CHANGE INITIATIVES AT

ARL

Asif SaeedManager (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 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

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.

HistoryATTOCK

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

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 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

ATTOCK

REFINERY

LIMITED

ORGANIZATIONAL CHANGE

2

• From a current state to a desired future state

• Includes 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 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

Why employee make

expectation???

Why the management cares

for them???

THINK !!

BEGINNING OF JOURNEY – ASSESSMENT

6

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

5

• 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

CLIMATE SURVEY – 2005

5

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

• 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

a) COORDINATION /INTERPERSONAL FRAMEWORK

b) POLICY FRAMEWORK

• Transformation & communication of HR policies

• Strengthening Performance Management System

– Revamp of Induction process

– Training of appraisers

– Effective target setting

– Revamp of Appraisal procedures

• Succession planning

• Career planning and T&D synchronized

• Structured rotation plan

• Revamp of recruitment process (interviewing & assessment)

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

• Key Performance Indicators– Turnover– Behavioral Safety Audit– Training Hours– Maximum Safe Hours– Employee Grievances Received– Recruitment Lead Team– etc.

• Informal Surveys

• Exit Interviews

BAROMETER FOR CHANGE INITIATIVES

Employee

Relations

Manual

Attock Refinery Limited

Copyright ® 2008 Attock Refinery Limited. All rights reserved

Copy right ® 2007 Attock Refinery Limited. All rights reserved

Key Performance

Indicators Catalog

We are not perfect, no body is,

but we are striving to be the

best.

REMEMBER

THANKS