
of British Gas Exploration & Production India Ltd
(BGEPIL) in the following blocks, effective from the
following dates as approved by the board of directors.
Date of Transfer of PI
KG OSN 2004/1
45%
25.11.2011
KG DWN 98/4
30%
18.05.2011
MN DWN 2002/2
25%
01.12.2011
343
43.3.5
43.4
British Gas has agreed to pay a lump sum amount

of USD 50 Million, towards full and final set tlement
of carry costs/cash calls due in all the above
blocks, subject to government approval for
transfer of PI in all the above blocks. Since the
government approval in respect of MN DWN
2002/2 is pending, no adjustment is made in the
accounts towards the lump sum amount due as
above.
The company has relinquished 30% Participating
Interest (PI) in SGL Field with future interest in
block RJ-ON/6 Jaisalmer Basin Rajasthan to
Focus Energy Ltd (Operator), on condition that

Focus Energy Ltd (Operator) to pay towards 100%
past royalt y obligation, PEL/ML fees, other
statutory levies and waive of f of development/
Production costs payable by ONGC in SGL Field
of the block as well as take all future 100% royalty
obligation of ONGC as licensee and also not
exercise its option of acquiring 30% PI in two gas
discoveries namely SSG-1 and SSF-2 in Block.
Pending farm out agre ement/government
approval, no adjustment is made in the accounts
in respect of relinquishment of RJ-ON/6.
Company's share in Joint Ventures (Outside India) through Subsidiary - OVL

Sl. Name of the Project and
No. Country of Operation
Company's
participating
share (%)
45%
Other
Consortium
Members
TNK Vietnam
B.V. -35%,
Petrovietnam - 20%
Operator
Status
TNK Vietnam B.V.
The project is under

development and
production
Block 06.1 Vietnam, Of fshore
Block 2a, 2b & 4, GNPOC.

Sudan, (Through ONGC Nile
Ganga B.V.)
25%
CNPC - 40%
Petronas - 30%
Sudapet - 5%
Joint Operatorship
(GNPOC)

production.
Block 1a, 1b, & 4, GPOC

South Sudan, (Through ONGC
Nile Ganga B.V.)
25%
CNPC - 40%
Petronas - 30%
Nilepet - 5%
Joint Operatorship
(GPOC)

production.
Currently under temporary
shutdown due to security
situation.
Block 5A South Sudan,

Onshore
24.125%
Petronas - 67.875% Joint Operatorship

Nilepet - 8%
(SPOC)

exploration, development and
production. Currently under
temporary shutdown due to
security situation.
Sakhalin -1 Project, Russia,

Of fshore
20%
ENL - 30%
SODECO - 30%
SMNG - 11.5%
R N Astra 8.5%
ENL

development and production
AFPC Project Syria, Onshore

(Through ONGC Nile
Ganga B.V.)1
38.75%
Fulin 50%
Mit tals 11.25%
SSPD

production. Currently under
temporary shutdown due to
security situation.
MECL Colombia, Onshore

(Through ONGC Amazon
Alaknanda Limited)
50%
Sinopec 50%
Joint Operatorship

exploration, development
and production
Block BC-10 Brazil, Of fshore

(Through ONGC Nile Ganga
2
B.V.)
27%
Shell 73%
Shell

OOO Imperial Frac Service

(Through Imperial Energy Ltd)
50%
Mr. Vladimir
Aleksandrovich
Borisov 50%
ONGC Videsh
The company provides

Fraccing Services
CVP- 60%
Joint Operatorship

10 San Cristobal Project Venezuela, 40%

Onshore (Through ONGC Nile
Ganga B.V.)
344
Sl.
No.
Name of the Project and

Country of Operation
11
Block A-1 Myanmar, Of fshore
Company's
participating
share (%)
17%
12
Block A-3 Myanmar, Of fshore
17%
13
Farsi Block Project Iran, Of fshore
40%
14
Block X XIV Syria, Onshore
60%
IPRMEL - 25%
Triocean-15%
IPR MEL
15
Khar toumPor t Sudan Pipeline

Project Sudan, Onshore
90%
OIL 10%
ONGC Videsh
16
Block RC-8 Colombia, Of fshore
40%
ONGC Videsh
17
50%
Ecopetrol - 40%
Petrobras 20%
Ecopetrol - 50%
Ecopetrol
18
50%
Ecopetrol - 50%
ONGC Videsh
19
25%
Petrobras- 75%
Petrobras
50%
Sinopec 50%
21
Block BM-SEAL-4, Brazil, Offshore

(Through ONGC Nile Ganga B.V)
Block LLA - 69, Colombia,
Onshore (Through MECL)
Block SSJN-7 Colombia, Onshore
50%
Pacific - 50%
Joint
Operatorship
Pacific
22
Block CPO-5 Colombia, Onshore
70%
Petro Dorado 30%
ONGC Videsh
23
SHWE Of fshore Pipeline Project,

Myanmar, Of fshore
17%
Daewoo
24
Onshore Gas Pipeline Project

(SEAGPCL), Myanmar, Onshore
(Through ONGC Nile Ganga B.V.)
8.35%
25
Carabobo Project, Venezuela

Onshore (Through Carabobo
One AB)
Satpayev Contract Area 3575,
Kazakhstan, Of fshore
Azeri, Chirag, Guneshli fields
Azerbaijan, Of fshore
11%
Daewoo 51%
KOGAS 8.5%
GAIL 8.5%
MOGE 15%
CNPC-SEAP 50.90%
Daewoo 25.04%
KOGAS 4.17%
GAIL 4.17%
MOGE 7.37%
CVP - 71%
Repsol Exp-11%
INDOIL-7%
KMG 75%
20
26
27
25%
2.72%
Other
Consortium
Members
Daewoo 51%
MOGE- 15%
KOGAS 8.5%
GAIL 8.5%
Daewoo 51%
KOGAS 8.5%
GAIL 8.5%
MOGE- 15%
IOC 40%
OIL 20%
Operator
Status
Daewoo

production.
Daewoo

production.
ONGC Videsh
The project s exploration

period ended on 24 Sept
2009. Agreement on MDP
and Development service
contract is pending.
IPRMEL the Operator
declared Force Majeure
ef fective 29 April 2012
The pipeline has been
completed and is under
lease.
exploration
exploration
exploration
exploration
exploration
exploration
exploration
Pipeline is completed and
is under use for
transpor tation of gas from
Blocks A1/A3, Myanmar
operation.
CNPC-SEAP
Joint
operatorship
SOLLP
BP - 35.79%
BP
SOCAR - 11.65%
Chevron - 11.27%
Inpex - 10.96%
Statoil - 8.56%
Ex xon-Mobil - 8.00%
TPAO - 6.75%
Itochu - 4.30%

development and
production.
Exploration
development and
production
345
Sl. Name of the Project and

No. Country of Operation
Company's
participating
share (%)
28
BTC Pipeline Azerbaijan, Onshore

(Through ONGC (BTC))
2.36%
29
Block Area 1, Mozambique

Of fshore3
16.00%
30
45.00%
32
Block SS 04, Bangladesh,

Of fshore
Block SS 09, Bangladesh,
Of fshore
Block B2, Myanmar, Onshore
97.00%
33
Block EP3, Myanmar, Onshore
97.00%
31
45.00%
Other
Consortium
Members
BP - 30.1%
SOCAR - 25%
Chevron - 8.9%
Statoil - 8.71%
TPAO - 6.53%
Eni - 5%
Total - 5%
Itochu - 3.40%
Inpex - 2.5%
Conoco Philips - 2.5%
Anadarko- 26.5%
Mitsui-20%
Cove Energy-8.5%
BPRL-10%
OIL-4%
ENH-15%
OIL-45%
BAPEX-10%
OIL-45%
BAPEX-10%
Machinery and Solutions
Company Ltd. - 3%
Machinery and Solutions
Company Ltd. - 3%
Abbreviations used: CNPC China National Petroleum

Corporation; CNPC-SEAP-CNPC South-East Asia
Pipeline Co Ltd; CVP Corporacion Venezolana Del
Petroleo S.A.; Daewoo Daewoo International
Corporation; ENL Ex xon Nef tegas Limited; Fulin Fulin
Investments Sarl; GAIL GAIL (India) Limited; GNPOC Greater Nile Petroleum operating Company; GPOC Greater Pioneer Operating Company; SPOC - Sudd
Petroleum Operating Company;IOC Indian Oil
Corporation Limited; INDOIL- Indoil Netherlands B.V.;
IPRMEL IPR Mediterranean Exploration Limited; KMG
KazMunayGas; KOGAS Korea Gas Corporation; B.V;
Mit tals Mit tal Investments Sarl; MOGE- Myanmar Oil
and Gas Enterprise; Nilepet - Nilepet Limited, South
Sudan; OCL ONGC Campos Ltda.. OIL Oil India
Limited; Pacific - Pacific Stratus Energy, Colombia;
Petrobras Petroleo Brasileiro S.A.; Petro-Dorado Petro-Dorado South America S.A.; Petronas Petronas
Carigali Overseas Sdn Bhd; Petronas Ve: PC Venezuela
Ltd; Petrovietnam Vietnam Oil and Gas Group; Repsol
Repsol YPF Cuba SA; Repsol Exp- Repsol Exploracion
S.A.;
SEAGPCL South East Asia Gas Pipeline
Company Ltd.; Shell Shell Brazil Ltda; Sinopec
Sinopec Overseas Oil and Gas Limited; SMNG
Sakhalinmornef tegas Shelf; SODECO Sakhalin Oil
346
Operator
Status
BP

operation
Anadarko

development
ONGC Videsh

exploration
exploration
exploration
exploration
ONGC Videsh
ONGC Videsh
ONGC Videsh
Development Company Limited; SOLLP Satpayev

Operating Company LLP (100% subsidiary of KMG);
SSPD: Syria Shell Petroleum Development B.V.; Sudapet
Sudapet Limited; Triocean: Tri-Ocean Mediterranean;
SOCAR: State Oil Company of Azerbaijan Republic;
TPAO - Turkish Petroleum Corporation; BREML - Beas
Rovuma Energy Mozambique Ltd; ENH - Empresa
Nacional De Hidrocarbonates, E.P;
BAPEX Bangladesh Petroleum Exploration & Production
Company Limited
1.
ONGC Videsh has ef fectively 38.75% interest in
Himalaya Energy Syria B.V. (HESBV) with Mit tals and
Fulin ef fectively holding 11.25% and 50% interest
respectively. HESBV, through its subsidiaries, holds
33.33%, 37.5% and 36% interest in Ash Sham (including
deep and lateral) concession, Deir-Ez-Zor and AnnexureIV (including deep and lateral) concessions and a gas
utilization agreement in Syria; the balance interest in the
concessions being held by SSPD- the Operator.
2.
In case of Block BC-10 Brazil, Of fshore additional 12%
stake was acquired on 30th December 2013.
3.
In case of Area 1 of fshore Block, Mozambique, 10% is
directly held by ONGC Videsh Ltd. and 6% through
subsidiary BREML. Oil India Limited holds 4% PI through
BREML.
43.5
Company's share in Joint Ventures through subsidiary OVL

The Company, its Subsidiaries and the Joint Venture Companys share of assets, liabilities, income and expenses
in the Joint Ventures as furnished by the Operator has been incorporated in the financial statements as given
below:
(` in million)
Project
Asset
Liabilities
Income
Expenditure*
(Including
depreciation)
Profit/(-)
Loss
before Tax
6,821.46
2,072.54
8,006.48
6,469.14
1,537.34
A. Audited as of 31st March, 2015

Block 06.1, Vietnam
Farsi Block, Iran
0.37
(7.87)
9.33
(9.33)
27,165.45
5,459.29
16,403.28
10,829.59
5,573.69
173.16
7.06
298.99
276.61
22.38
BREML, Mozambique
22,082.06
38,475.29
861.47
(861.47)
Petro Carabobo, Venezuela**
15,069.89
2,049.48
1,403.13
(1,041.80)
2,444.93
Block 2a, 2b & 4, Sudan
27,494.55
7,117.59
23,841.52
10,904.56
12,936.96
7,048.42
49.97
644.61
644.61
MECL, Colombia
LLC Imperial Frac Service-Jarpeno
Block 1a, 1b, & 4, South Sudan

Block BC-10 & Exploratory Blocks, Brazil
52,816.52
33,331.50
26,633.59
14,151.49
12,482.10
PIVSA (San Cristobal), Venezuela
26,331.77
58,291.54
19,005.19
13,000.97
6,004.22
5,863.16
611.45
1,968.96
1,383.67
585.29
Pipeco 1 onshore Project, Myanmar(SEAGP)

Tamba B.V.
28,500.32
7,171.50
3,269.50
13.44
3,256.06
AFPC, Syria
60.46
2.70
0.38
3,744.80
(3,744.42)
Block SS-04, Bangladesh
13.07
4.62
40.40
(40.40)
Block SS-09, Bangladesh
12.71
4.62
31.49
(31.49)
3.47
2,147.95
11.95
118.07
(106.12)
Sudan Pipeline,
OVL's Share (90%)
B. Audited as of 31 December, 2014
Sakhalin 1 Russia
1,98,723.54
73,382.12
63,959.95
39,744.86
24,215.09
Block RC-8, Colombia
0.54
10.51
0.01
(481.30)
481.31
0.33
0.03
(570.51)
570.54
0.24
(0.04)
0.15
93.92
(93.77)
1,691.78
0.37
(563.85)
564.22
Block A-1, Myanmar
15,166.97
2,712.11
6,510.03
2,666.58
3,843.45
Block A-3, Myanmar
4,072.13
159.41
2,032.41
1,062.48
969.93
SHWE Of fshore Pipeline Myanmar
1,811.01
25.01
1,591.81
478.95
1,112.86
181.05
528.47
19.74
(19.74)
15.49
0.31
109.27
(108.96)
1,64,272.22
581.49
790.20
(790.20)
10,103.68
263.08
583.48
(583.48)
CPO 5 Block, Colombia

C. Unaudited
Block X XIV, Syria

Block SSJN-7, Colombia
Block Area 1, Mozambique
Block 5A, South Sudan
Satpayev Block, Kazakhstan
ACG, Azerbaijan
Grand Total
4,893.74
65.18
903.55
(903.55)
52,701.79
6,245.16
10,257.08
11,538.43
(1,281.35)
6,73,075.86 2,40,777.21 1,85,839.73
1,17,169.03
68,670.71
347
*Represents expenditure as per joint venture

statement. In the accounts of the Company, the
amount is reflected af ter net ting of f as per the
Accounting Standard (AS) 27 viz. Financial
Reporting of interests in Joint Ventures.
** Excludes signature bonus paid by Subsidiary
and classified under capital work-in-progress
43.5.1 The OVLs share of The Companys share of
assets, liabilities, income and expenses has been
converted into the reporting currency at the
average exchange rate over the period for which
the details are provided by the Operators.
Generally the details are provided by the operators
on monthly basis except in respect of Sakhalin-1,
Russia, where the details are provided by the
Operator on quarterly basis.
43.5.2 Block 5A, Blocks 1,2 &4 in Republic of South Sudan
ONGC Videsh has 24.125% participating interest
in Block 5A, South Sudan. The project is jointly
operated by the partners Petronas Carigali Nile
Ltd, ONGC Videsh Limited and Nilepet, the
national oil company of South Sudan.
In view of security situation due to internal conflict
in the country all petroleum operation in Block 5A
is temporarily shut down from 22nd December
2013. However, recently ceasefire agreement has
been signed by the warring parties and the
negotiations are in progress under the mediation
of African Union and Inter Government Authorities
on Development (IGAD). All actions are taken by
the partners to resume production swif tly on
security clearance by the host government.
43.5.3 AFPC, Syria
ONGC Nile Ganga BV (ONGBV) and Fulin
Investments Sarl, a subsidiary of China National
Petroleum Company International (CNPCI), hold
50% shareholding each in the Dutch joint venture
company, Himalaya Energy Syria B.V. (HESBV).
HESBV in turn through three German entities viz.
HES Ash Sham GmbH, HES Deir Ez Zor GmbH
and HES Gas Syria GmbH holds 33.33% to 37.5%
Participating Interest (PI) in four Production
Sharing Contracts (PSCs) in Syria. The Syria

business for the above PSC of ONGBV is structured
as separate class of business (Class C).
Ef fective 1st December 2011, Al Furat Petroleum
Company (AFPC) an Operating Company jointly
held by the Syria Shell Petroleum Development B.V.
(SSPD) a company acting as an operator for the
Contractor and HESBV (collectively the Contractor)
and General Petroleum Company (GPC), Syria,
which represents Government of Syria in the
Operating Company, were included in the list of
sanctioned enterprises by the European Union
(EU) as part of the strengthening of the sanctions
on Syria. Due to the sanctions, HESBV, as an EU
company, has been forbidden to directly or
indirectly make funds or resources available to or
for the benefit of AFPC and GPC.
On the 16th May 2012, the Syrian court (the 1st
degre e cour t) ruled in favour of single
management, provided that Contractor will be kept
informed of all transactions. In addition the court
considered that Contractors share of profits should
be set aside in a separate bank account. AFPC
Chairman
appealed for three motives (i) to
challenge the above t wo cour t-determined
measures that allows Contractor to monitor the
Chairman's powers; (ii) to exercise all powers
required for running AFPC and solely operate the
bank accounts;
and (iii) to challenge the
requirement to set aside profits. On 28th of
November, 2012, the Court of appeal in Syrian Court
rejected the appeal of the Chairman. As a result, the
first degree court judgment became final.
An impairment provision of `3,741.69 million has
been made in respect of AFPC, Syria in view of the
prevailing geo-political situation in the country and
uncertainty about resumption of production.
43.6
Jointly Controlled Entities:
43.6.1 Group ownership interests in Jointly Controlled
Entities are as mentioned in Note 3.B.
43.6.2 The Groups share in assets, liabilities, income,
expenses, contingent liabilities and capital
commitments of Jointly Controlled Entities:
(` in million)
Particulars
i) Assets
Fixed Assets
Other Non Current Asset
Deferred Ta x Assets
Current Asset
ii) Liabilities
Long Term Borrowings
Other Non Current liabilities and provisions
Current liabilities and provisions
iii) Income
iv) Expenses
v) Contingent liabilities
vi) Capital commitments
348
As at 31.03.2015
As at 31.03.2014
135,029.84
12,915.11
548.63
12,507.61
136,977.47
19,929.43
256.91
15,196.41
100,767.71
7,007.21
1,605.53
30,966.17
64,299.22
66,169.29
13,217.04
12,156.07
112,760.66
7,431.17
896.72
28,271.87
52,520.52
50,824.14
8,868.61
18,372.56
44
Disclosure under Accounting Standard 28

and Guidance note on Accounting for Oil and
gas pr oducing Activities (Revised) on
Impairment of Assets
44.1
The Company is engaged mainly in the business

of oil and gas exploration and production in Onshore and Of fshore. In case of onshore assets, the
fields are using common production/
transpor tation facilities and are suf ficiently
economically interdependent to constitute a
single cash generating unit (CGU). Accordingly,
impairment test of all onshore fields are performed
in aggregate of all those fields at the Asset Level. In
case of Of fshore Assets, a field is generally
considered as CGU except for fields which are
developed as a Cluster, for which common
facilities are used, in which case the impairment
testing is performed in aggregate for all the fields
included in the cluster.
44.2
The Value in Use of producing/developing CGUs

is determined under a multi-stage approach,
wherein future cash flows are initially estimated
based on Proved Developed Reserves. Under
circumstances where the further development of
the fields in the CGUs is under progress and where
the carrying value of the CGUs is not likely to be
recovered through exploitation of proved
developed reserves alone, the Proved and
probable reserves (2P) of the CGUs are also taken
for the purpose of estimating future cash flows. In
such cases, full estimate of the expected cost of
evaluation/development is also considered while
determining the value in use.
44.3
In assessing value in use, the estimated future

cash flows from the continuing use of the assets
and from its disposal at the end of its useful life are
discounted to their present value. The present
values of cash flows are determined by applying
discount rates of 19.71% (previous year 19.10 %)
for Rupee transactions and 13.89% (previous year
13.00 %) for crude oil and value added products
revenue, which are measured in USD. Future cash
inflows from sale of crude oil and value added
products are computed using the future prices, on
the basis of market-based average prices of the
Dated Brent crude oil as per assessment by
Plat ts Crude Oil Market wire and its co-relations
with benchmark crudes and other petroleum
products. Future cash flows from sale of natural
gas is also computed based on the expected
future prices on the basis of the notification issued
by the Government of India and discounted
applying the rate applicable to the cash flows
measured in USD in view of the new pricing
guidelines issued by GoI.
44.4
During the year `2,136.53 million (Previous Year

`1,025.48 million) is provided as impairment loss.
Out of this, an amount of `380.89 million (Previous
Year `355.97million)has been provided as
additional impairment in respect of onshore CGUs
Jodhpur and Silchar. `146.40 million(Previous
Year ` 69.05 million) has been provided for
already impaired of fshore CGU- Ratna. For B 121
an amount of `49.73 million (Previous Year
`20.09 million) has been provided as additional
impairment. In addition, `367.91 million (Previous
Year ` 30.42 million) pertaining to block CY-OS90/1 (PY-3) has been provided as presently the
field does not have any potential to produce. An
amount of `1,025.81 million (Previous Year `79.40
million) mainly represents additional impairment
charge in respect of certain onshore Pre- NELP
joint venture blocks (RJ ON 6, CB ON 2 and CB ON
3) due to adjustment of cost recovery from
revenue and sharing of 100% royalty. Balance
amount of `73.38 million, `91.14 million (previous
year `15.90 million) and `1.27 million has been
provided for Ankleswar, Hazira Plant and Retail
Trading respectively.
44.5
Further, ` 201.88 million (Previous Year `806.08

million impairment losses has been reversed
because of decrease in Abandonment cost
estimation in respect Offshore CGU D-18 and Tapti.
44.6
Impairment testing of assets under exploratory

phase (Exploratory Wells in Progress) has been
carried out as on 31.03.2015, and an amount of
has been provided during the year 2014-15 as
impairment loss. Fur ther, `1,203.24 million
(Previous Year Nil) impairment loss has been
reversed in the Statement of Profit and Loss as
exploratory phase assets have been transferred
to producing properties.
44.7
The following 2P reserves for the respective CGU

considered as a basis for the impairment
assessment:Name of the CGU
G1-GS 15
Jodhpur Onshore Asset
Silchar Onshore Asset
RJ-ON-06 (Pre NELP
PSC Block)
CB-ON-02 (Pre NELP
PSC Block)
Cluster B-193
Cluster B-22
Quantity of Reserves
used for Impairment
Assessment (in MMT)
4.12
2.09
1.20
1.05
0.09
9.12
5.42
349
44.8
The subsidiary Company, OVL has assessed

indicators for impairment and carried out
impairment test in respect of Cash Generating
Units (CGUs) based on value in use method as on
31st March, 2015 where indicators were observed.
However, no impairment in any of the CGU, except
AFPC, Syria, was required since the value in use of
the CGUs is higher than their respective carrying
value. In respect of the projects Imperial Energy
Russia, GPOC South Sudan, Block 5A South
Sudan, BC-10 Brazil, San Cristobal Venezuela,
MECL Colombia, GNPOC Sudan, Carabobo
Venezuela, ACG Azerbaijan and Sakhalin Russia,
operations are carried out with common
production and transportation facilities, catering
the various fields in the project which are
suf ficiently economically interdependent and
hence constitute a single cash generating unit for
the purposes of Accounting Standard 28 (AS-28) Impairment of Assets and impairment test is
performed in aggregate for all the fields in the
respective project.
Due to the ongoing political turmoil in Syria, the
Company has made a provision for impairment of
the net carrying value amounting to USD 61.18 Mn
(` 3,741.69 Mn) in respect of the project AFPC,
Syria. There is no impairment in any other CGUs

based on impairment test carried out by the said
Company.
The following 2P reserves for the respective CGU
considered as a basis for the impairment
assessment:Projects (CGU)
Proved and
Probable
Reserves
(MMT)
BC -10, Brazil
9.988
San Cristobal, Venezuela
9.808
MECL, Colombia
4.429
Block 5A, South Sudan
6.308
GNPOC, Sudan
9.726
GPOC, South Sudan
6.366
Carabobo, Venezuela
7.620
Sakhalin-I, Russia
106.647
ACG, Azerbaijan
16.770
Imperial Energy, Russia
103.457
44.9
The subsidiary Company, OVL acquired Imperial Energy during 2008-09. A provision for impairment of ` 19,786.86
million was made in financial year 2011-12 on the basis of Impairment test. The Carrying value of the CGU Imperial
Energy, Russia as on 31st March 2015 is ` 71,297.72 million. The Company carries out impairment test on annual
basis based on the latest information available in respect of production profile, capex etc.Imperial Energy has
undertaken to test new technology with a view to augment the recovery of oil and gas reserves, the preliminary
results of which are encouraging.The Company has carried out impairment test during the year based upon the
existing technology. As per the impairment test conducted by the Company, Value in Use exceeded Carrying Value
of assets indicating no impairment for the year.
45
Disclosure under Accounting Standard - 29 on "Provisions, Contingent Liabilities and Contingent Assets":
Movement in Provisions - Abandonment liability & others.
For Court cases, arbitration and others, where the timing of expected out flows is upon set tlement of the
proceedings and in case of provision for abandonment expected out flow af ter end of :
(` in million)
Particulars
Opening Balance
Add: Provision made during the year
Others
2014-15
2013-14
2014-15
2013-14
274,690.42
207,692.12
3,288.95
1828.77
27,999.86
69,351.54
1,184.59
1,490.43
4,080.74
2,353.23
121.58
30.25
298,609.54
274,690.42
4,351.96
3,288.95
Less: Provision writ ten back/reclassified/

reduction during the year
Closing Balance
350
46
46.1
46.1.1
46.1.2
46.2
Disclosures under Schedule III to the Companies Act, 2013:

Capital Commitment not provided for:Estimated amount of contracts remaining to be executed on capital account:i. In respect of Company - `266,494.43 million (Previous year `260,496.14 million).
ii
In respect of Joint Ventures - `3842.99 million (Previous year `27,708.70 million).
Estimated amount of Minimum Work Programme (MWP) commit ted under various Production Sharing
Contracts:i) In respect Nominated Blocks Nil (Previous year `441.59 million).
ii) In respect of NELP blocks in which the Company has 100% participating interest `3,000.14 million (Previous
iii) In respect of NELP blocks in Joint Ventures, companys share - `32,705.26 million (Previous year
`62,247.39 million).
Contingent Liabilities:
Claims against the Company/ disputed demands not acknowledged as debt:Sl. Particulars
No.
I)
in respect of Group & Joint Venture Entities:

i. Income ta x mat ters
ii. Excise Duty mat ters
iii. Custom Duty mat ters
vi. Royalty
v. Cess
vi. Sales Ta x
vii. Octroi
viii. AP Mineral Bearing Land (Infrastructure) Cess
ix Specified Land Ta x (Assam)
x. Claims of contractors in Arbitration/Court.
xi. In respect of other mat ters
xii. Service Ta x
xiii. EPF
Sub Total (I)
II) in respect of unincorporated Joint Ventures :
i. Income ta x mat ters
ii. Excise Duty mat ters
iii. Custom Duty mat ters
iv. Cess
v. Sales Ta x
vi. Claim of GoI for additional profit petroleum
vii. Claims of contractors in Arbitration/Court
viii. Service Ta x
ix. in respect of other mat ters
Sub Total (II)
Total (I+II)
(` in million)
As at
31st March, 2015
As at
31st March, 2014
92,708.08
8,888.13
1,044.01
117,738.83
6.57
24,809.39
205.52
2,371.76
3,863.05
74,424.80
83,109.13
59,289.55
66.35
468,525.17
63,951.09
9,702.14
2,319.33
117,301.90
6.57
46,118.72
68.54
2,211.27
3,528.89
55,814.99
73,906.78
53,768.09
66.35
428,764.66
8.91
4.17
1,473.86
2,649.82
4,935.93
420.97
230.02
888.99
10,612.67
479,137.48
8.91
4.17
3,798.73
2,649.81
4,732.63
363.31
230.02
854.74
12,642.32
441,406.98
351
46.2.1 The Groups pending litigations comprise of claims

against the Group and proceedings pending with
Ta x/Statutory/Government Authorities. The Group
has reviewed all its pending litigations and
proceedings and has made adequate provisions,
wherever required and disclosed the contingent
liabilities, wherever applicable, in its financial
statements. The Group does not expect the
outcome of these proceedings to have a material
impact on its financial position. Future cash
out flows in respect of the above are determinable
only on receipt of judgments/decisions pending
with various forums/authorities.
46.2.2 Apart from above Group share of contingent
liabilities in respect of Associates company PHL is
of `198.30 million (previous year `185.16 million) .
46.2.3 In addition, in respect of the subsidiary company,
OVL, liability for payment to contractual workers
for regularization of their services is pending with
labor court under civil suit. The amount of liability is
not ascertainable.
46.2.4 In respect of subsidiary company OVL, all known
contingent liabilities have been indicated. The
contingent liabilities, if any, in respect of joint
ventures, where the Company is the non-operator
are not ascertainable except Sakhalin-1 where the
Operator has intimated that the status of
contingent liability is Nil.
46.2.5 In terms of the statutory provisions of Oilfields
(Regulation and Development) Act, 1948 (ORDA),
Petroleum & Natural Gas (PNG) Rules 1959 and
Notifications issued thereunder; the Company is
liable to pay royalty to Central Government (GoI)
and State Governments, on production of Crude
Oil and Natural Gas from of fshore fields and
onshore fields, respectively. Since 2008-09, the
Company has been paying royalty on crude oil at
realized price which is net of under-recovery of the
OMCs shared by the Company as per GoI
directives. On an application filed by the State of
Gujarat, the Honble High Court of Gujarat in its
order dated 30.11.2013 has directed the Company
to pay the short fall of royalty on crude oil
produced from the onshore fields in the State of
Gujarat on pre-discount prices from 01.04.2008
onwards. Based on the Special Leave Petition filed
by the Company against the said order of the
Honble High Court of Gujarat, pending further
orders, Honble Supreme Court vide order dated
13.02.2014 stayed the operation of the impugned
judgment subject to the condition that the
company pays royalty to the State of Gujarat on
pre-discounted price of crude oil w.e.f. 01.02.2014
onwards. Accordingly, dif ferential amount of
`117,242 million (reduced to the extent `16,440
million which is paid to Gujarat Govt.- refer Note No.
32.4) on this account for the period from April, 2008
to March, 2015 (`116,326.96 million as on
46.2.6
46.2.7
46.2.8
46.2.9
352
31.03.2014) has been considered as Contingent

Liability. Pending the final outcome of the SLP filed
before the Honble Supreme Court, dif ferential
royalty (royalty on pre-discount price minus royalty
on post-discount price) amounting to `21,067.60
million deposited w.e.f. February, 2014 (`2,092.23
million as on 31.03.2014) in terms of Honble
Supreme Court order has been shown as deposit.
In respect of joint venture company, Petronet MHB
Limited, there are 128 cases (previous year
127 cases) regarding enhancement of land
compensation pending with Karnataka High Court
against Order of Principal Judge Bangalore Rural
District Court. All cases filed by landowner at
various stage of proceedings and hence no
provision is envisaged.
In respect of joint venture company, Petronet MHB
Limited, party Petronet India Ltd (PIL) has
initiated Arbitration proceedings for recovery of
their Operationalization Fees of `11.30 million
(Group share `3.25 million). The company has
contested the liability on this account.
In respect of joint venture company, Mangalore
SEZ Limited, is in possession of 2.47 acres of land
in exchange for equivalent quantum of forest land
from the Gov t of Karnatka, Forest Department, vide
agreement dated 7th December, 2011 on lease for
period of 20 years. A sum of `1.14 million has been
paid towards compensatory af forestation to MoEF
as per their demand and included in development
of land. The MoEF has revised the fair value of
af forestation already fixed by it which is being
contested by the state gov t before supreme court
for its decision. As the amount in respect of
dif ferential value, if any which the company has
agreed to pay to KIADB is not determinable, no
provision could be made by the company.
Performance Guarantees executed under the
contracts:
i.
The Company has given an undertaking to
State bank of India (SBI), for an additional
funding up to `2,223.50 million (previous
year `2,234.00 million) in respect of joint
venture company ONGC Tripura Power Co.
Limited (OTPC) for cost overrun, if any.
ii.
The Company has given a Performance
Guarantee on behalf of Petro Carabobo
Ganga B.V. to Government of Venezuela in
respect of Carabobo 1 Project. The total
investment commitment is estimated at USD
1,154.75 Million (Previous Year USD 1,333.00
Million). The Company is confident that Petro
Carabobo Ganga B.V. will be able to honor its
obligations. The outstanding guarantee
obligation of the OVL was `72,333.54 Million
as at 31st March, 2015 (previous year
` 80,059.98 Million) The Company is
confident that Petro Carabobo Ganga B.V.
iii.
iv.
will be able to honor its obligations.

ONGBV has given counter guarantee to the
State Bank of India for the issue of
performance bonds in favour of Nigerian
National Petroleum Corporation, on behalf of
ONGC Mit tal Energy Limited, with a
ma ximum of 51% of the guaranteed
amounts. The outstanding guarantee
obligation of the company was USD 76.50
million (Previous year USD 76.50 million).
The outstanding guarantee obligation of the
company was `4,791.96 Million (USD 76.50
million) (previous year `4,594.59 Million
(USD 76.50 million) as at 31.03.2015.
The subsidiary Company, OVL has issued
Per formance Guarantee in respect of
46.3
concessionary contract for Block BC-10,

Brazil and Blocks BM-S-73 and BM-ES-42 on
behalf of ONGC Campos Ltda (OCL). The
Company is confident that OCL will be able to
honor its obligations.
v.
The subsidiary Company, OVL has given
per formance guarantee to ANP, the
regulatory authorit y in Brazil, favoring
ONGC Campos Ltda (OCL) for BC-10 Project
where OCL has a 27% participating interest
(previous year 15% PI) and Shell Brazil is the
operator.
Additional disclosure on Consolidated Financial
Statements under schedule-III of Companies Act,
2013
An onshore drilling rig in Karaikal; ONGC has produced 1,743 million metric tonnes of oil equivalent so far; drilled 4738
oil wells and 607 gas wells in Onshore;
353
Name of the entity
Parent :ONGC Limited
Subsidiaries
Indian
ONGC Videsh Limited
ONGC Mangalore Petrochemicals Ltd. (OMPL)
Foreign
ONGC Nile Ganga B.V. (A & B Class)
ONGC Campos Ltda.
ONGC Nile Ganga (Cyprus) Limited
ONGC Nile Ganga (San Cristobal) B.V.
ONGC Satpayev E&P B.V.
ONGC Caspian E&P B.V.
ONGC Nile Ganga B.V. C Class
ONGC Narmada Limited
ONGC Amazon Alaknanda Limited
Imperial Energy Limited
Imperial Energy Tomsk Limited
Imperial Energy (Cyprus) Limited
Imperial Energy Nord Limited
RK Imperial Energy (Kostanai) Limited
Freshspring Investments Limited
Nefsilius Holdings Limited
Biancus Holdings Limited
Redclif fe Holdings Limited
Imperial Energy Gas Limited
Imperial Frac Services (Cyprus) Limited
San Agio Investments Limited
LLC Sibinternef t
LLC Alliancenef tegaz
LLC Nord Imperial
LLC Imperial Trans service
LLC Rus Imperial Group
LLC Stratum
S No.
A
A.1
B
B.1
B.1.1
B.1.2
B.1.3
B.2
B.2.1
B.2.2
B.2.3
B.2.4
B.2.5
B.2.6
B.2.7
B.2.8
B.2.9
B.2.10
B.2.11
B.2.12
B.2.13
B.2.14
B.2.15
B.2.16
B.2.17
B.2.18
B.2.19
B.2.20
B.2.21
B.2.22
B.2.23
B.2.24
B.2.25
B.2.26
B.2.27

14.49
2.46
0.37
3.46
0.10
0.51
1.67
0.45
(0.11)
0.01
1.41
(3.03)
0.01
0.23
0.94
0.02
0.06
(0.02)
(0.08)
0.19
-
The Netherlands
Brazil
Cyprus
The Netherlands
The Netherlands
The Netherlands
The Netherlands
Nigeria
Bermuda
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Cyprus
Russia
Russia
Russia
Russia
Russia
Russia
70.81
As % of
Consolidated
Net Assets
63,475.28
1,851.25
9,428.82
30,544.63
0.01
8,204.87
(1,948.33)
94.57
25,825.66
(55,587.95)
184.73
4,147.60
17,218.48
281.52
1,018.33
2.17
10.42
(386.82)
(1,550.66)
3,555.76
(61.17)
-
265,891.89
45,099.36
6,851.33
1,298,954.27
Amount
Net Asset (i.e. Total Asset

minus Total Liabilities)
as on 31st March, 2015
India
India
India
India
Country of
incorporation
(` in million)
(3.58)
2.22
0.03
(2.71)
0.50
(2.07)
(0.33)
(0.45)
(0.01)
(0.03)
(0.03)
(0.57)
(0.48)
(0.05)
-
12.77
(7.31)
(0.29)
101.48
As % of
Consolidated
profit or loss
(6,332.47)
3,927.72
59.88
(4,789.43)
(0.25)
877.44
(3,661.25)
(578.87)
(788.02)
(0.52)
(0.62)
(0.29)
(20.55)
(0.81)
(4.12)
(56.46)
(55.72)
(1,017.04)
(853.01)
(86.42)
-
22,601.28
(12,934.61)
(516.00)
179,647.38
Amount
3.15
0.71
0.51
1.67
0.44
0.09
0.01
1.44
(2.91)
0.01
0.26
1.08
0.02
0.06
(0.02)
(0.05)
0.38
0.01
-
14.24
4.05
-
69.21
As % of
Consolidated
Net Assets
55,104.13
12,447.11
8,981.64
29,265.19
0.25
7,618.84
1,513.72
90.68
25,213.81
(50,904.38)
202.83
4,550.40
18,889.92
315.08
1,117.43
3.64
28.50
(416.71)
(890.11)
6,568.17
146.02
-
249,305.00
70,897.92
-
1,211,604.71
Amount
2.48
0.02
0.09
(0.78)
(0.70)
(0.13)
1.03
(0.50)
(0.01)
0.01
(0.01)
(0.05)
(0.79)
(0.19)
(0.19)
-
13.37
1.63
-
80.60
As % of
Consolidated
profit or loss
6,625.28
60.50
239.28
(2,081.76)
(0.25)
(1,858.80)
(358.79)
(1.59)
2,736.57
(1,326.07)
(1.86)
(1.66)
1.28
(27.41)
(1.53)
23.10
(15.43)
(123.54)
(2,101.25)
(501.86)
(513.14)
-
35,657.60
4,342.21
-
214,931.67
Amount
Share in Profit of loss Account Net Asset (i.e. Total Asset Share in Profit of loss Account
for the financial year ended
31st March, 2015
31st March, 2014
46.3 Additional disclosure on Consolidated Financial Statements under Schedule-III of Companies Act, 2013.
354
355
LLC Imperial Frac Services

Carabobo One AB
Petro Carabobo Ganga B.V.
ONGC BTC Ltd
Beas Rovuma Energy Mozambique Limited
ONGC Videsh Rovuma Ltd.
ONGC Videsh Atlantic Inc.
Minority Interest in all subsidiaries
Associates
Indian
Pawan Hans Ltd. (PHL)
Joint ventures Entities
Indian
Mangalore SEZ Ltd (MSEZ) (note 3.1)
ONGC Mangalore Petrochemicals Ltd.
(OMPL) (note 3.2)
ONGC Petro Additions Ltd. (OPaL)
ONGC Tripura Power Company Ltd. ( OTPC)
ONGC Teri Biotech Ltd. (OTBL)
Dahej SEZ Limited (DSEZ)
Shell MRPL Aviation Fuels & Services Pv t
Limited (SMASL)(through MRPL)
Mangalam Retail Services Limited (MRSL
(through MRPL)
Nor th East Transmission Company Ltd.
(NETC) (through OTPC)
Foreign
ONGC Mit tal Energy Limited
Petro Carabobo S.A.
Carabobo Ingeniera y Construcciones, S.A.
Petrolera Indovenezolana S.A.
South-East Asia Gas Pipeline Company Limited
Tamba B.V.
Total
B.2.28
B.2.29
B.2.30
B.2.31
B.2.32
B.2.33
B.2.34
C
D
D.1
D.1.1
E
E.1
E.1.1
E.1.2
E.1.3
E.1.4
E.1.12
E.2
E.2.1
E.2.2
E.2.3
E.2.4
E.2.5
E.2.6
E.1.11
E.1.10
E.1.5
E.1.6
E.1.7
E.1.8
E.1.9
Name of the entity
S No.
0.54
0.17
0.01
0.04
0.02
-
ndia
India
India
India
India
India
India
India
India
(0.47)
0.13
1.13
0.15
1.22
100.00
0.39
0.08
0.01
India
India
India
Cyprus
Venezuela
Venezuela
Venezuela
Hongkong
The Netherlands
0.13
(0.58)
0.60
0.07
1.07
1.35
As % of
Consolidated
Net Assets
(8,553.56)
2,311.18
0.30
20,748.07
2,693.06
22,400.55
1,834,423.97
0.57
356.33
9,972.90
3,144.25
103.77
676.79
7,110.80
1,489.77
208.85
2,454.69
51.32
(10,721.97)
11,076.45
1,357.74
19,703.95
0.09
0.71
24,731.33
Amount
Net Asset (i.e. Total Asset

India
Russia
Sweden
The Netherlands
Cayman Islands
British Virgin island
Republic of Mauritius
Texas
Country of
incorporation
(0.02)
1.24
3.04
0.02
1.53
100.00
0.02
(2.21)
0.21
0.01
0.05
0.62
0.06
-
0.17
0.01
(0.06)
0.29
(0.49)
(3.56)
As % of
Consolidated
profit or loss
(41.15)
2,191.28
0.02
5,375.36
38.98
2,699.93
177,032.65
38.69
(3,915.10)
(3.82)
364.04
22.56
90.38
1,103.15
98.06
(4.84)
303.10
13.55
(0.92)
(105.01)
512.23
(861.47)
(0.34)
(0.72)
(6,302.55)
Amount
(0.47)
0.00
1.32
0.15
1.09
100.00
0.57
0.16
0.03
0.36
0.08
0.01
0.13
0.01
(0.52)
0.55
0.05
0.47
1.66
36.37
9,976.72
2,801.39
81.25
604.17
6,232.65
1,391.72
210.82
2,189.39
91.63
(9,184.03)
9,708.01
823.74
8,230.62
29,119.98
Amount
(8,160.84)
64.06
0.27
23,068.92
2,543.86
19,150.80
1,750,635.29
As % of
Consolidated
Net Assets
(0.06)
0.02
2.27
(0.06)
0.62
100.00
0.02
0.01
0.04
0.33
0.04
0.02
0.04
0.05
(0.03)
0.20
(0.01)
0.59
As % of
Consolidated
profit or loss
(161.78)
59.69
0.02
6,049.03
(164.42)
1,652.87
266,648.35
(2.26)
(1.79)
48.88
22.44
109.38
889.90
110.44
43.13
118.15
141.50
10.08
(74.51)
541.03
(29.00)
1,583.02
Amount
Share in Profit of loss Account Net Asset (i.e. Total Asset Share in Profit of loss Account
31st March, 2015
31st March, 2014
(` in million)
47
47.1
Disclosure under Guidance Note on "Accounting for Oil & Gas Producing Activities"
(approved by Reserve Estimates Commit tee):
Company's share of Proved Reserves on the geographical basis is as under:
Gas
(Billion Cubic Meter)
Crude Oil
(MMT)
Details
Total Oil Equivalent (MMTOE)

(Note 47.2.1)
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
Opening
212.16
222.98
202.723
203.245
414.87
426.22
Addition
12.36
4.71
3.480
18.652
15.84
23.36
Production
16.39
15.54
18.321
19.174
34.71
34.71
Closing
208.13
212.15
187.882
202.723
396.00
414.87
Opening
189.31
190.81
150.595
155.897
339.90
346.71
Addition
9.18
7.94
2.365
0.020
11.55
7.96
Production
8.74
9.44
4.909
5.321
13.65
14.76
Closing
189.75
189.31
148.051
150.596
337.80
339.91
Opening
401.47
413.79
353.318
359.142
754.78
772.93
21.54
12.65
5.845
18.671
27.39
31.33
25.13
24.97
23.230
24.496
48.36
49.47
397.88
401.47
335.933
353.317
733.81
754.79
A. In India
Of fshore
Onshore
Total in India Addition

Production
Closing
Seismic survey in progress; 83% of established in-place reserves (out of 10.9 BT) in the country has been discovered by ONGC.
356
Details
B. Outside India
Opening
GNOP,
Sudan
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
9.956
9.501
9.956
0.286
0.193
0.286
Ded/Adj
Production
0.705
0.741
0.705
0.741
Closing
8.988
9.501
8.988
9.501
Opening
6.377
6.595
6.377
6.595
0.218
0.218
Closing
6.377
6.377
6.377
6.377
Opening
5.887
5.921
5.887
5.921
0.034
0.034
Closing
5.887
5.887
5.887
5.887
Opening
36.905
32.894
73.354
70.531
110.259
103.425
Addition
1.235
5.499
0.044
3.399
1.279
8.898
Ded/Adj
Production
1.536
1.488
0.618
0.576
2.154
2.064
Closing
36.605
36.905
72.780
73.354
109.384
110.259
Opening
0.566
0.598
4.562
6.414
5.128
7.012
Addition
Ded/Adj
0.001
0.001
0.001
0.001
Production
0.030
0.032
1.774
1.851
1.804
1.883
Closing
0.535
0.566
2.789
4.562
3.324
5.128
Opening
2.581
2.581
2.581
2.581
Addition
AFPC, Syria Ded/Adj
Production
MECL,
Colombia
As at
31.03.14
9.501
Addition
Block 5A, Ded/Adj
South Sudan
Production
BC-10,
Brazil
As at
31.03.15
0.193
Addition
Block 06.1,
Vietnam

(Note 47.2.1)
Gas
Addition
Ded/Adj
GPOC,
South Sudan Production
Sakhalin-1,
Russia
Crude Oil
(MMT)
Closing
2.581
2.581
2.581
2.581
Opening
7.741
4.717
0.656
0.334
8.397
5.051
Addition
2.152
3.342
0.049
0.335
2.200
3.677
Ded/Adj
Production
0.812
0.318
0.042
0.013
0.854
0.331
Closing
9.081
7.741
0.663
0.656
9.744
8.397
Opening
3.483
3.453
3.483
3.453
Addition
0.491
0.626
0.491
0.626
Ded/Adj
(0.001)
(0.001)
Production
0.618
0.597
0.618
0.597
Closing
3.355
3.483
3.355
3.483
357
Details
As at
31.03.14
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
14.583
14.970
4.685
4.721
19.268
19.691
Addition
Ded/Adj
0.265
0.387
0.024
0.036
0.290
0.423
Closing
14.317
14.583
4.661
4.685
18.978
19.268
Opening
10.199
10.966
10.199
10.966
Addition
Ded/Adj
Production
0.645
0.767
0.645
0.767
Closing
9.554
10.199
9.554
10.199
Opening
3.796
0.022
3.796
0.022
3.795
3.795
Production
0.063
0.021
0.063
0.021
Closing
3.734
3.796
3.734
3.796
Opening
1.803
1.803
1.803
1.803
Addition
Ded/Adj
Production
1.803
1.803
1.803
1.803
Opening
11.691
10.297
11.691
10.297
Addition
1.595
1.595
Ded/Adj
Production
0.662
0.201
0.662
0.201
Production
PIVSA,
Venezuela
Addition
Carabobo-1,
Venezuela Ded/Adj
BLOCKX XIV, Syria
Closing
BLOCK-A1
& A3,
Myanmar
Closing
11.029
11.691
11.029
11.691
8.763
9.646
8.763
9.646
Addition
Ded/Adj
Production
0.859
0.883
0.859
0.883
Closing
7.904
8.763
7.904
8.763
112.185
104.122
94.948
92.297
207.133
196.419
4.070
13.548
0.092
5.329
4.162
18.877
0.001
(0.001)
0.001
0.001
5.533
5.486
3.120
2.677
8.653
8.163
110.721
112.185
91.921
94.948
202.641
207.133
Opening
ACG,
Azerbaijan

(Note 47.2.1)
As at
31.03.15
Opening
IEC, Russia
Gas
Crude Oil
(MMT)
Opening
Addition
Total
Outside India Ded/Adj
Production
Closing
358
47 .2
Company's share of Proved Developed Reserves on the geographical basis is as under:
Details
Gas
Crude Oil
(MMT)

(Note 47.2.1)
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
158.99
160.62
132.710
110.254
291.70
270.87
A. In India
Opening
Of fshore
Onshore
Total in
India
Addition
11.88
13.90
8.304
41.630
20.18
55.54
Production
16.39
15.53
18.321
19.174
34.71
34.71
Closing
154.48
158.99
122.693
132.710
277.17
291.70
Opening
146.60
150.81
106.984
110.010
253.58
260.81
Addition
5.99
5.18
1.853
2.225
7.84
7.41
Production
8.85
9.39
5.002
5.251
13.85
14.64
Closing
143.74
146.60
103.835
106.984
247.57
253.58
Opening
305.58
311.43
239.694
220.264
545.28
531.69
Addition
17.88
19.09
10.157
43.855
28.03
62.94
Production
25.24
24.92
23.323
24.425
48.56
49.35
298.22
305.58
226.528
239.694
524.75
545.28
Opening
2.456
2.784
2.456
2.784
Addition
0.546
0.413
0.546
0.413
Ded/Adj
Production
0.705
0.741
0.705
0.741
Closing
2.297
2.456
2.297
2.456
Opening
4.312
4.530
4.312
4.530
Closing
B. Outside India
GNOP,
Sudan
Addition
GPOC,
Ded/Adj
South Sudan
Production
0.218
0.218
Closing
4.312
4.312
4.312
4.312
Opening
2.565
2.599
2.565
2.599
0.034
0.034
Closing
2.565
2.565
2.565
2.565
Opening
11.903
13.391
10.276
10.163
22.179
23.554
Addition
2.481
0.033
0.689
2.514
0.689
Ded/Adj
1.536
1.488
0.618
0.576
2.154
2.064
12.848
11.903
9.691
10.276
22.539
22.179
Addition
Block 5A,
South Sudan Ded/Adj
Production
Sakhalin-1,
Russia
Production
Closing
359
Details
Opening
Crude Oil
(MMT)
AFPC,
Syria
BC-10,
Brazil
MECL,
Colombia
As at
31.03.14
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.14
0.566
0.598
4.563
6.414
5.129
7.012
Production
Ded/Adj
0.030
0.032
1.774
1.851
1.804
1.883
Closing
0.536
0.566
2.789
4.563
3.324
5.129
Opening
2.206
2.206
2.206
2.206
Addition
Ded/Adj
Production
Closing
2.206
2.206
2.206
2.206
Opening
3.324
1.626
0.244
0.137
3.568
1.763
Addition
4.271
2.016
0.247
0.120
4.518
2.136
Production
Ded/Adj
0.812
0.318
0.042
0.013
0.854
0.331
Closing
6.783
3.324
0.450
0.244
7.233
3.568
Opening
3.190
3.000
3.190
3.000
Addition
0.442
0.787
0.442
0.787
Ded/Adj
Production
0.618
0.597
0.618
0.597
Closing
3.014
3.190
3.014
3.190
Opening
4.444
4.831
1.095
1.131
5.539
5.962
Addition
IEC,
Russia
PIVSA,
Venezuela

(Note 47.2.1)
As at
31.03.15
Addition
Block 06.1,
Vietnam
Gas
Production
Ded/Adj
0.265
0.387
0.024
0.036
0.290
0.423
Closing
4.178
4.444
1.071
1.095
5.249
5.539
Opening
2.047
1.660
2.047
1.660
Addition
0.880
1.154
0.880
1.154
Ded/Adj
Production
0.645
0.767
0.645
0.767
Closing
2.282
2.047
2.282
2.047
Opening
0.535
0.022
0.535
0.022
0.448
0.534
0.448
0.534
Addition
Carabobo - 1,
Ded/Adj
Venezuela
Production
Closing
0.063
0.021
0.063
0.021
0.920
0.535
0.920
0.535
360
Details
As at
31.03.14
As at
31.03.15
As at
31.03.14
As at
31.03.15
As at
31.03.1
0.049
0.049
0.049
0.049
0.049
0.049
0.049
0.049
Opening
2.614
2.614
Addition
3.702
2.815
3.702
2.815
Ded/Adj
Production
0.662
0.201
0.662
0.201
Closing
5.654
2.614
5.654
2.614
Opening
3.384
4.267
3.384
4.267
Addition
0.403
0.403
Ded/Adj
Addition
BLOCK-X XIV, Ded/Adj
Syria
Production
Closing
ACG,
Azerbaijan
Production
0.859
0.883
0.859
0.883
Closing
2.928
3.384
2.928
3.384
Opening
40.981
41.563
18.792
17.845
59.773
59.408
9.471
4.904
3.982
3.624
13.453
8.528
5.533
5.486
3.120
2.677
8.653
8.163
44.918
40.981
19.654
18.792
64.573
59.773
Addition
Total
Outside India Ded/Adj
Production
Closing
47.2.1
47.2.2

(Note 47.2.1)
As at
31.03.15
Opening
BLOCK-A1
& A3,
Myanmar
Gas
Crude Oil
(MMT)
MMTOE denotes Million Metric Tone Oil

Equivalent and for calculating Oil equivalent of
Gas, 1000 M3 of Gas has been taken to be equal to
1 MT of Crude Oil. Variations in totals, if any, are
due to internal summation and rounding of f.
The year-end reserves of the company and its
subsidiary, OVL have been estimated by the
Reserves Estimation Commit tee (REC) which
follows international reser voir engineering
procedures consistently
The company and its subsidiary, OVL has adopted
deterministic approach for reserves estimation
and is following Society of Petroleum Engineers
(SPE) 1997 guidelines which defines reserves as
estimated volumes of crude oils, condensate,
natural gas, natural gas liquids and associated
substances anticipated to be commercially
recoverable from known accumulations from a
given date forward, under existing economic
conditions, by established operating practices,

and under current Government regulations.
Volumetric estimation is the main procedure in
estimation, which uses reservoir rock and fluid
properties to calculate hydrocarbons in-place and
then estimate that portion which will be recovered
from it. As the field gets matured with reasonably
good production histor y is available then
performance method such as material balance,
simulation, decline curve analysis are applied to
get more accurate assessments of reserves.
The Company uses the services of third party
agencies for due diligence and it gets the reserves
of its assets audited by third party periodically by
internationally reputed consultants who adopt
latest industry practices for their evaluation.
The annual revision of estimates is based on the
yearly exploratory and development activities and
results thereof. New In place Volume and Ultimate
361
Reserves are estimated for new field discoveries or

new pool discoveries in already discovered fields.
Also, appraisal activities lead to revision in
estimates due to new subsur face data. Similarly,
reinterpretation exercise is also carried out for old
fields due to necessity of revision in petro-physical
48
parameters, updating of static & dynamic models

and performance analysis leading to change in
reserves. Intervention of new technology, change
in classifications and contractual provisions also
necessitates revision in estimation of reserves.
Disclosure on Foreign currency exposures at year end that have not been hedged by Company derivative
instrument or otherwise are given below (refer Note 32.7 & 32.8):Particulars
Import Creditors
AED
AUD
CHF
EUR
GBP
JPY
NOK
OMR
SEK
SGD
USD
Total
Export Receivables
USD
MWP Provision
USD
Cash Call Payable
USD
Cash Call Receivable
USD
As at 31st March 2015
As at 31st March 2014
Foreign
Currency
Equivalent
(`)
Foreign
Currency
Equivalent
(`)
0.27
1.07
0.11
12.15
3.58
519.05
1.28
0.04
0.03
0.38
782.90
4.61
51.11
6.82
821.82
331.68
270.48
10.01
6.33
0.22
17.51
49,040.84
50,561.44
0.29
0.64
14.03
5.86
974.24
8.61
0.04
0.03
0.44
927.84
4.78
35.70
1,158.49
585.30
572.86
86.31
6.07
0.28
21.07
55,726.36
58,197.21
197.92
12,397.94
459.78
27,614.20
175.30
10,980.66
162.71
9,772.25
1.18
74.13
0.89
53.71
47.78
2,992.94
81.94
4,921.32
49
In respect of parent company, ONGC, discrepancies of crude oil of 96,496 MT (valued at `395.47 million as on March
31, 2014) between physical and book records at Ankleshwar Asset have been ascertained by the
management during the year and accordingly these have been written of f/adjusted in inventories. Further, 70,746
MT of pit oil lying in book of Ahmedabad Asset (valued at nil as on March 31, 2014) has also been writ ten of f during
the year. These write of fs and consequential adjustments thereto have been made on account of over reporting of
crude oil production in earlier financial years. The discrepancies as mentioned above are under investigation by the
appropriate authorities.
50
The figures in respect of the company, Subsidiaries/Joint Venture Companies have been regrouped/ rearranged
based upon the details obtained from the management as part of consolidation process, Audited/unaudited
accounts of respective group companies. Some balances of Trade/Other Receivables, Trade/Other Payables and
Loans & Advances are subject to confirmation/reconciliation. Adjustments, if any, will be accounted for on
confirmation/reconciliation of the same, which will not have a material impact.
362
Electronic Clearing Services (ECS) Request Form

The Company ex tends the ECS facility to shareholders so as to enable them to receive dividend through electronic mode to
their bank. This facility will be available in the following centres: Ahmedabad, Bangalore, Bhubaneswar, Chandigarh,
Chennai, Delhi, Guwahati, Hyderabad, Jaipur, Kanpur, Kolkata, Mumbai, Nagpur, Patna, Thiruvananthapuram, Agra,
Allahabad, Amritsar, Aurangabad, Baroda, Bhopal, Calicut, Cochin, Coimbatore, Dehradun, Erode, Gorakhpur, Gwalior,
Hubli, Indore, Jabalpur, Jalandhar, Jammu, Jamshedpur, Jodhpur, Kolhapur, Lucknow, Ludhiana, Madurai, Mangalore,
Mysore, Nasik, Panjim, Pune, Raipur, Rajkot, Salem, Shimla, Surat, Trichur, Trichy, Udaipur, Varanasi, Vijayawada,
Visakhapatnam. Those who wish to avail the facility may fill up the ECS form given below and send the same to the Share
Transfer Agent of the Company - M/s Karv y Computershare Private Limited in case of shares held in physical form and to
their respective Depository Participant in case of shares held in Electronic/Demat form.
Electronic Clearing Services (ECS) Request form
(Note: If you are already receiving through ECS, please ignore this form)
SHAREHOLDERS IN PHYSICAL FORM
SHAREHOLDERS IN DEMAT FORM
Karv y Computershare Pv t. Ltd

Karv y Selenium Tower B,
Plot 31-32, Gachibowli
Financial District, Nanakramguda,
Hyderabad-500 032
Phone No. 040- 67162222
Fa x No: 040- 23001153
To be sent to your Depositary participant (DP)
Dear Sir,
Subject : ECS Mandate/ Bank form for Dividend Payment
I the undersigned, shareholder of Oil and Natural Gas Corporation Limited (ONGC), wish to opt for ECS facility for payment
of dividend. The following is a confirmation of my details and I hereby confirm my choice to opt for payment of dividend
payable to me by a physical dividend warrant/demand draf t, on account of any circumstances beyond the control of ONGC,
that may af fect payment of dividend through ECS.
1) For shares held in physical form
Folio No:
2) For shares held in Electronic form
[Shareholders holding shares in electronic form should forward this
form to their respective Depository Participant (DP)].
DP ID
Client ID
3)
Name & Address :
4)
Bank Particulars :
Bank Name
Branch Name & Address
Account No. (as appearing in cheque book)
Account type
9 digit MICR code as appearing on the cheque
363
Electronic Clearing Services
364
Electronic Clearing Services

CIN: L74899DL1993GOI054155
Website: w w w.ongcindia.com email:secretariat@ongc.co.in Tel: 011-23301277/1299
Prox y form
[Pu
Name of the member (s):
Registered address:
E-mail Id:
Folio No/ Client Id:
DP ID:
I/We, being the member (s) of . shares of the above named company, hereby appoint
1. ................
2. ..................... of ............................. having e-mail Id.....................................or failing him
3. ................
And whose signature(s) are appended below as my/our proxy to at tend and vote (on a poll) for me/us and on my/our behalf at the 22ndAnnual General Meeting of the
company, to be held on Tuseday, 15th September, 2015 at 10.00 A.M. at NDMC Indoor Stadium, Talkatora Garden, New Delhi and at any adjournment thereof in
respect of such resolutions as are indicated below:
Vote
SI No. RESOLUTIONS
(please mention no. of shares
ORDINARY BUSINESS
1
2
3
4
For
Against
Abstain
To receive, consider and adopt the Audited Financial Statements including consolidated Financial Statements of the
Company as at 31st March, 2015, together with the Board's Repor t, the Repor t of Auditors' thereon and comments of
the Comptroller & Auditor General of India, in terms of Section 143 (6) of the Companies Act, 2013.
To confirm the payment of two interim dividends and declare final dividend on equity shares for the year 2014 -15.
To appoint a Director in place of Shri Shashi Shanker (DIN-06447938) who retires by rotation and being eligible,
of fers himself for re-appointment.
To authorise Board of Directors of the Company to fix the remuneration of the Joint Statutory Auditors of the
Company for the Financial Year 2015-16, in terms of the provisions of section 139(5) read with section 142 of
the Companies Act, 2013.
SPECIAL BUSINESS
5
6
7
8
9
To appoint Shri U. P. Singh (DIN-00354985) as Director of the Company.

To appoint Shri A. K. Dwivedi(DIN-07048874) as Director of the Company.
To appoint Smt. Atreyee Das (DIN- 07194189) as Director of the Company.
To appoint Shri V. P. Mahawar (DIN- 07208090) as Director of the Company.
To ratify the remuneration of the Cost Auditors for the financial year ending 31st March 2016.
Signed this.......... day of.............. 2015

Signature of shareholder
Signature of first Proxy holder
Signature of second Proxy holder
Signature of third Proxy holder
Note: This form of prox y in order to be effective should be duly completed and deposited at the Registered Office of the Company, not
less than 48 hours before the commencement of the Meeting.
Affix revenue
stamp
of `1

CIN: L74899DL1993GOI054155
Website: w w w.ongcindia.com email: secretariat@ongc.co.in Tel: 011-23301277/1299
Attendance Slip
Please fill in this at tendance slip and hand it over at the entrance of the meeting venue.
Folio No.
D.P ID*
No. of share(s) held
Client ID*
I cer tify that I am a member/proxy for the member of the Company.
I hereby record my presence at the 22nd Annual General Meeting of the Oil And Natural Gas Corporation Limited held on Tuesday, 15th September, 2015 at 10.00 A.M.
at NDMC Indoor Stadium, Talkatora Garden, New Delhi.
Members/proxys name in Block Let ters
*Applicable for investor holding Share(s) in electronic form.
Signature of Member/Proxy
365
Prox y form
366
Prox y Form
Route map of the Venue of 22nd AGM of ONGC
Connaught
Place
Talkatora
Stadium
ONGC, an equal opportunity employer celebrates diversity at

work place and the power that it brings along, energizes our nation.
www.ongcindia.com
/ONGCLimited
@ONGC_

Ar 14 15

Uploaded by

Copyright:

Available Formats

Ar 14 15

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ar 14 15

Uploaded by

Copyright:

Available Formats

ONGCs quest for energy goes deeper than set ting new

benchmarks in deep-water drilling in the Krishna Godavari

manifested through the consistency and reliability

supplies in FY14-15. There is potential for more and

contribution towards sharing of under-recoveries of

countrys energy security.

(CSR) initiatives, designed to positively integrate

Dinesh Kumar Sarraf

To be the global leader in integrated energy business through sustainable

Management Discussion & Analysis

Annexure to Board's Report

Auditors Certificate on Corporate

Business Responsibility Report

Secretarial Audit Report

Independent Auditors Report on Standalone

Standalone Financial Statement

Statement Pursuant to Section 129 (AOC-1)

Group Performance at a Glance

Auditors Report on Consolidated Financial

Consolidated Financial Statement

Financial Highlights FY15

NET PROFIT (` MILLION)

CAGR: (-) 1.61%

CONTRIBUTION TO EXCHEQUER (` MILLION)

NET WORTH (` MILLION)

Financial Highlights FY'15

Annual Report 2014-15

Brief Profiles of the Board of Directors As on 01.08.2015

Brief Profiles of the Board of Directors

Brief Profiles of the Board of Directors

Annual Report 2014-15

Government Nominee Directors

Brief Profiles of the Board of Directors

Directors whose term ceased since last

Brief Profiles of the Board of Directors

Annual Report 2014-15

Brief Profiles of the Board of Directors

Chief Vigilance Of ficer

Brief Profiles of the Board of Directors

Annual Report 2014-15

M/s Varma & Varma, Chennai

ONGC Videsh Ltd.

Bombay Stock Exchange Ltd.

Registrar & Share Transfer Agent

OIL AND NATURAL GAS CORPORATION LIMITED

Director) under Section 161 of the Companies Act,

2. To confirm the payment of two interim dividends and

RESOLVED THAT the Board of Directors of the

Annual Report 2014-15

To consider and if thought fit, to pass with or without

To consider and if thought fit, to pass, with or without

RESOLVED THAT Shri V. P. Mahawar(DIN07208090) who has been appointed as an Additional

RESOLVED THAT pursuant to the provisions of

By Order of the Board of Directors

1st August, 2015

A MEMBER ENTITLED TO ATTEND AND VOTE AT

The Register of Directors and Key Managerial

Relevant documents referred to in the accompanying

Share transfer documents and all correspondence