DESCON

1. DESCON November 2008 HK000NG2

2. Who are we? ENGINEERING CHEMICAL & TRADING POWER

3. DESCON ENGINEERING LIMITED Descon Abu Dhabi Descon Hamriya Descon Qatar Olayan Descon Saudi Arabia Tawoos Descon Oman JGC Descon Lahore Presson Descon Lahore Gray Mackenzie UAE Descon Companies ENGINEERING CHEMICAL & TRADING POWER

4. Descon Chemicals. Descon Oxychem Jotun Powder Nimir Resins Ltd. Descon Corporation Descon Trading Descon Companies ENGINEERING CHEMICAL & TRADING POWER

5. 450 MW CCPP Rousch Pakistan Power Ltd 30 MW Altern Energy Ltd Descon Companies ENGINEERING CHEMICAL & TRADING POWER

6. Key Milestones Descon Engineering Office established in Abu Dhabi Hamriyah Manufacturing Works, Sharjah, commissioned Company registered under the name Design Engineering Services and Construction (“DESCON”) Descon Engineering Qatar LLC established; Yanbu (saudi Arabia) Workshop commissioned Ghayathi shop established in Abu Dhabi Tawoos Descon International, a JV company, established in Oman I F 2004 1980 Descon Chemicals 1982 1986 1998 2002 2005 2008 1977 2006 Descon acquires a small sulphuric acid manufacturing unit, renamed as Salfa Chemicals Company name changed to Dawchem Industries (Pvt) Ltd. • Launched unsaturated Polyester • Business venture with Reichhold Chemicals, USA • Introduced chemical range for textile and paper industry • Technical collaboration with ENKIM, Turkey Descon acquires Delta Industries (Pvt) Ltd.; Salfa merged into Delta Industries Descon acquires Nimir Resins Limited Notable Achievements

7. Descon Oxychem Limited

8. Hydrogen Peroxide Industry- Product Overview The Product Chemical Structure Hydrogen peroxide (H2O2) is a weak acid composed of water and hydrogen gas The chemical is an economically viable and environmentally friendly oxidizing agent that is used in a number of industries, particularly in bleaching and sterilization processes H2O2 qualifies as a bio-degradable product since the residual products after reaction are simply water and oxygen In Pakistan, the major demand for H2O2 is derived from the textile industry and the paper and pulp industry Until Sitara Peroxide set up its H2O2 plant in 2007, the demand for H2O2 was entirely met through imports H2O2

9. Project Detail Project Implementation Schedule

10. Textile Industry. Paper & Board Industry. Food & Packaging. Pharmaceuticals. Mining Sector. Cosmetics. Water Treatment Plants. Market Segments

11. Our Focus • Consistency in Quality • On Time Delivery • Price • Technical Services

12. PERFORMANCE MANAGEMENT

13. Performance Management • It is a continues process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. • Continues process • Alignment with strategic goals

14. AIMS AND ROLES OF PM SYSTEM Strategic Purpose:The first purpose of performance management systems is to help top management achieve strategic business objectives.Administrative Purpose:A second function of performance management systems is to furnish valid and useful information for making administrative decisions about employees.Information Purpose:Performance management system serve as an important communication device. First, they inform employees about how they are doing and provide them with information on specific areas that may need improvement. Second, related to the strategic purpose, they provide information regarding the organization’s and the supervisor's expectations and what aspects of work the supervisor believes are most important.Developmental Purpose:Feedback is an important component of a well-implemented performance management system. This feedback can be used in a developmental manner. This feedback allows for the identification of strengths and weaknesses as well as causes for performance deficiencies. Organizational Maintenance Purpose:To provide information to be used in workforce planning.Documentation Purpose.

15. Performance Management Contribution A performance management system can make the following important contributions: • Organizational goals are clearly defined • Increasedmotivation to perform. • Increased Self Esteem. • Managers gain insight about subordinates. • The definitions of job and evaluation criteria are clarified. • Self-insight and development are enhanced. • Employees become more competent. • Better and more timely differentiation between good and poor performers. • Supervisor’s views of performance are communicated more clearly. • Administrative actions are more fair and appropriate. • Organizational change is facilitated.

16. CHARACTERISTICS OF PM SYSTEM 01. Strategic Congruence:The system should be congruent with the unit and organizational strategy. In other words, individual goals must be aligned with unit and organizational goals.02. Thoroughness.03. Practicality.04. Meaningfulness.05. Specificity.06. Identification of effective and ineffective performance.07. Reliability.08. Validity.09. Acceptability and fairness.10. Inclusiveness.11. Openness.12. Correct ability.13. Standardization.14. Ethicality.

17. DISATVANTAGES /DANGERS OF POORLY IMPLEMENTED PM SYSTEMS Increased turnover. Use of misleading information. Lowered self-esteem. Wasted time and money. Damaged relationships. Decreased motivation to perform. Employee burnout and job dissatisfaction. Increased risk of litigation. Unjustified demands on managers’ resources. Varying and unfair standards and ratings. Emerging biases. Unclear ratings system. Performance Management

18. HR Planning Recruitment & Selection Performance Management Training & Management Development/Orientation Performance Evaluation Compensation & Benefits Promotion & Transfers

19. HR Planning • Organizational Goals & Objectives. • Alignment of Organizational Goals & Objectives with HR Requirements. • Identification of the required manpower with Time Lines. • Finalization of the organogram. • Finalization of the Head Counts & Payrolls. • Identification of the Sources. Mix of experienced and fresh graduates.

20. Recruitment & Selection • Finalization of Job Description and Job Specification • HR Department • Concerned Operational Head • Final Approval of the Management • Sourcing • Advertisement • Managerial Level • Supervisory / Technicians • 2. Professional Referrals • 3. Walking candidates • Interviews • Corresponding Panels • Levels of Interviews • Written / Professional Test • Final Selection and negotiations (Salary, Joining Date) • Offer letter & Appointment letters

21. Orientation & Training • ORIENTATION • HR Level • Concerned Department • 2. TRAINING PROGRAM • Internal Resources Persons • External Resource Persons • Representative of Vendors / Technical Experts • 3. FUTURE TRAINING PROGRAMS

22. Performance Evaluation • Performance Evaluation System • Performance Evaluation on completion of probation period • Performance appraisal of the employees on secondment • Performance appraisal of the permanent staff

23. Compensation & Benefits • Urgent need of the required staff & competencies • Ongoing market rate • Location & facilitation (Transport, Food etc) • Pay for performance

24. Employees Relations • Promotion • Transfer

25. CONCLUSION Best available tools of management Open door policy Ownership & commitment Well defined tasks with time lines Allocation of resources Balance of authorities & powers