PETRONAS FERTILIZERS SDN BHD SHRM

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PETRONAS FERTILIZERS SDN BHD SHRM

  1. 1. PETRONAS FERTELIZERS (KEDAH) SDN. BHD. BSMH 5023 STRATEGIC HUMAN RESOURCEMANAGEMENT Presented By KOK SAU YEE – 813315 NOR LIYANA BT MOHD KHALIL – 814093 PRIDHIVRAJ NAIDU – 814284 ZATI IWANI BT. ZULKARNAIN - 815395
  2. 2. OVERVIEW  BACKGROUND  VISION AND MISSION  ORGANIZATIONAL STRUCTURE  HR STRATEGIES (Recruitment, Training & Compensation)  CONCLUSION
  3. 3. BACKGROUND  PETRONAS was incorporated on 17 August 1974  National oil company of Malaysia - entire ownership and control of the petroleum resources of the country  Petronas is responsible for the effective management of Malaysia’s oil and gas resources, to add value to this national asset and to ensure the orderly and sustainable development of the nation’s petroleum industry.  As a business entity, it conducts the operations in a prudent and commercially oriented manner to compete effectively in the increasingly challenging global business environment, while maximizing returns to the shareholders involved  As part of the Petrochemical Division of the Malaysian oil giant Petronas, PF(K)SB's primary product is granular urea, with ammonia and methanol as secondary by-products of the manufacturing process.
  4. 4. VISION & MISSION  VISION The Preferred Chemical Company Providing Innovative Customer Solutions  MISSION o Prioritizing Safety o Delivering Performance o Committed to Growth o Creating Solutions o Unleashing Talents o Conserving Environment
  5. 5. COMPANIES INCORPORATED BY PETRONAS
  6. 6. BOARD OF DIRECTORS OF PETRONAS
  7. 7. EXECUTIVE COMMITTEE
  8. 8. PETRONAS FERTELIZERS (K) SDN. BHD. ORGANIZATIONAL CHART
  9. 9. HR DEPARTMENT ORGANIZATIONAL CHART
  10. 10. RECRUITMENT  A total of 5,428 new hires were recruited in the period under review, in comparison to 2,166 in final year of 2011. Petronas (2013)  Talent Management is the strategic management of the flow of talent through an organization. Duttagupta (2005)  Its purpose is to assure that a supply of talent is available to align the right people with the right jobs at the right time based on strategic business objectives. Schweyer (2004)
  11. 11. RECRUITMENT  Employees undergo structured training and development program and potential entrants or candidates are subject to a structured recruitment process.  A performance management system is in place, with established performance indicators to measure employee performance and the performance review is conducted on a semi-annual basis.  Action plans to address employee developmental requirements are in place and believes that this will motivate employees to deliver their best so that the Group can meet its business requirements
  12. 12. TRAINING & DEVELOPMENT  T&D today is gaining recognition as a way of developing skills, enhancing productivity and quality of work, and building employee loyalty to the firm. Most importantly, it is a tool for increasing individual and organizational performance to achieve business results Hooi, 2010  PETRONAS started an in-house training department in 1979 being the precursor to the present training subsidiary, PETRONAS Management Training Sdn Bhd (PMTSB)  Credible learning solution provider and partner in PETRONAS business management and technical competency development
  13. 13. PMTSB ROLE  PMTSB was incorporated as a subsidiary of PETRONAS in 1992  Designing, Developing and Delivering a comprehensive range of internationally recognized oil and gas industry-related training programs for the PETRONAS Group  Training done at: - PETRONAS Management Training Centre (PERMATA) in Bangi - Institut Teknologi Petroleum PETRONAS (INSTEP) in Batu Rakit, Terengganu
  14. 14. PMTSB PROGRAMS  PERMATA provides management training and leadership development for those in the supervisory, middle management and senior management levels.  INSTEP specializes in boosting the technical skills for the technical community, and engages in providing pre-employment skill-based training to fulfill the near and long term needs of the group for technicians and operators.
  15. 15. PMTSB PROGRAMS PERMATA  100 training programs  Its training program and modules are designed, developed, and evaluated in-house by a Program Design & Development Technical Committee (PDDTC) to ensure they conform to the Group's requirements and internationally recognized standards INSTEP  Focusing on hands-on experience  Successful OJT program  Petroleum Technology Programmes 1 & 2 (PTP 1 & 2)
  16. 16. OTHER TRAINING NEEDS  Inculcating Team Culture PMTSB combines individual achievement with a practical understanding of the power of collaboration to exponentially improve staff performance and productivity PMTSB Chief Executive Officer, Khairul Azhar Yasin  Group of skilled and highly motivated workers moving in the same direction at the same pace can produce better results than a similar group that is not aligned
  17. 17. OTHER TRAINING NEEDS  Leadership and Capability and Development Staff leadership qualities and capabilities are generally developed via three main approaches: 1. Enrichment of developmental experience (that is done through mobility or on-the-job assignments) 2. Developmental relationship (such as mentoring, coaching or leader-to-leader conversation) 3. Structured development programs (such as PETRONAS Leadership Learning Series conducted by PETRONAS Leadership Centre and technical programs at INSTEP)
  18. 18. TRAINING ASSESSMENTS Various assessments programs have been developed to assist the identification of gaps or areas for improvements.  The Accelerated Capability Development (ACD) Programs  PETRONAS Competency Based Assessment (PECAS) used within the technical or engineering disciplines.  Mentoring Programs  Skilled Group Expertise -Code range between code 1 to code 19  Performance Evaluation Executives: Performances were evaluated every year based on competencies Non-technical executive: performance are evaluated on online functional assessment and for non-executive their performance was evaluated by PETRONAS competencies system
  19. 19. COMPENSATION  Compensation refers to all forms of financial returns and tangible benefits that employee receives as part of employment relationship. Odunlade, (2012)  Pay-for-performance systems are powerful motivators of human action, apparently so powerful that they induce counterproductive effects and the substitution of less effective motivational devices in organizations
  20. 20. COMPENSATION  Compensation – A solution to reducing turnover @ Petronas Reimbursement of Expenses Vacation Death Benefit Disability Health Insurance Housing Scheme Personal effects shipment and excess baggage allowances Recreational Facilities
  21. 21. COMPENSATION Educational Assistance Life Insurance Policy Security Opportunity To Contribute Talent Development Recognize Top Talent Total Reward Package (Monetary) Social And Sporting Events Annual Recognition And Appreciation (Loyalty & Dedication)
  22. 22. SWOT  STRENGHS: Market Leader Government regulations Fully integrated petrochemical operations Largest producer of methanol in South East Asia and fourth largest in the world. Third largest producer of granular urea and the fourth largest producer of urea in South East Asia. Strong partnership with leading chemicals and energy majors include BASF, BP Chemicals, Idemitsu Kosan, Mitsubishi Corporation and Sasol Limited. Parentage and support of PETRONAS Group. Strong and experienced leadership team. Strategic location close to key growth markets High barriers of entry
  23. 23. WEAKNESSES  High dependability on the Petronas Group for supply on nat ural gas and processed gas as feedstock  Dependability on a few key suppliers to provide the electricity and water  Significant CAPEX and financing requirements  Controlled by Petronas, whose interests may not be aligned with t hose of the other shareholders of the company  Poor control over employees leaving the organization for other companies after training
  24. 24. OPPURTUNITY  Increase their production capacity which include greenfield integrated refinery  and petrochemical complex.  Opened job opportunity for the community.  Asia Pacific, led by China, to become a major consuming regio n for  Joint ventures with Dow Chemicals and BASF on expansion of specialty chemicals in Malaysia and other parts of South-East Asia  LNG regasification facilities on the Eastern ports of Gurun and Vietnam  Kimanis Power plant project initiated for the purpose of providing better electricity and power to the South-East Asian countries  Expand export market
  25. 25. THREATS  Significant competition when demand is strong  The increase in feedstock. Supply contract with Petronas  Strengthening of the RM against the USD as 57% of revenu e is denominated in USD  External business risks  Competition from other companies which include Sapura Kencana Petroleum, Umw Petrodril (Malaysia) and others.  Petronas Chemicals Group revenue and profit will affected by the lower sales volume due to higher maintenance activities and external supply limitations across its business segments.
  26. 26. CONCLUSION Based on the Interview conducted and analyzing the extensive Petronas HR Practices in place Training and Human Capital Driven Enroot to achieve the Vision and Mission Maximizing the Human Capital in place A MALAYSIAN SUCCESS STORY
  27. 27. THANK YOU

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