A thick flammable yellow to black mixture of gaseous, liquid, and solid hydro carbon that occurs naturally beneath the earth’s surface can be separated into fractions including natural gas, gasoline, naphtha, kerosene, fuel and lubrication oils, paraffin wax, and asphalt and is used as raw material for a wide variety of derivative products. What is Petroleum Industry? Petroleum industries consist of refineries and Oil Marketing Companies of petroleum products. An association known as Oil Companies Advisory Committee (OCAC) represents these industries.
In Pakistan, oil is a major source of energy for industrial activities along with coal and natural gas. Energy requirements of transportation sector are mostly met through oil. The current demand of oil in Pakistan is about 20 million tones and is increasing at the rate of 8 per cent per year. Pakistan produces about 3 million tones locally and the rest is imported from Middle East. Presently, there are five refineries (ARL, DRL, NRL, PRL, and PARCO) with existing refining capacity of about 11 million tones of crude oil per annum. PARCO has started its production in year 2000. Crude oil is the main raw material for any petroleum industry.
Crude oil is processed in refineries to produce products like LPG, Motor Gasoline, High Octane Blending Component (HOBC), Kerosene, Aviation Fuels JP-1 and JP-4, High Speed Diesel, Furnace Oil and Lube oils. Petroleum Refineries of Pakistan: In Pakistan, there are four petroleum refineries. Two refineries (NRL and PRL) are located in Karachi, which use mainly imported crude; one refinery (ARL) is located in Rawalpindi, which uses only domestic crude oil, and a new mid-country refinery (PARCO) started production in September 2000, uses imported crude oil. The crude throughputs of the refineries range from 4,760 M. Tones/day to 13,600 M.
Tones/day. The Shell brand name enjoys a 100-year history in this part of the world, dating back to 1899 when Asiatic Petroleum, the far eastern marketing arm of two companies: Shell Transport Company and Royal Dutch Petroleum Company began importing kerosene oil from Azerbaijan into the subcontinent. Even today, the legacy of the past is visible in a storage tank carrying the date – 1898. The documented history of the Royal Dutch/Shell Group in IndoPak subcontinent dates back to 1903 when partnership was struck between The Shell Transport ; Trading Company and the Royal Dutch Petroleum Company to supply petroleum to Asia.
Introduction: All entrepreneurs have a vision of success built on organizational growth and wealth. However dreams of empire are built upon the labors of others – but only if they are valued and motivated. To achieve long term business success organizations need to successfully address human issues not just because of their legal responsibilities but because it makes sound commercial sense to do so. This HRM management training program is a natural extension of a strategic review and works well as part of a business trilogy with marketing and financial management development programs.
The trilogies effectiveness can be enhanced by including modules covering a computerized . To respect the human rights of its employees, to provide its employees with good and safe conditions of work, and good and competitive terms and conditions of service, to promote the development and best use of human talent and equal opportunity employment, and to encourage the involvement of employees in the planning and the direction of its work, and in the application of these principles within the company. It is recognized that commercial success depends on the full commitment of all employees.
To those with whom it does business To seek mutually beneficial relationships with contractors, suppliers and in joint ventures and to promote the application of these principles in so doing. The ability to promote these principles effectively will be an important factor in the decision to enter into or remain in such relationships. vWhere individuals wish to engage in activities in the community, including standing for election to public office, they will be given the opportunity to do so where this is appropriate in the light of local circumstances.
Why is an organizational / management development program necessary? As organizations evolve their infrastructure and approaches to management development become established. Whilst management development vocational programs and supporting management techniques, tools, procedures and standards, etc, are essential they often introduce organizational rigidity. Also with “maturity” organizations often become too big, have to many management levels and get over complicated. Consequently departments, functions, or divisions, do not interconnect well.
The result is decision making becomes unclear, information is poorly communicated, projects do not get finished, or are late (and usually over budget) and internal politics creep in, resulting in power bases and pressure groups becoming established. With a better the devil you know belief organizations become an eco-system that can be difficult to change. Within this general confusion and with constant organizational change being a modern necessity the individual’s role becomes unclear and difficult to execute even to the point of being meaningless.
People ask “Why am I here?”, and “I no longer seem to have a purpose, a direction or adequate support”. Consequently they either leave or slide into impotence and so the organization becomes weakened, even unmanageable, certainly organizations cease to function well. Human Resource: The integration of Shell’s Human Resources function within the Royal Dutch/Shell Group was completed in 2000. The new structure strengthens Shell Oil’s human resources support for all employees by placing a human resources representative in each business while drawing on the global resources of Group companies.
As part of the new structure, the Human Resources staff in the United States works closely with Shell People Services in managing the Company’s human resource systems and programs, and implementing improvements. A specific charge for the U. S. Human Resources team is to develop and implement strategies in support of the Shell Blueprint; most particularly the priorities of being a model of diversity and helping people reach their full potential. Human Resources is establishing a talent pipeline development system which is focused on both recruiting and leadership development.
This effort will benefit all employees by placing greater emphasis on career development. As Shell becomes more growth-oriented and seeks employees from a variety of backgrounds and with a variety of skills, its on-campus recruitment program is being revitalized. To complement this campus attraction program, Human Resources has established new orientation procedures for both new college recruits and experienced hires. What Makes Shell Pakistan Such A Great Place to Work? The diverse background of Shell employees makes Shell Pakistan such an interesting place to work in.
We have found success lies in pulling together teams of people with different perspectives and different ways of approaching problems, people who nevertheless share a set of core values about how to deliver results today that will endure tomorrow. Learning ; Development At Shell Pakistan, we’re very serious about our responsibility for developing our people. We help our people realize their potential and fulfill their ambitions by helping them shape their own, individual career paths.
From cross-business assignments to structured learning courses, we provide the tools needed for our people to develop world-class analytical, leadership, management and relationship-building skills. Because they deal with a broad range of issues cutting across different levels of management, our people get a birds-eye-view into the challenges and responsibilities of senior executives, and learn what it takes to lead organizations. We have also put in place an intranet Career Opportunity website – posting of all vacancies within Shell Companies worldwide – additional avenues for growth for individuals.
