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    MOL PAKISTAN

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    Company history

    MOL PAKISTAN OIL AND GAS COMPANY B.V.a fully owned subsidiary of the MOL Group isoperating in Pakistan since 1999. It is being led by Mr. Akos Gros w.e.f !uly "#1$ as Managing

    %irector&'(O. Mr. Akos being the si)th head of the subsidiary* has been with MOL since "##+ and hasworked on gas infra,structure pro-ects as a senior pro-ect anager. Later on he worked on energy andinternational gas infrastructure pro-ects as /ead of (nergy Portfolio %e0elopent.

    MOL Pakistan has a 0ery successful track record of operations in Pakistan where it has operated as well asnon,operated -oint 0entures with the local (P copanies. 'urrently MOL Pakistan is the Operator of the2al* Margala and Margala 3orth blocks and it has participation in two non,operated blocks naely 4arak andGhauri. Apart fro its operations in 4P4 pro0ince* MOL is acti0ely pursuing ac5uisition of interest in thepro0inces of Pun-ab6 7indh 8aluchistan. It holds e)ploration area around 9*+## s5.k in 0arious blockswhereas it has $: s5.k acreage of the %P lease area. 2ill %eceber "#1$* MOL Pakistan has anaged todrill 1; e)ploratory wells

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    LEADERSIP DEVELOPMENT PROCESS

    One of the biggest in0estent areas in /uan esources and 2alent Manageent is Leadership%e0elopent. Be like to think about it as one of the bedrock roles of the / or L% tea* since in any

    ways CleadershipC is one of the ost strategic assets in any organiation.

    O0er the last ten years* the leadership de0elopent CindustryC has rapidly changed* and we ha0e spent a lot of

    tie studying this arket. Let e highlight a few of the big changes which you should be aware of.

    As ourleadership de0elopent aturity odel describes* high powered copanies 0iew the leadership

    de0elopent process as a continual process which only begins with first,line super0isors. Bhile anageent

    training plays a role* e)cellent leadership strategies realie that building leadership takes years , and therefore

    an enduring organiation ust in0est in leadership fro first,line anageent throughout an eployeeDs

    career.

    2his eans that e)cellent leadership strategies include the identification and assessent of Ceerging

    leaders*C and they look for technical and functional leaders within each business area. 2hey include coaching*

    rotational and stretch assignents* self,assessent and ;# assessent* personality assessent* and lots of

    creati0e progras to build leadership skills o0er tie. 7oe organiations spend hea0ily on e)ternal e)perts

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    MOL PAKISTAN LEADERSIP DEVELOPMENT PROGRAM

    LEADERSHIP DEVELOPMENT PLAN FOR LOW LEVEL/MID LEVEL MANAGEMENT

    Leadership 5ualities

    ,Managing cople)ity

    ,Managing change

    ,ele0ant technical skills

    2he / consultant at the head office of MOL Pakistan suggested us to de0elop a leadership

    de0elopent progra on rela0ant technical skills for us at the le0el of lower and iddle

    anageent

    After analysis we cae up to conclusion that there no any training progra for de0elopent of

    leadership skills in MOL Pakistan for low and iddle le0el anageent

    7o we de0elop a leadership de0elopent plan for MOL Pakistan in which we e)plain how to

    enhance leadership 5ualities in low and iddle le0el anageent

    7o here we suggest the a proper training progra to for eployees for leadership de0elopent

    ASSESSMENT

    First is to assess each indi0idual perforance with soe of the bench ark or standard and train the how

    they would be -udged with soe bench ark and what would be that bench ark and how they would be

    reached to that bench ark

    !ORMAL ASSESSMENT

    /ow ;# degree feedback would be used to assess each eployee

    IN!ORMAL ASSESSMENT

    'asual feedback would also be used it will also be learned in training progra

    CALLENGE

    In the training progra each eployee should be put in difficult situation and stressful condition for

    de0eloping new abilities although these situation would be stressful for eployees but they would pro0ide

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    best de0elopent opportunities so in this training progra eployee should be put in such situation where

    there current abilities could not sol0e that proble in order to get new abilities.

    CON!LICT

    Be suggested that always de0elop a conflict situation in this traing progra cause conflict which is rele0ant

    to the proble and at the sae way control the that would not lead the to personal conflict so when

    conflict arises for certain proble so new creati0e ideas also coes conflict actually ean put your tea in

    tension.

    S"PPORT

    In each challenging situation and conflict there ust be a support of boss and super0isors cause these are

    those situations in which the current abilities of an eployee is not working so they support the how to do it

    in order to de0elop their skills in such situations

    L#a$#rship D#%#&opm#nt E'p#ri#n(#s

    Be dont offer buwords or acadeic ideas about how to lead H we help you step out of the day,to,day sothat you can shift perspecti0e* change how you think* and gain the insights that akes good leaders great.

    Bhether you are inspired by the stories of Olypic athletes* astronauts or great figures of history* we connect

    seinal oents of leadership to your indi0idual business challenges.

    Be offer se0eral options for you as an indi0idual leader* your tea and your organiation?

    T#ams or (ohorts) Any of our progras can be tailored for a ore custoied e)perience. Be will

    work with you to create the progra that best addresses your challenges and goals.

    Op#n pro*rams)(ach takes you to a different setting and looks at leadership through a uni5ue lens.

    ou will interact with other senior e)ecuti0es fro across industries* engaging in rich* facilitated discussion.

    !EEDBACK

    Feedback works best when it relates to a specific goal. (stablishing eployee perforance e)pectations andgoals before work begins is the key to pro0iding tangible* ob-ecti0e* and powerful feedback. 2elling

    eployees that they are doing well because they e)ceeded their goal by 1#J is ore effecti0e than siply

    saying CyouDre doing a good -ob.C

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    STRATEGIES CAPABILITIES AND COMPETENCIES !OR LEADERS

    A= 2he 5uantity of leaders needed* as indicated by current and pro-ected foral leadership

    positions depicted on an organiation chart

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    core copetencies that ha0e been identified for all staff at @'8. 2hey can be found on the Perforance(0aluation and Planning For.

    What competencies or transferable skills can you develop that would enhance your current position and/or

    help you expand your repertoire of necessary skills in your future career development?

    S#&1-Mana*#m#nt/P#rsona& Gro2th S0i&&sare traits or personal characteristics that contribute toour perforance of work and are often e)pressed using ad-ecti0es. For e)aple* efficient* fle)ible*resourceful* diploatic* results,oriented* etc. %e0eloping these 5ualities ay re5uire learning skills in tieanageent* asserti0eness* or stress anageent. Or it ay re5uire o0ercoing self,defeating beha0iors likeprocrastination.

    What areas of self-management or personal growth would enhance your abilities to develop your career?

    L#a$#rship S0i&&sare iportant regardless of whether you are in a super0isory&anagerial role or

    not. Be all benefit fro feeling ore confident in our abilities to take charge of tasks* responsibilities*pro-ects* tea processes* office work flow* goal setting* decision,aking* and our personal and careerde0elopent.

    What leadership skills do you need to develop?

    Learning Organiational %e0elopent

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    (0ery person uses all of the preferences at ties* but one preference or the other on each scale usually feelsore natural.2ry signing your nae with the opposite hand fro the one you usually use. Bhat did it feellikeN Bhat differences do you notice about your signature itself?

    People often say that it felt unnatural* and that it re5uired all their concentration. 2he result ay appearawkward* e0en though their nae is recogniable. 2he preferences described here are like that. For e)aple*soe people generally prefer to ake decisions with an eye to harony and whatDs best for thesel0es andothers

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    SKILLS APPROAC !OR DEVELOPING LEADERSIP PROGRAM

    COMPETENCY MODEL

    LEADE R SIP COMP E TENC I ES

    L#a$#rship) App&i#s a$#rship (omp#t#n(i#s to s4((#ss14&&y #'#(4t# strat#*y.

    O VISIONING

    2akes a long,ter 0iew and acts as a catalyst for organiational change6 builds a shared0ision with others6 influences others to translate 0ision into action6 creates acopelling and inspirational picture of the future

    5 ACTS IT INTEGRITY

    'reates a culture that fosters high standards of ethics6 beha0es in a fair and ethicalanner towards others6 deonstrates high professional standards6 handles confidentialand sensiti0e inforation with integrity6 0iewed as highly trustworthy6 stands up forwhat isright despite potential personal conse5uences6 deonstrates consistency between wordsand actions6 honors coitents to others

    O ACCO"NTABILITY

    /olds self and others accountable for rules and responsibilities6 can be relied upon to

    ensure that pro-ects within areas of responsibility are copleted in a tiely anner and

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    within budget6 sets high standards for self and others6 assigns clear accountability backedby appropriate authority

    5 GETS RES"LTS

    Achie0es strategic goals6 deli0ers easurable results* on tie and within budget6translates ideas into concrete actions6 chapions initiati0es beyond the scope of ones-ob6 obilies resources and reo0es barriers for success6 anticipates potential problesand de0elops contingency plans to o0ercoe the6 works across organiationalboundaries* a0oiding turf issues* and eliinating unnecessary work to achie0e thedesired results6 concentrates on outcoes rather than acti0ities

    5 IDENTI!IES AND DEVELOPS TALENT

    %e0elops leadership in others through coaching* entoring* rewarding and guidingeployees6 de0elops successors and talent pools for key positions

    5 TAKES INITIATIVE/RISK-TAKING

    'reates a work en0ironent that encourages creati0e thinking6 designs and ipleentsnew or cutting,edge progras&processes6 challenges the status 5uo6 recogniesopportunities and takes action to achie0e ob-ecti0es6 epowers others to take risks*supports the when things go wrong and encourages the to learn fro set,backs and

    failures5 CANGE MANAGEMENT

    @nderstands process and issues inherent in change anageent and plans accordingly6instills confidence and trust in others6 coordinates resources across departents&units6e0aluates easures* pro-ect plans and deli0erables for strategic alignent6 acknowledgesindi0iduals responses to change and helps the ad-ust6 Adapts unit goals and work plansin response to internal and e)ternal forces that will ipact the future effecti0eness of theunit

    5 TINKING SKILLS 6ANALYTICAL7 SYSTEMIC7 CREATIVE8

    Identifies and integrates the critical eleents of a situation* aking correct inferencesfrodata6 breaks cople) probles into coponent parts and organies the parts in a

    systeatic way6 uses inno0ation to de0elop no0el solutions6 can e)plain to others howto understand and approach coplicated probles

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    B4sin#ss Kno2$*#/Or*ani9ationa& A(4m#n) App&i#s r#so4r(#s7 (4stom#r n##$s7 an$ pro(#ss#s to

    ma0# so4n$ strat#*i( an$ :4sin#ss $#(isions.

    5 STRATEGIC TINKING AND PLANNING

    Forulates effecti0e strategies consistent with the business6 sees the big picture and

    holds a long,ter perspecti0e6 deterines ob-ecti0es and sets priorities6 anticipatespotential threats or opportunities6 aligns organiation and departent to supportorganiational goals6 dri0es the e)ecution of strategic plans and onitors results

    5 MANAGES RESO"RCES 6"MAN7 !INANCIAL7 TECNICAL8

    Assesses current and future staffing needs based on organiational goals and budgetrealties6 ensures staff are appropriately selected* de0eloped* utilied* appraised andrewarded6 readily shares resources to support organiation initiati0es6 understands keyfinancial indicators6 uses cost,benefit thinking to set priorities6 integrates technologyinto the workplace to ipro0e effecti0eness and efficiency6 understands the ipact oftechnological changes on the organiation

    5 PRO!ESSIONAL KNOLEDGE

    'ontinually enhances knowledge and skills to keep abreast of industry changes*

    de0elopents and eerging issues6 understands what it takes to be successful in thisbusiness6 has a thorough knowledge of organiations ission* history* stakeholders andcustoers

    5 PROBLEM SOLVING/DECISION MAKING

    %e0elops new insights into situations and applies inno0ati0e solutions to akeorganiational ipro0eents6 e)ercises good -udgent by aking sound and well,infored decisions6 is proacti0e6 distinguishes between rele0ant and irrele0antinforationto ake logical decisions6 effecti0ely analyes potential for risk and acts decisi0ely6akesbreakthrough decisions based upon a i)ture of analysis* wisdo* e)perience and-udgent6 solicits input fro indi0iduals who can add significant 0alue to thedecision, aking process

    B4i&$s R#&ationships/Comm4ni(ation) C4&ti%at#s #11#(ti%# r#&ationships to (r#at# a (4&t4r# that

    s4pports th# $#partm#nt;s an$ or*ani9ation;s *oa&s an$ strat#*y.

    5

    IN!L"ENCING SKILLS

    8uilds coalitions through gi0e and take6 gains cooperation fro others toobtaininforation and accoplish goals6 collaborates across boundaries6 recognies whichbattles are worth fighting for and when it is tie to coproise6 seeks to build internalande)ternal partnerships to better accoplish goals6 in0ites other points of 0iew6anticipatesthe reactions and ob-ections of others

    5 CON!LICT MANAGEMENT

    Identifies and takes steps to pre0ent potential situations that could result inconfrontations6anages and resol0es conflicts and disagreeents in a positi0e and constructi0e annerto iniie negati0e ipacts

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    5 LEVERAGES DIVERSITY

    ecruits* de0elops and retains a di0erse high 5uality workforce6 leads and anages aninclusi0e workplace that a)iies the talents of each person to achie0e sound results6respects* understands* 0alues and seeks out indi0idual differences to achie0e the 0isionand ission of the organiation

    5 TEAM B"ILDING

    Inspires and guides others toward goal accoplishents6 consistently de0elops andsustains cooperati0e working relationships6 fosters coitent* tea spirit* pridetrust6 shares leadership and helps the tea becoe interdependent by facilitatingparticipation and group interaction

    5 TREATS OTERS IT RESPECT'onsiders and responds appropriately to the needs* feelings and capabilities of differentpeople in different situations6 is tactful* copassionate and sensiti0e6 challenges othersDideas without getting personal6 follows through on coitents to others

    5 PRESENTS IDEAS E!!ECTIVELY

    Makes clear and con0incing presentations to indi0iduals and groups6 listens effecti0elyand clarifies inforation as needed6 shares rele0ant inforation and e)pectations openly*honestly and in a tiely fashion6 targets presentations to the needs and le0el of theaudience6 translates cople) inforation into understandable* eaningful* rele0antlanguage

    S#&1-Mana*#m#nt an$ D#%#&opm#nt) On-*oin* $#%#&opm#nt o1 s0i&&s an$ (omp#t#n(i#s to a$ th#

    $i%ision an$ its strat#*i#s.

    5 TOLERANCE !OR AMBIG"ITY

    2akes changing priorities and new de0elopents in stride* e0en in the face of abiguity6

    leads with a clear sense of priorities in a cliate of uncertainty and changeO !LE,IBILITY

    Is open to change and new inforation6 adapts beha0ior and work ethods in response tonew inforation* technology* changing conditions or une)pected obstacles6 ad-ustsrapidly to new situations warranting attention and resolution

    5 SEL!-KNOLEDGE AND DEVELOPMENT

    ecognies own strengths and weaknesses6 seeks feedback fro others6 e)tractslearning fro failure

    5 LEARNS CONTIN"O"SLY

    Pursues self,de0elopent and opportunities to aster new knowledge6 applies newknowledge6 ebraces new and di0erse ideas6 shares learning broadly

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