ABOUT ICI PAKISTAN:

ICI Pakistan Limited was set up as a public limited company in Pakistan in 1952. ICI
Pakistan Limited is a 75.8% owned subsidiary of ICI Omicron B.V., however on 2 January
2008, AkzoNobel’s formal offer for the acquisition of ICI Plc, the parent company of ICI
Omicron B.V., was approved by the shareholders of both companies as well as regulatory
authorities, and the take-over process was completed, making AkzoNobel the ultimate
holding company of ICI Pakistan Limited.

ICI Pakistan has, and continues to develop, a portfolio of businesses that are major players
within their respective industries, bringing together outstanding knowledge of customer
needs with leading edge technology platforms to provide superior products to its customers.
Through these attributes, it aims to create superior value for ICI customers and shareholders,
without compromising its commitment to safety, health, environment and the communities in
which it operates

Today ICI Pakistan’s five businesses, Polyester, Soda Ash, Paints, Chemicals and Life
Sciences, manufacture and sell a range of industrial and consumer products. These include,
Polyester Staple Fibres, POY Chips, Light and Dense Soda Ash, Sodium Bicarbonate, Paints
for the Decorative, Automotive, Refinish segments, for Industrial use and Projects, Specialty
Chemicals, Polyurethanes, and Adhesives and arranges manufacture on a toll basis of
Pharmaceutical and Animal Health products. It also markets Seeds and in addition is engaged
in trading in various specialized chemicals for use in industries in Pakistan.

Mission:

“To be the partner of first choice for customers and suppliers, ensuring sustained leadership
position in the markets where we compete, delivering long-term business value through a
high performance culture, innovation, ethics and responsible care”.

1. Business Strategy

To achieve mission ICI aims to:

● Give highest priority to Health, Safety, Environment and Ethical matters.
● Ensure our products deliver maximum value to customers by maintaining dependable
supply, consistent quality, and reliability.
● Uphold excellent service levels to foster long-term relationships with customers and
suppliers.
● Achieve the highest possible operating efficiencies and lowest costs, and expand the
business through selective capacity increase and new product launches.
● Develop and retain a team of highly capable people dedicated to delivering the mission.
 2. VALUE CHAIN FOR ICI

To achieve its goals business is engaged in certain activities. Value chain identifies the
primary activities that create value for customers and the related support activities- the
activities that directly relates with facilitating the customers. And the activities used to
support primary activities. Certain primary and support activities are illustrated below.

Marketing and Production Research and Distribution

sales development

 Market
research  Polyester  Professional  Trained
 Advertising fiber Staff staff
 Sale persons
Primary training  Paints  Research  Proper
activities  Regular market surveys transport
visits conducted, channel
in ICI  Maintaining  soda ash i.e vehicles
Pakistan close contacts for
with the  chemicals distribution
customers
 Training  On time
programs  Life delivery
 Product sciences
knowledge and
technical
knowledge

Human Resource General Technology

Management Administration
Support
 activities Recruitment, General management, Computer system,
selection, training, accounting, safety and internet, updated
appraisal, maintenance machinery and plants
compensation

3. STRATEGIC MAP

Strategy map is a diagram that summarizes the chain of major inter-related activities that
contribute to a company’s success. It thus shows how each department’s or team’s
performance contributes to achieving the company’s overall strategic goals.

Competitive strategy:
“Ensure our products deliver maximum value to customers by maintaining dependable
supply, consistent quality, and reliability.”
 Shareholders value

Increase in profit

Attract and keep customers Increase in sales

Timely delivery/ constant

supply

Competitive prices

More production /
High quality Less time consumed on
production

Committed staff

4. Strategically required organizational outcomes:

Company produces strategically relevant outcomes if it is to achieve its strategic goals.
Strategy map helps the manager recognize the core outcomes. Based on his/ her
understanding of how the company operates and perhaps on analysis of the firm’s value
chain, the manager in this step identifies and specifies the firm’s strategically relevant
outcomes.

5. Workforce competencies and behaviors:

In this step the competencies and behaviors that employees must exhibit if the company
is to produce the strategically relevant organizational outcomes are narrated. Strategy
map can help the manager recognize what these competencies and behavior are.

6. Required HR system policies and activities

 If the HR manager knows what the required employees competencies and behaviors are,
he can turn to identifying the Hr activities and policies that will help to produce them.
Manager has to be specific in this step.

7. HR Score card:

It highlights the casual links between the elected human resource activities and the
emergent employee behaviors in the resulting firm-wide strategic outcomes and
performances. HR scorecard thus helps the human resource manager demonstrate how his
or her team’s policies and practices contribute to company’s strategic and financial
success.

HR SCORECARD FOR ICI PAKISTAN

Rankings in Profit Percent share Annual

industry margins and of market revenues
5. Strategic service
performance total annual
satisfaction profits
metrics surveys

4.
Strategically
Variation
relevant Change in Types of Increase/
in
1. ICI’s
customer production services decrease
product
andbasic volume delivered in sales
range
strategic
organization
althemes
outcomes
metrics
 Service oriented
behavior matrics:
Implement core
3. values, comply Maintaining
Strategically Employee and
with applicable
relevant service improving
Employee Employee laws, support
emergent commitment the
turnover morale fundamental
employee and standards
human rights and
capabilities engagement demanded
give due regard to
and behaviors index by the ICI
health, safety and
metrics environment.

Part III Part V

2. Training and Part IV Employee
Part II Compensation
Strategic appraisal relations and
Recruiting and Such as:
HR Part I selecting Such as: safety
activities Introduction No of hours Percentage of Such as:
Such as: no of
training per workforce Accident cost
metrics applicants, %
employee, no. eligible for merit per year, no.
of employees
of employees pay of grievances
hired based on
test appraised per year

Highest Products Develop and Excellent Capacity

priority to deliver retain a team service increase and
Health, Safety, maximum of highly levels new product
Environment value capable launches
and Ethical
people
matters