SEMESTER CAPSTONE

Project Report on the market analysis of Hindustan Petroleum Corporation Limited (HPCL)

This report is made to bridge the gap within theoretical and real-world practical

knowledge for the Master of Business Administration.

(M.B.A.) Student of

RAYAT BAHRA UNIVERSITY, MOHALI (SUNSTONE)

Submitted by Submitted to

Deepak Singh Rawat Rumit Kaur

MBA Batch 2024-2026 Designation:

UID:24032008037 Assistant Professor

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 DECLARATION

My name is Deepak Singh Rawat, and I am currently pursuing the Master of Business
Administration (MBA), studying in the second semester of the program. I, hereby declare that
the capstone assignment submitted by me is totally my own work, completed independently
without any external assistance.

I further confirm that this assignment, or any part of it, has not been presented or submitted
for evaluation or credit towards any other academic qualification, certificate, or recognition in
the past.

This work has been prepared solely to meet the academic requirements of my MBA program.
I, affirm that the details and statements provided in this declaration are true, complete, and
accurate to the best of my knowledge and belief.

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 ACKNOWLEDGEMENT

I would like to take this opportunity to sincerely express my gratitude and appreciation to
everyone who supported and guided me throughout the completion of this project report.
Their encouragement, valuable suggestions, and constant motivation played an important
role in successfully bringing this work to its conclusion.

First and foremost, I am deeply thankful to all my instructors for their consistent support,
insightful guidance, and constructive feedback during this project. Their expertise and
encouragement helped me navigate various challenges and shaped the overall direction of my
work.

I am also truly grateful to my friends and batch mates for their cooperation, valuable
suggestions, and thoughtful discussions. Their constant encouragement and collaborative
spirit made this learning journey more enriching and enjoyable.

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 Executive summary

Hindustan Petroleum Corp Ltd (HPCL) is an energy company that performs oil refining,
transportation and marketing. The company's main activities include refining, marketing and
exploitation and production of oil products. HPCL's main offers include gasoline, LPG, lubricants,
aviation fuel and natural gas, among others. HPCL products are used in various industries, retail
and automotive to aviation and manufacture of food, clothing, cosmetics and entertainment
devices. The company's distribution network comprises points of sale, LPG distributors, lubricant
mixing plants and aviation gas stations, among others. HPCL operates throughout India, with a
significant presence on the east and west back of the country. Hindustan Petroleum Corp Ltd is
headquartered in Mumbai, Maharashtra, India.
Financial Performance (FY 2024–25):

 Revenue: ₹4,61,638 crore with the profit record of ₹14,694 crore after tax. 
 Order Inflows: HPCL provided exceptional performance in the 2024-25 fiscal year,
reaching its highest refinery title of all 25.27 mmt. 

 Vision:
Being a world -class energy company known for taking care and closing customers with high quality
products, innovative services in domestic and international markets with aggressive growth and
providing higher financial performance. The company will be a model of excellence in complying
with social commitment, the environment, health and safety standards and the good -to -be and
employee relations

 Market Position:

Hindustan Petroleum Corporation Limited (HPCL) maintains a strong market position with a
20.50% share in the domestic oil market and a 13.44% share of India's total refining capacity.
Despite facing challenges, such as a decline in action gains, HPCL remains an important participant
in the Indian oil and gas sector.

 Strategic Outlook:

Hindustan Petroleum Corporation Limited (HPCL) is focused on significant investments and

strategic expansions to improve its renewable energy refining capacity and portfolio. With
plans for an investment of ₹ 1.3 Lakh Crore and a commitment to double its renewable energy
capacity by 2026, HPCL aims to strengthen its market position and adapt to the evolution of
energy demands.

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S.no Titles Page .no

1 Title page 01

2 Declaration 02

3 Acknowledgement 03

4 Executive summary 04

5 Table of content 05

6 Objectives

7 Phase 1: Financial Strategy & Corporate Finance

8 Phase 2: HR Technology & Analytics

9 Phase 3: Marketing, Sales & Distribution Management

10 Phase 4: Data Visualization & Business Insights

11 Conclusion

12 References

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 Objectives

 To Analyze and Review the company’s recent financial performance by studying

important indicators like revenue trends, profitability ratios, cost patterns, and the
overall financial condition over the past few years.

 To know about how (HPCL) handles its employee hiring process, staff training,
performance reviews, and the steps it takes to retain talented employees within the
organization.

 To Gain insight into how the company manages its sales activities, identifies and
targets its customer base, selects sales channels, and assess how well these
strategies are working.

 To Examine and Present important insights through charts, graphs, and other visuals
to clearly share the findings and recommend practical strategies the company can
implement.

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Phase 1: Financial Strategy and Corporate Finance:
Financial Strategy of HPCL:

 Capital Expenditure and Investment

 HPCL focuses on strategic investments in new refineries, expanding distribution

networks.

 Updating technologies to maintain competitiveness in the oil and gas sector.

 Debt Management

 The company prioritizes prudent debt management to avoid excesses,

ensuring a healthy index of debt-equity and financial stability, especially in an
intensive capital sector.

 Risk Management

 The company employs strategies to mitigate the risks associated with oil price
volatility and geopolitical factors, ensuring financial stability amid the uncertainties of
the market.

 Dividend Policy

 HPCL balances reinvesting profits in the company with the amount of return to
shareholders through consistent dividend payments, reflecting their commitment
to the value of shareholders.

 Competitive Differentiation

 HPCL differs through unique financial strategies that differentiate it from
competitors, focusing on sustainable growth and strategic investments.

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 Corporate Finance Practices of HPCL:

 Capital Budgeting

HPCL is involved in strategic investments in projects such as refinery expansions, technology

updates and exploration activities.

These decisions are based on potential returns to ensure that they are aligned with the
company's growth objectives.

 Risk Management

To mitigate the risks associated with oil price volatility and geopolitical issues, HPCL uses
financial instruments such as future and options.

The company also diversifies its operations to reduce the dependence on any single market
or product.

 Taxation and Optimization

HPCL navigates complex tax laws to optimize its tax liabilities, using strategies such as
postponement and transfer prices and leveraging government incentives for certain
investments.

 Corporate Governance

HPCL's leadership and board are committed to making strategic financial decisions, ensuring
ethical practices and maintaining responsibility for shareholders and other stakeholders.

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 HPCL Business Model:

 What HPCL does (main offers):

 It is involved in refining and marketing of oil products, including:
 Fuels (gasoline, diesel, kerosene)
 Lubricants
 Petrochemical
 Natural gas

 What HPCL serves (customers):

 Retail consumers through a network of gas stations

 Industrial customers that require fuel and mass lubricants
 Government agencies and public sector enterprises
 international markets for exporting oil products

 How HPCL makes money (revenue model):

 Sale of refined oil products through retail and wholesale channels

 Lubricants and specialized products
 Revenue from Petrochemical sales
 Income from Natural Gas Distribution and Marketing Gains.

 How HPCL delivers (operations):

 Operates refineries with a combined capacity to process gross oil

 Extensive distribution network for fuel and lubricants
 Uses supply chain management for efficient logistics and delivery
 Involves strategic partnerships for the supply of gross oil and other inputs.

 Innovation and technology:

 Invests in modern refining technologies and processes

 Focus on sustainable practices and environmental compliance
 Development of biofuels and alternative energy solutions
 Emphasis on transformation and digital automation in operations

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Financial Overview:

Financial Metric Details (FY 2024–25)

Total Revenue ₹434,106.17 Crores
Revenue Growth -1.6% Year-on-Year
Net Profit ₹6855.29 Crores
EBITDA Margin ~4.4%
Order Book Size Not Applicable
Major Revenue Sources Refining, Marketing, Petrochemicals, Lubricants, Exports

Debt Status Moderate Debt (Debt-to-Equity Ratio: 1.30)

R&D Investment ~0.5% of Total Turnover (Estimated)

Profitability Trend Declining from FY 2023-24 Highs

Financial Strategy Focus on operational efficiency and infrastructure expansion.

Cost optimization via indigenization.
emphasis on sustainability and renewable energy initiatives.

Revenue Trends (FY20–FY25)

Fiscal Year Revenue from Operations (₹ Crore) Year-on-Year Growth (%)

FY20 267,920 -

FY21 232,160 -13.35%

FY22 348,650 50.18%

FY23 463,886 33.05%

FY24 461,638 -0.49%

FY25 466,346 1.02%

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 Profitability Ratios:

Fiscal Operating Profit Net Profit Return on Equity Return on Capital

Year Margin (%) Margin (%) (ROE) (%) Employed (ROCE) (%)

FY21 6.9 4.6 29.4 11.9

FY22 2.9 2.1 17.1 9.1

FY23 -1.6 -1.6 -21.9 2.6

FY24 5.7 3.7 42.8 22.4

FY25 5 1.5 13.7 10.5

Cash flows Analysis:

HPCL Cash Flow Analysis (₹ in Crores)

Cash Flow Type Amount (FY Remarks

2024–25)

1. Cash Flow from ₹18,000 Cr Strong operational performance, driven by

Operating Activities (Positive) refining and marketing margins, although
impacted by volatile prices of oil.
2. Cash Flow from ₹-13,000 Cr Reflects continuous investments in refinery
Investing Activities (Negative) modernization, petrochemical projects and
infrastructure.
3. Cash Flow from ₹-5000 Cr Includes dividend payments (₹ 31.50 per
Financing Activities (Negative) action on FY24, probably similar in FY25)
and debt payments.
4.Net Cash Flow ₹-500 Cr to Liquid cash flow probably neutral or slightly
1000 Cr positive, reflecting balanced operational inputs
(Neutral) and investment exits.
5.Cash & Cash ₹2000 Cr to Estimated based on FY24 trends and Q3 FY25
Equivalents (Year-end) 3000 Cr performance. HPCL maintains adequate
liquidity for operational needs.

HPCL displays operational resilience, with strong cash flows from main activities, although the
FY25 faces margin pressures. Heavy investments in infrastructure guarantee future growth, while
reduced debt and consistent dividends reflect the focus of shareholders and financial prudence.
Liquidity remains robust, supporting stability amid the volatility of the global oil price.

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Financial Risks Faced by HPCL:

Type of Risk Description

1.CommodityPrice Fluctuations in global oil and oil prices directly affect refining
Volatility Risk and marketing margins. HPCL reported a net loss of ₹ 3,415
from ₹ 3,415 CR EF25 TF25 due to suppressed marketing
margins and high oil prices, highlighting vulnerability to price
volatility.

2. Receivables Risk Delayed payments from government and public sector clients for
fuel subsidies (e.g., LPG Sub-Reoccupy) cash flow and working
capital. EF25 reports note that the challenges of unpaid subsidies
of LPG, impacting liquidity.

3. Margin Pressure Competitive prices in refining and marketing segments, along

with increasing operating costs.

4. Foreign Exchange HPCL exposure to currency fluctuations arises from raw oil
Risk import and export of oil products. A weaker INR increases
import costs, affecting profitability. The GNL supply contract
with ADNOC further exposes HPCL to forex risks.

5. Regulatory and Policy Changes in government policies such as fuel price controls or
Risk environmental regulations can limit price flexibility and increase
compliance costs. ATF and LPG monthly prices based on
international rates add uncertainty.

6. Capital Expenditure Large -scale investments in modernization of the refinery and

Overrun Risk petrochemical projects (e.g. Rajasthan refinery project) surplus
and risk cost delays, impacting financial stability.

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 Mitigation Strategies by HPCL:

Mitigation Strategy Explanation

1. Advanced Operational Focus on optimization of refinery operations, pipeline

Efficiency & Technology transfer rate and supply chain management through
Adoption technology to minimize costs and maximize production.
This includes investments in automation and digital tools.

2. Prudent Inventory Employing sophisticated inventory management systems

Management to navigate oil prices and product demand fluctuations,
minimizing possible inventory losses.
3. Strong Financial Risk Using Hedge instruments and strategies to manage
Management exchange rates associated with oil imports and
international transactions. It also includes managing
interest rate risks in loan.

4. Diversification of Energy Expanding new energy avenues, such as biofuels, electric

Portfolio vehicle charging infrastructure and potentially green
hydrogen to reduce long -term dependence on traditional
fossil fuels and align with energy transition trends.

5. Strategic Marketing and Maintaining and expanding a strong retail network (petrol
Distribution Network pump, LPG distribution) and focusing on efficient
marketing strategies to ensure frequent sales volumes
despite the market rapidly.

6. Strategic Investments in Invest in updating and expanding refineries, ducts and

Infrastructure storage facilities to improve operational efficiency, reduce
bottlenecks and ensure supply safety.

Summary:

The specific risks of the industry with which HPCL should deal with include floating commodity
prices, refining margins and geopolitical variables that affect the supply of gross oil. To strategically
reduce these risks, HPCL prioritizes operational effectiveness, financial risk management, energy
portfolio diversification, market presence, safety and environmental sustainability and
infrastructure investments.

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Phase 2: HR technology and analysis:

Hindustan Petroleum Corporation Limited (HPCL) has also adopted HR technology and analysis
to modernize their human resources management practices and boost organizational
effectiveness. The company uses an Integrated Human Resources Management System (HRMS)
to optimize the main HR processes, including payroll, participation, employee life cycle
management and internal communications. This centralized system enhances data accuracy,
improves process efficiency, and ensures better compliance with regulatory requirements.
Employees benefit from self-service portals that provide easy access to HR personal information,
facilitate online requests and promote greater transparency in HR-related transactions.

In addition, HPCL takes advantage of the power of HR analysis for valuable information about
your workforce. The company monitors major HR metrics such as employee turnover,
recruitment effectiveness, training and performance management data. This data -oriented
approach allows HPCL to identify trends, understand the workforce dynamics, and make
informed decisions related to talent acquisition, employee development and retention
strategies.

By analyzing skill gaps and future workforce requirements, HPCL can project training programs
targeted to improve employee abilities and align their human capital with the evolving needs of
the energy sector. The integration of HR technology and analysis enables HPCL to optimize its
workforce management, improve employee involvement, and strategically plan an organization
ready for the future in a dynamic sector.

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Analysis of HR metrics:

HR Metric Analysis / Insights

Employee Strength HPCL has a workforce of approximately 8,600 employees, spread

across refineries, marketing divisions, points of sale and project places,
supporting their emerging and petrochemical refining, marketing and
LNG operations.

Attrition Rate HPCL maintains a low frictional rate (~ 2-3%), reflecting a strong
retention of employees driven by employment safety, competitive
benefits and career development opportunities typical of a public
sector company.
Average Age of The average age of employees is about 45 to 48 years old, indicating
Employees an experienced workforce, but highlighting the need for succession
and recruitment of younger talents to support the future growth of
technical and digital roles.

Training Hours per Each employee receives an average of 25 to 35 hours of training

Employee annually, focusing on technical skills (e.g. refinement operations, LNG),
digital tools, safety protocols and leadership development, delivered
through e-learning platforms and internal programs.

Internal HPCL displays a high internal promotion rate, with a significant portion
Promotion Rate of the internally filled leadership functions, demonstrating
commitment to career progression and employee mobility within the
organization.

Gender Diversity Female representation remains low (~ 8 to 10%), particularly in

technical and field functions, although HPCL is implementing diversity
initiatives, including women's training and recruitment programs to
improve inclusion.

Absenteeism Rate HPCL maintains a low rate of absenteeism, reflecting the high
involvement of employees, discipline and effective workplace policies,
supported by regular health and safety programs critical for refinery
and retail operations.

Employee Engagement is evaluated through internal research, feedback

Engagement mechanisms and participation in training initiatives and CSR. HPCL
promotes a positive work culture through transparent communication
and recognition programs, with continuous efforts to improve
employee satisfaction.

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Summary:

HPCL HR metrics show a stable, qualified and engaged workforce, supported by low friction, robust
training and strong opportunities for internal promotion. The company's commitment to
employee development aligns with its strategic objectives in refining, petrochemicals and
renewable energy. However, challenges such as an aged workforce and limited gender diversity
have opportunities for improvement. By leveraging data -oriented HR analysis, HPCL effectively
plans the sustainability of the workforce, ensuring productivity and readiness for future industry
demands.

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Recommendations for HR Technology Tools:

Adopt Advanced HR Analytics Platforms

 Implement AI HR Analysis tools such as Success factors, People Analysis or Viser for
deeper information about employee performance, frictional risks (e.g., ~ 2-3% rate), skill
gaps for emerging sectors (e.g., LNG, petrochemicals) and engagement trends. These
platforms can integrate with existing HPCL SAP-HCM to improve data-oriented decisions.
Implement a Modern Talent Management Suite
 Implant an integrated platform such as Workday or Oracle HCM Cloud to optimize
recruitment, integration, training, performance management and career development.
This would increase HPCL's ability to manage its ~ 8,600 employees in refineries and retail
operations, improving talent retention and mobility.
Upgrade Learning Management System (LMS)
 Improve existing HPCL LMs with platforms such as Cornerstone on demand or designed
to provide personalized learning paths, real -time progress tracking and AI recommended
courses for technical skills (e.g. refinery operations) and leadership development,
supporting 25 to 35 hours of employee training.
Use Cloud-Based Employee Self-Service (ESS) Portals
 Expand the MyHPCL ESS portal with mobile access, real -time feedback and chatbot
integration using tools such as Darwin box or Sap Fiori Apps. This would improve
accessibility for field employees (e.g. at 23,095 gas stations) and reduce the HR
administrative workload.
Integrate HR Chatbots and Virtual Assistants
 Introduce HR chatbots with AI (e.g., providing HR services from Service now or Talla) to
deal with routine consultations, guide integration for new hiring, and help with HR
processes, improving HPCL workforce efficiency and reducing HR manual tasks.
Introduce Digital Workforce Planning Tools
 Adopt predictive modeling tools such as SAP WORKFORCE Analytics or Anaplan for Hand
Forecast, Retirement Planning (given the average age of 45-48 employees) and resource
allocation for projects such as Rajasthan refinery, ensuring the implementation of the
Agile workforce.
Enhance Employee Engagement Platforms

 Implement platforms such as Culture AMP or Glint to collect real-time employee feedback,
monitor engagement levels (evaluated through internal HPCL research) and boost targeted
improvements, addressing challenges such as low gender diversity (~ 8-10% female
representation).

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Recruitment Strategy and Retention:

Recruitment Strategy of HPCL

 Competitive exams via gate: HPCL Recruit Engineering/Executive Trainees through the
Postgraduate Fitness Test in Engineering (GATE) for disciplines such as mechanics,
chemistry, electrical and instrumentation, ensuring high-caliber technical talents.

 Campus Recruitment: HPCL is involved with main institutes such as IITs, Nits, IIIMs and
other renowned universities to recruit major engineering and management graduates,
promoting a pipeline of young talent.

 Direct recruitment through public announcements: Specialized functions (e.g. junior

executives, technicians, medical officers) are filled through open ads on the official
HPCL website (hindustanpetroleum.com) and employment portals, aiming for
professionals and new experienced.

 Learning Programs: HPCL offers postgraduate learning trainee positions (GAT) under
the 1961 apprentice law to attract first-career engineers, with opportunities in
refineries and marketing divisions.

 Internal Employment Publications: HPCL promotes internal mobility, announcing

vacancies for existing employees, supporting progression and career retention.

The recruitment process emphasizes transparency, diversity and constitutional principles of social
justice, with online applications, computer-based tests (CBT), group discussions, skill tests and
interviews. Digital platforms (e.g., jobs.hpcl.co.in) optimize application, evaluation and selection,
improving efficiency and dissemination.

Retention Strategy of HPCL

 Work stability and government benefits: Like Maharatna PSU, HPCL offers long -term
work safety, contributory pension fund, bonus, retirement benefits and
comprehensive medical assistance for employees and families.

 Career Development Opportunities: A high rate of internal promotion and structured

career, supported by performance management systems (e.g. Balanced Scorecard
covering 100% of administration employees), encourage long -term commitment.

 Training and Development: HPCL provides annual training per employee annual
training 25-35 hours per employee through its Learning Management System (LMS),
e-learning modules and in-house programs, focuses on technical skills, security and
leadership development.

 Balance between professional and personal life: fixed working hours, generous license
policies and wellness initiatives (for example, housing, medical facilities) ensure
employee well-being, critical for high-risk refineries and retail operations.
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  Employee involvement programs: regular municipalities, internal surveys and RSE
activities (for example, school inaugurations, Divyangjan support) promote a sense of
community and purpose.

 Recognition and Rewards: Payment related to performance (PRP), subsidies (for

example, 50% of basic salary under coffee shop approach) and awards (e.g., BML
Munjal Award for Learning and Development) recognize contributions and motivate
employees.

Summary:

HPCL's recruitment strategy focuses on attracting diverse and high -caliber talents through the
gate, campus recruitment, learning and digital platforms, ensuring alignment with your energy
sector goals. Its retention strategy takes advantage of work stability, career growth, extensive
training, balance between professional and personal life, engagement and rewards to maintain a
loyal and qualified workforce. These practices allow HPCL to support a motivated team,
supporting its operations in the refining, marketing and emerging sectors such as LNG and
renewables.

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Employee Engagement and relation:

Hindustan Petroleum Corporation Limited (HPCL) prioritizes the promotion of a culture of staff
and robust industrial relations to maintain a motivated and cohesive workforce. The company
promotes transparency, collaboration and inclusion through a series of engagement initiatives,
including training programs, well-being, City Hall meetings and recognition awards, ensuring
alignment with organizational goals. These efforts increase the morale of 8,600 HPCL employees
in refineries, marketing divisions and retail networks.

HPCL maintains an effective repair mechanism of complaint, facilitating open communication

between employees and management. Platforms such as suggestion schemes, internal feedback
searches and digital portals (for example, MyHPCL ESS) allow employees to express concerns,
share ideas and contribute to process improvements. To support the balance between
professional and personal life, HPCL offers flexible license policies, sporting and cultural events,
comprehensive medical benefits and recreational facilities, including housing centers and
communities, especially for high -risk refinery employees and field functions.

In terms of industrial relations, HPCL supports harmonious relationships with unions and workers'
associations through regular dialogues, collective bargaining and mutual respect. Structured
interactions, including joint committees and consultation forums, help address employee
concerns proactively, minimizing conflicts. HPCL adhesion to HR ethical practices, compliance
with labor laws and commitment to the principles of social justice further strengthens employees
and organizational credibility, contributing to the stability of the long-term workforce.

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Compliance and Ethics:

Hindustan Petroleum Corporation Limited (HPCL) maintains a robust commitment to ethical

business practices and legal compliance as a public sector in Maharatna under the government
of India. HPCL operates within a rigorous governance structure, adhering to national regulations,
such as Business Law, SEBI (obligations listing and disclosure requirements), public purchasing
policies and labor laws, ensuring full compliance with statutory and regulatory mandates.

The company has established a code of conduct for members of the Senior Management Council
and Personnel, aligned with SEBI regulations, to promote ethical decision making, transparency
and responsibility. The HPCL Surveillance Department actively promotes integrity, avoids
misconduct, and conducts awareness programs, audits and transparent purchasing processes.

In addition, HPCL implemented a covenant in collaboration with Transparency International to

improve ethics in contract awards. The company encourages the report of unethical practices
through a complainant policy, protecting retaliation employees and reinforces compliance
through regular internal audits, risk management, and training in ethical policies of conduct,
anticorruption and governance.

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Key components of compliance and ethics at HPCL India:

Hindustan Petroleum Corporation Limited (HPCL) has established a comprehensive structure for
compliance and ethics, ensuring transparency, integrity and responsibility in its operations as a
public sector venture.

At the center of this structure, there is a code of formal conduct, aligned with SEBI regulations,
which governs the ethical behavior of board members, senior management and employees. The
HPCL Surveillance Department plays a key role in promoting transparency, investigating
complaints and promoting a culture of integrity through preventive surveillance measures. The
company supports ethical reports through a robust complainant policy, allowing employees to
report violations of misconduct or policy without fear of retaliation. HPCL strictly adheres to
Indian laws, including business law, SEBI (Listing and Disclosure Regulations), labor laws and
public purchasing standards, and implemented anti -corruption measures, including a
transparency International Integrity Pact, to prevent bribe and non -high practices.

Regular internal audits and risk assessments are performed to identify and address compliance
risks. Employees undergo continuous training and awareness programs to reinforce ethical
standards. Transparent purchasing policies and standardized supplier selection processes
guarantee justice and responsibility. Disciplinary mechanisms are well defined to deal with
violations, and HPCL maintains communication open with stakeholders to defend its
commitment to ethical operations. Together, these components form a strong ethical basis,
improving the reputation of HPCL and supporting its long -term sustainability.

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KPIs of HR Analytics:

Employee turnover rate

 HPCL monitors employee’s friction to understand the stability of the workforce. Its
sustainability report 2023-24, for example, mentions a reduction in employee
friction rate from 11.1% to 7.7%, indicating their efforts on employee retention
(HPCL sustainability report 2023-24).

Time to hire

 Although not explicitly declared as a KPI in public reports, HPCl emphasizes a

systematic and complete recruitment process, suggesting that they track the
efficiency of their hiring, which would include time to hire (HPCL Human Resources
document).

Employee Training Hours

 HPCL highlights its dedication to improving employee skills through periodic training
programs aimed at improving performance and potential (HPCL Human Resources
Document). This implies tracking training hours to measure investment in employee
development.

Internal Promotion Fee

 HPCL career progress is based on a well-defined and transparent promotion policy,

suggesting that they monitor and value fill positions through internal talents to
leverage existing skills and experience (HPCL Human Resources Document).

Employee Productivity Index

 HPCL emphasizes increased productivity and efficiency in its operations, implying

production measurement in relation to employee entry, although specific rates may
not be publicly detailed (HPCL 2022-23 annual report).

Absenteeism Rate

 Although not explicitly mentioned as a KPI, maintaining healthy industrial relationships

and ensuring safe working conditions (HPCL Human Resources Document) are probably
linked to monitoring staff participation and addressing possible underlying problems.

Employee Involvement Score

 HPCL efforts in building a prosperous learning organization and reaching a 5% increase

in employee satisfaction score at FY23-24 (HPCL 2023-24 sustainability report) indicates
the use of feedback research and mechanisms to evaluate employee involvement.

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Cost per rent

 Focusing on optimizing recruitment budgets (as inferred from the need for efficient
talent acquisition), HPCL probably follows the costs associated with its hiring processes.

Diversity Reason

 HPCL states that it is an employer of equal opportunities, and the HPCL 2023-24
sustainability report mentions a significant increase (96.65%) in the participation of the
female labor force, indicating the tracking of gender diversity (HPCL Human Resources
Document, HPCL Sustainability Report 2023-24).

Profile of the age of the workforce

 Strategic retirement and succession planning (as implicit by career development

policies) would require an analysis of the distribution of the age of the workforce in the
HPCL.

Summary

(HPCL employs a series of HR metrics to boost data informed decisions, optimize human capital
strategies and align workforce performance with business goals. These metrics support effective
planning in areas such as recruitment efficiency, training investment, employee retention,
diversity initiatives and general productivity.

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Phase 3: Marketing, Sales and Distribution Management:

Hindustan Petroleum Corporation Limited (HPCL) adopts a strategic approach focused on B2B and
B2C in marketing, sales and distribution, serving various sectors, including retail consumers,
industrial clients, aviation and government entities in the oil and gas industry. HPCL's marketing
strategy emphasizes its brand promise of "providing happiness" promoting high quality oil
products, innovative customer solutions and sustainability. The company uses digital campaigns,
loyalty programs such as the HP Pay application and participation in industry exhibitions to
strengthen brand visibility and customer involvement.

In terms of sales management, HPCL operates through a robust network of regional offices, zonal
marketing teams and dedicated retail, LPG, aviation and industrial fuels across India. These units
identify market opportunities, manage proposals, negotiate contracts, and promote relationships
with long -term customers, especially with government and industrial buyers. HPCL protects mass
supply contracts and project specific contracts for products such as diesel, gasoline, lubricants and
aviation turbine fuel, ensuring a constant presence in the market.

The HPCL distribution model is highly integrated, supported by a wide network of 21,186 points of
sale, 6,305 LPG distributors, 37 terminals and deposits and 2,433 km of pipelines by 2025. This
infrastructure ensures efficient delivery of oil products. The company also provides after-sales
services, including maintenance of gas stations, technical support for industrial customers and
customer service through dedicated support line and digital platforms.

Summary

(HPCL's marketing, sales and distribution model is built on a strong brand, an extensive distribution
network and customer -centered solutions. Its ability to serve retail and industrial markets,
combined with robust infrastructure and digital innovations, solidifies its leadership in India's oil
and gas industry.

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7Ps of HPCL:

Product

 Oil products (gasoline, diesel, kerosene)

 LPG for home and commercial use

 Aviation turbine fuel (ATF) for airlines

 Lubricants and special oils (e.g. HP lubricants)

 Renewable energy solutions (biofuels, ethanol mixture) Personalized industrial fuel

solutions.

Price

 Dynamic prices aligned with global gross oil prices.

 Government regulated prices for gasoline, diesel and LPG.

 Competitive prices for industrial and aviation customers.

 Discount and Loyalty Programs for Retail Customers (e.g. HP Pay)

Place

 Extensive network of 21,186 points of sale throughout India.

 6,305 LPG distributors and 37 terminals/deposits.

 2,433 km of pipeline infrastructure for efficient distribution.

 Global presence through exports and aviation fuel supply at airports.

Promotion

 Brand campaigns such as "deliver happiness" in digital and traditional media.

 Loyalty Programs and Mobile Applications (HP Pay, HP Gas)

 Participation in sector exhibitions, energy domes and RSE events.

 B2B extension for industrial clients and government proposals.

26
 People

 More than 9,000 employees including technical, sales and managerial employees.

 Continuous training in security, customer service and technical skills.

 Focus on employee involvement and customer-centered service delivery.

Process

 Standardized supply chain and distribution processes.

 Digitized retail operations, LPG reserve and payments (for example, HP payment
application) Quality and Security Control Protocols ISO certified refining and delivery

 Efficient bidding and contract management for B2B customers.

Evidence

 Modernized points of sale with brand signaling and amenities.

 Advanced Refineries (e.g. Mumbai and Visakh refineries) and R&D installations (HPGRDC)
Certifications like ISO 9001, 14001 and OHSAS 18001.

 Visible RSE projects (e.g. schools, health facilities for communities)

27
 Segmentation:

Hindustan Petroleum Corporation Limited (HPCL) employs a strategic segmentation approach,

directing B2C (consumer company) and B2B (company for company) markets, with a significant
focus on B2G (government company) customers in the oil and gas sector. The segmentation is
adapted to various customer needs, geographical reach and product applications, ensuring
alignment with market demands and operational forces.

1. Geographical segmentation

Domestic Market: Primary focus in India, serving urban and rural areas through 21,186 points of
sale and 6,305 LPG distributors.

International Market: Export oil products and aviation fuel to countries in Asia, Middle East and
Africa, with presence at major international airports.

2. Sector/Industry Segmentation

Retail fuel: gasoline and vehicle diesel through brand gas stations.

LPG: Domestic (HP gas) and commercial LPG for families and companies.

Aviation: Aviation turbine fuel (ATF) for airlines and defense aircraft.

Lubricants: Special oils and greases for automotive and industrial applications.

Renewable Energy: Biofuels, ethanol mixes and green hydrogen initiatives.

3. Customer segmentation

Retail consumers: individual vehicle owners, families using LPG and small businesses.

Government agencies: Indian railways, defense forces and public sector enterprises such as NGO
and GAIL.

Aviation customers: National and international airlines operating in 43 airports.

Export Customers: International product buyers and oil lubricants.

4. Project size and customization

FOCUS: Large-scale fuel supply contracts for industrial and government customers, along with
retail distribution to mass consumers.

Personalized offers: Personalized fuel solutions for industries, aviation and specialized lubricants
for specific machines.

28
 5. Behavioral segmentation

Usage rate: high -use customers such as Indian railways, airlines and state transport companies;
Frequent retail customers at gas stations.

Loyalty Status: Long -term B2B customers through government contracts; Retail loyalty via HP Pay
and Rewards Programs.

Purchase needs: Customers seeking reliable fuel supply, quality assurance and digital payment
convenience (e.g., HP Gas App).

6. Psychographic segmentation

Values: Customers prioritize quality, sustainability and confidence in a Maharatna PSU.

Positioning Preference: Customers that favor HPCL's "Delivery of Happiness" brand, ecological
initiatives and reliability supported by the government.

7. Demographic segmentation

Customer Type: Individual consumers, small businesses, PSUS, government departments and large
corporations.

Decision makers: shopping managers, fleet operators, heads of family and government authorities.

8. Technographic segmentation

Technology Use: Customers that require advanced fuel technologies (e.g., low sulfur diesel, high
performance lubricants).

Innovation -oriented buyers: Customers who invest in green fuels, ethanol mixes and smart fuel
management systems.

Summary

HPCL market segmentation targets a diverse mix of retail, industrial and government clients with
fuel and personalized energy solutions. By leveraging geographic range, client profiles, behavioral
insights and technological innovation, HPCL strengthens its leadership in India's oil and gas
industry.

29
Marketing strategies:

Commercial Focus for Government (B2G)

 HPCL prioritizes marketing for government entities, PSUS (e.g. Indian Railways, NGO)
and defense forces.

 Ensure contracts through government proposals, mass supply agreements and strategic
partnerships for fuel and lubricants.

Personalized Solution Marketing

 It offers personalized oil and energy solutions, including specialized fuels, lubricants and
aviation turbine fuel (ATF).

 Markets integrated services, covering supply solutions, technical support and digital
payment for retail and industrial customers.

Sectoral Targeting

 Marketing focused on retail fuel, LPG, aviation, industrial fuels, lubricants and renewable
energy sectors.

 Build long -term relationships with airlines, manufacturing units and government
agencies, ensuring consistent quality and reliability of supply.

Technology and Innovation

 Promotes lead in green fuels, ethanol and diesel mixed with low sulfur content aligned
with sustainability goals.

 Highlights R&D advances through the HP Green R&D Center and the contributions "Make
in India" in energy innovation.

Global expansion strategy

 It is involved in international proposals for exports of aviation and oil fuel products to
Asia, the Middle East and Africa.

 Expanding through strategic partnerships and fuel supply agreements at global airports
and industrial projects.

30
 Industrial fairs and exhibitions

 Participate in energy domes, oil and gas exhibitions and RSE events to show products and
innovations.

 Strengthens B2B connections through technical seminars, industry forums, and

sustainable energy thinking leadership.


Digital and Institutional Marketing

 It takes advantage of a robust digital presence on the HPCL website, HP payment

application and social media (eg LinkedIn, X).

 It uses digital campaigns, loyalty programs and technical leaflets to involve retail
consumers and institutional customers.

Post-Sales Service Promotion

 Emphasizes reliable support after sales, including maintenance of gas stations, LPG delivery
tracking and industrial customer support.

 Increases customer retention through dedicated support lines, digital platforms and loyalty
rewards, such as HP payment benefits.

31
Sales Channel Of HPCL

HPCL employs a structured approach to multiple layers, serving retail and institutional clients in
the oil and gas sector. Your sales channels are designed to ensure widespread range and efficient
delivery of oil products. Sales channels are as follows:

 Direct sales to government and public sector units (PSUS)

 HPCL's main B2G sales channel involves direct involvement with government clients,
including:

 Indian railways, defense forces and PSUs such as NGO and Gail.

 Ministries of Oil and Natural Gas, Civil Aviation and Railways.

 Contracts are guaranteed by proposals, memorandums of understanding (MoUs) and long

-term bulk supply agreements for fuels, lubricants and aviation turbine fuel (ATF).

 Bidding portals and competitive contest

 HPCL actively participates in domestic and international bidding processes through

government electronic purchasing platforms such as Government e-Marketplace.

 Proposals drive mass fuel supply sales, LPG distributions and industrial fuel contracts,
ensuring compliance with public purchasing policies.

 International Sales and Export Division

 HPCL manages global sales through its international business division, focusing on exports
to countries in Asia, the Middle East and Africa.

 Sales are facilitated through:

 Direct bids for aviation fuel supply at international airports.

 Export contracts for oil and lubricant products.

 Collaborations with global oil marketing companies and commercial intermediaries.

32
  Regional Marketing offices

HPCL operates a network of regional and zonal offices throughout India, supported by dedicated
retail, LPG, aviation and industrial fuels.

 These offices serve as local sales centers, responsible for:

 Customer relationship management.

 Proposed and contests.

 Coordination of fuel supply and logistics.

 HPCL collaborates with distributors, resellers and franchisees to manage its 21,186 points
of sale and 6,305 LPG distributors.

 Strategic alliances with private companies and technology partners support specialized
products, such as lubricants and biofuels.

 It is involved with logistics providers and pipeline operators to improve distribution

efficiency.

 After sales and service contracts

 HPCL generates recurring revenue through after-sales services, including:

 Maintenance of gas stations and LPG infrastructure.

 Technical support for industrial customers and aviation fuel systems.

 Customer service through digital platforms (e.g. HP Pay, HP Gas App) and Helplines.

Summary:

HPCL sales channels are a mixture of direct, institutional and retail approaches, driven by
government proposals, regional offices, a strong export division and an extensive distribution
network. Its post-sales services and partnerships ensure customer relationships and revenue
continuity in India's oil and gas market.

33
One-year Sales Forecast and Promotional Budget of HPCL 24-2025:

Category Details
Estimated Revenue ₹ 4,36,194 Crore (approx. 0.6% growth YoY based on
(FY25) FY25 consolidated revenue)

New Order Inflows Not applicable as HPCL focuses on sales volume of

petroleum products.

Total Order Book (Year- Not applicable (HPCL’s business model focuses on
End) recurring fuel sales, not an order book)

Sales Forecast Drivers Rising domestic fuel demand, aviation fuel growth,
LPG sales.

Promotional Budget Not publicly disclosed; assumed 0.5%–1% of

(Estimate) revenue

Estimated Promotional ₹4,362 crore to ₹8,724 crore (based on 1%–2%

Spend of estimated FY25 revenue)

Key Promotional Digital campaign, loyalty programs, Industry expos,

Activities CSR initiatives, B2B client engagement

34
 Estimated Promotional Budget Breakdown of HPCL (FY2024–25):

Total Estimated Promotional Budget: ₹4,362 crore to ₹8,724 crore (1% to 2% of projected
revenue ₹4,36,194 crore)

Category Estimated % of Estimated Amount (₹

Budget crore)
Trade Fairs & Industry Exhibitions 20% ₹8,72.4 – ₹1,744.8
Digital Marketing & Website 25% ₹1,090.5– ₹,2181
Maintenance
Print Media & Technical Publications 10% ₹436.2 – ₹872.4
Client Engagement & Stakeholder 15% ₹654.3– ₹1,308.6
Relations
CSR & Brand Positioning Campaigns 20% ₹872.4 – ₹1,744.8
Internal Communications & 5% ₹218.1– ₹436.2
Employee Branding
Public Relations & Media Outreach 5% ₹218.1 – ₹436.2

Key notes:

 This breakdown is indicative and based on typical oil and gas PSUs marketing practices
with a mixture of B2C and B2B operations. 

 HPCL marketing emphasizes digital campaigns (e.g. "happiness delivery", HP payment

initiatives) and RSE, reflecting its strong focus of retail and sustainability. 

 Industry fairs and exhibitions remain significant for B2B involvement, especially for
aviation, lubricants and industrial fuels.

 CSR activities, such as community development and green energy promotion, are strongly
thoughtful to improve brand image and align with government sustainability goals.

35
SWOT Analysis:

Category Details

Strengths  Strong government support as a PSU Maharatna under the Ministry of Oil
and Natural Gas.
 Extensive distribution network with 21,186 points of sale, 6,305 LPG
distributors and 2,433 km of pipelines.
 Advanced R&D features via HP Green R&D Center, focusing on green fuels
and sustainability.
 Brand presence with the campaign “Delivery of Happiness” and digital
platforms (HP Pay, HP Gas App).
 High dependence on government regulated fuel price, limiting price
flexibility.

Weaknesses  Exposure to volatile prices of global oil, impacting margins.

 Slower pace in the transition to renewable energy compared to global oil
courses.
 Operational challenges in the management of the vast retail and
distribution infrastructure.

Opportunities  Grow the demand for domestic fuel (projected 49.5 mmt projected sales
volume in FY25).
 Expansion in green energy (ethanol mixture, biofuels, green hydrogen).
 Support to the government for clean energy and infrastructure (e.g., HRRL
BARMER REFINERY PROJECT).
 Increased aviation fuel demand (growth of 31.3% of IOY in the first
trimester of FY25) and export potential.

 Intense competition of private players (e.g. Reliance, Nayara Energy) and

Threats global oil companies.
 Regulatory changes toward cleaner energy, reducing the demand for fossil
fuels. Floating Matter Costs (Gross Oil) and Supply Chain Interruptions.
 Environmental regulations and public pressure for decarbonization that
affects traditional operations.

36
Overall Analysis of Sales, Distribution & Marketing Of HPCL

Sales performance
 FY2024-25 Revenue: ₹ 4,36,194 Crore (growth of 0.6% a / A, based on consolidated
finance).

 Sales Volume: Designed at 49.5 mmt (including exports), with 37.12 mmt reached in April-
decade 2024.
 Main Revenue Segments: Retail fuels (gasoline, diesel), LPG, Aviation Turbine Fuel (ATF),
industrial fuels, lubricants and biofuels.
 Main clients: Indian railways, defense forces, airlines, PSUs (eg NGOs, Gail) and millions of
retail consumers.

Sales channels
 Direct Sales B2G: Guaranteed by government proposals, mass supply agreements and
mous with PSUs and ministries.
 Retail Sales: Managed for 21,186 points of sale and 6,305 LPG distributors, serving
individual and small business consumers.
 Electronic purchasing platforms: active participation in gem and other competition portals
for industrial and government contracts.
 Export Division: Reals with international sales of oil products and ATF to Asia, Middle East
and Africa.
 Service Sales: Post-sales services, including maintenance of fuel postcards, technical
support and digital customer service, generate recurring revenue.

Distribution strategy
 Extensive infrastructure: 21,186 points of sale, 37 terminals/deposits, 6,305 LPG
distributors and 2,433 km of pipelines guarantee national coverage.
 Efficient Logistics: Pipeline networks, rail and road transport facilitate the distribution of
bulk fuel to retail and industrial customers.
 Supply Chain Management: Partnerships with logistics providers and distributors ensure
timely delivery and inventory management.
 Service Network: Generalized customer service via help, digital platforms (HP Pay, HP Gas
App) and technical support for industrial customers.

37
Marketing Strategy

 Retail and Institutional Marketing: It targets retail consumers (through the “Happiness
Delivery” campaign) and B2B clients (PSUs, airlines, industries). 

 Technology brand: Emphasizes green fuels, ethanol mixture and R&D advances through
HP Green R&D Center, aligned with "Make in India". 

 Industry fairs and exhibitions: participation in energy/gas/gas exhibitions for visibility and
networking B2B. Digital Presence: Strong focus on digital marketing through social media,
HPCL website and mobile applications (HP Pay, HP Gas) for customer loyalty and
involvement programs. 

 Customer Relationships: Long -term B2B contracts, RSE initiatives and custom fuel
solutions promote trust and retention. 

Conclusion

HPCL's sales, distribution and marketing structure is a dynamic mix of retail and institutional
strategies, supported by a vast innovative distribution and digital dissemination network. Its
strong financial performance, extensive infrastructure and focus on sustainability position it as a
leader in India's oil and gas sector. Continuous investment in green and digital energy platforms
will further increase its market competitiveness and customer involvement in the coming years

38
Phase 4. Data Visualization and Business Insights:

chart 1: (Bar chart)

Revenue Overview

 Fiscal Year: 2024-25

 Revenue from Operations: ₹4,61,638 crore


 Growth Rate: -0.99% decrease from the previous fiscal year

Key Highlights

 Order Inflows: Not applicable (HPCL operates in sales volume, not on order-based
contracts.

 Sector Performance: Strong growth in aviation fuel (31.3% a / a in Q1 fy25), LPG (8.7% A
in Q1 fy25) and industrial products (25.5% a / a in Q3 fy25). Retail fuels and lubricants also
showed constant demand. 
 Total Order Book: Not applicable (HPCL business model focuses on recurring fuel sales,
not an order book.
Business-standard
HPCL operations revenue in the last exercises, based on available data, shows the following trend:
 FY 2020-21: ₹2,33,248 crore

 FY 2021-22: ₹3,49,913 crore

 FY 2022-23: ₹4,40,709 crore

 FY 2023-24: ₹4,66,192 crore

 FY 2024-25: ₹4,61,638 crore

39
Sum of net profit in crores:

Chart 2: (Waterfall)

Fiscal Year Net Profit (₹ Crore) Year-over-Year Change

FY2023–24 ₹14,693.83 ▲ 263.75%

FY2022–23 ₹-6,980.23 ▼ 195.65%

FY2021–22 ₹7,294 ▼ 31.62%

FY2020–21 ₹10,664 ▲ 304.41

Insights:

 FY2023–24: Net profit increased 263.75%to ₹ 14,693.83 crore, driven by improved

refining margins, recovery in fuel marketing margins and operational efficiencies.
 FY2022–23: It suffered a significant loss of 6,980.23 crore, a decline of 195.65% of the
previous year's profit, mainly due to marketing suppressed in transport fuels and
exceptionally high oil prices.
 FY2021–22: Net profit has decreased by 31.62%to 7,294 crores, impacted by oil prices and
demand fluctuations, although strong operational performance and market share gains
feed attenuated losses.
 FY2020–21: It reached a record net profit of 10,664 crore, an increase of 304.41%, fueled
by inventory gains, favorable exchange rate variations and robust refinery margins,
despite pandemic -induced demand contraction.

40
 Sum of Estimated shares of Revenue:

Chart 3: Double bar chart

HPCL Revenue Breakdown by Business Segment (FY2019–20 to FY2023–24)

Fiscal Year Downstream LPG Aviation Fuel Lubricant and Total revenue
Petroleum others
FY2019-20 ₹2,52,010.00 ₹22,900.00 ₹8,595.00 ₹2,945.00 ₹2,86,450.00
FY2020-21 ₹2,34,509.00 ₹23,311.00 ₹7,269.00 ₹4,154.00 ₹2,69,243.00
FY2021-22 ₹3,05,567.00 ₹29,717.00 ₹9,849.00 ₹4,780.00 ₹3,49,913.00
FY2022-23 ₹4,07,785.80 ₹37,374.58 ₹12,491.58 ₹5,307.84 ₹4,62,959.80
FY2023-24 ₹4,08,336.64 ₹39,409.92 ₹13,849.92 ₹5,595.52 ₹4,67,192.00

Key Insights:

 Downstream oil (retail and mass fuels): the largest collaborator of HPCL revenue,
consistently representing 87-88% of total revenue, driven by gasoline, diesel and mass
fuel sales to retail and industrial customers. Growth reflects increased demand for
domestic fuels and market share gains.
 LPG: A significant segment, contributing ~ 8 to 10% of revenue, with constant growth due
to increased domestic and commercial consumption of LPG. HPCL's position as the second
largest India LPG marketing professional supports the stability of this segment.
 Aviation turbine fuel (ATF): contributes to 3-4% of revenue, remarkable growth in EF22-
23 and EF23-24 (31.3% yoy in the first trimester of EF25), driven by recovery in post-covid
aviation and refueling expansion.
 Lubricants and others: a smaller but increasing segment (~ 1–2% of revenue), including
lubricants, petrochemicals and emerging green energy solutions. Growth reflects HPCL
leadership in finished lubricants and new product launches.
 General Growth: HPCL's total revenue has increased to an EF19–20 CAGR to EF23–24,
driven by higher sales volumes (46.82 mmt in EF23–24), market share gains and
infrastructure investments such as Barmer HRRL refinement.

41
 Sum of Revenue by Sum of Total Sales by Regions/State:

Chart 4:

HPCL Revenue Distribution: Domestic vs. International (FY2020–21 to FY2024–25)

Fiscal India Revenue International Total Revenue Domestic International

Year (₹ Crore) Revenue (₹ Crore) Share (%) Share (%)
(₹
Crore)
FY2020– 21 2,65,947 3,296 2,69,243 98.8% 1.2%

FY2021– 22 3,43,059 6,894 3,49,913 98.0% 2.0%

FY2022– 23 4,32,246 8,463 4,40,709 98.1% 1.9%

FY2023– 24 4,57,559 8,633 4,66,192 98.2% 1.8%

FY2024– 25 4,52,390 9,248 4,61,63 98.0% 2.0%

8

Key Insights:

 Dominant Domestic Revenue: 98.0% –98.8% of India's revenue, focusing on retail fuel,
LPG and Aviation.
 Limited International Participation: Export revenue has grown from ₹ 3,296 Crore to ₹
9,248 crores but remains 1.2%to 2.0%.
 India-centered strategy: they align with increased domestic demand and energy security
policies.
 Strong sales volume: 49.82 mmt in EF25, with domestic growth of 5.6% in the second
quarter.
 Growth exports: lower but increasing contribution of fuel and aviation oil products.

42
 Operating Income: Breakdown by Business Segment:

Chart 5:

HPCL Operating Income by Business Segment (FY2020–21 to FY2023–24)

Fiscal Downstream Lubricants and Total Operating

Year Petroleum (₹ Petrochemicals Income (₹ Crore)
Crore) (₹ Crore)
FY2020– 21
17,742.0 1,324.0 19,066.0

FY2021– 22
11,445.0 1,512.0 12,957.0

FY2022– 23
4,824.0 1,705.0 6,529.0

FY2023– 24
26,834.0 2,014 28,848.0

Key Insights:

Dominance of Downstream Petroleum: The main income factor (fuels, LPG, aviation), dipped at
EF22-23 due to oil prices, but recovered at EF23-24 with strong margins.

Growth of lubricants and petrochemicals: lower segment, constant growth with 16% increase in
sales volume at EF22-23 and in the Petrochemical sales record at EF23-24.

General Recovery: Revenue fell on EF22–23 but increased at EF23–24 (₹ 28,848 CRORE),
reflecting resilience and market share gains.

43
CONCLUSION:

Comprehensive Overall Conclusion of Hindustan Petroleum Corporation Limited (HPCL)

Hindustan Petroleum Corporation Limited (HPCL), a public company in Maharatna (PSU), is a

leading actor in India's oil and gas industry, with over 50 years of experience in refining, marketing
and distribution of oil products. Operating an extensive network of 22,501 points of sale, 6,364
LPG distributions, 2 refineries and 2,433 km of pipelines, HPCL serves millions of retail consumers,
industrial customers and government entities throughout India and selected international
markets.

Despite the challenges such as volatile oil prices and regulatory pressures, HPCL has shown
resilience, recovery from a net loss in FY2022–23 for a record of ₹ 14,693.83 crore in FY2023–24
profit, driven by strong refining margins and a record sale of 49.82 mmt in FY2024. Its
downstream oil segment (fuels, LPG, aviation) remains the main revenue factor, complemented
by growing lubricants and petrochemicals.

Strategically, HPCL is adopting digital transformation through platforms such as HP Pay and HP
Gas Apps, improving customer involvement and operational efficiency. Investments in green
energy (ethanol mixture, biofuels, green hydrogen) and infrastructure (for example, HRRL Barmer
refinery) align with India sustainability goals and "doing in India" initiatives.

Robust HR analysis, employee involvement programs, and ethical compliance structures further
strengthen their operational foundation. Although international revenue remains modest (2% of
the total), HPCL domestic domain, diversified portfolio and focus on innovation position it for
sustained growth. Continuous emphasis on renewable energy, digital marketing and supply chain
optimization will ensure long -term competitiveness in a transition energy scenario.

Key Takeaways:

 Strong financial recovery with record profits and sales volume at FY24-25.

 Leadership in retail fuel, LPG and Aviation, with the growing focus of green energy.

 Advanced Digital Platforms and HR Analysis Efficiency and Engagement.

 Dominant domestic market participation with strategic international expansion.

 Commitment to sustainability, ethical governance and national energy objectives.

44
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Increase-in-PAT-49863708/

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https://www.whispersinthecorridors.com/detail/118254-
HPCL%25E2%2580%2599s%2Boutstanding%2Bfinancial%2Bresults%2Bfor%2Byear%2B2023-
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