STAKEHOLDER
ENGAGEMENT
IndianOil’s role in India’s energy ecosystem extends across consumers, industries, communities, business partners, investors and public institutions. Decisions relating to growth, operations, investments and future energy pathways are shaped by a broad range of perspectives and expectations emerging from this ecosystem.
These considerations are evaluated alongside the resources and relationships that sustain the business, providing the context for identifying the matters that warrant the highest degree of management attention. The resulting priorities influence how capital is allocated, how performance is assessed and how value is created across economic, environmental and social dimensions.
Material matters sit at the intersection of stakeholder expectations and the resources employed by the business. Our materiality assessment provides a structured process for evaluating the economic, environmental, social and governance matters that are most relevant to IndianOil and its stakeholders. The assessment considers both the implications of these matters for our business performance and the impact of our activities on the economy, environment and society.
MATERIALITY ASSESSMENT
We undertook a double materiality assessment aligned with recognised global frameworks during 2024-25. Inputs from stakeholders, leadership deliberations and management reviews formed the basis for evaluating and prioritising material matters within our operating context. For 2025-26, the materiality assessment was revisited to reflect the evolving sustainability landscape and business context of IndianOil. While the overall set of material topics remains broadly consistent with prior years, certain topics have been redefined to better capture emerging and evolving risks.
The identified material matters serve as an important reference point for our business planning, resource allocation, risk oversight and performance evaluation across the organisation.
Guwahati Refinery Eco Park
- GHG Emissions
- Air Emissions
- Water Stewardship
- Circularity and Waste Management
- Climate Adaptation, Resilience and Transition
- Managing Environmental Impacts
- Product Stewardship and Customer Satisfaction
Skill Development Institute students, Bhubaneswar, Odisha
- Health and Safety
- Community Development
- Talent Management
- Diversity, Equity, Inclusion (DEI) & Human Rights
- Asset Integrity and Process Safety
- Sustainable Supply Chain
Chairman with Functional Directors
- Business Ethics and Accountability
- Compliance and Data Governance
- Grievance Redressal
CAPITAL DEPLOYMENT
A significant share of expenditure remains directed towards refinery expansions, petrochemical integration projects and logistics assets. Additional allocations are being made towards city gas distribution, renewable energy, biofuels and hydrogen-related projects.
CAPITAL ALLOCATION MIX
Capex in 2025-26
VALUE GENERATION
*Due to suppressed marketing margins
SHAREHOLDER RETURNS
DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED (EVG&D)
(GRI 201-1)
| 2025-26 | 2024-25 | ||
|---|---|---|---|
| I | Direct Economic Value Generated | 1,44,475 | 99,893 |
| II | Economic Value Distributed | 1,04,284 | 79,785 |
| Operating Costs | 59,507 | 49,057 | |
| Employee Wages and Benefits | 10,789 | 10,363 | |
| Payments to Providers of Capital | 21,741 | 18,372 | |
| Provision for Income Tax | 11,758 | 1,410 | |
| Community Investments | 489 | 583 | |
| III | Economic Value Retained (I-II) | 40,191 | 20,108 |
CONTRIBUTION TO THE NATIONAL EXCHEQUER
IndianOil contributes to public finances through taxes, duties, levies and dividend distributions. These contributions support government expenditure on infrastructure, social development and public services at both the Union and State levels.
CONTRIBUTION TO CENTRAL EXCHEQUER
CONTRIBUTION TO STATE EXCHEQUER
TOTAL CONTRIBUTION TO EXCHEQUER
TAX GOVERNANCE
Tax governance forms an integral part of IndianOil’s corporate governance architecture. Oversight covers direct taxes, indirect taxes, transfer pricing, statutory reporting and regulatory submissions across businesses and jurisdictions. Tax positions are reviewed through established approval mechanisms, with emphasis on compliance, transparency and timely discharge of statutory obligations.
REGULATORY GOVERNANCE
We operate within a comprehensive regulatory framework covering energy markets, environmental requirements, health and safety standards, public sector governance and corporate disclosures. Compliance processes are embedded across business functions, supported by internal reviews, assurance mechanisms and periodic oversight by management and the Board.
SERVING A DIVERSE CUSTOMER BASE
Our customer base spans households, mobility users, industrial consumers, commercial establishments, aviation operators, government institutions and energy-intensive sectors. Customer requirements differ significantly across these segments, requiring differentiated products, distribution models and service channels.
Household customers access LPG, PNG and related services through an extensive distribution network. Mobility customers utilise retail fuels, lubricants, CNG, LNG, EV charging and battery-swapping facilities through an expanding retail infrastructure. Industrial and commercial customers utilise natural gas, petrochemicals, bitumen, specialty products and bulk fuel supplies that support manufacturing, infrastructure and transportation activities. Aviation and institutional customers depend on uninterrupted product availability, operational reliability and specialised services tailored to their requirements.
This diversity necessitates continuous assessment of customer expectations, consumption trends and service requirements. Investments in customer infrastructure, digital platforms and product innovation are therefore guided by changing patterns of demand across customer segments.
Chairman sharing heartfelt moments with the energy guardians at Zoji La Pass, Kargil
ACCESS, AVAILABILITY AND CONVENIENCE
Accessibility remains one of the most important aspects of customer service. The scale of our distribution network enables products and services to reach customers across metropolitan centres, urban markets, rural locations, industrial clusters and transportation corridors.
Customer Access Infrastructure
Expansion of city gas infrastructure also widened access to cleaner energy solutions. The expanding network provides the physical backbone required to scale city gas distribution and broaden access to gas-based energy solutions.
ENHANCING THE MOBILITY EXPERIENCE
Customer expectations increasingly extend beyond fuel availability. Convenience, service quality, safety, rest facilities and digital accessibility have become important considerations, particularly for customers travelling on national highways and major transport corridors.
The expansion of Wayside Amenities and Apna Ghar facilities formed part of this effort. These facilities provide rest areas, food services, sanitation facilities and other conveniences for longdistance travellers, commercial vehicle operators and transport personnel.
Retail network development also included the rollout of Transformative Retail Outlets, designed to improve customer convenience, operational efficiency and service consistency. Investments in forecourt modernisation, digital monitoring and customer facilities continue to contribute to improve customer experience across the retail network.
Customer retention and loyalty initiatives remain important in highly competitive fuel markets. Product differentiation, service quality, convenience offerings and network accessibility contribute to customer preference across mobility segments.
Chairman with frontline service team at a Heritage Retail Outlet, Kolkata
HOUSEHOLD ENERGY ACCESS AND SAFETY
Household customers represent one of the largest customer segments served by IndianOil. Reliable access to LPG and PNG remains important for domestic energy requirements across urban and rural markets. Customer safety is an important component of household energy delivery. Multiple initiatives were undertaken during 2025-26 to improve awareness, strengthen safety practices and reduce accident risks associated with domestic LPG usage.
Technology-based interventions were also introduced to improve customer responsiveness and service efficiency. The Claim Connect Portal simplified accident claim processing and improved transparency for customers. Additional interventions focused on faster complaint resolution, improved service tracking and enhanced customer communication.
The "1906 Resolution – 2 Hour Challenge" initiative contributed to improvements complaint resolution and customer responsiveness, while safety awareness campaigns and customer education programmes continued across the distribution network.
DIGITAL CUSTOMER EXPERIENCE
Digital technologies are increasingly influencing the way customers interact with products and services. Customers now expect faster transactions, greater transparency, real-time information and simplified service interfaces.
Across business segments, digital tools have been integrated to improve customer interactions, transaction processing and service delivery. In the petrochemicals business, the SDMS ePIC Portal was introduced to streamline customer interactions and transaction management. Similar digital systems support online nominations, scheduling, billing and contract management activities across other businesses.
Advanced analytics tools have also been introduced to improve customer understanding and service performance. These include customer sentiment analysis, customer retention analytics, queue analytics, sales performance monitoring and customer dashboards that provide operational visibility and actionable insights.
Selected Digital Customer Initiatives
- SDMS ePIC Portal
- Customer Experience Portals
- Smart Metering Applications
- Digital Billing Systems
- Online Nomination and Scheduling Platforms
- Customer Analytics Dashboards
- Queue Analytics Systems
- Customer Sentiment Monitoring Tools
- Complaint Tracking Platforms
- Toll-Free Customer Support Systems
INDUSTRIAL AND COMMERCIAL CUSTOMER SOLUTIONS
Industrial and commercial customers require reliable energy supplies, predictable service levels and efficient transaction processes. Customer requirements span natural gas, petrochemicals, bitumen, specialty products and bulk fuel supplies used across manufacturing, transportation and infrastructure sectors.
Supply assurance remains an important consideration for these customers. Procurement planning, sourcing diversification, transportation infrastructure and inventory management practices contribute to uninterrupted product availability. Long-term supply arrangements and allocation mechanisms are also utilised, where necessary, to maintain continuity of service. Digital transaction systems have further improved operational efficiency through online nominations, scheduling systems, billing platforms and customer portals that facilitate business transactions and to information access.
LPG import terminal Paradip
EVOLVING CUSTOMER REQUIREMENTS
Energy consumption patterns continue to evolve as customers increasingly explore alternative fuels, lower-emission energy options and diversified mobility solutions. The expansion of CNG, LNG, CBG and electric mobility infrastructure reflects changing customer preferences and growing demand for alternative energy options.
Alternative Fuel Network:
CUSTOMER FEEDBACK AND SERVICE RESPONSIVENESS
Customer interactions provide valuable insights into service quality, operational performance and evolving customer expectations. Feedback mechanisms therefore form an important component of customer management processes. Customers can access multiple channels for service requests, complaint registration, feedback submission and issue resolution. These include customer care centres, digital platforms, mobile applications, service portals and dedicated grievance management systems.
Director (Marketing) felicitating a channel partner of Telangana and Andhra Pradesh State Office
Digital grievance management systems improve tracking, monitoring and accountability of complaint resolution processes. Defined workflows and escalation mechanisms facilitate timely closure of customer concerns, while analytics-based monitoring tools assist in identifying recurring issues and service improvement opportunities.
Customer behaviour analysis, retention monitoring, sentiment analytics and service quality assessments provide additional insights into customer expectations. These inputs are used to improve processes, enhance service delivery and identify areas requiring management attention.
TALENT MANAGEMENT
Workforce planning is linked to business requirements of our businesses across operating assets, project locations and corporate functions. Recruitment, learning and leadership interventions are structured around the skills required for current operations as well as emerging business opportunities.
A notable change in 2025-26 was the introduction of IndianOil’s own ‘All-India Computer Based Test (CBT)’ for executive recruitment across seven engineering disciplines. We moved away from reliance on GATE scores, widening access to engineering graduates across geographies and institutions while creating greater flexibility in recruitment planning.
We also introduced recruitment in the E0 Grade for Diploma Engineers, establishing a dedicated executive entry route for technical roles involving routine operational activities. The new structure provides greater deployment flexibility while addressing technical manpower requirements across business units.
Role-linked development pathways include certifications in Process Safety, SCADA Cyber Security, Cathodic Protection and Advanced NDT. These are complemented through mentoring under Abhigyan and executive coaching through Saarthi.
Recruitment processes are increasingly supported by digital tools. Xtrabot, an AI-powered recruitment chatbot, addresses more than 11,000 candidate queries in real time during the recruitment cycle, enhancing access to information throughout the application process.
Women IOCians at Paradip Refinery
LEARNING AND DEVELOPMENT
Learning and development activities address operational requirements, leadership development, digital technologies, commercial skills and emerging energy businesses. The learning architecture combines classroom programmes, virtual learning, self-paced modules, certifications, coaching, mentoring and higher education opportunities.
Learning Priorities
Strengthening Connections: Chairman engages in an extensive interaction session with employees
Swadhyaya NXT serves as IndianOil’s integrated learning platform, bringing physical, virtual and e-learning interventions onto a common digital architecture. The platform hosts learning content covering more than 570 technical competencies and provides access to multimedia courses, podcasts, videocasts and interactive learning resources.
The learning ecosystem is supplemented through:
- Eklavya Scheme
- Professional Certifications
- Higher Education Programmes
- Abhigyan Mentoring
- Saarthi Executive Coaching
- Harvard ManageMentor Resources
- Self-directed Learning Pathways
Employees are also provided flexibility to pursue curated role-based learning journeys while designing learning pathways suited to individual requirements.
SAMPARK extends learning access to channel partners and the wider workforce network through a technology-based self-learning platform. Learning modules can be accessed directly from the workplaces, allowing participants to learn at their own pace. Leaderboard features introduce gamification and encourage active participation.
Academy on Wheels
Academy on Wheels is a customised mobile learning unit designed to deliver training directly at retail outlets. The facility incorporates AR/VR technologies and digital learning tools to provide workplace-based learning for Fuel Customer Attendants and Retail Outlet Managers. Learning delivery is integrated with SAMPARK modules and operational training requirements.
Digital, AI And Emerging Energy Capabilities
Capability development efforts increasingly address developments in digital technologies and changing energy markets.
Reinvent with AI
Organisation-wide learning intervention covering AI awareness, AI applications and practical use cases across business functions.
AI-Driven Innovation Programme
Designed for senior leaders to examine AI-led decision-making, opportunity identification and business applications.
Nav Urja Nirman
Capability development initiative focused renewable energy, clean fuels and low-carbon energy opportunities.
Leadership Development
Leadership development is guided by the IndianOil Leadership Competency Framework, which defines the competency requirements across career stages and managerial responsibilities. The framework is supported by the Leadership Assessment and Development Centre, which assesses leadership competencies, identifies development needs and recommends Individual Development Plans.
SOPAAN
First-time Managers
Madhyama | Saksham
Cross-functional Development
Cutting Edge
Junior-to-Middle Management Transition
Threshold
Middle-to-Senior Management Transition
SMP
Senior Leadership
DAKSH
Strategic Leadership Development
Centre for learning - IIPM
DIVERSITY AND INCLUSION
We value diversity and equal opportunity across our workforce. Our Diversity, Equity and Inclusion (DE&I) practices provide for fair pay and equal opportunity, irrespective of gender, caste or physical ability. Our Equal Opportunity Policy sets out the rights of Persons with Benchmark Disabilities and is shared with designated liaison officers. Employees also have access to formal grievance channels for raising concerns and seeking timely resolution.
FEMPOWERMENT
Through our ‘Fempowerment’ initiative, senior women officers across divisions underwent structured mentoring training conducted by a clinical psychologist. These officers now mentor junior women employees through focused workshops. The initiative facilitates professional development and greater participation of women across the organisation.
EMPLOYEE ENGAGEMENT
Employee participation and organisational involvement are organised through structured engagement activities operating under ‘tHRive’. The framework is intended to encourage collaboration, idea generation, creativity and alignment across locations and business units.
One such initiative is INNOVEST, which serves as a platform for harnessing employee-driven operational and managerial ideas. It also provides a structured forum for addressing organisational challenges through collaborative problem-solving and innovation.
Employee Communities
Three employee communities were established during 2025-26 to encourage learning, interaction and knowledge exchange outside formal work settings.
The BookMark
IndianOil’s book club created a platform for employees to engage through discussions, author interactions and reading recommendations. Within six months of launch, the initiative brought together 200 members and facilitated conversations around 12 books.
People and Pixels
A photography community built around expert-led sessions, assignments and peer learning, bringing together more than 100 employees with a shared interest in visual storytelling and creative expression.
IndianOil Corporate Toastmasters Club
Communication and leadership development platform for executives in Grades C to F based on the Toastmasters International curriculum. Participants develop communication, public speaking and leadership skills through structured speaking assignments and leadership capabilities.
Leadership celebrating contribution of women IOCians
IndianOil Listening Assistant (IOLA)
Employee feedback is captured through a continuous listening model rather than periodic engagement surveys. IndianOil Listening Assistant (IOLA) facilitates two-way conversations, real-time responses, analytics and follow-through while maintaining confidentiality safeguards.
EMPLOYEE WELL-BEING
Our approach to employee well-being addresses physical, emotional and mental health across the organisation. The 4R 4U wellness initiative provides a structured programme for employee health and wellness, with interventions organised around specific health concerns. The programme reaches employees across divisions and also extends to their families.
Mental and emotional well-being is addressed through ‘Paramarsh’, our Employee Assistance Programme. It provides emotional wellness workshops, stress management sessions and counselling from psychiatrists.
HEALTH AND SAFETY
Managing safety across our asset base requires an integrated framework that brings together governance, risk management, process safety, workforce competency and operational oversight. Our Board-approved Health, Safety and Environment (HSE) Policy establishes the framework for occupational health, process safety and environmental management.
HSE performance is reviewed at Unit, Division and Corporate levels, with periodic oversight by the Board. Safety management systems embedded across business units through established standards, operating procedures, audits, inspections and performance reviews.
HSE Management Systems
A structured Safety Management System operates across IndianOil in accordance with applicable regulatory requirements and industry standards. Compliance with operating procedures, safety systems and environmental requirements is reviewed through inspections, audits, performance assessments and corrective action mechanisms.
A view of Panipat Refinery and Petrochemicals Complex
The Golden Rules of Safety apply across operating locations and extend to employees, contract workers and business partners engaged in operational activities. They establish a common safety standards across businesses and locations.
Occupational Health and Safety Management Systems
All refineries are supported by dedicated Occupational Health Centres providing preventive and occupational healthcare services.
Digital Safety Oversight
Digital monitoring tools are integrated into our safety management processes. The enterprise-wide HSE Dashboard provides visibility into safety performance, audit compliance, emergency preparedness and operational risk indicators across businesses and locations. In the Pipeline Division, portable CCTV-based monitoring systems facilitate real-time supervision of critical maintenance activities and high-risk operational activities.
Safety Capability Development
Workforce competency remains an important element of IndianOil’s safety management architecture. Learning interventions are structured around process safety, operational risk management, emergency preparedness and specialised HSE disciplines.
A competency framework for HSE and Fire & Safety professionals was introduced to establish consistent standards across operating locations. Training interventions covered the technical, operational and managerial dimensions of safety management.
GRIEVANCE REDRESSAL
We operate a structured grievance redressal framework designed to provide employees with accessible and transparent mechanisms for the resolution of workplace concerns. Employees can register grievances through a dedicated digital platform that provides visibility throughout the resolution process. The framework incorporates a four-level escalation mechanism.
Escalation Framework
Immediate Superior
Competent Authority
Grievance Redressal Committee
Appellate Authority
The framework is intended to promote timely resolution, accountability and procedural transparency. Employees may also access the Government of India’s Centralised Public Grievance Redress and Monitoring System (CPGRAMS) as an additional grievance channel.
Promoting a Speak-Up Culture
We maintain multiple channels through which employees can report concerns relating to workplace conduct, ethics, discrimination, harassment, safety and other employment-related matters. The framework combines policy-based safeguards, reporting mechanisms and employee support measures intended to encourage reporting without fear of retaliation.
Director (Refineries) virtually flags off JP-5 and NATO Grade HFHSD dispatch
Key Programmes
Workplace Safeguards
- Whistle Blower Policy
- Conduct, Discipline and Appeal (CDA) Rules, 1980
- Internal Complaints Committees (ICC)
- Multi-level Grievance Escalation Mechanisms
- Confidential Reporting Channels
- Direct Access to Senior Officials
The Whistle Blower Policy provides protection against victimisation and unfair treatment for individuals reporting misconduct or improper activities. Employees may also report concerns through Internal Complaints Committees and other designated reporting channels.
Paramarsh compliments these mechanisms by providing counselling, emotional well-being support and stress-management assistance. Safety Committees comprising, workmen and officer representatives provide an additional forum for raising workplace concerns and operational risks.
SUPPLY CHAIN RELIABILITY
Supply reliability depends on a coordinated network of suppliers, contractors, logistics providers, shipping service providers and transportation partners. These relationships support the movement of crude oil, intermediate products, finished fuels, petrochemicals and other materials across our operations.
Sourcing diversification remains an important element of our procurement strategy. During 2025-26, our refineries processed 275 crude grades sourced from 48 countries. The ability to process a wide range of crude grades provides flexibility in procurement planning and allows optimisation of sourcing decisions under changing market conditions.
Logistics partners contribute to the transportation and distribution of crude oil and petroleum products through pipelines, marine transportation and associated infrastructure. Pipeline transportation continues to play a significant role in improving product movement and distribution efficiency.
PROJECT EXECUTION AND INFRASTRUCTURE DEVELOPMENT
Large-scale projects require the participation of engineering firms, equipment manufacturers, contractors, technology providers and specialised service partners. These organisations contribute technical expertise, execution capabilities and project management resources required to deliver of manufacturing, logistics and energy infrastructure.
Business partners contribute across project lifecycles, including engineering design, procurement, construction, commissioning, maintenance and technology integration. Their participation remains important in the execution of capacity expansion projects, infrastructure augmentation and development of in new business areas.
The scale and complexity of ongoing investments necessitate close coordination between internal teams and external partners to ensure project delivery, quality assurance, safety management and adherence to project schedule.
TECHNOLOGY AND NEW BUSINESS COLLABORATION
The development of new businesses increasingly requires access to specialised technologies, technical know-how and industry expertise. Collaborative arrangements during 2025-26 covered areas such as renewable energy, sustainable aviation fuel, compressed biogas, green hydrogen, natural gas, energy storage, clean mobility solutions and technology development.
These engagements contribute to technology evaluation, project development, commercial assessment and market understanding across emerging segments of the energy sector. Partnerships in innovation and incubation activities also provide exposure to evolving technologies and business models relevant to future growth opportunities.
In addition to technology access, such collaborations facilitate knowledge sharing, capability development and the evaluation of solutions that may have future commercial applications.
REGIONAL BUSINESS RELATIONSHIPS
Commercial relationships across neighbouring and international markets contribute to regional trade, market access and business development. Cross-border activities include petroleum product exports, LNG supply arrangements and downstream operations in select international markets.
These relationships support market diversification while providing access to additional commercial opportunities beyond domestic operations.
Director (Finance) with team Gujarat Refinery
PARTNER GOVERNANCE
Business partner relationships are governed through established qualification procedures, technical evaluations, contractual requirements and performance monitoring mechanisms. Assessments consider technical competence, financial strength, statutory compliance, safety performance and operational capability.
Suppliers, contractors and service providers are expected to comply with applicable technical, safety, environmental and statutory requirements. The compliance is monitored through inspections, audits, contractor reviews, performance assessments and compliance evaluations. These processes provide oversight across supplier and contractor activities while promoting accountability, consistency and adherence to operational standards.
SERVO, engineered for Performance
Our CSR efforts reflect our commitment to nation-building by enabling equitable access, strengthening community ecosystems, and supporting sustainable development across the regions we serve.
HEALTHCARE ACCESS AND MEDICAL INFRASTRUCTURE
Public healthcare systems across several regions continue to operate under infrastructure constraints in diagnostics, oncology care, emergency response, and specialist treatment access. These gaps become more pronounced in high patient-load Government institutions and underserved regions. Our healthcare interventions focused on strengthening diagnostic systems, oncology infrastructure, emergency response support, telemedicine-enabled healthcare access, and region-specific healthcare delivery systems.
Expanding Diagnostic and Treatment Infrastructure
We supported public healthcare institutions by equipping them with of advanced diagnostic and treatment systems across Meghalaya, Assam, Delhi, and Andhra Pradesh.
TB Mukt Bharat Abhiyan
India accounts for a significant share of global tuberculosis cases, with delayed diagnosis remaining one of the largest barriers to treatment access in rural and semi-urban regions.
Under TB Mukt Bharat Abhiyan, we provided handheld X-ray systems and Truenat diagnostic machines across Government healthcare institutions in Uttar Pradesh, Chhattisgarh, and Rajasthan. The intervention expanded access to rapid screening and decentralised diagnostics through public healthcare systems operating in highburden regions.
Handheld X-ray systems and Truenat machines Equipment support
Government hospitals, CHCs and PHCs Implementation network
SKILL DEVELOPMENT AND LIVELIHOOD
Industry-linked vocational training remains critical to improving workforce participation among economically disadvantaged youth to enter the workforce, particularly in technical sectors that require specialised operational skills. Our livelihood interventions focused on residential technical training programmes that were aligned with manufacturing sector requirements, as well as placement-linked employment opportunities.
Regional Healthcare Outreach
Our refinery-led healthcare interventions addressed local healthcare requirements through targeted community infrastructure and outreach projects.
ASHA (Accredited Social Health Activist) workers with diagnostic kits provided by Bongaigaon Refinery
GUWAHATI REFINERY
Support for cochlear implant infrastructure at Guwahati Medical College and Hospital included assistance for 10 cochlear implant procedures and establishment of a dedicated operation theatre for children with hearing impairment.
Director (HR) reviews performance at Guwahati Refinery
BARAUNI REFINERY
Installed 15 AI-enabled Health ATMs in Begusarai enabled community access to TB screening, telemedicine consultation, and more than 40 diagnostic services through digital healthcare systems
GUJARAT REFINERY
Provided four ambulances in Narmada district expanded emergency transportation access and maternal healthcare mobility in rural locations.
HALDIA REFINERY
Aarogyam 2.0 mobile medical units expanded healthcare outreach across surrounding communities. Also installed ophthalmic systems and assistive devices for visually impaired beneficiaries.
Industry-Aligned Technical Training
In collaboration with CIPET, we conducted three-month residential technical training programmes in plastics processing for underprivileged youth in Guwahati, Lucknow and Murthal. The programme combined industry-specific technical training with placement assistance to improve employability in the manufacturing and processing sectors.
EDUCATION AND DIGITAL ACCESS
Digital infrastructure gaps across Government educational institutions continue to influence access to technology-enabled learning environments, particularly in regional and semi-urban areas.
Smart Classroom Infrastructure
Paradip Refinery supported conversion of classrooms into technology-enabled learning spaces across Government schools. This expanded access to digital learning infrastructure and technology enabled education across participating schools.
Bringing technology into the classroom at Government schools
INCLUSIVE COMMUNITY ACCESS
Accessibility support and community-level healthcare participation remain important for strengthening inclusion across vulnerable and underserved groups.
Mobility Support for Persons with Disabilities
We supported distribution of the motorised tricycles to persons with disabilities promoting independent mobility and livelihood participation.
Grassroots Healthcare Participation
We helped ASHA workers through the distribution of diagnostic kits for community-level healthcare outreach and frontline health services.
ENVIRONMENT AND WILDLIFE CONSERVATION
Wildlife rescue systems and rehabilitation infrastructure are becoming increasingly important in regions experiencing ecological pressure and rising human-wildlife interactions.
Wildlife Rescue and Rehabilitation Support
Wildlife Rescue and Rehabilitation Support
Support for Wildlife SOS included provision of animal rescue ambulances for wildlife emergency response operations.
Digboi Refinery
Support for the Green Bud Wildlife Project focused on wildlife rescue, rehabilitation, and the mitigation of human-wildlife conflict across surrounding regions.
REFINERIES FOR COMMUNITIESREFINERIES FOR COMMUNITIES
During 2025-26, refinery-led interventions across healthcare, accessibility, skilling, education, and wildlife conservation were consolidated under ‘SANKALP: Refineries for Communities – Stories of Care and Change’, capturing region-specific community initiatives implemented across IndianOil’s refinery network.
SPORTS INFRASTRUCTURE DEVELOPMENT
Regional sports infrastructure remains important for organised sporting ecosystems, athlete participation, and development of high-quality public sporting facilities.
International Cricket Stadium, Gorakhpur
We signed an MoU with the Uttar Pradesh government to build an International Cricket Stadium in Sports City, Gorakhpur. The project involves a ₹60 Crore contribution to construct international-standard sports infrastructure in the region, supporting organised sporting ecosystems and increasing participation in competitive sports across Uttar Pradesh.
MOU signing ceremony for the Gorakhpur Cricket Stadium
MISSION LiFE (LIFESTYLE FOR ENVIRONMENT) IN ACTION
Mission LiFE forms an important part of how we bring environmental responsibility into our operations, workplaces and customer touchpoints. Through measures covering operational practices, ecological restoration, community participation and resource efficiency, we are encouraging behavioural change across our business and among the communities we serve.
Embedding Responsible Practices Across Operations
We are embedding Mission LiFE across our operations through measures covering waste management, reduction of singleuse plastics and greater environmental awareness. Our efforts extend across corporate offices, administrative establishments and refining units, while our network of more than 30,000 retail outlets is progressing towards plastic-free operations. Mission LiFE awareness campaigns across retail outlets and regional offices, together with Pollution Under Control (PUC) testing drives organised across our fuel stations, are encouraging cleaner mobility and greater public participation.
Ecological Restoration Through the Green Credit Programme
Our participation in the Green Credit Programme gathered further momentum during the year with plantation and maintenance of 10,36,786 seedlings across Bihar, Gujarat, Telangana and Rajasthan. We are also carrying forward a ₹11.20 Crore, three-year programme for the eco-rejuvenation of five sacred kunds in the Braj region covering Mathura, Barsana and Nandgaon. The programme seeks to improve water quality and restore ecological conditions that sustain aquatic biodiversity.
Plantation and maintenance
Director (P&BD) exchanging MoU with Director (Marketing), National Fertilizers Ltd.
Building a People-led Movement
Mission LiFE is also finding expression through greater employee and community participation. During the year, we hosted Magsaysay Award recipient Shri Rajendra Singh, whose interaction highlighted community-based water conservation and the revival of traditional water bodies. Through Speak Up for the Planet 2.0, we continue to invite youth-led solutions for sustainability challenges, while digital pledges taken by our employees are encouraging sustainable practices in both personal and professional life.
Advancing Circularity and Resource Efficiency
We are expanding the deployment of Reverse Vending Machines and Cloth Bag Vending Machines across high-footfall retail locations to reduce single-use plastics and promote circular resource use. Distribution of LED bulbs and energy-efficient cookstoves is also helping households improve energy efficiency and reduce energy consumption.
Migratory birds at Viramgam Pipeline Installation, Gujarat