You are on page 1of 28

CHANGE INITIATIVES

AT
ARL

Asif Saeed
Manager (HR & A)
Attock Refinery Limited

1.

Introduction and Background of ARL

2. Organizational Change General View

S
E
S
S
I
O
N
T
R
A
I
L
E
R

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

INTRODUCTION AND BACKGROUND OF ARL

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.

A
T
T
O
C
K
G
R
O
U
P
P
R
O
F
I
L
E

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

A
T
T
O
C
K
R
E
F
I
N
E
R
Y
L
I
M
I
T
E
D

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).

VISION 2020
A
T
T
O
C
K
R
E
F
I
N
E
R
Y
L
I
M
I
T
E
D

To be a world class and leading organisation continuously


providing high quality and environment friendly energy resources

MISSION 2010
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

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
T
T
O
C
K
R
E
F
I
N
E
R
Y
L
I
M
I
T
E
D

Integrity &
Ethics

Integrity, honesty, high ethical, legal and safety standards are


cornerstones of our business practices

Quality

We pursue quality as a way of life. It is an attitude that affects


everything we do for relentless pursuit of excellence

Social
Responsibility

We believe in respect for the community and preserving the


environment for our future generations and keeping National interests
paramount in all our actions.

Learning &
Innovation

We embrace lifelong learning and innovation as an essential catalyst


for our future success. We believe in continuous improvement and to
seize opportunities inherent in change to shape the future

Teamwork

We believe that competent and satisfied people are the companys


heart, muscle and soul. We savour flashes of genius in organisations
life by reinforcing attitude of teamwork and knowledge sharing based
on mutual respect, trust and openness

Empowerment

We flourish under an ecosystem of shared understanding founded on


the concept of empowerment, accountability and open
communication in all directions

ORGANIZATIONAL CHANGE

Individual

Change
Approaches
Teams

Organization

From a current state to a desired future state

Includes Both
organizational change management processes
Individual change management models

WHY CHANGE AT ARL?

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.

OUR PHILOSOPHY

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.

STEPPING STONE- PSYCHOLOGICAL CONTRACT

THINK !!
Why employee make
expectation???

Why the management cares


for them???

BEGINNING OF JOURNEY ASSESSMENT

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

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

DEVELOPMENT OF FRAMEWORKS & STRATEGY


FOR ORGANIZATIONAL CHANGE INITIATIVES

Development of Frameworks & Prioritizing the change initiatives


a. Coordination /Interpersonal Framework
b. Policy Framework
c. Monetary Framework
d. 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

a) COORDINATION /INTERPERSONAL
FRAMEWORK

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

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

. All rights
ock Refinery Limited
Copyright 2008 Att

reserv ed

Employee
Relations
Manual

Attock Refinery Li

Career planning and T&D synchronized


Structured rotation plan
Revamp of recruitment process (interviewing & assessment)

mited

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

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

CHANGE IMPACT ANALYSIS

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

ck
Copy right 2007 Atto

ts reserv ed
Refinery Limited. All righ

Key Performance

I ndicators Catalog

REMEMBER

,
s
i
y
d
o
b
o
n
,
t
c
e
f
r
e
p
t
We are no
e
h
t
e
b
o
t
g
n
i
v
i
r
t
s
e
r
a
e
but w
best.

THANKS