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Company’s
Profile
1 INTRODUCTION TO SNGPL
SWOT ANALYSIS:
Strengths of SNGPL are;
It is government owned corporation.
Its market structure is duopoly.
Gas is environmental friendly.
Weaknesses of SNGPL are;
Pipelines are getting depleted.
Supply is less than demand.
Opportunities of SNGPL are;
Petrol prices are increasing as a result gas demand is increasing.
Threats of SNGPL are;
Gas leakage is an environmental threat.
LOCATION
Head Office
Gas House,
21-Kashmir Road, Lahore (042)
Ph: 92-42-9201451-60, 9201419
Fax: 92-42-9201369, 9201302
Regional Offices Network
Abbottabad
Mansehra Road, Abbottabad (0992)
Ph: 9310071-72 & 93110077-78
Bahawalpur
2-A, Railway Road, Bahawalpur (0621)
Ph: 9255022, 9255023, 9255024
Fax: 9255026
Faisalabad
Sargodha Road, Faisalabad (041)
Ph: 9210033-35, Fax: 9210037
Gujranwala
M.A. Jinnah Road,
P.O. Box # 264,
Gujranwala (0431)
Ph: 9200480-84, Fax: 9200486
Islamabad
28-30, Sector I-9,
Industrial Area, Islamabad (051)
Ph: 9257710-19, Fax: 9257770
Lahore
21 Industrial Area, Gurumangat Road,
Gulberg-III, Lahore (042)
Ph: 5756120-39, Fax: 5710668
Multan
A-7, Piran Ghaib, Multan (061)
Ph: 9220081-86
Peshawar
2-Khalid Road, Peshawar Cantt (091)
Ph: 9212870-73, 9212875
MARKET STRUCTURE
The company is enjoying “DI-OPOLY” in the market as they are having just two corporations
in the entire country and don’t have any competitors neither direct nor indirect.
Other than SNGPL, the second corporation is:
SUI SOUTHERN GAS COMPANY (SSGC)
Sui Southern Gas Company (SSGC) is Pakistan's leading integrated gas Company. The
company is engaged in the business of transmission and distribution of natural gas besides
construction of high pressure transmission and low pressure distribution systems.
SSGC transmission system extends from Sui in Balochistan to Karachi in Sindh comprising
over 2780 KM of high pressure pipeline ranging from 12 - 24" in diameter. The distribution
activities covering over 650 towns in the Sindh and Balochistan are organized through its
regional offices. An average of about 234,553 million cubic feet (MMCFD) gas was sold in
2001-2002 to over 1.7 million industrial, commercial and domestic consumers in these
regions through a distribution network of over 22,890 Km. The company also owns and
operates the only gas meter manufacturing plant in the country, under an agreement with
Schlumberger Industries-France, having an annual production capacity of over 300,000
meters.
The Company has an authorized capital of Rs. 10 billion of which Rs 6.7 billion is issued and
fully paid up. The Government owns the majority of the shares which is presently over 70%.
2 Organizational Structure
DEPARTMENTALIZATION
SNGPL has four main departments (employee groups);
Group I Engineering
Group II General Management
Administration
Human Resource
Sales
Legal
Purchase & Storage
Group III Accounts
Finance
Audit
Billing
Group IV Information Technology
STAFF CATAGORIZATION
There are two main categories of staff at SNGPL;
Office Staff
o General Support Staff
o Staff Attendants
Field Staff
OFFICERS’ POLICY
At SNGPL there are 9 grades of executives; which are as follows in ascending order;
1. GRADE I Assistant Officer/ Engineer
2. GRADE II Assistant Officer/ Engineer
3. GRADE III Assistant Officer/ Engineer
4. GRADE IV Officer/ Engineer
5. GRADE V Senior Officer/ Engineer
6. GRADE VI Deputy Chief Officer/ Engineer
7. GRADE VII Chief Officer/ Engineer
8. GRADE VIII General Manager (GM)
9. GRADE IX Senior General Manager/ Deputy Managing Director (DMD)
10. MD
MD is the head of all, so no grade is assigned to him.
Administrative Structure
Policy guidelines and overall control is vested in the elected Board of Directors as provided
for in the Companies Ordinance 1984.
Presently, SNGPL's Board comprises 14 members including the Chief Executive. Out of 14
Directors, 9 are nominees of the Government and Government controlled institutions while 5
are from the private sector.
C.E.O
Mr. Altaf M. Saleem (Chairman, Board of Directors)
Mr. Altaf has served as Federal Minister for Privatization and Chairman,
Privatization Commission. He is currently Chairman of Pakistan Industrial
Credit & Investment Corporation (PICIC) and International Housing Finance
Limited. He has thirty years experience of corporate sector and has served
on Boards of several public listed companies both in manufacturing and
service sector. He is a trustee of Lahore University of Management Sciences, Chairman of
Executive Committee of National College of Arts and serves on the Board of National School
of Public Policy.
STRUCTURE OF ORGANIZATION
SNGPL is a “Tall” organization as it extends vertically.
SNGPL is a “Regional” organization which supplies gas to NWFP and Punjab.
TRANSMISSION MAP
3 Human Resource Department
HR HEAD
Mr. Qasim Rabbani (Director)
Mr. Rabbani is the Director, Sui Southern Gas Company, Ltd. and Civil
Aviation Authority. He is the Chairman, Human Resource Committee,
SNGPL. He has been Vice President, Treasurer and Council Member of the Marketing
Association of Pakistan. He is the Member of the Board of Governors of the IBA, University of
Karachi and a Member of their visiting faculty. He has diversified experience in various multi-
national and local companies. He is an MBA from Institute of Business Administration (IBA),
University of Karachi.
HR COMMITTEE
Mr. Qasim Rabbani Chairman
Mr. A. Rashid Lone Managing Director
Mr. Saeed Ullah Shah Member
Mian Raza Mansha Member
Mr. Shahzada Dawood Member
The Human Resource Committee comprises four non-executive directors and the chief
Executive. It is primarily responsible for making recommendations to the Board inter-alia for
maintaining a sound organizational plan of the Company, effective employees’ development,
compensation program and specific succession plans for Senior Management positions.
NUMBER OF EMPLOYEES
Total number of employees – 54
Executives (on Career Term) – 13
Executives (on Contract) – 1
Subordinates (SN) – 34
Subordinates (Contract) – 8
Subordinates (Casual) – 5
CLASSIFICATION OF LABOR
At SNGPL there are mainly two categories of labor;
Highly-skilled labor, including executives
Semi Skilled labor, including subordinates
HUMAN RESOURCE INNITIATIVES
The management of SNGPL is fully cognizant of the fact that human resource is the most
valuable asset of the Company. It is the Company’s policy to promote equal employment
opportunities and eliminate discrimination. SNGPL carries out recruitment, mentoring and
training of its employees from diverse backgrounds, including persons with disabilities. There
are female employees in both subordinate and executive cadres and there is no limitation to
their career path. The Company maintains a work environment, free of harassment,
intimidation and coercion in all its offices.
Training and organizational development is one area where continuous work needs to be
done. In this context an In-house Training Institute at Kot Lakhpat, Lahore has been
established. The institute has started conducting in-house training programs, hands-on
training workshops, seminars and conferences. The significant aspect of the institute is that
the infrastructure and expertise required is based on in-house resources. Although, in its
present form, this is a makeshift arrangement, a comprehensive plan for upgrading it to the
level of a professional Institute is underway.
PART II
Human
Resource Model
1 PLANNING
By planning we mean anticipating, that is what the current situation is and what the future will
be. In HRD planning, the organization focuses on the current situation of the organization,
followed by the duties of people and how well they fulfill their jobs.
PLANNING AT SNGPL
At SNGPL the planning is done at the Head office level in view of the requirements of the
other departments. According to the requirements, proper argument is done then forwarded to
the competent authority, which approves it and the final approval is given by the Board of
Directors. For example, if any department needs more labor, then it will request the HR
department, which will then prepare the job description according to the requirement of the
respective department.
JOB DESCRIPTION
Job descriptions for some selected positions are as follows:
2 RECRUITMENT
OBJECTIVE
To identify the right person for the right position on a timely basis, attract and retain a
motivated employee to grow with the organization. The corporation may recruit people
according to the business need. Employment Categories with the corporation are Permanent,
Contract and temporary.
Permanent employees will undergo through an Orientation program, designed to provide
essential information about the corporation and its employee benefits, policies and
procedures.
During probation period, employee’s performance will be closely evaluated by the immediate
supervisor to ensure that employee meets expected standards.
The organization attracts suitable people for suitable job, through 3 important ways;
Application form
Media
Source
RECRUITMENT POLICY
The purpose of this policy is to identify possible sources of manpower which may be considered
by the Human Resource function in generating applicants for a particular position. Key policies in
this regard are summarized below:
a) Preference shall be given to qualified candidates from within the Corporation, but external
applicants will be considered from time to time to infuse new blood.
b) HR Function shall maintain a database of skill inventories of its staff. Whenever an opening
comes up, internal database shall be checked first to identify possible candidates within the
organization.
c) Human Resource function will be the sole custodian of the Application Register and may
refer to it for identifying any eligible candidate for any requisitioned position. Other
department heads and senior executives may be given access to applications for their
specific needs on request.
The significant policies related to raising of personnel requisitions and generating applicants to fill
a vacancy are summarized below:
a) Recruitment is undertaken on the strength of duly approved Personnel Requisitions initiated
by the concerned function for which the position is required.
b) Personnel Requisition is raised on the prescribed format which is duly approved by the
concerned functional head.
c) Personnel requisitions should be in conformity with the approved Manpower Budget.
d) Personnel Requisitions outside the approved budget are processed only as special cases if
approved in writing by the Competent Authority.
e) A lead-time of 2 months for non-Management and Supervisory, and 3 months for
Management position candidates must be given if the post is to be filled from external
sources.
d) Advertisement will be placed in at least one national and one local daily newspaper seeking
applications from interested candidates for particular positions.
APPLICATION FORM
The Application form on the following page is for the following posts;
Sub Engineer Mechanical
Sub Engineer Drafting & Designing
Sub Engineer Civil
Sub Engineer Electrical
Sub Engineer Electronics
GIS/ CAD Operator/ Technician/ Assistant
Tracer
MEDIA
SNGPL uses reputed national newspapers to advertise jobs. For example;
Nawa-e-Waqt
Jung
Dawn
The Nation
Khabrain
SOURCE
They don’t prefer any sort of sources for recruitment.
3 SELECTION
OBJECTIVE
To select the right person for the right job at the right time, at the right place, is selection. The
company matches the person to be hired and the job criteria. Various selection criteria
(standards) are used, like tests, interviews, and practicals.
SELECTION POLICY
The significant policies related to conduct of tests; interviews and selection of suitable candidates
are summarized below:
a) Candidates are evaluated using approved Person Specifications and Selection criteria. Wherever
considered necessary, Interview panel may conduct multiple interviews of a candidate.
b) The interview panel for conducting interview of executive grades should be comprised of at least
three persons; head of requisitioning function and head of Human Resource function. For Non-
Management and Supervisory grades, they may nominate their juniors in management cadre to
form the interview panel.
c) For positions in Management and Supervisory grades, the interview panel is required to shortlist
and recommends at least three candidates for each position and specifies the order of priority to
the Competent Authority. For positions in other grades, Head of requisitioning function is
authorized to approve or reject a candidate.
d) Interview Panel should always indicate ‘stand-by’ candidate(s); this practice would save time and
efforts if a selected candidate does not accept the offer.
e) Wherever possible, appropriate tests should be conducted for benchmark positions like
Computer Operator, Secretaries, Typist, Welders, and Stenographer etc. in order to validate their
fitness for the respective positions.
SELECTION PROCEDURE
Representative of HR function
Prepare interview/test schedule for interviewing short-listed candidates.
Discuss schedule with members of the interview panel, obtain confirmation of their
availability and co-ordinate with Administration function for arrangement of test/interview.
Prepare Test/Interview Letter and obtain approval from Head of Human Resource function.
Issue Interview Letter to the short-listed candidates specifying date, time and venue of the
interview.
Head of Human Resource function
Ensure that proper arrangement for conducting test/ interviews have been finalized. In case
of any change in venue and/or time, make necessary arrangements for informing the
candidates promptly.
Representative of HR function
Receive candidates on the date of interview. Obtain filled Employment Application form from
each candidate and check for completeness.
Prepare photocopy of Employment Application form and forward it to the members of the
Interview Panel for their review before interview along with Interview Assessment form.
Provide assistance to interview panel when desired during the conduct of interviews.
Organization Structure
Summary HR policies
b) The Head of Department evaluate the information needs of the employee and provide
guidelines to the Head of HR function regarding the depth of coverage to be given to the
areas mentioned above.
ORIENTATION PROCEDURE
Formal orientation
The new employees are given dinner before joining their positions. They are been told about
the culture, behavior, values, objectives of the organization. (N.B. orientation for executives
and sub-ordinates differ)
Informal Orientation
Informal orientation is held in the concerned departments of the newly hired employees. All
the employees are enlightened by the functions of the department and their respective duties.
5 TRAINING AND PLACEMENT
TRAINING
Training requires total alignment with the Corporation vision and strategic objectives and the
competencies required of its people. Each functional head has a responsibility for his/her own
development and for the development of his subordinates. Training needs are identified at the
work place and through performance management. Basically, this involves
(i) Identifying competencies (knowledge, skills and abilities) required to perform the job
successfully
(ii) Assessing employees current performance quality, skills and knowledge and
(iii) Identifying the gaps between requirements and actual competencies to arrive at the
training needs to close the gaps.
Training normally comprises of;
a) On-the-job training in the initial phases either to a new employee or when an employee
changes a job functionally within the SNGPL.
b) Functional and specialized training to existing employees to perform more effectively in
their present jobs.
c) Functional and specialized training to employees who have been identified for promotion.
d) Identify good training institutes and trainers and advise to send their training schedule for the
year.
e) Advise Representative of HR Function to prepare a summary of training needs and
desired courses.
TRAINING PROCEDURE
Representative of HR Function
Search data in Performance Appraisal database and prepare a summary of training
needs and courses identified by the Head of Department and immediate superiors.
Head of HR Function
Obtain training program/schedules from various institutions/trainers.
Obtain summary of recommended training needs and evaluate the courses offered in
training institutions or by the trainers to identify appropriate courses, and advise to
develop list of participants.
Representative of HR Function
Prepare list of participants mentioning name of employees, department and
recommended course(s), and forward it to Head of Human Resource function
Head of Human Resource Function
Receive list of participants specifying recommended courses, check and send it to
concerned functional head with copy (details) of training schedule for review.
Functional Head
Receive list of employees and considers the suitability of recommended training
programs and exigencies of work. Discuss the training need with subordinate(s), and
recommend course(s) to the Head of Human Resource function which can effectively
achieve the desired objectives.
Head of HR Function
Receive the recommendation of head of user department and nomination of employee(s)
for training program(s).
Compare the estimated expenditure with budget allocation. Unless considered necessary,
ensure training proposals do not exceed budget.
In consultation with Representative of HR Function identify training courses which are
delivered through internal resources (in-house training) and those for which external
organization/trainer are required.
Forward the recommendation to the Competent Authority for review and approval.
Competent Authority
Receive and review the recommendations for training. Discuss it with respective functional
heads and make changes where considered necessary.
Approve or reject the recommendations for in-house training, or external training program.
Communicate the decision to the Head of Human Resource function.
Head of Human Resource Function
In case of approval, ask Representative of HR Function for registering nominees for the
approved training programs.
Representative of HR Function
Prepare letter for training institutions for the registration of nominated employees, obtain
signature from Head of Human Resource function and arrange for delivery to the training
institution.
Receive letter of acceptance from training institution and forward to Head of Human
Resource function.
Head of HR Function
Advice concerned functional head to ensure attendance of nominated staff in the course.
IN-HOUSE TRAINING
In house training at SNGPL is carried out at SNGTI (Sui Northern Gas Training Institute)
Representative of HR Function
In case of in-house training prepare training schedule in consultation with the concerned
functional heads. If resourcing from outside is required, prepare invitation letter for instructor
along with training schedule.
Forward training schedule to administration function for arrangement of venue, and other
facilities to conduct the training session.
Forward relevant training schedule to all nominated staff through their functional heads in
order to ensure their availability for attendance in training course.
Head of Human Resource function
Review bill, approve the payment and return to Representative of HR Function.
Representative of HR Function
Attach necessary support documents to trainer’s bill and forward to Finance and Accounts
function for payment.
Record training cost in relevant database and monitor to-date expenditure on training vis-à-
vis budgeted figures. Anticipate likely unfavorable variance in budget and advise Head of
Human Resources.
Representative of HR Function
In case of overseas training, prepare a letter to the identified training institutions for
registration of nominated staff, obtain signature of Head of Human Resource function and
fax it to the institution.
Receive confirmation of registration, communicate confirmation to nominated staff through
his / her concerned functional Head.
Head of Finance and Accounts function
Arrange payment to overseas Training Institution under advice to Human Resource
function.
PLACEMENT
OBJECTIVE
To adjust the right person, for the right job at the right time, is placement. After training, HR
department evaluates the employee’s level and then sends recommendations to the
concerned department for adjustment.
6 PERFORMANCE MANAGEMENT
POLICY
a) Performance appraisal system is an integral part of the performance management
objective to ensure that the organization has competent human resources who can
respond positively to the current and future organizational needs. In order to achieve this
objective, the performance appraisal and performance management systems aim at
optimum utilization of employees’ knowledge, skills and abilities while providing them
opportunities for their career growth and development.
b) The performance appraisal objectives focus on:
Continually improving employee performance
Compensating employees on performance related criteria
Taking placement decisions
Identifying training and development needs
Planning staff careers
Having in place a performance management process through continuous coaching
and counseling
c) It is critical that the employee understands exactly what is expected of him/her. Periodic
objectives provide a direction for the appraisee to move forward. This aspect emphasizes
the important role of the appraiser (the supervisor/manager).Initially, by setting/agreeing
objectives and then by continuous feedback and counseling, a strong appraiser/appraisee
relationship is built up.
d) Performance Appraisal
The performance appraisal period extends from January 1 to December 31. An
employee must be in service for a minimum period of 6 months in order to be eligible
for performance appraisal in the stipulated appraisal period.
An employee’s appraisal may be required on special occasions outside the normal
performance appraisal schedule. These occasions include:
(i) Probationary Period: When a final report is required for the new employees’
performance during his probationary period.
(ii) Promotion: Normally, promotion recommendations are made along with the
Annual Appraisal Report at the end of the 12-month appraisal period. However,
there may be occasions, although rarely, that a mid-year promotion is
recommended. A special performance appraisal, incorporating a promotion
recommendation would then be required.
(iii) Temporary Assignments: When an employee is given another assignment
temporarily for more than 3 months, the new supervisor, for whom the employee
will be working, will be asked by the lending office to write a special performance
report relating to the period of the assignment.
PROCEDURE
Performance appraisal form is filled by the representative of concerned department and then
forwarded to the HR department for evaluation.
PERFORMANCE APPRAISAL (GRADE I-V)
PART-I
1) Dependability:
Sense of responsibility 5
Time & cost consciousness 5
10
2) Leadership:
4) Demotion to Duty 10
5) Attitude:
Towards HSE 5
Towards Superiors 3
Towards Juniors 3
Towards Colleagues/Public 2
Towards Adaptability 2
15
6) Emotional Stability 5
8) Knowledge of Profession 15
9) Performance:
HSE related 5
Planning 4
Quality of work 4
Output of work 2
15
PART – B
PEN PICTURE
Integrity: _____________________________________________________________
Organizational Loyalty: _________________________________________________
Punctuality: ___________________________________________________________
Moral Character: _______________________________________________________
Personality: ___________________________________________________________
Intelligence: __________________________________________________________
HSE consciousness: ____________________________________________________
PART – C
Name of Reportee:__________
i. Comment by reporting Officer on individual
on individual Performance Object:
___________________________________________________
___________________________________________________
___________________________________________________
Signature: ____________
Name: _______________
Designation: __________
Signature: __________
Name: _____________
Designation: ________
10) Dependability:
Sense of responsibility 5
Time & cost consciousness 5
10
11) Leadership:
14) Attitude:
Towards HSE 5
Towards Superiors 3
Towards Juniors 3
Towards Colleagues/Public 2
Towards Adaptability 2
15
18) Performance:
HSE related 5
Planning 4
Quality of work 4
Output of work 2
15
PART – B
PEN PICTURE
Integrity: _____________________________________________________________
Organizational Loyalty: _________________________________________________
Punctuality: ___________________________________________________________
Moral Character: _______________________________________________________
Personality: ___________________________________________________________
Intelligence: __________________________________________________________
HSE consciousness: ____________________________________________________
PART – C
Name of Reportee:__________
iii. Comment by reporting Officer on individual
on individual Performance Object:
___________________________________________________
___________________________________________________
___________________________________________________
Signature: _____________
Name: ________________
Designation: ___________
Signature: ____________
Name: _______________
Designation: __________
Signature: __________
Name: _____________
Designation: ________
INSURANCE PROCEDURE
Head of HR function
Receive written consent from the employee for becoming member of the life insurance
scheme.
Coordinate with the employee intending to avail group insurance facility to fill out and sign
the insurance documents.
Receive the signed insurance application form stating the name of persons nominated by
the applicant as beneficiaries.
Head of HR function
Receive written consent from the employee for becoming member of the life insurance
scheme.
Coordinate with the employee intending to avail group insurance facility to fill out and sign
the insurance documents.
Receive the signed insurance application form stating the name of persons nominated by
the applicant as beneficiaries.
In case of death on duty coordinate with the Insurance Company for the payment of claim
to the beneficiaries nominated by the employee.
In case of disability arrange the payment of the insurance claim, as per the insurance
coverage, to the concerned employee.
MEDICAL BENEFITS
SNGPL provides medical cover for all employees and their beneficiaries, which includes
self, spouse, dependent children, parents, and sons with age limit 21 years under its
medical/hospitalization insurance scheme.
The scheme provides comprehensive coverage for outpatient and inpatient medical
requirements including maternity and critical diseases, and the reimbursement limits vary
according to the management and non-management grade.
PROFIT BONUS
SNGPL awards profit bonus to executives on completing a task. The amount of bonus
depends on the type of task assigned.
ANNUAL INCREMENT
Annual salary increment is effectively linked to the performance of the employee. A certain
amount of salary increment is given across the board to all employees to enable them to cope
with national inflationary trends. However, additional increments are awarded in recognition of an
individual’s effectiveness; accomplishment, competence and superior performance in his/her job
assignment and serve as an incentive for greater achievement.
job knowledge
communication skills
leadership qualities
interpersonal skills
adherence to policies and procedures
financial discipline
PENSION FACILITY
Pension facility is provided to all retired employees of SNGPL. Another condition for enjoying
pension facility is that the person has been the employee of SNGPL for at least 10 years.
There is a specific percentage for pension specified at SNGPL.
EDUCATIONAL SCHOLARSHIPS
The children of employees (non-executives) are given educational scholarships up to Rs.1500
per month and Rs.30000 per year is the standardized maximum amount given to an
employee’s child for getting admission in an institute.
LOANS
UNIFORM FOR WORKERS
Free uniform is provided to subordinates like peon, attendants, guards, etc.
LEAVES
The following types of leaves can be availed by employees of SNGPL.
1. Sick Leave
2. Casual Leave
3. Maternity Leave
4. Special Leaves
5. Hajj leave
6. Study leave
7. IDDAT leave
8. Privilege leave
9. Minorities leave
1. SICK LEAVE
Sick leave is granted for 30 days per year, in which 2 days leave is without medical certificate
and of that rest of the days is with medical certificate.
2. CASUAL LEAVE
Casual leave is for 18 days per year (maximum 6 days leave) no accumulation is allowed.
3. MATERNITY LEAVE
Any female employee is granted maternity leave for 3 months for which a medical certificate
is required (maximum for six maternities a year).
4. SPECIAL LEAVE
It is the expansion of sick leave. If the subordinate is not physically fit after normal 30 days
leave, his leaves of 3 years will be accumulated to 90 days leave. If an employee doesn’t
recover his health then special 90 days leave is granted to him. Even then if he is unable to
work, a medical board of company grants him a further 90 days leave (three hundred leaves
in accumulation).
5. HAJJ LEAVE
Employees get this opportunity only once the tenure of service. 55 employees are sent to Hajj
each year.
6. STUDY LEAVE
Employees can get a leave for 3 months so that they can study abroad.
7. IDDAT LEAVE
Female employees get 2 months leave on the death of their husbands (God forbade).
8. PRIVILEGE LEAVE
Employees get 30 days per year (minimum 5 days leave is allowed)
9. MINORITIES LEAVE
Minorities are allowed to enjoy a 2 days leave on Christmas and Easter every year.
7 CAREER DEVELOPMENT
OBJECTIVE
Career development is the process of improving the career of employees. Career
development is a collective name for career development, career planning and career
management. Career development is not possible without the participation of the “employee”
and the “employer”.
Career planning of employees at SNGPL is seen in the following ways;
Promotions
Transfers / Postings
Retirements
1. PROMOTIONS
Normally, promotion recommendations are made along with the Annual Appraisal Report at
the end of the 12-month appraisal period. However, there may be occasions, although rarely,
that a mid-year promotion is recommended. A special performance appraisal, incorporating a
promotion recommendation would then be required.
PROMOTION POLICY
A special promotion committee decides about the promotion cases. Promotion eligibility from
grade I to IX is given as follows;
Grade I to Grade II
An executive is on probation for 1 year, and then he/she becomes eligible for promotion.
Grade II to Grade III
An executive is on probation for 3 years, and then he/she becomes eligible for promotion.
Grade III to Grade IV
An executive is on probation for 4 years, and then he/she becomes eligible for promotion.
Grade IV to Grade V
An executive is on probation for 3 years, and then he/she becomes eligible for promotion.
Grade V to grade VI
An executive is on probation for 3 years, and then he/she becomes eligible for promotion.
Grade VI to grade VII
An executive is on probation for 3 years, and then he/she becomes eligible for promotion.
Grade VII to grade VIII
An executive is on probation for 3 years, and then he/she becomes eligible for promotion.
Grade VIII to grade IX
An executive is on probation for 2 years, and then he/she becomes eligible for promotion.
2. TRANSFERS/ POSTINGS
Posting is the change of place as far as the job activities are concerned. At SNGPL mostly
“parallel posting” and “upward posting” takes place.
TRANSFER POLICY
Significant policies related to staff transfers are summarized below:
a) A transfer is affected by the SNGPL mainly for operational reasons to fill a vacancy in a
department. Mutual consent of the heads of the transferor and transferee departments is
obtained.
b) As part of the job rotation program to groom and develop employees for higher posts, the
Corporation may post an employee in another department with the consent of the concerned
departmental heads and approval of the Competent Authority.
c) The need for progressive exposure should be indicated by the functional head on the
Performance Appraisal form.
d) An employee may be placed in other locations of the Corporation temporarily or permanently
by the functional head according to the requirement.
e) All travel and associated relocation expenses will be paid by the Corporation according to the
entitlement of the concerned employee.
f) When under transfer, an employee cannot apply for leave until such time as he/she has
joined the place of new postings.
TRANSFER PROCEDURE
Representative of HR function
Receives list of surplus staff available in other departments/ CRO from the concerned
functional head.
Receives a request from the departments/ CRO for the vacant positions to be filled out.
Compiles the lists and forward it to the Head of HR function for review.
Receives and reviews the recommendations of Head of Human Resource function. If
necessary, requests Head of Human Resource function for interviewing the candidate(s) for
transfer.
Approves or disapproves proposed transfer(s) and informs the decision to Head of Human
Resource function. Forwards approved transfer case(s) to the Competent Authority for final
approval.
Competent Authority
Receives and reviews the recommendations for employee(s) transfer. Approves the
recommendations after careful consideration and returns the same to the Head of Human
Resource function.
Works out total cost of travel and associated relocation expenses to be paid to the employee
as per entitlement and with the approval of Head of HR function forwards it to the Finance
and accounts function for payment.
Handovers original Transfer Letter to employee and obtains acknowledgement on the
photocopy and files it in the personal file of the employee.
Forwards a copy of Transfer Letter and a copy of Joining Report to Finance and Accounts
function for making necessary changes in the payroll system.
7 DEPARTURE
OBJECTIVE
Departure is to say good-bye to the organization’s employees in a friendly manner, so that the
employee leaves the organization with happy memories and live heart, and that the organization
also remembers the services rendered by the employee.
RETIREMENT
POLICY
b) The Corporation has power to retire any of its employees on such date after
he has completed twenty five years of service, qualifying for pension or other
retirement benefits as the Corporation may direct.
c) Employee who has completed twenty five years of service and qualifies for
the terminal benefits has option to seek early retirement.
Procedure
Representative of HR function
1. At the beginning of each quarter, review employee database and generate a list of
employees whose mandatory retirement is due in the next quarter.
2. Generate a list of employees who have completed twenty five years of service with the
Commission and have become eligible for the terminal benefits as per the SNGPL rules to which
the Commission may intend to retire.
3. Receive written request from the employees seeking early retirement from the services
upon completion of the twenty five years of service.
4. Check person files of the retiring employees to ensure that no case is pending against
the retiring persons.
Competent Authority
Receive retirement letter, review, and sign and return it to Head of Human Resource
function.
Resignations
POLICY
a) Permanent employees, in management and non-management cadres, leaving the SECP are
required to notify in writing to the management of their decision to resign and serve notice
period or pay equivalent salary in lieu of notice period as per the terms and conditions stated
in their appointment letter.
b) The period of notice of resignation shall commence from the date of submission of notice in
writing.
c) No resignation shall become effective during the pendency of any disciplinary proceedings
against the employee.
d) The employee, who tenders his resignation from the service, has to serve Commission till
his/her resignation is accepted and cannot absent from his duty without proper leave.
Procedure
Receive resignation letter from the employee duly approved by his/ her functional head
along with comments.
Ensure that no inquiry /case is pending with the resigning employee.
Check personal file of the employee and assess the total outstanding amount to be
recovered, if any, from the employee.
Check that the permanent employee has properly served the notice period as per the
terms and conditions of the employment letter.
Compute the total salary to be recovered in lieu of notice period from a permanent
employee who intends to leave service without completing notice period.
Forward the notice along with comments to the competent authority for review and
approval.
Prepare resignation acceptance letter instruct the employee to deposit the amount to be
payable to the commission in lieu of notice period or any outstanding loans/sureties, if
any.
File a copy of the resignation acceptance letter in the personal file of the employee and
forward a copy to Finance and Accounts function for processing of final settlement.
Ensure that on the date of leaving service Identity Card is retrieved and name of the
leaving employee is removed from the attendance system.
Receive copy of the Final settlement certificate from the Finance and Accounts function
and file it in the personal file of the retiring employee.
Termination
Policy
a) The services of an employee on probation can be terminated without assigning any
reason and without any advance notice or pay in lieu of notice.
c) Any employee (i.e. Permanent, Temporary or Contract) found in breach of the code of
conduct may be dismissed depending on the gravity of his or her conduct (refer to policies and
procedures, under DISCIPLINE).
d) The Commission may terminate the services of a bonded employee without assigning
any reason.
Procedure
Receive written request along with the reasons /allegations of misconduct for terminating
the services of an employee.
Ensure that all pre-termination procedures are adhered and this request shall not have
any legal implications for the SNGPL
Obtain legal advice from legal advisor, if deemed necessary and forward the request
along with remarks to Competent Authority for final decision.
Receive written approval from the competent authority regarding the acceptance or
rejection of the termination request. Mark the request to the Representative of HR
function for preparation of Termination letter.
File a copy of the termination letter in the personal file of the employee.
Ensure that the name of the leaving employee is removed from the attendance system
and Identity card is retrieved.
Receive copy of Final settlement certificate and file it in the personal file of the outgoing
employee.
Labor issues
Labor unions
Labor union in SNGPL is very strong and well established. But there are no conflictions between
management and labor union because politics is not being involved in the unions.
There are two main labor unions in the corporation. After every two years elections are being
conducted and the winner is elected as CBA (central bargaining agent). After election an
agreement of wages is being set between management and labor union.
Child labor
SNGPL strongly discourages child labor in the corporation. And none of the employee of
corporation is under age 18.
Discrimination
Gender Discrimination
At SNGPL there is no concept of gender discrimination. Female workers are always being
welcomed. Females are being provided with more facilities as compared to male. They are
provided with pick and drop facilities at very economical charges, i.e. for executives it’s
Rs.300/month and for subordinates these charges are Rs.150/month.
Religious Discrimination
Non-Muslims are also being welcomed in corporation and they are also equally being treated
and facilitated as other Muslim workers.
Suggestions
Exit interviews
There are not exit interviews of the employees. Exit interviews with outgoing employees serve as
an input for reviewing not only current policies and procedures regarding hiring, orientation,
motivation, training, compensation but also serve as a guide in career development and
providing job satisfaction to existing employees.
Future Projects
Future outlook
The company has been directed by the Government of Pakistan to extend its network to Muree
Hills, Southern districts of NWFP and Punjab with a total capital cost over Rs 5 billion. The
Company is planning to complete gas supply to Muree during the next 12 to 14 months and the
mega projects in NWFP and Punjab during the next 3 to 5 weeks. The have a target to provide
200,000 connections (all types) every year, within their area of activity. To supplement local
production of gas, they are proceeding with import of gas in collaboration of M/S Sui Southern
Gas Company Limited, from Iran, Qatar, or Turkmenistan; which-ever source is more feasible.
Imported gas will enable the Company to continue its expansion plan, even if domestic gas
supplies are exhausted or started downloading.
Privatization Commission of Pakistan is also actively perusing to invite bids, to initiate the
privatization process for this company. The company has envisaged project –IX, which includes
replacement of old lines, which have outlived their life. Revamping of compression facilities,
establishment of customer service points, proper training of manpower, consumer facilitation for
payment of monthly bills, and catering for the industry’s progress to facilitate national annual
growth of 8%. Furthermore, the company is introducing the Uniform System of Accounts
prescribed by the Regulator for the industry.
SPECIAL LEAVES
CAREER DEVELOPMENT