CTO Dept., 2011
Alignment
October, 2015 1/27
WEBSTER Dictionary An arrangement of groups or forces relation to one another
Business Dictionary :Linking of organizational goals with the employees personal goals . Requires common understanding of purpose and goals of the organization.
Alignment is when all the organization’s teams – all the way from the top executive suite down to the front line teams – have goals that are in perfect sync with each other and are truly committed to such goals.
Strategic alignment is when all your team leaders – regardless of their rank (CEO, Middle Level Managers, or Entry Level Supervisors) – give precedence to the team they belong to, over the team they lead
Arrangement in a straight line or in correct position Or position of agreement or alliance
CTO Dept., 2011
KNPC Leadership Team (LT) Alignment Programme
Today I wanted to share with you a snapshot of a Top Team Alignment Program KNPC undertook in the first half of this year in order to transition from a “good” to “great” Leadership Team.
October, 2015
IND
IVID
UA
L
DE
VE
LO
PM
EN
TT
EA
MD
EV
EL
OP
ME
NT
Purpose & Priorities
Processes & Protocols
Mindsets & Behaviours
Roles & Accountability
STRATEGICCONTEXT
Performance Challenge& FY15/16 Strategic Priorities
Noble Leadership Purpose
Actionable Development Plan
(IDAP)
SMART Personal FY15/16 Objectives/SMAIP
INDIVIDUAL DIAGNOSTICS (Personality & 360)
TEAM ROLES and LT EFFECTIVENESS DIAGNOSTICS
Results & Reputation
2/27
CTO Dept., 2011
Individual Baseline Performance
At the individual level, our baseline provided insights on what success looks like at each level of leadership, and size of gap between how we perceive ourselves versus how others perceive us.
October, 2015
Individual
Job Profiles
Self v’s Others (360)
Think-K Competencies
Development Profile
3/27
CTO Dept., 2011
Team Baseline Performance
At the team level, we used 1:1 interviews and a top team effectiveness diagnostic tool to capture the baseline of our team performance.
October, 2015
Team
Themes to Resolve
From Good …. To Great Shifts
Stop-Start-Continue Actions
4/27
CTO Dept., 2011
Top Team Alignment
Three offsites were attended by the KNPC LT to develop and address alignment at 4 key levels.
October, 2015
Organisation – Performance Challenge Team – Unique Role of LT
Individual – Success Profiles
5/27
Strategic Priorities
CTO Dept., 2011
KNPC 2018 Performance Challenge
Intended to provide us with a 3 year “challenge”, so that we can align our strategies and actions to achieving these goals.
By March 2018, KNPC has transformed to a world class refinery complex comprised of competent staff, high performing teams and effective leaders that deliver superior products efficiently and safely, and together:
1. Deliver high value/profit to the Kuwait economy;
2. Drive accountability deeper into the organization and create a high commitment, high performance culture that accelerates and nurtures the next generation of future leaders;
3. Ensures leaders at all levels are empowered to take the right/hard decisions;
4. Build agile capabilities equipped to respond to local and international market changes;
5. Implement world class practices in Operational Excellence, Project Management, HSSE, Leadership Development, Stakeholder Engagement, and Risk Management;
6. Build the foundations required to be ready for integration with petrochemical down the value chain and supporting the development for new local industries;
7. Establish KNPC as a Employer of Choice for creating satisfying job opportunities and rewarding careers for Nationals.
October, 2015 6/27
CTO Dept., 2011
FY15/16 Strategic Priorities (1 of 4)
These provide clarity on the strategic priorities that the LT holds most important in FY15/16 for the successful achievement of KNPC’s objectives. The LT will dedicate the majority of its time and effort in ensuring these are implemented and enabled.
FY15/16 Priority
Safety First Culture
Proposed Initiatives
1. Rollout KPC HSSE Mgt System Framework2. Field site audits – assess adoption of HSSE
standards, processes & procedures in Plants
3. Safety induction programme for new hires/Contractors
4. Critical Behaviours5. Safety Performance reporting – Refinery
Safety Dashboard/Scorecard
Operational Reliability
1. Process and procedure review (w Shell)2. Gap analysis & Compliance action plan (w SK)3. Best practices & implementation plan (w Equate)4. Reliability Improvement Programme of Work 5. Financial Management of Refinery availability6. Training programme to embed best practice
behaviours and improve utilisation of existing processes/systems
7. CFP Commissioning
Rollout HSSE standards, processes, & practices
Mindset & behavioural change – Safety Ist Culture
Effective Safety reporting Improved HSSE
compliance Reduce cost of lost time Improved HSSE image
and KNPC reputation
• Process and system improvement
•Improved reliability & availability across all Refinery Assets
•Higher margin•Reduced maintenance cost
•Improved Safety record
Outcome
LT/DCEO SS
DCEO MAA
Sponsor
1
2
October, 2015 8/27
CTO Dept., 2011
FY15/16 Strategic Priorities (2 of 4)
These provide clarity on the strategic priorities that the LT holds most important in FY15/16 for the successful achievement of KNPC’s objectives. The LT will dedicate the majority of its time and effort in ensuring these are implemented and enabled.
FY15/16 Priority Proposed Initiatives
Attract, Develop & Retain
Human Capital
1. KNPC Talent Management & Succession Plan
2. Future Leaders programme3. KNPC Workforce Competency Assessment4. KNPC 2018 Strategic Workforce Plan5. KNPC Secondment Salary Scale Review6. Experienced Hire /Expat Recruitment
Taskforce7. Feedback/Coaching Culture
Business relevant competence
Accelerated capability development of workforce
Business critical roles filled with right talent
Reduced cost & transition time of new hires
Lower employee turnover Higher employee
engagement Robust leader pipeline, …
faster
Outcome
LT / DCEO F&A
Sponsor
Financial & Operational
Performance
1. Profit improvement2. Cost reduction3. Re-negotiate supply agreements4. Improve MOG processes in order to
improve refinery yields
Top line / Bottom line direct impact
DCEO P&LM
3
4
October, 2015 9/27
CTO Dept., 2011
FY15/16 Strategic Priorities (3 of 4)
These provide clarity on the strategic priorities that the LT holds most important in FY15/16 for the successful achievement of KNPC’s objectives. The LT will dedicate the majority of its time and effort in ensuring these are implemented and enabled.
FY15/16 Priority
Performance Culture
Proposed Initiatives
1. Workshops to cascade SMART Objectives & KPIs at all levels in each Directorate
2. Culture Diagnostic3. Performance Culture Development Plan4. Critical Behaviours & Pride Building5. Employer of Choice Plan including KNPC
Employee Value Proposition6. High Performing Teams Pilot7. Performance Management Pilot
Stakeholder Engagement
1. Stakeholder assessment – identify needs and threats to KNPC
2. KNPC Brand & Reputation - Baseline diagnostic of KNPC image/reputation and Plan
3. Key Stakeholder engagement plan, including value propositions and digital/social media
4. Capability development in issue and crisis management
5. Monitoring systems for continuous improvement
Clarity of what success looks like for employees
Compelling promise to employees
Clear accountability at all levels
Leaders performing effective annual reviews
High performers rewarded
Engaged workforce – increased pride
High performing teams Improved productivity
Reduced impact/cost of “threats”/“disruptions” caused by external stakeholders
KNPC value propositions for key stakeholders
70% employee engagem’t
Stakeholder trust in KNPC
Improved reputation Stronger KNPC brand
Outcome
DCEO Projects / DCEO MAB
DCEO SS
Sponsor
5
6
October, 2015 10/27
CTO Dept., 2011
FY15/16 Strategic Priorities (4 of 4)
These provide clarity on the strategic priorities that the LT holds most important in FY15/16 for the successful achievement of KNPC’s objectives. The LT will dedicate the majority of its time and effort in ensuring these are implemented and enabled.
FY15/16 Priority Proposed Initiatives Outcome Sponsor
Refinery /Petrochemical
Integration
Capital efficiency of projects
Increased operational value
DCEO P&LM1. ZOR/Petrochemical Integration Project2. CFP integration baseline study to better
prepare KNPC for integration7
October, 2015 11/27
CTO Dept., 2011
Role of LT
Intended to provide a clear view on what the LT is about, what it will stand for, the unique work that only the LT can do, and the behaviour and actions it will drive throughout KNPC.
The role of the LT in managing KNPC is to:
1.Represent KNPC – model one voice, positively influence future of Oil Sector, live core values;
2.Vision & Strategy - Set future growth direction and strategic priorities, create enterprise value, hold collective ambition, make strategic decisions about where to play and how to win, review/approve performance management scorecards;
3.Identity & Reputation – create & safe guard corporate image - Inspire people – review culture and model shared values – set expectations about what matters around here and build performance culture - realize potential of self and others;
4.Capabilities – find and leverage collective core capabilities, steer accelerated development of a robust pipeline of next generation leaders/talent, review/approve succession plans;
5.Prioritization & Allocation – make strategic choices, prioritize and approve strategic initiatives/projects, decide budget/investment allocation and review return;
6.Control – drive/review/correct performance (e.g. Refinery, Functions, HSSE, initiatives, risks) and compliance, resolve critical issues that impacts collective/reputation, review execution of strategic priorities and initiatives;
7.Innovation – fostering creativity and new ideas which will bring new value to the Company;
8.Information Flows – Transmit what matters internally; engage key external stakeholders, align and meet expectations of key stakeholders.
October, 2015 14/27
CTO Dept., 2011
LT Roles and Responsibilities
Intended to set clear expectations on our respective responsibilities in Meetings.
October, 2015
Role Responsibilities
CEO
Linked between K-Companies and KNPC Chairman – Drive LT decision making Facilitator – Set and monitor pace and tone, and resolve conflict (peace keeping) Approve LT agenda and minutes
DCEO
DCEO P&LM – Time Keeper, minutes review and distribution Be objective, listen/understand and communicate clear point of view Support implementation when LT decision made Sponsor – Approve topic, review presentation before LT and position Manager presentations during
LT
Management Support
Agenda preparation Minutes capture/writeup Presentation setup and transition Confidentiality Participate upon invitation
Presenter Adhere to guidelines Crisp and clear presentation – purpose, recommendation, how arrived at recommendation
16/27
CTO Dept., 2011
Purpose and Agenda for LT, MMM, EPMC, and SHEEC
Intended to improve the effectiveness of our key governance forums.
LT MMM EPMC SHEEC
Purpose
Drive execution of FY15/16 Strategic Priorities
Build Manager engagement and accountability
Capture Manager feedback
Drive strategic alignment and governance for Projects
Build LT & organisation commitment to HSSE agenda
Timing
Mondays 8am-3pm No LT in week of MMM
First Sunday each Month
Tuesday Monthly
Last Tuesday of each Month
Rotate Location
AgendaItems
Highlights CEO Message Review Actions Summary Agenda FY15/16 Priorities Internal LT discussion Reflection
Monthly Financial Performance & Analysis
Market Update 2030 Strategic
Initiatives Achievements Critical Issues Team Breakout
Sessions on FY15/16 Strategic Priorities
Input into LT Idea approval Go/No Go from
Design to Implement Project status review Value map Portfolio review Variation Orders /
Claims Additional Funding
Input into LT for Safety First Culture
HSSE Initiative Review
KNPC HSE Performance Review
Issue/Risk identification & mitigation
Review recommendation status
October, 2015 17/27
CTO Dept., 2011
Manager Success Profile
Intended to set clear expectations on what success looks like for Managers in KNPC.
Manager Success Profile
Summary
Enables: Alignment with LT direction and decisions Transmission of Management messages to teams and staff understanding of
implications Results and high impact solutions to resolve business challenges through Team
Leaders Performance culture - clear expectations on what success looks like for Teams /Team
Leaders Capture and implementation of new ideas/processes for continuous
improvement/innovation Employee engagement – gains emotional commitment of Team Leaders Anticipation and scoping of the needs of key stakeholders Collaboration between functions and business
Delivers Accelerated development of teams and team leaders through SOTJT &
coaching Department business plan to make change happen & achieve business
objectives High impact solutions, implementation of best practices, and safety plans Mission critical objectives/targets; Individual and Team KPIs Communication across, down and up Broad and deep pipeline of ready-now Team Leaders
Results Full Performance
Takes Ownership Deliver KPIs for balanced scorecard and MAIP Deliver budget Accountability pushed down to Team Leaders Internal/external customer satisfaction Business plan
All mission critical objectives/KPIs/targets met Key SMART objectives/KPIs for self & team leaders met Right people in right roles to deliver results Finger on pulse and 1-step ahead of senior management Function/Refinery plan understand/accepted by all Team Leaders Safety practices and plans implemented by Team Leaders
Focuses on People, Teams, and Culture Change leadership and long term thinking Models performance culture & KPC values Employee engagement Employee value proposition and KNPC brand Ready-now successors Successful stretch assignments for HiPo Team Leaders
Ready now successor in place; Team Leader pipeline improves each year Performance culture – Team leaders know what is expected, know the score each quarter& poor
performance addressed quickly Lives KPC values and code of conduct Creates feedback culture- Team leaders receive constructive feedback at least once every 90 days and
taught giving/receiving feedback skills 70% employee engagement for teams managed Team Leader stretch assignments/development plans set & delivered
Drives Performance and Innovation Self and Team Leaders meet business plan New ideas, methods, processes
Function/Production plan /business plan met/exceeded Projects/plans completed on time, on budget, & stakeholders satisfied Processes continually improved & personally implemented ≥1 innovation
Creates Integrated Value Best practice “One-K” culture Aligned stakeholders
Functional best practices implemented, ineffective practices eliminated Effective working relationships enable implementation of mgt messages Cross functional relationships improve business results SLAs met
October, 2015 18/27