HR Transformation

at
Attock Refinery Limited

Asif Saeed
Attock Refinery Limited
Rawalpindi, Pakistan
asif@arl.com.pk

1
 1. Introduction and Background of ARL

2. Organizational Change – General View

S
E 3. Why Change At ARL?
S
S
I
4. Our Philosophy
O
N 5. Stepping Stone- Psychological Contract

T 6. Promoting HR Best Practices at ARL

R
A 7. Change Impact Analysis
I
L
E 8. Key Lessons Learned
R 2
INTRODUCTION AND BACKGROUND OF ARL

3
 ARL is a member company of Attock Group of
Companies, a fully integrated group covering all segments
of oil and gas industry from exploration to production, and
A refining to marketing of a wide range of petroleum
T products in Pakistan. ARL is strategically located up-
T
country in the north of Pakistan and caters to the
O
C petroleum products requirements in its region of location
K and beyond.
G • ATTOCK REFINERY LIMITED
R
O • NATIONAL REFINERY LIMITED
U
P • PAKISTAN OILFIELDS LIMITED

P • ATTOCK PETROLEUM LIMITED

R
O • ATTOCK CEMENT PAKISTAN LIMITED
F
I • ATTOCK GEN LIMITED
L
E • ATTOCK HOSPITAL (PVT.) LIMITED

• ATTOCK INFORMATION TECHNOLOGIES SERVICES (PVT.) LIMITED 4

A
T
History
T
O
C
K

R • Since its commissioning in 1922, ARL has passed through various

E stages of transformation and stood the test of time through war and
F
I peace.
N
E • From batch distillation stills of 2,500 barrels per day (BPD), today it has
R
Y
grown into a modern state-of-the-art refinery with a capacity of 43,000
BPD.
L
I • It was subsequently converted into a Public Limited Company in June
M
I 1979 and is listed on the three Stock Exchanges of the country.
T
E • The company is also registered with the Central Depositary Company of
D
Pakistan (CDC).
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 VISION
A
T To be a world class and leading organization continuously
T providing high quality diversified environment friendly energy
O
resources and petrochemicals.
C
K

R
E
F
I
N
E
R
MISSION
Y We will utilize best blend of state-of-the-art technologies, high
L
performing people, excellent business processes and synergetic
I organizational culture thus exceeding expectations of all
M stakeholders.
I
T
E
D
6
 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:

A Integrity & Integrity, honesty, high ethical, legal and safety standards are
T Ethics cornerstones of our business practices
T
O
Quality We pursue quality as a way of life. It is an attitude that affects
C
K everything we do for relentless pursuit of excellence

R Social We believe in respect for the community and preserving the

E Responsibility environment for our future generations and keeping National
F interests paramount in all our actions.
I
N We embrace lifelong learning and innovation as an essential catalyst
Learning &
E
Innovation for our future success. We believe in continuous improvement and to
R
Y seize opportunities inherent in change to shape the future

L Teamwork We believe that competent and satisfied people are the company’s
I heart, muscle and soul. We savour flashes of genius in organisation’s
M life by reinforcing attitude of teamwork and knowledge sharing based
I on mutual respect, trust and openness
T
E
D Empowerment We flourish under an ecosystem of shared understanding founded on
the concept of empowerment, accountability and open 7
communication in all directions
ORGANIZATIONAL CHANGE –GENERAL VIEW

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 Individual

Change
Approaches

Organization
Teams

• From a current state to a desired future state

• Includes Both
– organizational change management processes

– Individual change management models 9

WHY CHANGE AT ARL?

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– Age inertia

– Technology –Processing Capability

– Competition-New Refineries

– Deregulation of Petroleum Sector

– Stringent Product Specifications

– Retention of Trained Human Resource

– Exports-New Markets

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– Diversification of Operations

– Corporate Social Responsibility

– Profit/Shareholder’s value

In 2005, ARL management vowed to transform its corporate culture

from comfort zone to performance based organization

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OUR PHILOSOPHY

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• To own change as a way of life

• Continuous improvement and to seize

opportunities inherent in change to shape the
future was the bottom-line of this process

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STEPPING STONE- PSYCHOLOGICAL CONTRACT

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 THINK !!

Why employee make expectation???

Why the management cares for them???

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PROMOTING HR BEST PRACTICES AT ARL

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• Company Wide Climate Surveys

• Promoting Open Communication

• Embedding Core Values from the Grass Root Levels

• Introducing Formal Coaching, Counseling & Mentoring

• Forming Help Desks in different areas

• Intra/ Inter departmental meetings to improve better

Coordination

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• Start of Formal Career & Succession Planning of staff
featuring cross functional rotation

• Strengthening of Induction Process

• Synchronization of T & D with Career Planning

• Start of Performance Improvement Program through

cross functional teams

• Implementation of Structured rotation of Manpower

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• Revamping of Grievance Handling Procedure

• Inculcating learning culture through Conferences

• Skill Development Programs

• Transformation & communication of HR policies

• Strengthening of Performance Management System

erv ed
ited. All rights res
Attock Refinery Lim
Copyright ® 2008

Employee
Relations
Manual

Limited
Attock Refinery
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• Organizational Restructuring & Manpower Planning

• Empowerment through revision in Company wide Limits

of Authority

• Revamp of the entire recruitment process

• Revision of Employment terms and Conditions

• Adjustment in compensation practices

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• Strengthening of CBA Management Relations based on
mutual respect and principles

• Revamping Outsourcing Procedures

• Implementation of Rewards & Recognition Procedures

• Alignment in Refinery Timing & Holidays

• Improvement in Working Conditions

• Promoting family involvements through different events

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CHANGE IMPACT ANALYSIS

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 BAROMETER FOR CHANGE INITIATIVES hts reserv ed
k Refinery Limited. All rig
Copyright ® 2008 Attoc

• Key Performance Indicators Employee

Copy right ® 2007 Att
ock Refinery Lim ited. All rights reserv ed

ee
KeyRP la se
ioannc
rfotrm
– Employee Turnover Manual
– Behavioral Safety Audits I ndicators Catalog
– Safe-man-hours
ited
Attock Refinery Lim
– Training Hours
– Removing Anomalies in Employment terms
– Employee Grievances Received
– Reduction in Lead time of Annual Appraisals
Announcements
– Process Improvement Suggestions
– Reduction in Recruitment Lead Team

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BAROMETER FOR CHANGE INITIATIVES

– Exit Interviews
– Post & After Surveys Feedbacks
– Review and Implementation of Corporate Targets
– Winning of HR Best Practices Awards
– Formation of different Committees to ensure the
smooth implementation of change program at ARL

rights reserved
ck Refinery Limited. All
Copyright ® 2008 Atto

Employee
Copy right ® 2007 Atto
ck Refinery Limited. All rights rese
rved

ee
KeyRP rfotirm
la se
nc
oan
Manual
I ndicators Catalog
25 ited
Attock Refinery Lim
KEY LESSONS LEARNED

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– First the People then the strategy.

– Goals and values alignment is the key.

– Confront the brutal facts of the game.

– Respond to technological changes with

thoughtfulness and creativity.

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– Sustainable transformations follow a predictable
pattern of buildup and breakthrough.

– Keep everyone to remain focused on the plan.

– Top Team has to “walk the talk”.

– Reward risk-takers, innovators and learners.

– Hire well (4E+P).

– Be flexible and trust your people.

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– Build a top team that fosters innovation and focuses
on growth.

– Budgeting (Breaking the rituals).

– Power of differentiation

– Empowerment

– Identifying change agents

– Extend our networks to share, learn and consolidate

our resources.

– Create mentors who are exceptional role models

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- Larry Bossidy, former Chair and CEO of Honeywell
THANKS

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