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CHANGE INITIATIVES AT ARL

CHANGE INITIATIVES AT ARL . Asif Saeed Manager (HR & A) Attock Refinery Limited. SESSION TRAILER. 1. Introduction and Background of ARL. 2. Organizational Change – General View. 3. Why Change At ARL?. 4. Our Philosophy. 5. Stepping Stone- Psychological Contract.

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CHANGE INITIATIVES AT ARL

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  1. CHANGE INITIATIVES AT ARL Asif Saeed Manager (HR & A) Attock Refinery Limited

  2. SESSION TRAILER 1. Introduction and Background of ARL 2. Organizational Change – General View 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

  3. INTRODUCTION AND BACKGROUND OF ARL 1

  4. 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 ATTOCKGROUP PROFILE

  5. 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). ATTOCKREFINERYLIMITED

  6. VISION 2020 To be a world class and leading organisation continuously providing high quality and environment friendly energy resources MISSION 2010 ATTOCKREFINERYLIMITED 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

  7. ATTOCKREFINERYLIMITED

  8. ORGANIZATIONAL CHANGE 2

  9. From a current state to a desired future state Includes Both organizational change management processes Individual change management models Individual Change Approaches Organization Teams

  10. WHY CHANGE AT ARL? 3

  11. 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. ?

  12. OUR PHILOSOPHY 4

  13. 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.

  14. STEPPING STONE- PSYCHOLOGICAL CONTRACT 5

  15. Why employee make expectation??? Why the management cares for them??? THINK !!

  16. BEGINNING OF JOURNEY – ASSESSMENT 6

  17. 5 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

  18. 5 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

  19. DEVELOPMENT OF FRAMEWORKS & STRATEGY FOR ORGANIZATIONAL CHANGEINITIATIVES 7

  20. Development of Frameworks & Prioritizing the change initiatives Coordination /Interpersonal Framework Policy Framework Monetary Framework 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

  21. 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

  22. 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)

  23. 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

  24. 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

  25. CHANGE IMPACT ANALYSIS 8

  26. BAROMETER FOR CHANGE INITIATIVES • Key Performance Indicators • Turnover • Behavioral Safety Audit • Training Hours • Maximum Safe Hours • Employee Grievances Received • Recruitment Lead Team • etc. • Informal Surveys • Exit Interviews

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

  28. THANKS

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