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The change management process

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Introduction

Since its founding in 1976, by royal decree, SABIC has showed an astonishing ability to carry

out what others said was impossible. SABIC is a public company based in Riyadh, Saudi, that

manufactures petrochemicals. 70percent of the industry's shares are owned by Saudi Aramco,

with the remaining 30% trading. SABIC's exponential growth is very amazing. The company

now operates in more than 50 countries and employs more than 32,000 talented individuals

around the world.

The Chairman of SABIC is Khalid Hashim Al-Dabbagh. The global management team is

overseen by Yousef Abdullah Al-Benyan, Deputy and Chief Executive. The corporation is led by

a Board of Directors. Petroleum products, Agro - food, and Specialty, and a separate firm called

Metals, are the three ’s Strategic Units of SABIC. Customers can benefit from their assistance in

identifying and developing possibilities in key end markets like construction, hospital

instruments, packaging, agriculture, electrical & electronics, transport, and renewable energy.

Sabic's corporate headquarters and offices are located in Riyadh.

Because we are constantly looking to the future, we invest heavily in innovation and technology.

At our T&I facilities around the world, hundreds of dedicated scientists work to create new

inventions and credentials on a regular basis.

Vibrant Society

In addition to its actual wealth of individuals and society, the Kingdom possesses huge untapped

prospects and a diverse mix of natural resources. The Kingdom's Islamic faith and unity

distinguish it as a unique nation, positioning it at the center of the Islamic republic.

Thriving Economy
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The abilities and competencies of the Kingdom's youngsters are among the most valuable assets.

To realize this promise, the Kingdom will cultivate a culture that promotes recognition, gives

opportunities for all, and assists everyone in developing the skills they need to fulfill their

personal objectives.

An Ambitious Nation

Since the formation of the Saudi Arabia, government tasks and responsibilities have expanded

dramatically. There is always a need to improve and stay up with increased demands and new

difficulties while maintaining high transparency and accountability standards.

Changes that SABIC implemented based on Saudi Arabia Vision 2030

Nusaned

Nusaned is a Sabic program that has grown into a national platform that brings together

government and non - governmental institutions to aid small enterprises in getting started and

growing. We continued to promote business activities in 2019, increased local purchasing, and

generally assisted the small and medium enterprises sector in reducing unemployment, building

local capabilities, and increasing national GDP in 2019. Leaders from SABIC, the Ministry of

Labor, the Department of Industry and Mineral Reserves, the Saudi Arabian Monetary Authority,

the Small and Medium Scale enterprises General Authority, as well as the Local Subject matter

and Government Contracting Authority make up the nusaned Council, the program's executive

arm. It meets 3 times a year to assess progress, set new goals, and design plans to attain them. It

also aids in the formation of alliances, the development of new initiatives, and the assessment of

entrepreneurs' suitability for local investment.

Import substitution
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SABIC has managed to secure and supplied first and 2nd batches of olefins to Global

Downstream Industries (GDI) for use in the production of surfoplane, in order to support

distinguishable domestic industries and to replace foreign imports. The agreement will allow

GDI to build a world-scale complex in Jubail Industrial City to produce a variety of downstream

specialty chemicals. Various industries, such as aromatics, pharmaceuticals, and agriculture, are

expected to benefit from the agreement, which will make a percentage of presently imported

products available locally. 

Employment of women

SABIC, throughout its Local Contents & Business Development Unit (LCBDU) with

Professional Human Resources, announced a new initiative in November 2019 to expand

chances of employment in industrial sector. The program's goal is to provide qualified female

recruits to small and medium businesses – including those directly benefiting from

NUSANEDTM – whose skills have been developed through training and on-the-job experience

in relevant SABIC roles, with the support and guidance of senior colleagues. Women in the

program are given the opportunity to work for 4 to 12 months at SABIC or one of its affiliates,

gaining skills and expertise that will help them compete in the local labor market and, in turn,

benefit their new employer. 

Changes that SABIC need to apply to align with Saudi Vision 2030 goals

Our plan lays forth a roadmap to convert SABIC into a higher-growth, survival, more resilient,

and agile chemical firm, all while contributing to Saudi Vision 2030. SABIC will continue to

focus on meeting customer and market necessities, delivering innovative products, advancing

technological innovation, deepening its commitment to sustainable development, delivering

powerful operational efficiencies, and maintaining an unwavering focus on safety under this

strategy. Long-term success will be assured by an efficient and productive company, a

consistently strong performing environment, and a robust set of values centered on inclusion,

diversity, and honesty. Our strategy aims to generate value for a wide range of stakeholders,

including shareholders, consumers, employees, authorities, and local communities, by delivering

sustainable profitable growth. We will continue to work hard to make Saudi Vision 2030 a

reality.

Business portfolio

Petrochemicals

The SABIC Petrochemicals Strategic Business Unit (SBU) strategy aims at enhancing our

leadership position, by growing in fast-growing and emerging regions while addressing a range

of end-user markets including packaging, automotive, building and construction, healthcare and

personal hygiene, and consumer and household goods. It does so by providing products and

solutions with a customer-focused mindset, and by leveraging technology, innovation and

sustainability. Saudi Aramco stated on June 17, 2020 that it has completed the purchase of a 70%

interest in SABIC from Investment Fund (PIF), Saudi Arabia's sovereign wealth fund. The

completion of this historical transaction positions SABIC to become Saudi Aramco’s chemicals

arm and the national chemicals champion in Saudi Arabia while strengthening its leadership

position in the global chemical industry.

Agri-nutrients

SABIC Agri-Nutrients SBU continues to advance its transition to becoming the national Agri-

nutrients champion and a global leader in the Agri-nutrients industry. Our strategy within Agri-
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Nutrients is to maintain our customer intimacy and market-focused approach, by selectively

expanding our downstream positions, increasing our product differentiation, and growing our

global assets globally.

Specialties

Our Specialties SBU focuses on addressing complex and often one-of-a-kind customer needs

through differentiation, sustainability, and speed to market. The Specialties SBU was established

as a fully independent and standalone entity in November 2020, with the intent to unlock its

growth potential, add value by making it a more agile and focused company, and meet its

specific business model and customer requirements.

Metals (heeded)

In Heeded, we remain focused on cost controls and further improving reliability to increase the

profitability of the business while maintaining stability of supply of prime quality to the local

market, supporting Saudi demand.

Strategic pillars

Our strategic goals are supported by eight pillars that define who we are: Customer-centricity,

market-centricity, operational effectiveness, innovation, investment management, transition,

translation engine, and environmental, social, and governance (ESG) considerations.

1.Customer focus; We work hard to understand the evolving needs of our customers in terms of

service, product differentiation, and solutions

2.Market focus; By being near to regional markets, we intend to accelerate both organic and

non-organic growth. For example, in our Petro - chemical business, we want to build an asset
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base in the United States to take advantage of unconventional shale opportunities, expand in

Asia, where there is the most market growth, strengthen our investment portfolio in Europe, and

continue to grow in Saudi Arabia while leveraging our closeness to Middle East/Africa markets.

3.Operational excellence; Production, marketing, distribution network, and cost management

are all areas where we want to increase efficiencies.

4.Technology and Innovation; Through process, catalyst, and application development, we aim

to gain a competitive advantage selectively. Our approach to running our company and

addressing existing and future difficulties is centered on sustainability.

Changes SABIC need to apply to align with the external environment

Several of the 17 (SDGs) are designed to address the world's shared problems of poverty,

unfairness, climate change, ecological pollution, wealth, and peace and justice. Our strategic

initiatives concentrate on the top benefactor material areas with high impact—and also line up

with many of the 17 SDGs. In 2020, we further aligned our strategy and operations with

universal principles on human rights, the environment, labor, and anti-corruption. Program

improvements from supplier due diligence and capacity building through the manufacturing and

sales chain allowed us to deliver products to our customers in a manner that advances societal

goals. This was of particular importance during the COVID-19 pandemic, as we focused on

supplying materials for life-saving medical and protective equipment.

Covid-19 response

At SABIC, we were fortunate that the COVID-19 pandemic did not place major impacts on

production and therefore did not severely affect our operations. This afforded SABIC the

opportunity to focus our attention on COVID-19 response, taking steps to minimize the impacts
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of the pandemic, lockdowns, and remote work on our employees and communities, and making

adjustments to prioritize the rapid development of critical materials and products that were

essential to care for COVID-19 patients and prevent the spread of infection. Our contributions

included materials and solutions for everything from personal protective equipment (PPE) to

ventilators and intensive care equipment to building materials for rapidly erected new hospitals.

A new climate strategy

In 2020, SABIC began the process of formulating a holistic new climate strategy that will put

our company on the path to carbon neutrality near mid-century. The strategy will include several

components: We will commit to new science-based targets that align with the global goal to limit

warming to well below 2 degrees Celsius above pre-industrial levels; we are creating roadmaps

for action tailored to the regions where we operate; and we have already begun to implement a

robust new governance structure that embeds accountability and transparency into all of our

work. Alongside these long-term plans, we are continuing to build climate resilience into our

business through projects that reduce the climate impacts of our daily operations.

Advancing the circular economy

After launching our TRUCIRCLETM initiative in 2019, we have raised our ambition to consider

not just circular product portfolios but services, business models, and partnerships that have the

potential to grow the circular economy at scale. TRUCIRCLETM now comprises two initiatives:

portfolio, which includes mechanically recycled products, certified circular products, and

certified renewable products; and services, which focuses on designing for recyclability and

exciting closed-loop initiatives that involve teamwork with partners across our value chain.

Tools for action plan

I would probably use one and that is:

 Diverse change approach; Whether you’re working at a small start-up or are part of a

large multinational corporation, the benefits of diversity in the workplace are equally

compelling in today’s globalized business environment. And diversity can take many

forms, from culture and nationality to gender, race, sexuality, educational background,

and more. Whatever your current role, here are five strategies you can implement straight

away to promote diversity in your workplace.

 Commit to boosting your own cultural competency; Cross-cultural communication is

an invaluable workplace skill. Today, more than ever, you’re likely to interact

professionally with people from different cultural background to your own. Whether

they’re a team member, your manager, or a customer, developing a better understanding

of different cultures and perspectives can help to improve communication and avoid

misunderstandings. Make a point of educating yourself—learn about different cultural

traditions and approaches to work, and keep up to date with global events and

international politics. Take the time to get to know your colleagues from different

countries and backgrounds. Be open to travel opportunities, especially if you have the

chance to visit an office or team overseas. Not only will you gain a greater sense of

cultural appreciation and sensitivity, you’re likely to make new friends by finding much

common ground.

 Actively seek out new perspectives and ideas; Tackling a tough problem on the job?

Ask for help and be open to new perspectives. People from different cultures and

background may take a different approach to business issues. You’ll find that your

colleagues can offer valuable insight gained through a wealth of diverse life experiences.
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Looking at something in a new way may reveal a solution you would never have

considered on your own. Creating a workplace where different perspectives are valued

and embraced can go a long way to foster productive business relationships. Whether

you’re in a junior role, a manager, or director, actively seeking advice, ideas, and

expertise from your colleagues will improve communication and foster a more inclusive

company culture. This inclusive culture will, in turn, help your company to retain diverse

talent and make your workplace an attractive option for globally minded job seekers.

 Treat others how they want to be treated

Remember that the so-called Golden Rule to “treat others how you want to be treated” doesn’t

always apply in a diverse professional environment. Instead, it is better to follow what has

become known as the Platinum Rule: treat others how they want to be treated. Always be

considerate and sensitive to the boundaries and expectations of others. A request or activity you

may be comfortable with could be in conflict with the values of someone else in your company.

Even commonplace interactions could have subtle cultural nuances to take into account. For

instance, understanding how different cultures perceive a handshake, maintaining eye contact, or

the boundaries of personal space can help to avert misunderstandings. When in doubt, ask. If you

accidentally cause offense, apologize. Both scenarios are valuable opportunities to improve your

own cultural awareness, and your colleagues will appreciate your sensitivity and effort. Being

respectful of personal and cultural boundaries, and encouraging your colleagues to do the same

through your example, will make your workplace more welcoming and productive for everyone.

 Observe diverse traditions, celebrations, and holidays from other cultures; Diversity

and inclusion activities can take many forms, but one of the easiest and most fun can be

creating a culturally diverse holiday calendar. Encourage your colleagues to get involved
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and find appropriate ways celebrate different traditions. From Eid to Oktoberfest, sharing

food, music, and celebrations from around the world can be wonderful for team-building

and a great way for colleagues at different levels of the organization to connect.

However, when larger organized celebrations aren’t practical, make a point to personally

acknowledge a significant religious or cultural holiday. Well-wishes via email or over a

coffee can be a small gesture that means a lot to a colleague, especially if they are far

from home. Beyond major holidays, sensitivity to your colleagues’ regular cultural or

religious practices is also important. For example, avoid scheduling client lunches during

a time of fasting or holding meetings during a time of prayer.

Role of communication during organizational change

The goal of this research is to establish a conceptual model of the study of organizational

communication that are changing. Despite a long-standing interest in investigating (internal)

communications during organizational transition, there is little or no actual research on the

subject. Design/methodology/approach – A framework for studying communication throughout

organizational change is offered in this conceptual paper, as well as how communication might

help prevent resistance to change. The framework leads in six propositions wherein factors of

communications, such as knowledge, sentiments of belonging to the community, and emotions

of ambiguity, have an impact on change resistance, affecting the success of the change endeavor.

Observations There was a contrast made between communication's informational purpose and

communication's role in community building. Communication affects both readiness for change

and uncertainty in the proposed model. Originality/value – This structure can be used by

practitioners and researchers to study, guide, frame, and model evidence based research in this
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area in the future. It can also be used to compare change programs within different organizations

to study the role of (internal) interaction in the successes or failures of the change.

Conclusion

SABIC hopes to give entrepreneurs with a portal through Entema where they can explore

investment ideas and assess their feasibility and appeal. An Executive board is in charge of the

corporation. SABIC is organized into three Strategic Business Units: Petrochemicals, Agri-

Nutrients, and Specialties, as well as a separate Metals organization (Heeded). Customers benefit

from their assistance in discovering and developing opportunities in important end industries

such as construction, medical equipment, manufacturing, agro - based, electrical and electronics,

transportation, and renewable energy.

References

Galli, B. J. (2018). Change management models: A comparative analysis and concerns. IEEE

Engineering Management Review, 46(3), 124-132.

Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management:

Forward to the past? An exploratory literature reviews. Journal of Organizational

Change Management.
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Al-Ali, A. A., Singh, S. K., Al-Nahyan, M., & Sohal, A. S. (2017). Change management through

leadership: the mediating role of organizational culture. International Journal of

Organizational Analysis.

Jayatilleke, S., & Lai, R. (2018). A systematic review of requirements change

management. Information and Software Technology, 93, 163-185.

Ifenthaler, D. (2020). Change management for learning analytics. In Artificial intelligence

supported educational technologies (pp. 261-272). Springer, Cham.