Professional Documents
Culture Documents
Table of contents
page no
Chapter 1 .Introduction 1.1 Foundation. 7 1.2 Organizational structure 8 1.3 Principle line of business...9 1.4 Competition faced and level of technology used 10 Chapter 2 Human resource Department 2.1Functions.11
2.2 No. of employees11 Chapter 3 Recruitment and Selection 3.1 Policies 12 3.2 Functions13 3.3 Practices.13 3.4 Types..14 3.5 Analysis..15 Chapter 4 Socialization and Orientation 4.1 Policy.17 4.2 Socialization..17 4.3 Orientation.17 4.4 Analysis.18 Chapter 5 Training
5.1 Policies...19. 5.2 Practices20 5.3 Analysis....21 Chapter 6 Development and promotion 6.1 Career planning and development22 6.2 Organizational development 24 6.3 Management development24 6.4 Analysis 24 Chapter 7 Performance appraisal system 7.1 Policies 26 7.2 Practices 26 7.3 Analysis 28 Chapter 8 Rewards and compensation 8.1Reward policy 30 8.2 Practice. 30 8.3 Pay plan 30
8.4 Compensation30 8.5 Other benefits 31 8.6 Analysis Chapter 9 Collective bargaining and safety measures 9.1 Policy.32 9.2 Collective bargaining 32 9.3 Objectives of unions..32 31
Acknowledgements
We like to thank Almighty Allah the most beneficent and merciful for enabling us to reach here and use His sources to complete our project. We are humbly thankful to Amjid Javed, (General Manager) and Abdul Razik khattak (Senior Recruitment Officer) HR Department of OGDCL, Islamabad and all others who guided us during the course of project. The behavior of all the supervisors of HR Department was very good to us. They were always there to encourage us and they were very cooperative to guide us the mechanism of the HR Department in which we worked We are also grateful to Dr Basit B. Tayyab, who gave us opportunity to enhance our capabilities. This project is very helpful for us because, we have learnt a lot by applying theoretical knowledge in practical field. In addition, we like to say thanks to our parents to support us and encourage us at every step.
Chapter 1
Introduction
Before the existence of OGDCL, exploration activities were carried out under the label of Pakistan Petroleum Ltd (PPL) and Pakistan Oilfields Ltd (POL). In 1952, PPL discovered a giant gas field at Sui in Balochistan. This discovery generated massive interest in exploration and five major foreign oil companies entered into concession agreements with the Government. During the 1950s, these companies carried out widespread geological and geophysical surveys and drilled 47 exploratory wells. As a result, a few small gas fields were discovered. Despite these gas discoveries, exploration activity after having reached its peak in mid-1950s, declined in the late fifties. Private Companies whose main objective was to earn profit were not interested in developing the gas discoveries especially when infrastructure and demand for gas was non-existent. With exploration activity at its lowest ebb several foreign exploration contracting companies terminated their operation and reduced land holdings in 1961.
Production Company in Pakistan, listed on all three exchanges of the country as well as the London Stock Exchange. A number of donor agencies such as the World Bank, Canadian International Development Agency (CIDA) and the Asian Development Bank provided assistance for major development projects in the form of loans and grants. OGDC's intensive efforts were very successful as they resulted in a number of major oil and gas discoveries between 1968 and 1982. Two oil fields were discovered in 1968 which paved the way for further exploratory work in the North. During the period 1970-75, the Company reformed the strategy for updating its equipment base and undertook a very aggressive work programme. This resulted in discovery of a number of oil and gas fields in the Eighties, thus giving the Company a measure of financial independence. These include the Thora, Sono, Lashari, Bobi, Tando Alam & Dhodak oil/condensate fields and Pirkoh, Uch, Loti, Nandpur and Panjpir gas fields which are commercial discoveries that testify to the professional capabilities of the Corporation. OGDCL. (March 3, 2010)).Retrieved from http://www.ogdcl.com/aboutus/History.htm
The management cadre consists of M-I, EG IX and EG VIII and only 4 EG VIII employees are open merit based and rest of the 10 employees are from four provinces, FATA and AK on the basis of quota. 1.2.3.2 Executive cadre In the executive cadre consists of EG VII(executive general), EG VI, EG V, EG IV, EG III, EG II, EG I and trainees. In it 143 employees are on the Pakistan merit base and rest of 1762 employees are on the basis of quota from four provinces, FATA and AK 1.2.3.3 Over all staff Over all staff consists of non-executive employees and trainees. There are 40 employees on the all over Pakistan open merit and rest of 9150 employees are from Singh, Punjab, NWFP, Balouchistan, FATA and AK on the basis of relevant provincial quota.(For details refer to appendix, table 1)
Chapter 2
10
OGDCL.
Human Resource Deportment at OGDCL is being reorganized to manage people and develop their skills for meeting Companys requirements. Being the largest exploration and production Company, OGDCL seems to be an attractive company for talented and motivated people in which high levels of personal and companys performance are recognized and rewarded. Human Resource Department seems to ensure development of world class workforce, as per OGDCLs mission statement, target based working and performance based reward system has been evolved.
Chapter 3
Recruitment process in OGDCL is conducted under the recruitment section, which employees.
11
generates
pool of potential candidates and acts as a real base to provide facilities of selection of new and old
When ever any department in OGDCL seems to require new employee, it informs the there is real need of new employee or not.
12
HR
Department to hire new employee for that. Then HR Department analyzes the real situation, whether
HR Department advertize the vacant position in the news paper and in the media to generate the pool of potential candidates and through the recruitment process hire the new employee for the specific required department. Same as mentioned above when ever any department feels the need of employee for the hire position, it informs the HR Department. On the behalf of that department HR Department recruit the employee by generating the pool of potential candidates. When ever there is pool of potential candidates, to select the most appropriate candidate for the vacant position, HR Department conducts examination, interview and short list the available applicants. (R. khattak, personal communication, March 5, 2010)
After the advertisement, they receive application from all over Pakistan and conducts
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written
examination. This examination is held in those departments, where the candidate want to join and that department send the result to recruitment section. OGDCl also hire the external agencies, which provide facilities of conducting examination of applicants. The selection procedure is recently shortly changed and is as under:Written Test Experience Academic Qualification 40%weightage 30%weightage 30%weightage
The time for a written test is usually one hour. Those candidates who qualified the test are then sent a call for interview. Interviews are used to analyze the courage, boldness communication skill, convincing power and also his dealing with other people. (R. khattak, personal communication, March 5, 2010)
Selection
3.5 Selection Practices
Selection process in OGDCL starts with preliminary interview of the applicant who qualified the test. Depending upon the position, preliminary interviews board is formed, who conduct the preliminary interview. An applicants knowledge, skills and attitude is judged on the basis of following factors. Education (academic and Professional), Previous experience, Applicable tests (for entry level position only), Interviews References
The results of the candidates interviewed are compiled in the order of merit. After
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conducting
the preliminary interview, the successful candidates are preceded for the selection interviews, conducted by selection board. This selection board is formed while considering the positions required. After selection interview, the successful candidates are required for pre-employment medical examination arranged by the HR department. In this way HR department completes the selection process and formulates the job offer. Job offer or appointment letter is delivered to the successful candidates. This letter clearly spells out the terms and the conditions of employment and the benefits applicable to the position. All management position offer letters are signed by ED (executive director HR), while Executive Directors position letters are signed by the chairman and CEO. When there is no suitable replacement available within the company and when all sources has been utilized with no results to fill the vacancy with highly potential candidate, then company rehire an exemployee on merit. For the requirement of certain position the company re-engaged the retired employees who are beyond the age of 60, after mutually agreed terms and conditions. In order to keep the track of attrition, to know the reasons leaving job and to collect the feed of leaving employee, the exit interview is conducted by the HR Department. This is also done in order to reduce employee turn over, because greater the employee turn over, greater will be the cost of employment. All these practices seem to be aligned with above mentioned policies. (R. khattak, personal communication, March 5, 2010)
3.6 Analysis
To recruit the employees both internal and external methods are used with in the OGDCL, but analysis reveals that the corporation gives preference to the internal method. The main draw back of this method is that it blocks the way for new generation which carry new ideas and knowledge. Further more the recruitment system is also influenced by the nepotism of politicians. Not only recruitment of employees is influenced by the nepotism of politicians, but selection also. Employees for high positions are selected on the basis of personal relations and blood relationship. Though OGDCL is the largest and very multifaceted organization, in spite of that there is no computerized data based system to record the data of employees.
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Chapter 4
4.1 Policy
16
up to
one
week duration comprising of class room presentation on all professional and organizational aspects by the various department heads or their nominees, along with field visits( If any). (A.Javed, personal communication, march 15, 2010)
4.2 Socialization
Socialization starts with the move form an outsider to being an insider after the job offer letter in the OGDCL. HR Department takes special attention to put the new employees at ease, because loneliness and a feeling of isolation are not usual for new employee. It removes the anxiety of employee and helps him to improve strong commitment of new employee with their organization. (A.Javed, personal communication, march 15, 2010)
4.3 Orientation
In the OGDCL all the new employees undergo the comprehensive orientation process. It usually with the arrival of new employee in OGDCL and continue for the time period of not more than one week. It comprises of class room presentation on all professional and organizational aspects by various department heads or their nominee and field visits to the related fields, if necessary. Through the orientation process new employees are introduced to their job, to their colleagues, co-workers, peers, and bosses. In short this process provides the information about environment of the field and the organization where new employee has to work. (A.Javed, personal communication, march 15, 2010)
4.4 Analysis
There is the informal system of socialization and orientation practiced in the OGDCL. It means that there is no proper way of guiding their new hired employees. Less expenses are incurred by OGDCL to introduce their new employees with peers, bosses, and over all environment. Here Socialization and orientation is not considered an essential part of the system. It seems that orientation practices are not aligned with its policies
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Chapter 5
Training
All employees (regular and contract) are provided the opportunity of training to accord equal opportunities for professional development and to ensure effective management It is seemed that need of job redesign and technological break through in OGDCL require training of employees.
5.1Training policies
All matters concerning foreign/local trainings/attachments, conferences will be dealt with the HRD (human resource department.
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with directly
The HRD department training coordinators shall work with Department Head and finalize a list of well reputed training sources both local and foreign in all disciplines of organizational development. The vendors shall then be prequalified by the HR Department. The HRD department training coordinator, in vendors shall make a discipline wise local/foreign training calendar covering the professional and the organization development aspects through a TNA (training need assessment). The same shall be emailed to each department head by July 15th each year. In case of foreign program, the HRD department training coordinators are to ensure that proper lead time is forecasted for processing, keeping in view the visa/travel arrangements. The respective department head would be required to forward names with number of officers/staff that qualify the prescribed training benchmarks with in the announced deadlines, though an email to the HRD Department. The HRD Department training coordinators shall carry out due diligent, process the received names as per the prescribed parameters, get the required approvals and prepare the qualifying list. (R. khattak, personal communication, March 30, 2010)
5.2.1OGTI
OGDCL has well build training institution to conduct the training of its employees. The training institute consists of OGDCL local instructors, outside local instructor (in case of absence of OGDCL instructor) and foreign instructor. These instructors provide the services of training the employees. They train the employees appointed by HR department and follow the relevant policies which ultimately leads to organizational development. Present employees are also sent to foreign country for
training as per policy. OGTI provide the facility of sending employees to foreign for new skills, abilities and knowledge by joining training sections.
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enhancing
5.2.4 Conferences
Conferences are held in OGDCL on the regular basis by GDTI. These conferences not only enhance the real knowledge about the exploration and production but also present the true picture of the real working scenario.
5.2.6 Others
In addition job rotation, seminars, lectures; committee assignments are also used for training (R. khattak, personal communication, March 30, 2010)
5.3 Analysis
Training is used to develop the skills abilities and knowledge of the employees, in this regard lot of expenditure is made but unfortunately training facilities are awarded to the employees based on nepotism. As OGDCL has it training institute to facilitate employees, unluckily training sessions are held for reference based employees only. In addition, they dont use the efficient and effective training methods and techniques to build above mentioned attributes of the employees, such as no simulation techniques are adopted to train employees. Training is done mostly through on the job mentoring and coaching
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Chapter 6
8.1.1 Promotions
6.1.1.1 Promotion policies Promotion is the mixture of both merit and seniority in OGDCL.
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The company reserves its rights to promote or not to promote any functionary, with in the specified guidelines HR department shall prepare and finalize a list of all employees who are eligible for promotions along with options, by end of June each year the same shall be communicated to respective departments heads for consents, review remarks. Under mentioned criteria shall be adhered to for processing of all promotion cases. All promotions would henceforth be on the basis of merit. All eligible employees at the time of submission of promotion proposals should be considered and the employees securing highest points would be promoted subject to availability of vacancies. All positions are too benchmarked according to the educational qualification, number of years of relevant experiment and trainings/certification, required to efficiently carry out that particular function, minimum/maximum level that could be attained in that position, cross functional roles, care path etc. An employee to become eligible for promotion must physically complete two years services in the grade for promotion up to EG-VI and three years for promotion to EG-VII and exceptions can be when hire vacancy to be filled internally and available employees is of Outstanding profile. All promotions will be linked with the future organizational development needs of the company. There is no maximum limit of the services in one grade. The employees who are superseded twice for the promotion to the next grade will be considered to have been permanently superseded. However, their annual increment shall continue to be linked to their respective performance rating up to maximum of that level only. Their length of services shall be determined by the number of the years benchmarked for that position. For contractual employees to consecutive below average ratings, no contract extension shall be made after due diligence by HR. (T.Ahmad, personal communication, April 5, 2010) 6.1.1.2 Promotion practices
For giving promotion to an employee its performance and relevant work experience is
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considered.
Promotion Criteria in OGDCL for officers was adopted in 1994. Its main components are: ACRs Qualification Technical Publications Relevant Experience : : : : 60% 15% 05% 20%
Seniority come fitness is the guiding principal in promotions The promotion cases of Staff are evaluated as per Promotion Criteria of 1991 its highlights are:
ACRs Qualification Seniority Experience Evaluations (Refer to promotion chart in appendix) (T.Ahmad, personal communication, May 5, 2010) 6.1.1.3 Important factors for promotion
: : : : :
There are many factors affecting the promotion in OGDCL, such as experience for the post, number of the years in the vacancy, seniority, performance (ACR/PER Synopsis or qualification) prescribed qualification, requisite present executive group and finally disciplinary profile. While promoting any employee, above factors are kept at the mast priority to have a close look of them. (T.Ahmad, personal communication, April 5, 2010)(for details refer to appendix figure 2)
goals certain strategies are formulated and finally strategies require actions and tasks
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to
be
6.4 Analysis:
Analysis reveals that career planning section works in close collaboration with the human resource department for planning career of their employees however not much time is given by the section to guide the employees for developing their career. They are usually guided in an informal way. OGDCL is only organization in the field of exploration and development of oil and gas resources of the country, but unfortunately does not use scientific techniques in career planning of employees promotions are major source of career development here. However is also analyzed that promotion process is comparatively slow which some times create a feeling of demotivation among employees. An organization is developed when its missionary objectives are met. So 0GDCL meets its missionary objectives through mega projects for organizational development
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Chapter 7
25
satisfactory
Probationary period may be extended for further periods of three to six months .Appraisal will be done once every year during the period July-august on the prescribed appraisal form from employees .in management grades. (R. khattak, personal communication, April 7, 2010)
7.2 Practices
The scoring system is having a major impact on effective performance appraisals. The accuracy and reliability of any scoring system increases with full descriptions or definitions and still better with examples for each score band. This gives everyone the same objective scientific reference points, and reduces subjectivity. All the departments at OGDCL are enforced to follow following performance rating Outstanding Very Good Normal Marginal Poor 05% 20% 50% 20% 05%
In OGDCL Issuance of ACR forms toke place to all departments according to time schedule usually 15th December of each year. And reception of the ACR forms toke place at the date of 1st March of each year. After receiving the forms proper record is maintained, because its secrecy and integrity is very important. (R. khattak, personal communication, April 7, 2010)
the most commonly observed problems. There was lack of consistency in various ACR that is frequently noticed. (R. khattak, personal communication, April 7, 2010)
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parts
of
is necessary to get minimum 60% marks in above components. (R. khattak, personal communication, March 7, 2010)
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7.3 Analysis
After analyzing the performance appraisal system it becomes clear that though PER is replaced by ACR which is more judgmental based and PER evaluates employees on the basis of certain assigned tasks but here also sometimes performance evaluation is influenced by personal relation and perception of the person who is being evaluated. Any body that has personal relations with his boss get high marks and is evaluated more positively.
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Chapter 8
8.2 Practices
In OGDCL, both financial based and non financial based type of rewards are provided to employees. Financial rewards are actually performance based rewards, which include bonuses, one month additional salary etc, while non financial rewards are mostly letters of appreciation and recognition. Additionally rewards in the form of honorarium are also provided, allotting separate parking space serve as recognition and reward to high level positions. These rewards actually seem to motivate the employees to show the commitment with the organization. (A.Javed, personal communication, April 26, 2010)
8.4 Compensation
OGDCL provides 15% increment on the best performance, 7% increment on average and it also provides performance bonus on net profit.
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performance
OGDCL provides additional benefits to employees such as friendly working environment, pick & drop Service, allowances for food, heads in annual budget for staff, fire Department, air base (under process) and fly camp (entertainment). (A.ali,personal communication, may 4,2010)
8.6 Analysis
It is analyzed that there is an injustice system of distribution of rewards to employees. The senior positions are rewarded higher as compared to rewards given to workers and junior positions. It also leads to demodulation among employees when they see and feel such big differences. Being a public sector organization it is also analyzed that OGDCL provides a number of facilities to its employees and try to retain its employees using this policy.
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Chapter 9
9.4 Analysis
As OGDCl is one of the largest and leading Oil and Gas production and Exploration
31
Company in
Pakistan so if employees dont work for an hour, the company has to face the loss of millions of rupees. So it is analyzed that labor union actively negotiate with each other to settle disputes. These unions have a lot of authority here.
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Chapter 10
Analysis
In-depth analysis reveals following weaknesses in.OGDCL To recruit the employees both internal and external methods are used with in the OGDCl, but the corporation gives preference to the internal method. The main draw back of this method is that it blocks the way for new generation which carry new ideas and knowledge. Further more the recruitment system is also influenced by the nepotism of politicians. Not only recruitment of employees is influenced by the nepotism of politicians, but selection also. Employees are selected on the basis of blood relationship and personal relations.OGDCL is the largest and very complex organization, in spite of that there is no computerized data based system to record the data of employees. The old system of recording employee information in the form of files is used and those file are sent to different officers by their personal assistance. this not only consume the large amount of time while carrying files from floor to other floor, but also affects the efficiency of the work. Unofficial system of orientation is used to introduce new employees ignored mostly with the organizational culture, employees etc.this function is at times ignored in OGDCL.Training is used to develop the skills of the employees. In this regard lot of expenditure is made but unfortunately training facilities are awarded to the employees based on nepotism. As OGDCL has it training institute to facilitate employees, unluckily training sessions are held for reference based employees only. In addition, they dont use the efficient and effective training methods and techniques to build above mentioned attributes of the employees, such as no simulation techniques are adopted to train employees Career planning section does not give adequate time in guiding employees how to develop their career. OGDCL is only organization in the field of exploration and development of oil and gas resources of the country, but unfortunately does not use scientific techniques in career planning of employees promotions are major source of career development here. However it is also analyzed that promotion process is comparatively slow which some times create a feeling of demotivation among employees. Promotion policy is the mixture of both merit and seniority, although PER is in place but in practice emphasis is given to ACR and can say that where there is ACR there an idea of favoritisms. So there is no proper way to monitor the performance of employees. In addition PER is also influenced by favoritism and nepotism.OGDCL is only organization in the field of exploration
and development of oil and gas resources of the country, but unfortunately does not
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use
scientific techniques in career planning of employees. For the promotion first CPC invites recommendations to reach end February and end August each year. They are seldom received according to schedule. Consequently, CPC has great difficulty in meeting the promotion dates of 1st July and 1st December each year. Seconded the cases are received with inadequate information causing wastage of time and un-necessary correspondence. Third, there is lack of effective communication among departments which causes un-necessary wastage in time and efforts. Forth, there is absence or lack of clarity of promotion channels. There is no check and balance in awarding the rewards and benefits, because upper level position employees are awarded high rewards as compared to other positions. This injustice demotivates employees and affects their performance. While working in HR department it is also analyzed that the overall environment of OGDCL is imitative killer.employees.it does not appreciate the employees coming up with their own ideas. It is also seen that attitude of employees is not prudent because of job security factor. They have fair idea that no body can expel them from here.
Chapter 11
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Recommendations
Following recommendations can be helpful to get rid of the weaknesses of the functioning of human resource department. Equal opportunities should be given to external employees during hiring process. This will bring new ideas, knowledge and experience to the organization. In addition recruitment should be done totally on merit basis.favorotism and nepotism should be avoided. In this modern area computerization of record is very much essential. There should be computerization of record because it is of great essence for speedy disposal and accuracy of record. Although OGDCL usually import technology from outside however to meet the changing needs it must take actions and allocate higher budget for hiring it. Formal method of orientation should be used. Training should be provided on the basis of requirement. Equal opportunities should be given to employees to train them. Full attention should be given to intensive professional training of staff in related fields. . The department can organize professional training at OGDC or with outside agencies etc and latest literature newspapers and magazines etc of professional interest should be provided at sites free of cost. Career planning section must give adequate time in guiding employees how to develop their career. Appraiser must appraise employees on the basis of actual performance. Performance evaluation on the basis of judgment should be avoided. To encourage the employees to take interest in their work rewards should be provided but there should be fair means of distribution of awards. Unjust distribution of awards must be avoided.empolyees should be encouraged to come up with their own ideas. Initiative killer environment must be removed. In the end it is strongly recommended to eliminate the government influence on each and every function of HR department at OGDCL
Conclusion
From this whole discussion we conclude here that though HR department has well formulated policies. There is strong need for the just implementation of such policies. Though each and every
thing is written in papers about these policies but unfortunately practices in some
35
cases
are
quite different. So practices must be in accordance of the policies and government should not use its influence and provide freedom for the proper functioning of Human resource department.
References
OGDCL. (March 3, 2010)).Retrieved from http://www.ogdcl.com/about-us/History.htm OGDCL. (March 3, 2010). http://www.ogdcl.com/about-us/Strategy.htm
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Appendix
Figure 1:
Board of directors Not announced by the ministry Of the petroleum Mr. Shah Mahboob Alam Mr. Muhammad Aijaz ChaudhryMr. Waqar A MalikMr. Isikander Muhammad khanMr. Tariq FaruqueMr. Tariq iqbal khanMr Waseem A ZuberiMr. Shagufta JumaniMr. Rafique DawoodManaging director/ CEO Director Director Director Director Director Director Director Director Chairman
37
MeritPUNJAB SINDH NWFP BALUC- FATA AK IN THE URBAN RURAL TOTAL GROUP HISTAN
MANAGEMENT CADRE
M-1 EG IX EG VIII
0 0 4
0 2 3
0 1 0
0 0 1
0 1 11
1 0 0
0 1 0
0 0 0
0 0 0
1 4 9
EXECUTIVE CADRE
38
6 18 36 29 57 17 28 13 205
1 13 49 36 46 39 47 20 252
7 31 85 65 103 56 75 33 457
11 31 28 34 28 38 18 15 205
1 10 11 6 9 7 7 11 63
1 4 10 14 7 8 3 8 55
0 5 5 6 3 3 2 6 30
OVERALL STAFF
PAY GROUP
DOMICILE MeritPUNJAB SINDH URBAN RURAL TOTAL HISTAN NWFP BALUC- FATA AK
16 15 14 13 12 11 10 9 8 7
2 2 0 0 15 0 4 3 5 0
49 12 58 2 59 0 24 45 35 11
14 25 109 0 60 0 56 67 95 16
22 20 58 1 113 0 34 79 30 5
2 0 7 0 14 0 6 20 11 8
1 0 6 0 5 0 2 2 2 0
5 5 13 0 31 0 12 12 9 3
6 5 4 3 2 1 TOTAL
3 0 0 0 0 0 40
94 19 28 39 70 103 1 649
39
7 0 0 2 1 2 0 30
17 13 17 26 14 45 1
TRAINEE6
223 9194
Figure 2
40
In com plete /Prema ture cases re turne d. Cases in orde r re taine d fo r processin g -
Eval ua tion Sheet, Seniori ty , AC R S ynopsis , Disci plina ry Profileothe r formali ties an d com plete d
Com plete d case su bmi tte d befo re De partmen tal Promotion Committee
41
Figure 3
Company Secretary
E.D (Admin)
42
Figure 4
P E R SO N N E L D E PA R T M EN T
A m j aJ da v e d M a n a g e r ( P e r) s o n n e l
O R G A N O G ORFA M
S e c t io n s o f P e r s o n n e l D e p a r t m e n t
A F
T o ta l O f f i c e r s T o ta l S ta f f : 13 : 97
B G
D a ta P r o c e s s i n g O f f i c e r
43
Figure 5
Main Offices The overall organizational structure / organogram is as under Following are the main offices located throughout Pakistan OGDCL Head Office, Jinnah Avenue Islamabad. Pirkoh Gas Company Private Limited, Islamabad. OGDCL Regional Office, Shafi Chamber, Karachi OGDCL Regional Office, Multan OGDCL Liaison Office, Quetta OGDCL Liaison Office, Sukkur OGDCL West Wharf Office, Karachi OGDCL Base Store, Islamabad OGDCL Base Store, Khadiji, Karachi OGDCL Base Store, Korangi OGDCL Base Store, Kot Addu OGDCL Base Store, Kot Sarang Medical Centers, Islamabad, Rawalpindi & Karachi OGDCL Workshops, Islamabad Oil & Gas Training Institute, Islamabad. Main departments Corporate Department
Administration Department Human Resource Department Communication Department Personnel Department Procurement Department Legal / Regulation Department Finance & Accounts Department Audit Department Security Department Stores Department E&P Departments Exploration Department Exploitation Department Process Department Production Department Technical Services Department Engineering Department Drilling Department Data Logging Department Wire line Logging Department Mud Engineering Department Geological Department Geological Well Supervision Department Well Services Department Cementation Department Data Processing Department Source: A.Javed, personal communication, March 3, 2010)
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