Transcript Slide 1

CHANGE
INITIATIVES AT
ARL
Asif Saeed
Manager (HR & A)
Attock Refinery Limited
1.
Introduction and Background of ARL
2. Organizational Change – General View
S
E
S
S
I
O
N
T
R
A
I
L
E
R
3.
Why Change At ARL?
4.
Our Philosophy
5.
Stepping Stone- Psychological Contract
6.
Beginning of Journey – Assessment
7.
Development of Frameworks & Strategy for Organizational Change
8.
Change Impact Analysis
9.
Conclusion
INTRODUCTION AND BACKGROUND OF ARL
1
A
T
T
O
C
K
G
R
O
U
P
P
R
O
F
I
L
E
Attock Group of Companies, a fully integrated group
covering all segments of oil and gas industry from
exploration to production, and refining to marketing of a
wide range of petroleum products in Pakistan. ARL is
strategically located up-country in the north of Pakistan
and caters to the petroleum products requirements in its
region of location and beyond.
•
ATTOCK REFINERY LIMITED
•
NATIONAL REFINERY LIMITED
•
PAKISTAN OILFIELDS LIMITED
•
ATTOCK PETROLEUM LIMITED
•
ATTOCK CEMENT PAKISTAN LIMITED
•
ATTOCK GEN LIMITED
•
ATTOCK HOSPITAL (PVT.) LIMITED
•
ATTOCK INFORMATION TECHNOLOGIES SERVICES (PVT.) LIMITED
A
T
T
O
C
K
R
E
F
I
N
E
R
Y
L
I
M
I
T
E
D
History
•
Since its commissioning in 1922, ARL has passed through various
stages of transformation and stood the test of time through war and
peace.
•
From batch distillation stills of 2,500 barrels per day (BPD), today it has
grown into a modern state-of-the-art refinery with a capacity of 43,000
BPD.
•
It was subsequently converted into a Public Limited Company in June
1979 and is listed on the three Stock Exchanges of the country.
•
The company is also registered with the Central Depositary Company of
Pakistan (CDC).
VISION 2020
A
T
T
O
C
K
R
E
F
I
N
E
R
Y
L
I
M
I
T
E
D
To be a world class and leading organisation continuously
providing high quality and environment friendly energy resources
MISSION 2010
To be a model diversified energy resources and petrochemical
organisation exceeding expectations of all stakeholders. We will
achieve this by utilising best blend of state-of-the-art technologies,
high performing people, excellent business processes and
synergetic organisational culture
Our success will not be a matter of chance, but of commitment to the
following enduring beliefs and values that are engrained in the way we
think and take actions to pursue a climate of excellence:
A
T
T
O
C
K
R
E
F
I
N
E
R
Y
L
I
M
I
T
E
D
Integrity &
Ethics
Integrity, honesty, high ethical, legal and safety standards are
cornerstones of our business practices
Quality
We pursue quality as a way of life. It is an attitude that affects
everything we do for relentless pursuit of excellence
Social
Responsibility
We believe in respect for the community and preserving the
environment for our future generations and keeping National
interests paramount in all our actions.
Learning &
Innovation
We embrace lifelong learning and innovation as an essential catalyst
for our future success. We believe in continuous improvement and to
seize opportunities inherent in change to shape the future
Teamwork
We believe that competent and satisfied people are the company’s
heart, muscle and soul. We savour flashes of genius in organisation’s
life by reinforcing attitude of teamwork and knowledge sharing based
on mutual respect, trust and openness
Empowerment
We flourish under an ecosystem of shared understanding founded on
the concept of empowerment, accountability and open
communication in all directions
ORGANIZATIONAL CHANGE
2
Individual
Change
Approaches
Teams
Organization
• From a current state to a desired future state
• Includes Both
– organizational change management processes
– Individual change management models
WHY CHANGE AT ARL?
3
• Being a winning organization over the years, we have pursuit of
excellence to make the organization more apt to face the emerging
business, social, and environmental challenges in domestic as well as
global arena.
• ARL foresee challenges due to Deregulation Policy of Govt in 2002.
• New refineries were to be commissioned in Pakistan during last
decade.
• Growth of Manufacturing sector in Middle East
• ARL management vowed to transform its corporate culture from
comfort zone to performance based organization.
OUR PHILOSOPHY
4
• Our philosophy is to own change as a way of
life.
• Continuous
improvement
and
to
seize
opportunities inherent to change the shape of
future was the bottom-line of this process.
STEPPING STONE- PSYCHOLOGICAL CONTRACT
5
THINK !!
Why employee make expectation???
Why the management cares for them???
BEGINNING OF JOURNEY – ASSESSMENT
6
CLIMATE SURVEY – 2005
Key Dimensions
– Teamwork
– Job satisfaction
– Trust
– Empowerment
– Salary & Benefits
– Training & Development
– Vision, Mission & Values
– Communication
– Performance management
– Work life balance and
– Working conditions
CLIMATE SURVEY – 2005
•
Methodology:
– Development of Survey Questionnaire
– Third Party Survey
– Survey from complete population (management staff)
•
Findings of Climate Survey
– Consolidation through SPSS
– Conduct of Mirror Session with all Departments
– Consolidation of Departmental Recommendation
– Presentation to Top Management
• Identification of GAP/ Areas for Improvement
DEVELOPMENT OF FRAMEWORKS & STRATEGY
FOR ORGANIZATIONAL CHANGE INITIATIVES
7
• Development of Frameworks & Prioritizing the change initiatives
a. Coordination /Interpersonal Framework
b. Policy Framework
c. Monetary Framework
d. Logistics / Working Conditions
• Formation of Working Groups
– Focus Groups -- Enhanced form of team
– Values Embedding Team -- V-team
– Limits of Authority Rationalization Team
– Quality Circles
– etc
a) COORDINATION /INTERPERSONAL
FRAMEWORK
•
Promoting open communication
•
Embedding Core Values
•
Intra/ Inter departmental meeting to improve communication
•
Career planning of staff featuring cross functional rotation
•
Formal Coaching and Counseling
•
Forming Help Desks (HR, Finance, IT & etc)
•
Performance Improvement Program (PIP)
•
Revamping of Grievance Handling Procedure
•
Inculcating learning culture
•
–
Learning Conferences
–
Research Publication in Hydrocarbon Asia on HCU Desalter Problem
Skill Devolvement Program
–
Indigenous development of Automatic distillation apparatus
–
In house development of Gas Chromatograph interface solution to avoid dependence
on outdated hardware
b) POLICY FRAMEWORK
• Transformation & communication of HR policies
• Strengthening Performance Management System
– Revamp of Induction process
– Training of appraisers
– Effective target setting
ock
Copyright ® 2008 Att
rights
Refinery Limited. All
reserv ed
Employee
Relations
Manual
– Revamp of Appraisal procedures
• Succession planning
Attock Refinery Lim
• Career planning and T&D synchronized
• Structured rotation plan
• Revamp of recruitment process (interviewing & assessment)
ited
c) MONETARY FRAMEWORK
• Revision of Employment terms and Conditions
– Profit Sharing extended to contractual staff (Bonus)
– Medical and Insurance coverage to contractual staff
– Provision of options:
• Conveyance Allowance
• Fuel Allowance
• Revamping Outsourcing process
• Adjustments in compensation practices
d) LOGISTICS / WORKING
CONDITIONS
• Automization
– Upgradation of Plants control system from pneumatic to State-of-the-Art
DCS
– ERP Applications
– etc.
• Alignment in Refinery Timing & Holidays
• Improvement in Working Condition
CHANGE IMPACT ANALYSIS
8
BAROMETER FOR CHANGE
INITIATIVES
•
k
Copyright ® 2008 Attoc
Key Performance Indicators
–
–
–
–
–
–
–
Turnover
Behavioral Safety Audit
Training Hours
Maximum Safe Hours
Employee Grievances Received
Recruitment Lead Team
etc.
•
Informal Surveys
•
Exit Interviews
hts
Refinery Limited. All rig
reserv ed
Employee
s
ioannce
KeyRPeerlafotrm
Manual
ock
Copy right ® 2007 Att
hts reserv ed
Refinery Limited. All rig
Indicators Catalog
ed
it
Attock Refinery Lim
REMEMBER
THANKS