CHANGE INITIATIVES AT

ARL

Asif Saeed

Manager (HR & A)

Attock Refinery Limited

*

SESSION

TRAILER

4. Our Philosophy

2. Organizational Change General View

6. Beginning of Journey Assessment

5. Stepping Stone- Psychological Contract

7. Development of Frameworks & Strategy for Organizational Change

9. Conclusion

8. Change Impact Analysis

3. Why Change At ARL?

1. Introduction and Background of ARL

INTRODUCTION AND BACKGROUND OF ARL

1

ATTOCK REFINERY LIMITEDNATIONAL REFINERY LIMITEDPAKISTAN OILFIELDS LIMITEDATTOCK PETROLEUM LIMITEDATTOCK CEMENT PAKISTAN LIMITEDATTOCK GEN LIMITEDATTOCK HOSPITAL (PVT.) LIMITEDATTOCK INFORMATION TECHNOLOGIES SERVICES (PVT.) LIMITED

ATTOCK
GROUP PROFILE

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.

History

ATTOCK
REFINERY
LIMITED

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

To be a world class and leading organisation continuously providing high quality and environment friendly energy resources

ATTOCK
REFINERY
LIMITED

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

ATTOCK
REFINERY
LIMITED

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: 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 companys heart, muscle and soul. We savour flashes of genius in organisations 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

From a current state to a desired future stateIncludes Both organizational change management processes Individual change management models

Organization

Individual

Change

Approaches

Teams

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 EastARL 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

Why employee make expectation???

Why the management cares for them???

THINK !!

BEGINNING OF JOURNEY ASSESSMENT

6

Key Dimensions

TeamworkJob satisfactionTrust EmpowermentSalary & Benefits Training & DevelopmentVision, Mission & ValuesCommunication Performance management Work life balance and Working conditions

CLIMATE SURVEY 2005

5

Methodology:Development of Survey QuestionnaireThird Party SurveySurvey from complete population (management staff)Findings of Climate SurveyConsolidation through SPSSConduct of Mirror Session with all DepartmentsConsolidation of Departmental Recommendation Presentation to Top ManagementIdentification of GAP/ Areas for Improvement

CLIMATE SURVEY 2005

5

DEVELOPMENT OF FRAMEWORKS & STRATEGY

FOR ORGANIZATIONAL CHANGE INITIATIVES

7

Development of Frameworks & Prioritizing the change initiatives

Coordination /Interpersonal Framework

Policy Framework

Monetary Framework

Logistics / Working Conditions

Formation of Working GroupsFocus Groups -- Enhanced form of teamValues Embedding Team -- V-teamLimits of Authority Rationalization TeamQuality Circlesetc

Promoting open communicationEmbedding Core ValuesIntra/ Inter departmental meeting to improve communicationCareer planning of staff featuring cross functional rotationFormal Coaching and CounselingForming Help Desks (HR, Finance, IT & etc)Performance Improvement Program (PIP)Revamping of Grievance Handling Procedure Inculcating learning cultureLearning ConferencesResearch Publication in Hydrocarbon Asia on HCU Desalter ProblemSkill Devolvement Program Indigenous development of Automatic distillation apparatusIn house development of Gas Chromatograph interface solution to avoid dependence on outdated hardware

a) COORDINATION /INTERPERSONAL FRAMEWORK

b) POLICY FRAMEWORK

Transformation & communication of HR policiesStrengthening Performance Management System Revamp of Induction process Training of appraisersEffective target settingRevamp of Appraisal proceduresSuccession planningCareer planning and T&D synchronized Structured rotation planRevamp of recruitment process (interviewing & assessment)

c) MONETARY FRAMEWORK

Revision of Employment terms and ConditionsProfit Sharing extended to contractual staff (Bonus)Medical and Insurance coverage to contractual staffProvision of options:Conveyance AllowanceFuel AllowanceRevamping Outsourcing processAdjustments in compensation practices

d) LOGISTICS / WORKING CONDITIONS

Automization Upgradation of Plants control system from pneumatic to State-of-the-Art DCSERP Applicationsetc.Alignment in Refinery Timing & HolidaysImprovement in Working Condition

CHANGE IMPACT ANALYSIS

8

Key Performance IndicatorsTurnoverBehavioral Safety AuditTraining HoursMaximum Safe HoursEmployee Grievances ReceivedRecruitment Lead Teametc.Informal SurveysExit Interviews

BAROMETER FOR CHANGE INITIATIVES

We are not perfect, no body is, but we are striving to be the best.

REMEMBER

THANKS

Employee

Relations

Manual

Attock Refinery Limited

Copyright 2008 Attock Refinery Limited. All rights reserved

Employee

Relations

Manual

Attock Refinery Limited

Copyright 2008 Attock Refinery Limited. All rights reserved

Copy right 2007 AttockRefinery Limited. All rights reserved

Key Performance

Indicators Catalog