1. Attock Refinery Limited
CHANGE INITIATIVES AT
ARL
Asif Saeed
Manager (HR & A)
Attock Refinery Limited

2. SESSION TRAILER 1. Introduction and Background of ARL
2. Organizational Change – General View
3. Why Change At ARL?
4. Our Philosophy
5. Stepping Stone- Psychological Contract
SESSION TRAILER
6. Beginning of Journey – Assessment
7. Development of Frameworks & Strategy for Organizational Change
8. Change Impact Analysis
9. Conclusion

3. INTRODUCTION AND BACKGROUND OF ARL1

4. 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.
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
ATTOCK GROUP PROFILE

5. ATTOCK REFINERY LIMITED
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).
ATTOCK REFINERY LIMITED

6. ATTOCK REFINERY LIMITED
VISION 2020
To be a world class and leading organisation continuously providing high quality and environment friendly energy resources
MISSION 2010
ATTOCK REFINERY LIMITED
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

7. ATTOCK REFINERY LIMITED
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
ATTOCK REFINERY LIMITED

8. ORGANIZATIONAL CHANGE2

9. From a current state to a desired future state
Individual
Change
Approaches
Organization
Teams
From a current state to a desired future state
Includes Both
organizational change management processes
Individual change management models

10. WHY CHANGE AT ARL? 3

11. 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
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. ?

12. OUR PHILOSOPHY 4

13. 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.

14. STEPPING STONE- PSYCHOLOGICAL CONTRACT5

15. THINK !! Why employee make expectation???
Why the management cares for them???

16. BEGINNING OF JOURNEY – ASSESSMENT6

17. CLIMATE SURVEY – 2005 5 Key Dimensions Teamwork Job satisfaction Trust
Empowerment
Salary & Benefits
Training & Development
Vision, Mission & Values
Communication
Performance management
Work life balance and
Working conditions 5

18. CLIMATE SURVEY – 2005 5 Methodology: Findings of Climate Survey
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 5

19. 7 DEVELOPMENT OF FRAMEWORKS & STRATEGY
FOR ORGANIZATIONAL CHANGE INITIATIVES 7

20. Development of Frameworks & Prioritizing the change initiatives
Coordination /Interpersonal Framework
Policy Framework
Monetary Framework
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

21. 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

22. 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
Career planning and T&D synchronized
Structured rotation plan
Revamp of recruitment process (interviewing & assessment)

23. 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

24. 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

25. CHANGE IMPACT ANALYSIS8

26. 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

27. We are not perfect, no body is, but we are striving to be the best.
REMEMBER
We are not perfect, no body is, but we are striving to be the best.

28. THANKS