developing.growing.performingvideo.glceurope.com/presi/hr6/simona popovici.pdf · integrated global...
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KMGI’s imports from Kazakhstan cover approx. 40% of Romania’s refinery intake.
The distribution of the products is carried out via the Midia port but also by road and rail.
KMG International owns the largest and most modern refinery in Romania and the Black Sea region – Petromidia Năvodari –which boasts a processing capacity of over 5 million tons annually.
Over 1,100 fuel distribution points under the “Rompetrol” brand and Dyneff brand (only in France and Spain)
Highest European fuel standards
Third largest taxpayer in Romania, itscontribution to the national budget ranging from 2.5% to 3% of the total Government revenues between 2013 and 2015.
Over 7.000 employees are currently working for KMGI worldwide
WHO WE AREKMG International. Economic Impact Overview
KMGI comprises 55 entities, headquartered in 16 countries on 3 continents
WHO WE AREKMG International. Integrated Global Business
7599 employees
in 2014
61% Romanian
employees
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WHO WE AREOur People
DIRECT JOBS4,772 INDUCED JOBS
1,483
INDIRECT JOBS9,245
One of the biggest employers in Romania supporting in a direct, indirect and induced manner an estimated
15,500 jobs
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One of the youngest managementteam in the
manufacturing industry.
55 entities
More than 200 distinct specializations
worldwide
16 countries
7000 employees worldwide
WHO WE AREPetromidia Refinery
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PetromidiaOperations & Economic overview
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approx. 1.4 bil. USD invested between 2007-2015 in the modernization of
Petromidia Refinery
Unique location on the Black Sea
shore in Navodari, 20 km North of
Port of Constanta.
One of the most modern refineries in
SE Europe and the largest refinery in
Romania
The Laboratory Division of KMGI, RQC, is one of the
top laboratoryanalysis companies
on the national market.
Petromidia operates its own logistics:
railway, access to the Danube-Black Sea
Channel,Port of Midia.
In 2009, KMGI put into operation MidiaMarine Terminal, in
the Black Sea offshore
Top contributor to the Romanian state budget in the past 9 years with over 12 billion USD.
Petromidia plays a significant economic role in Constanta County.
Rompetrol Rafinare is Romania’s largest exporter of oil products and the second national exporter.
Petromidia and Vega refineries cover more than 40% of Romania’s refining capacity.
PetromidiaThe “city” of an unique “population”
90 colleagues are working in PetromidiaRefinery for nearly 40
years
In 1978, before the construction of the Petromidia Refinery, Navodari, the citywhere the refinery is currently located hosted approx. 6.000 inhabitants.Following the launching of the Petromidia Refinery, the city’s populationexpanded up to 40.000 inhabitants (in 2016) as a result of the workplacescreated and the investments made by KMGI in the area. Petromidia is themain economical agent in Constanta county, comprising over 1,800 employeesand even more contractors.Petromidia Refinery is basically a city , with a spread of 480 hectares and 37km of railway (within the Refinery).
There are over 60 specializations on Petromidia
Platform from oil & gas professionals to divers, IT,
finance, HR
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Current employment issuesYouth unemployment. Skills shortage
90 million people in Europe aged 15-29
13.7mil.
WHO ARE NOT IN EMPLOYMENT,
EDUCATION OR TRAINING
8.7mil.
UNEMPLOYED
1/3 of Europeans aged 30-34
Have a TERTIARY DEGREE
82% of Europeans aged 20-24
Have completed UPPER SECONDARY EDUCATION
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Youth unemployment in Romania is at 24%, the highest rate in the
last 25 years
Economical causes
Educational and training causes
Economic recession and insufficient job creation
Uneven economic development
Mismatch between the skills and training needed by employers and the educational curricula
Lack of work experience and practical training
Petromidia5 Generations at work
Knowledge Transfer
More than 200 employees are expected to retire by
2020, risking the company to lose key knowledge, know-
how and unique skills
The youngest employee is 19
years old, while the
oldest is 76 years old.
5 Generations are working
side by side
Value authority
Expect deference to their opinions
Comfortable with authority
Respect must be earned
Digital natives
Fast decision makers
Highly connected
Technologically savvy
Goal & achievement oriented
Work as hard as necessary
Importance of work-life balance
WorkaholicsTop-down management
Hard working
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Over 200 employees are eligible for retirement by
2020
More than 150 key positions are going to remain vacant due to
employees’ retirement and lack of technical skills in the market
Our Challenge1. Retaining key knowledge inside
Risk of losing key knowledge and skills, due to lack of prepared workforce to take
over key positions
Prepare employees to take over key positions in a short period of time, gaining both practical and
theoretical knowledge through Knowledge Transfer
Develop a young team of professionals ready to take over responsibilities and tasks by attracting the young
generation and prepare it through Internship and Traineeship Programs
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WHAT TO DO
WHY
Our Challenge2. Building Capabilities for Today & Tomorrow
Accelerate development of employees’ skills and competences and increase employees flexibility and
readiness to switch to a new role through Cross-Training and Job Rotation
Enable continuous improvement and operational efficiency by encouraging innovation through a dedicated platform
Rapid pace of skills and capability development needs
Educational tools and methods, do not keep the pace with the latest innovations & technologies in the oil & gas field
Gap between the theoretical and practical skills requested by the employers and the skills a student can gain in school
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WHAT TO DO
WHY
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Want their actions to connect with the good of the
company
Need to see how their actions make
a difference
Need flexibility to get job done
on their schedule
Connect responsibility with
personal goals.Want to be discovered
Work for success.Connected to everyone and
everything Technology and social
media part of work
Our Challenge3. Motivating 5 Generations
A platform of Motivational Projects and
Initiatives was developed in order to
address the motivational needs of each
generation.
Knowledge Transfer
Seniority Recognition
Top Expert Award
Mentoring Program
Shift Competition
Top Expert Award
Pay for Performance
Employee of the Month
Cross-Training
Retention Program
Career Development
Knowledge Transfer
Innovation Program
Succession Mngm
Young Leaders Club
Social Platform
Mentoring Program
Internship & Traineeship
Internship & Traineeship
Performance & Career
Management
OUR PLAN
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Our Plan. Step 1Setting Partnerships with Educational Institutions
Set long-term partnerships with universities and
high schools in the oil & gas field
Support students build a strong
academic foundation, that provides all
needed theoretical knowledge to be put
into practice
Recognize and support potential and hard work of high school and
university students
Encourage high school students to
achieve high academic results and
continue their education with
university studies
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Understand students’
development needs and develop an action plan to address them
Our Plan. Step 1Challenges of the educational system in preparing
students for actual careers
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Outdated educational tools and methods, that do not
keep the pace with the latest innovations &
technologies in the oil & gas field
Lack of technology and properly equipped laboratories where
students to gain practical skills
Decreasing rate of students graduating the
BAC exam
Reduced availability to work during the
university year, due to the busy university
schedule
Low students’ awareness of job opportunities and
Internship/ Training programs available to
gain practical knowledge
As of 2002, KMGI opened its doorsfor over 1000 students, graduates of mid and high education and rewarded their performance and
potential through sponsoring educational events.
KMGI developed long-term partnerships with technical and economic Universities in
Constanța, Ploiesti, Timisoara and Bucharest.
Provide the students with the opportunity to gain practical
skills – student practice programs
“Student Development Action Plan”
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Our Plan. Step 2Building the Leaders of Tomorrow
A higher involvement of the company in the educational system – by
providing instructors (Rompetrol professionals) to share their job
experience and updates regarding the innovations and technologies/
installations available in a refinery;
Support students in developing their soft skills and preparing them for employment –workshops within the universities and high schools, hosted by HR Specialists
Inform students about the opportunities the company offers to them - Open Day events, where students were able to see how a refinery looks like and meet the management team of the companies operating on Petromidia and Vega Platform
Ensure knowledge transfer from the experts and future retirees to the young generation
Our Plan. Step 2The Internship Program - bringing together young
energy with experienced leaders
Develop top students into future employees by helping them gain technical skills and practical experience through the Practice and Internship programs
Get a fresh perspective and improve existing business processes; support innovations
Recognize and support potential and hard work of high school and university students
WHY
Prepare a pipeline of future employees who can take over the responsibilities of future retirees
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Mentor’s role
Provides support to the student during the entire program by; answering industry/work related questions, providing information on topics studied in university;
Prepares the intern’s development plan;
Provides guidance and career advice based on the student’s expectations, skills, strengths and specialty;
Periodically meets the intern to offer feedback regarding his/her activity and development; makes recommendations for improving identified weaknesses and develop existing skills and potential.
Evaluates the student’s progress throughout the entire program and evaluates his/her hiring potential
Our Plan. Step 2Mentoring the next generation
As of 2002, KMGI opened its doors for over 1000 interns, graduates of mid and high education , out of which the outstanding ones were offered permanent jobs.
Annually, upon completing the programs, more than 50% of the interns have entered the Traineeship Program and have been hired within KMG International’s member companies, in
different areas of activity.
• taking into account the future business needs, future open positions, retiring personnel
ANNUAL INTERNSHIP
PLAN
• 1 month of Practice, in order for the students to get acknowledged with the Refinery and its operations
PRACTICE
• 2 MONTHS of INTERNSHIP (during which the Interns are rotated through all Production units)
INTERNSHIP
• One mentor assigned to the student throughout the roll-out of the Internship
MENTOR
• Elaborated for each Intern and monitored throughout the program
DEVELOPMENT PLAN
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Our Plan. Step 3Generation Exchange
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Facilitate the knowledge and technical skills transfer from our highly experienced employees to the new generation, in order to prepare them for taking the
business further.
OUTCOMES
Keep key information within the organization (especially for the cases where the information is not captured within
Procedures, Instructions, or any other documents)
Renew the company’s workforce
Accelerate development of employees’ skills and competences and increase employees flexibility and readiness to switch to a
new role
HOW
➔ Knowledge Transfer Project;
➔ Cross Training Project;
➔ Succession Plan for future retirees;
Our Plan. Step 3Generation Exchange through Knowledge Transfer
and customized Cross-Training Programs
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Knowledge Transfer
Cross-Training
➔ Identified key positions and matched mentors and
disciples for Knowledge Transfer Program;
➔ Develop Competency Matrix for each key position;
➔ Elaborate & implement Knowledge Transfer Plan &
Action Plan for each pair of mentors and disciples;
➔ In 2016, 18 young employees were involved into
the Knowledge Transfer Program and have already
took over new roles and responsibilities;
➔ The project continues in 2017, with more
employees planned to take over new roles and
develop their professional careers
➔ Continuous development and improvement trainings
aiming to develop the technical skills of employees with
operational roles.
➔ Prepares employees to take on new task and
responsibilities within complementary areas;
➔ Increases employees flexibility and readiness to switch to
a new role;
➔ The trainings consist in: Classroom training; Practical
workshops (job shadowing); Evaluation of trained
employees
➔ In 2016, 57 employees participated to Cross-Trainings;
➔ Employees were prepared to take on new roles & responsibilities
after the Cross-Training
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OutcomesThe new generation is taking over
Thank you!
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