hr transformation at attock refinery limited · asif saeed attock refinery limited rawalpindi,...
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HR Transformation
at
Attock Refinery Limited
Asif Saeed
Attock Refinery Limited
Rawalpindi, Pakistan
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4. Our Philosophy
2. Organizational Change – General View
5. Stepping Stone- Psychological Contract
6. Promoting HR Best Practices at ARL
8. Key Lessons Learned
7. Change Impact Analysis
3. Why Change At ARL?
1. Introduction and Background of ARL
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INTRODUCTION AND BACKGROUND OF ARL
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• 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
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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
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.
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History A
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• 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). 5
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VISION
To be a world class and leading organization continuously
providing high quality diversified environment friendly energy
resources and petrochemicals.
MISSION
We will utilize best blend of state-of-the-art technologies, high
performing people, excellent business processes and synergetic
organizational culture thus exceeding expectations of all
stakeholders.
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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:
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 company’s
heart, muscle and soul. We savour flashes of genius in organisation’s
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
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ORGANIZATIONAL CHANGE –GENERAL VIEW
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• From a current state to a desired future state
• Includes Both
– organizational change management processes
– Individual change management models
Organization
Individual
Change
Approaches
Teams
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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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Why employee make expectation???
Why the management cares for them???
THINK !!
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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
Employee
Relations
Manual
Attock Refinery Limited
Copyright ® 2008 Attock Refinery Limited. All rights reserved
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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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• Key Performance Indicators
– Employee Turnover
– Behavioral Safety Audits
– Safe-man-hours
– 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
BAROMETER FOR CHANGE INITIATIVES
Employee
Relations
Manual
Attock Refinery Limited
Copyright ® 2008 Attock Refinery Limited. All rights reserved
Copy right ® 2007 Attock Refinery Limited. All rights reserved
Key Performance
I ndicators Catalog
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– 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
BAROMETER FOR CHANGE INITIATIVES
Employee
Relations
Manual
Attock Refinery Limited
Copyright ® 2008 Attock Refinery Limited. All rights reserved
Copy right ® 2007 Attock Refinery Limited. All rights reserved
Key Performance
I ndicators Catalog
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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 29
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- Larry Bossidy, former Chair and CEO of Honeywell
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THANKS
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