The document discusses PSO (Pakistan State Oil Company), the largest oil marketing company in Pakistan. It provides a brief history of PSO, describing its establishment, growth in market share during the 1980s-1990s, and subsequent decline due to deregulation efforts. It then summarizes PSO's vision, commitment to leadership in energy markets, and focus on low-cost operations and access to long-term supply sources. Key competitors and PSO's current market share are also mentioned.

2.  Mehran university Institute of science and
technology development
 Pure HRM
By: Huma Lashari
 Ali Mustafa Abro
15HRM07

3. Consider human asset - the only asset – which appreciates with the
passage of time
Right person at the right place
Continuously re-align organization in line with contemporary business
practices
Make Organization lean and flexible to become more responsive
Handle HR issues with all fairness and transparency

5. Brief History
 PSO was established in 1976
 Through 1980’s & into 1990’s retail fuel
market share reached to 85%
 In 1990’s deregulation efforts from
Govt. market share declined

6.  PSO is largest oil marketing company
 Engaged in storage, distribution,
marketing of various petroleum oil and
lubricant products

7.  “To excel in delivering value to
customers as an innovative
and dynamic energy
company that gets to the
future first”.

8.  We are committed to leadership
in energy market through
competitive advantage in
providing the highest quality
petroleum products and services
to our customers, based on:
 Lowest cost operations and
assured access to long-term and
cost effective supply sources.

9.  Leadership skills enhancement of trained
workforce takes place through challenging
assignments, empowerment, promoting
employees within the organization, wherever
possible and concentrating on Fast-Track
employees, to fill higher vacancies.
Our employees who are willing to maximize
their contributions are identified for career
development. The young and experienced
professionals who can bring a significant
change are given assignments that
encompass a great deal of responsibility and
autonomy

10. System of authentic performance evaluation and feed back is
implemented at PSO and is an integral part of our appraisal
management
Individual performance is aligned with the business goals and company
objectives
Performance–based rewards are offered to all employees on a yearly
basis
Bell curve covers all management employees annual appraisal through
a population spread

12.  Sohail Wajahat H. Siddiqui
Chairman of The
Management Board,
Chairman of Human
Resources Committee and
Member of Compliance
Committee
 Asad Saeed
Director
 Sabar Hussain
Member of The Managemet
Board and Director
Mr. Abid Suleri
Member
Mr. Tariq Khamisani
Member
Mr. Nazim Haji
Member
Mr. Shabir Ahmed
Member

14.  Direct Competitors
 Shell
 Caltex
 Total
 Bosicor
 Admore
Indirect Competitors
C.N.G
L.P.G

15. Attock
Ref
4%
Total
PARCO
5%Shell
18%
PSO
67%
Caltex
5%
Admore
1%

17. JOB TITLE HR assistant
JOB LOCATION PSO Head Karachi
JOB SUMMARY Assessment with Hr Manger in
Performance Management for helping in appraisal and
arrangements of meeting with the top management all work
which totally related with HR
WORKING AREA HRM Department
JOB DUTIES HR Functions

18. Qualification MBA/BBA/B.Com Hons
Experience Fresh Graduate
Training Orientation and some how know PSO
Skills Computer skills
Responsibilities HR Function Practices

19. Strength
 Large numbers of
Depots/Installations
 Big market share
 Competitive
advantages in
Plastic cards,
Pumps availability
and ATM
Weakness
Magnitude of loss is
bigger
Financial problems
CNG unavailability
at most of the
outlets

20.  Opportunities
 To increase more
retail outlets.
 They can explore
the non-retail fuel
market to
increase there
profitability.
 To expand the
ATM service at
outlets
Threats
Existing competitor
New licensed emerging
competitors
International canned
lubricants
Rising oil prices