A Research Case On

Presented To
Madam Saima Khushdil
By
Muhammad Raheel MBA Final
Aamir rasheed MBA Final
Shahzad khan MBA Final
Hafiz ul Asad MBA Final
Adnan MBA 3rd
Shahab MBA 3 rd
Acknowledgement
First of all I am very thankful to al mighty ALLAH who give me enough courage to

complete this projects

Then I am thankful to my Mom and my Brother who support my financially and non

financially

And in last the following person to help me regarding to data collection

1. Muhammad Ayaz project engineer Caltex Pakistan

2. Fawad ahmad

3. Mano khan

4. Shahyer khan
Organizational Development Strategy

Contents Page
• Caltex In Pakistan
• INTRODUCTION.
• ORGANISATIONAL DEVELOPMENT
VISION.
• ORGANISATIONAL DEVELOPMENT
APPROACH
• THE KEY PRINCIPLES OF
ORGANISATIONAL DEVELOPMENT.
• STRATEGIC APPROACH
• ENSURING THE COUNCIL IS ‘FIT FOR
PURPOSE.’
• IMPLEMENTING THE STRATEGY
• MONITORING AND EVALUATING
PROGRESS
• ORGANISATIONAL DEVELOPMENT
ACTION PLAN MARCH 2008 – MARCH
2011
• OBJECTIVE 1 – LEADERSHIP
• OBJECTIVE 2- CULTURE AND VALUES
• OBJECTIVE 3- COMMUNICATION
• OBJECTIVE 4- PEOPLE PERFORMANCE
• OBJECTIVE 5- PARTNERSHIP WORKING
Caltex In Pakistan
Chevron Pakistan Limited (formerly known as Caltex Oil Pakistan Limited) is a
part of Chevron Corporation (earlier known as ChevronTexaco Corporation), a
leader in the global integrated energy business. Chevron is the fifth-largest
integrated energy company in the world. Headquartered in San Ramon,
California, and conducting business in approximately 180 countries, this highly
competitive corporation is engaged in every aspect of the oil and natural gas
industry, including exploration and production; refining, marketing and
transportation; chemicals manufacturing and sales; and power generation.

With a diverse and highly skilled global work force of more than 59,000
employees, Chevron and its people take great pride in a commitment to
community partnerships, social responsibility and environmental excellence.

Chevron Pakistan Limited has operated in the sub-continent since 1938 and
apart from the main oil storage facility at Karachi, has 10 Depots throughout the
country, which includes three inland terminals in Rawalpindi, Machike and
Shikarpur.

The company’s Retail network consists of 598 outlets located throughout the
country as well as a wide spread distributor network catering to the demands of
the Industrial, as well as the Agricultural sectors. Chevron installed its first CNG
facility at its Company managed retail outlet at Islamabad. Subsequently, more
CNG facilities have been added to the network in Karachi and Lahore increasing
the number of CNG refueling facilities to 66 nationwide. In addition, Chevron has
also established three CNG conversion kit centers.

Chevron Pakistan was the first oil marketing company to introduce many modern
concepts in the industry in Pakistan. A hallmark of its technical advantage in the
industry is its state-of-the art computerized lubricating oil blending plant, which
has been set up and commissioned at the West Wharf Terminal, Karachi.
Chevron was the first in modernizing its retail outlets, installing electronic
dispensers and implementing Customer Service Systems. It was the first oil
marketing company to launch CNG station in Islamabad in 1998. Its modern
testing laboratory fully equipped with the latest equipment coupled with fully
documented procedures was the first ISO 9000 accredited Oil Testing Facility in
the country. It is also the first oil marketing company to acquire ISO 14001:2004
International Environmental Management System for its West Wharf Laboratory
and West Wharf Lube Blending Plant . Chevron is the pioneer in establishing
Convenience Stores and introducing co-branded Cards in the market.

Recently, Chevron Pakistan received three awards in recognition of its world-

class Health, Environment and Safety Standards. Chevron Pakistan Lubricant
Blending Plant was adjudged to be the recipient of the ChevronTexaco Global
Lubricants (CTGL) Safety Excellence Award while Chevron Pakistan Marketing
won the coveted ChevronTexaco “Zero Is Attainable” Award. Zero is Attainable is
a corporate HES annual award programme, that recognises organisations with
exceptional Operational Excellence performance during a calendar year. This is
yet another acknowledgement of Chevron Pakistan’s exceptional performance
and commitment towards Health, Environment and Safety (HES) in all aspects of
its operations. Moreover Chevron Pakistan’ Keamari Terminal received “The
Most Admired Terminal” award for the year 2004 in the worldwide Chevron
system.

In the refueling of International Airlines at Quaid-e-Azam International Airport,

Karachi, Chevron became the first company in the country to have its refueling
facility, accredited with ISO 9000 standards.

Chevron Pakistan took the lead in renovating, revamping and modernizing its
Retail network bringing the standards in line with its International image in order
to provide quality products ad services to their valued customers.

The company has undertaken and sponsored numerous environmental projects

and had made generous donations to the various campaigns launched over the
years, living up to its reputation as a responsible corporate citizen.

Chevron has greatly increased the level of its investment in Pakistan over the last
decade. The most recent major investment has been in the acquisition and
further development of the LPG Business of Sui Southern Gas Company limited
(SSGCL) as well as acquiring 11% equity in the White Oil Pipeline.

Chevron Pakistan is known as a responsible corporate citizen – by following the

local laws and customs and maintaining a long-standing emphasis on safety and
health for its employees, customers and other stakeholders. As an equal
opportunity employer, Chevron is proud of having women employed in key
management positions across different departments. With 98% of its employees
worldwide being local nationals, Chevron is a part of the community it serves.1

1
http://www.caltex.com/pk/en/caltexPK.asp
 Organizational Development Strategy.

1. Introduction.

1.1 Over the last few years Caltex council has been developing as an
organization in response to the requirements of the modernization agenda,
Comprehensive Performance Assessment (CPA) and its own desire for
continuous improvement. We are committed to sustaining, and improving our
performance to ensure we deliver quality services, achieve business continuity
and enhance our reputation and image.
1.2 This Organizational Development (OD) Strategy describes the changes we
want to make in the council to achieve our ambition of being a good authority. It
is a 3 year strategy and, in keeping with the nature of organizational change, it is
emergent with a flexible and responsive approach. The organization is one that
changes constantly, we will therefore, keep the OD Strategy under review to
ensure it is dynamic and meets the needs of the council.
1.3 The council has clear aspirations to improve the quality of life for local people
and works in partnership to deliver this goal. This requires us to recognize,
embrace and manage change for future success through the development of our
people, systems and processes to –

Create a strong Organizational Development and capacity to change

culture that will enable all Caltex employees to deliver services effectively,
that meet and where possible exceed the expectations of citizens within
the borough. Understand the context OD will operate within in the future
e.g. demographics, Gershon, skills shortfalls, and leadership
Capacity

Our CPA inspection highlighted many strengths and qualities within the council
and also identified current and potential opportunities for stronger leadership and
the need to maximize capacity. With CPA being replaced by CAA in 2009, the
emphasis on what the Strategic Partners deliver for the borough will extend the
need for strong leadership across all partner agencies, but most importantly
within the council as the lead agency. This will apply to members and
officers alike.
Organizational development vision.

2.1 The OD Strategy will develop different ways of working that overarches all
that we do, a way that embodies our vision and values. It will develop an
organization that behaves differently as well as one that looks different. This
strategy seeks to have a direct impact on our culture and people development,
focusing the organization towards its vision in line with its values.
2.3 Caltex MBC is in a period of unprecedented change and it is with that in mind
the leadership team wanted to put down some markers about the sort of
organization we are and what we stand for. The leadership team has developed
an OD vision that describes how we would like to be seen from both the inside
and the outside.
2.4 The process of establishing a clear organizational development definition for
the council has enabled us to set out the following principles upon which our
strategy for improvement is based. Caltex’s organizational development ambition
is to develop our people and confidence so we are more adaptive and more
able to embrace and encourage change, with a real focus on customer
access and quality services for the citizens of Caltex.

Organisational development approach.

3.1 This Strategy lays out our approach to developing the organisation. OD is
defined as “a system wide intervention to plan and produce changes to policies,
strategies, structures and processes aimed at improving the organisation.” As
such, it needs competence, knowledge and skills in facilitating these changes
and developing structures and systems that nurture innovation. The focus will be
on the development of our people in the key areas that we believe make a real
difference in the organisation: -

LEADERSHIP, CULTURE CHANGE, PEOPLE PERFORMANCE,

COMMUNICATION, PARTNERSHIP.
3.2 ‘Right people, Right jobs, Right skills, Right time’ The Strategy will draw
together all the strategic components for all that the council does to recruit,
retain, support and develop employees. It will support the evolution of the council
as it undergoes considerable change to ensure that the services it provides and
the influence it has within Caltex and more increasingly within a wider regional
and sub-regional context remain effective and responsive.

3.3 In order to meet the new challenges and opportunities over the next 3-5
years, it is critical that the council has “ the right people, in the right jobs, with the
right skills, at the right time.” We must continue to attract and retain talent in a
highly competitive employment marketplace, we must develop and re-skill
existing staff to respond effectively to the change/transformation agenda; we
must develop new ways of working especially with our partners.

4. The key principles of Organisational Development.

4.1 The key to successful organisational development is securing ownership

throughout the organisation, and being pro-active in identifying what is necessary
to make it succeed. Every part of the organisation influences, directly or
indirectly, every other part, and we must ensure that we anticipate the impact
change has in one area on another. We will-

Ensure the outcomes of Improvement Plans become part of the continuing

transformation of the organisation, strategically and operationally.
Align our behaviours, performance management systems, procedures and
structures to deliver the cultural shift required by our vision.
Ensure that all our changes are manageable, sustainable and introduced
consistently throughout the organisation.

4.2 The OD Strategy provides the framework and makes the linkages between
internal and external influences like the Government Pay and Workforce
Strategy. This will enable us to manage the development of the organisation in a
cohesive, congruent manner rather than treating every initiative as an individual
and unrelated issue, which in the past has created silos.

5. Strategic approach.

5.1 Through an integrated approach to organizational development, we will seek

to bring about changes in how we do things, rather than just a change in
systems, processes and structures. Our aim is to have an organisation that “
looks different, feels different, and behaves differently ”our focus will be on: -
and inspiring the steps to get there.
CULTURE - developing and practicing the values and behaviours we need to
achieve our vision.
CHANGE - keeping our vision in our sights and recognizing change as a means
to achieve it whilst constantly being aware of what is happening around us and
the changes we are making, ensuring we shape our ongoing transformation
agenda.
PERFORMANCE - facilitating the development of our people, their capability and
capacity, to gain maximum impact in changing the way we do things. Benefiting
from benchmarking where we need to be challenged: - all resulting in improved
service performance.
COMMUNICATION - recognising that good communications are pivotal to our
image and reputation both within and externally to the council and that everybody
has a role to play in achieving this.
PARTNERSHIP - working with a range of key agencies in the Local Strategic
Partnership as well as others who are central to the regeneration and
transformation of the borough, accepting that partnership is integral to growth
and improvement in a modern local government.
5.1 Our challenges will be in developing new skill sets so we are in a stronger
position: -

Becoming a planning, commissioning and evaluating

organisation rather than a delivery one.
Leading a leaner organisation, sharper in its focus on
customer and community needs.
Working with a diverse range of partners and getting the best
out of those relationships.
Building capacity that enables the council to deliver its plans

6. Ensuring the council is ‘fit for purpose.’

6.1 The council recognises that it is not a static organisation, but one that must
continue to evolve and develop, in line with external and internal influences. This
evolution means that we must ensure that we are organised and structured in the
best way to meet both the strategic and service demands generated or
influenced by the local community, which in return influence our overall priorities
and objectives.

6.2 The council will investigate, consider and implement ‘smarter’ ways of
working which will bring improvements in terms of service delivery, or greater
efficiency, cost benefits, taking every opportunity to secure employee
involvement directly and through the Trade Unions. We recognise that to be
successful we must not make the change to people, change will only be
successful by involving and working with people. We will need to support our
employees through Organisational changes, managing risks and anxieties and
promoting high performance practices.
7. Implementing the strategy.

7.1 The OD Strategy will be owned by the leadership team. An OD focus group
will be established to provide guidance and support to each theme and,
therefore, each Executive Director. Each theme will be responsible for drawing
up a fit for purpose OD implementation plan. Thematic OD plans will be linked to
the council’s Strategic Business Planning framework and the Corporate
Workforce Plan along with supporting and complimenting Cabinet Forward
Improvement Plans. We will also target the development of policies, procedures
and guidelines in a way that supports the movement towards a new
organizational culture and smarter, more efficient ways of working.

8. Monitoring and evaluating progress.

8.1 This Strategy covers the short and medium term. It will be formally reviewed,
on an annual basis, to ensure that it remains ‘fit for purpose’ and that the issues it
covers and the priorities it sets are the right ones for the council, its elected
members, its senior management, its employees and, most importantly, the
communities we serve in Caltex.

8.2 Progress towards the aims and objectives of this Strategy will be measured
by:

Feedback from stakeholders and surveys

Formal annual review of OD Action Plan outcomes, supported by
continuous monitoring and evaluation by the OD focus group.
Progress towards national objectives such as the Improving Working
Lives Standard.
Feedback from consultation meetings.
The results from the Employee Survey, Insight.
Formal reporting of progress to the Cabinet Member for Equality and
Performance.

8.3 In addition to these methods, a range of assessment tools will be introduced

to establish people’s feelings about the changes. These tools will include focus
groups and one-off surveys on specific aspects of the Strategy. Priorities will vary
from year to year as both the internal and external environment changes, and
they will be reviewed annually.

8.4 Ultimately, Members and in particular, the Cabinet Member for Equality and
Performance, will be the watchdogs of success against the five strands of the
councils OD Strategy and action plan.
 Bibliography
1. www.caltex.com.pk

2. Mr. Muhammad Ayaz

PM Caltex Pakistan Islamabad Office