Meeting HR Challenges through Organisational Transformation Process in Hydrocarbon Sector June 13-14,  Mumbai Enhancing Co...
To be a  world-class  Oil & Gas Company  integrated   in  Energy  Business with dominant  Indian  Leadership  and  Global ...
The Need for Change <ul><li>Increasing Demand for Oil Products </li></ul><ul><li>Changing Regulations </li></ul><ul><li>In...
Strategic Goals <ul><li>To   double   accretion of initial in-place hydrocarbons from   6 billion   tonnes to   12 billion...
Strategic Goals <ul><ul><li>Monetisation & Development of  small & marginal fields </li></ul></ul><ul><ul><li>Upgradation ...
To ensure a strong balance sheet, ONGC integrating vertically <ul><li>All global oil & gas majors are vertically integrate...
Collaboration through  People, Processes & Technology Just do it right ! “ People are our greatest asset”
Key New Imperatives <ul><li>Alliancing / Long-term contract for sourcing  Deepwater  technology and  Drilling  systems and...
Technology acquisition <ul><li>Acquisition  of  one  state-of-the-art  survey vessel </li></ul><ul><li>Acquisition of  2 u...
Upgradation of Technology <ul><li>Seismic Acquisition, Processing & Interpretation (API) </li></ul><ul><li>Drilling & Work...
Initiatives <ul><li>Project  PROMISE  (Professional Review Of Major Infocom Systems & Equipment) </li></ul><ul><li>To iden...
Initiatives <ul><li>Project  EPINET  (Exploration & Production Information NETwork) </li></ul><ul><ul><li>Common E&P data ...
initiatives <ul><li>Project  ICE  (Information Consolidation for Efficiency) </li></ul><ul><li>An organization-wide ERP So...
Restructuring <ul><li>CRC formulated from lessons learnt through Pilots of Organisational Transformation Project (OTP) lau...
Restructuring <ul><li>Time bound special groups/ assignments in critical areas of operation: </li></ul><ul><ul><li>New & m...
Restructuring <ul><li>Time bound special groups/ assignments in critical areas of operation (contd.): </li></ul><ul><ul><l...
Strategy for  Human Resources Development
HRD Processes <ul><li>Revision of  </li></ul><ul><ul><li>Promotion Policy </li></ul></ul><ul><ul><li>Career path </li></ul...
Vision of a Collaborative Team Team An association of people with complementary  skills who are committed to a  common pur...
Asset / Basin Team Objectives Institutes Multi Disciplinary Asset Team Customers Services Collaboration & team working Reg...
Enabling Team Collaboration Vision, Objectives & Strategy Performance Measures & Incentives Technology & Competencies Reso...
Collaboration in Asset Teams Vision Multidisciplinary Collaborative Teams Effective Communication (Virtual Corporates ,..)...
HR Practices <ul><li>Committee of the Board on HRM  </li></ul><ul><li>- with external Director as Chairperson </li></ul><u...
Enhancing Human Resource Capabilities <ul><li>Knowledge Building </li></ul><ul><li>Upgradation of Qualification </li></ul>...
Enhancing Human Resource Capabilities <ul><li>Knowledge Sharing </li></ul><ul><li>Partnership with Institutes  </li></ul><...
Enhancing Human Resource Capabilities <ul><li>Performance contracts with quantified parameters </li></ul><ul><li>Assessmen...
<ul><li>Stakeholders will increasingly demand more information on: </li></ul><ul><ul><li>HR measures </li></ul></ul><ul><u...
THANK  YOU
Enabling Team Collaboration Vision, Objectives & Strategy Performance Measures & Incentives Technology & Competencies Reso...
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Meeting HR Challenges through Organisational Transformation Process in Hydrocarbon Sector

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  • 02/10/12
  • 02/10/12
  • 02/10/12 Implementation Current modeling solutions are too restrictive and too isolated Shared Earth Models need to be able to evolve to address the development, identification, codification, exploitation and renewal of Information and Knowledge about an asset. Information Management is crucial to E&amp;P and a Shared Earth Model has a central role to play in this. The Information Management Models that we have traditionally used have been successful at managing data. They have been less successfully at dealing with Information and Knowledge because they have ignored critical dimensions of their lifecycle. Management of information and the application of knowledge is fast becoming the only way for business to sustain competitive advantage. The Market Model is a better vehicle that the Manufacturing Model for the development of understanding Unless we turn our attention to modeling what knowledge is important and how it is created, used, and valued, we will never develop our understanding and we will be able to manage it. The E&amp;P industry is actively involved in Information Management and models for describing, planning, and operating the day to day processing and transfer of information. POSC is leading the way with standards to facilitate understanding and information transfer. Knowledge Management is a fast developing area that has not and does not respond with the application of pure technology. Environment is important. The Knowledge Market Model is an attractive foundation for further work. Urgent has been trying to identify the work processes and information technology that will enable E&amp;P companies respond to the challenges that they see before them. The models that we have built have helped us to identify a number of Technology improvements that could make a significant impact on information management. We have only scratched the surface. We feel that we are only at the beginning of a very long journey.
  • 02/10/12 Influencers EDI Paperless office Workflow Technology/ inovation is no longer a barrier to competition
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  • Meeting HR Challenges through Organisational Transformation Process in Hydrocarbon Sector

    1. 1. Meeting HR Challenges through Organisational Transformation Process in Hydrocarbon Sector June 13-14, Mumbai Enhancing Competitive Capabilities in Upstream Business Through Restructuring (CRC)and Forward Integration Presented by Dr A K Balayan at HR Round Table organised by ISPe & UPES, Dehrdun
    2. 2. To be a world-class Oil & Gas Company integrated in Energy Business with dominant Indian Leadership and Global Presence Vision
    3. 3. The Need for Change <ul><li>Increasing Demand for Oil Products </li></ul><ul><li>Changing Regulations </li></ul><ul><li>Increased Competition </li></ul><ul><li>Maturing Portfolios </li></ul><ul><li>Environmental Concerns </li></ul><ul><li>People </li></ul><ul><li>Organization </li></ul><ul><li>Technology </li></ul>
    4. 4. Strategic Goals <ul><li>To double accretion of initial in-place hydrocarbons from 6 billion tonnes to 12 billion tonnes in next 20 years </li></ul><ul><li>Improving Global Recovery Factor from 28 to 40 % by 2020 </li></ul><ul><li>20 MMT per annum Equity Oil & Gas equivalent from overseas by 2020 through ONGC Videsh Limited (OVL). </li></ul>Contd.
    5. 5. Strategic Goals <ul><ul><li>Monetisation & Development of small & marginal fields </li></ul></ul><ul><ul><li>Upgradation of Technology & Systems for Deepwater Exploration & Production </li></ul></ul><ul><ul><li>Upgradation of Technology </li></ul></ul><ul><ul><li>Emphasis on Safety, Health & Environment ( SHE ) </li></ul></ul>Contd.
    6. 6. To ensure a strong balance sheet, ONGC integrating vertically <ul><li>All global oil & gas majors are vertically integrated along the hydrocarbon value chain: E&P, ocean and pipeline transportation, refining, fractionation, manufacturing, marketing, petrochemicals, and in some cases, power generation </li></ul><ul><li>Vertical integration is essential </li></ul><ul><ul><li>To safeguard against vulnerability of sectoral companies to price volatility in the particular sector especially in E&P (upstream) </li></ul></ul><ul><ul><li>To obtain stable cashflow by operating across the asynchronous price volatilities in different sectors </li></ul></ul><ul><ul><li>To capture value in each sector </li></ul></ul><ul><ul><li>To obtain flexibility in transfer pricing </li></ul></ul><ul><ul><li>To cut out transaction costs </li></ul></ul><ul><ul><li>To enhance and retain market capitalisation , and </li></ul></ul><ul><ul><li>To secure sustained growth </li></ul></ul><ul><li>Integrated majors have been merging to create super-majors in order to minimise costs and to exploit global synergies </li></ul>
    7. 7. Collaboration through People, Processes & Technology Just do it right ! “ People are our greatest asset”
    8. 8. Key New Imperatives <ul><li>Alliancing / Long-term contract for sourcing Deepwater technology and Drilling systems and EOR projects </li></ul><ul><li>Adoption and acquisition of best-in-class and cutting-edge technology </li></ul>
    9. 9. Technology acquisition <ul><li>Acquisition of one state-of-the-art survey vessel </li></ul><ul><li>Acquisition of 2 ultra deepwater Drilling rigs </li></ul><ul><li>Alliance with leading deepwater players </li></ul><ul><li>Long term open-ended contract with globally established Service providers </li></ul>
    10. 10. Upgradation of Technology <ul><li>Seismic Acquisition, Processing & Interpretation (API) </li></ul><ul><li>Drilling & Workover rigs </li></ul><ul><li>Production Systems & Installations </li></ul><ul><li>MIS & Communication systems </li></ul><ul><li>Crisis Management Equipment </li></ul>Total envisaged Investment to the tune of Rs. 7500 Crore in 3 years’ period.
    11. 11. Initiatives <ul><li>Project PROMISE (Professional Review Of Major Infocom Systems & Equipment) </li></ul><ul><li>To identify areas for improving operations & performance of major Information Technology (IT), Tele-communications and Process Control Systems. </li></ul><ul><li> </li></ul><ul><li> </li></ul>
    12. 12. Initiatives <ul><li>Project EPINET (Exploration & Production Information NETwork) </li></ul><ul><ul><li>Common E&P data model for integrated solutions </li></ul></ul><ul><ul><li>Digitizing vital Geological & Geophysical (G&G) data (Real wealth of ONGC) to avoid degradation and ensure safety & security </li></ul></ul><ul><ul><li>Data Centre at 2 locations- Dehradun & Mumbai- being set up </li></ul></ul>
    13. 13. initiatives <ul><li>Project ICE (Information Consolidation for Efficiency) </li></ul><ul><li>An organization-wide ERP Solution covering all business processes of ONGC on SAP R/3 platform with integration of ongoing projects viz., KUBER, SHRAMIK, IMMS & EPINET </li></ul>
    14. 14. Restructuring <ul><li>CRC formulated from lessons learnt through Pilots of Organisational Transformation Project (OTP) launched in 1997. </li></ul><ul><li>Launched with blessings of Hon’ble Minister (P&NG) on 20.8.2001 </li></ul><ul><li>CRC roll-out complete – Assets, Basins, Services etc., in place </li></ul><ul><li>Corporate Rejuvenation Campaign ( CRC ) </li></ul>Contd.
    15. 15. Restructuring <ul><li>Time bound special groups/ assignments in critical areas of operation: </li></ul><ul><ul><li>New & marginal fields development </li></ul></ul><ul><ul><li>Deepwater Development </li></ul></ul><ul><ul><li>Gas Flaring Reduction </li></ul></ul><ul><ul><li>Mini Group Gathering Stations (GGS) </li></ul></ul><ul><ul><li>Alliancing </li></ul></ul><ul><li>Corporate Rejuvenation Campaign ( CRC ) </li></ul>Contd.
    16. 16. Restructuring <ul><li>Time bound special groups/ assignments in critical areas of operation (contd.): </li></ul><ul><ul><li>Efficiency improvement & cost reduction –Corporate Industrial Engineering (IE) Group </li></ul></ul><ul><ul><li>Offshore Supply </li></ul></ul><ul><ul><li>Corporate Logistics </li></ul></ul><ul><ul><li>Fire Services </li></ul></ul><ul><ul><li>Crisis Management Operation & Upgradation </li></ul></ul><ul><ul><li>HR- Improvement in performance of ONGC Schools </li></ul></ul><ul><li>Corporate Rejuvenation Campaign ( CRC ) </li></ul>
    17. 17. Strategy for Human Resources Development
    18. 18. HRD Processes <ul><li>Revision of </li></ul><ul><ul><li>Promotion Policy </li></ul></ul><ul><ul><li>Career path </li></ul></ul><ul><ul><li>Transfer policy </li></ul></ul><ul><ul><li>Incentive scheme </li></ul></ul><ul><li>Multi Disciplinary Team working </li></ul>
    19. 19. Vision of a Collaborative Team Team An association of people with complementary skills who are committed to a common purpose , performance goals and approach for which they hold themselves mutually accountable (developing an asset) <ul><li>Specific Focus </li></ul><ul><li>Specific Objectives </li></ul><ul><li>Shared Vision </li></ul><ul><li>Interdependent </li></ul><ul><li>Highly communicative </li></ul>
    20. 20. Asset / Basin Team Objectives Institutes Multi Disciplinary Asset Team Customers Services Collaboration & team working Regulations Portfolio Management Fields / Blocks
    21. 21. Enabling Team Collaboration Vision, Objectives & Strategy Performance Measures & Incentives Technology & Competencies Resources People Processes Organisational Structure Culture
    22. 22. Collaboration in Asset Teams Vision Multidisciplinary Collaborative Teams Effective Communication (Virtual Corporates ,..) Easier sharing and exploitation of Data, Information, and Knowledge-EPINET Better Technology and Equipment Upgradation of rigs, PROMISE etc Integrated processes-ICE Increased Co-ordination-Vichar series Rich Support and Backup (Expert Advice from Services and Institutes)
    23. 23. HR Practices <ul><li>Committee of the Board on HRM </li></ul><ul><li>- with external Director as Chairperson </li></ul><ul><li>External reporting of the HR climate </li></ul><ul><li>- as part of the annual report </li></ul><ul><li>Social responsibility </li></ul><ul><li>- Policy for spending on Socio-economic activities </li></ul><ul><li>Encouragement to outstanding sportspersons </li></ul>
    24. 24. Enhancing Human Resource Capabilities <ul><li>Knowledge Building </li></ul><ul><li>Upgradation of Qualification </li></ul><ul><li>- Unnati Prayas </li></ul><ul><li>Management development </li></ul><ul><li>- Inhouse and External programs </li></ul><ul><li>Technical trainings </li></ul><ul><li>-Inhouse and abroad </li></ul><ul><li>- focus on technology absorption </li></ul>
    25. 25. Enhancing Human Resource Capabilities <ul><li>Knowledge Sharing </li></ul><ul><li>Partnership with Institutes </li></ul><ul><li>Planned job rotation and transfers for executive development </li></ul>
    26. 26. Enhancing Human Resource Capabilities <ul><li>Performance contracts with quantified parameters </li></ul><ul><li>Assessment center for competency profiling, succession and development inputs planning </li></ul>
    27. 27. <ul><li>Stakeholders will increasingly demand more information on: </li></ul><ul><ul><li>HR measures </li></ul></ul><ul><ul><li>Environment </li></ul></ul><ul><li>In future these may even become mandatory </li></ul><ul><li>Whether standard HR measures can be agreed upon for all industries? </li></ul>
    28. 28. THANK YOU
    29. 29. Enabling Team Collaboration Vision, Objectives & Strategy Performance Measures & Incentives Technology & Competencies Resources People Processes Organisational Structure Culture
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