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). 5 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
8 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?
10 – Age inertia
– Technology –Processing Capability
– Competition-New Refineries
– Deregulation of Petroleum Sector
– Stringent Product Specifications
– Retention of Trained Human Resource
– Exports-New Markets
11 – 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
12 OUR PHILOSOPHY
13 • 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
14 STEPPING STONE- PSYCHOLOGICAL CONTRACT
15 THINK !!
Why employee make expectation???
Why the management cares for them???
16 PROMOTING HR BEST PRACTICES AT ARL
17 • Company Wide Climate Surveys
• Promoting Open Communication
• Embedding Core Values from the Grass Root Levels
• 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
21 • 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
22 CHANGE IMPACT ANALYSIS
23 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
24 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
26 – 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.
27 – 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.
28 – 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
29 - Larry Bossidy, former Chair and CEO of Honeywell THANKS
