MOL PAKISTAN

Company history

MOL PAKISTAN OIL AND GAS COMPANY B.V. a fully owned subsidiary of the MOL Group is
operating in Pakistan since 1999. It is being led by Mr. Akos Grosz w.e.f July 2014 as Managing
Director/CEO. Mr. Akos being the sixth head of the subsidiary, has been with MOL since 2008 and has
worked on gas infra-structure projects as a senior project manager. Later on he worked on energy and
international gas infrastructure projects as Head of Energy Portfolio Development.
MOL Pakistan has a very successful track record of operations in Pakistan where it has operated as well as
non-operated joint ventures with the local E&P companies. Currently MOL Pakistan is the Operator of the
Tal, Margala and Margala North blocks and it has participation in two non-operated blocks namely Karak and
Ghauri. Apart from its operations in KPK province, MOL is actively pursuing acquisition of interest in the
provinces of Punjab; Sindh & Baluchistan. It holds exploration area around 9,800 sq.km in various blocks
whereas it has 465 sq.km acreage of the D&P lease area. Till December 2014, MOL Pakistan has managed to
drill 13 exploratory wells (1 under drilling), 6 appraisal wells (1 under drilling) and 12 developments wells in
the Operated blocks.
MOL Pakistan has 7 discoveries to its credit in operated blocks namely Manzalai, Makori, Mamikhel,
Maramzai, Tolanj, Makori East and 2 discoveries in non-operated blocks namely Halini&Ghauri.
Key facts about MOL Pakistan are given below:

USD 224 million foreign direct investment in Pakistan by MOL

Operator of the TAL, Margala & Margala North Blocks

Non-operated working interest in Karak&Ghauri Blocks

Six consecutive discoveries in the TAL Block

One of the key producers of hydrocarbons (Oil/Condensate:20,000 bbl/day; Gas 300 MMscfd, LPG
350 Tons per day)

23 out of 30 wells drilled remained successful

More than 500 employees

LEADERSHIP DEVELOPMENT PROCESS

One of the biggest investment areas in Human Resources and Talent Management is Leadership
Development. We like to think about it as one of the bedrock roles of the HR or L&D team, since in many
ways "leadership" is one of the most strategic assets in any organization.
Over the last ten years, the leadership development "industry" has rapidly changed, and we have spent a lot of
time studying this market. Let me highlight a few of the big changes which you should be aware of.
As our leadership development maturity model describes, high powered companies view the leadership
development process as a continual process which only begins with first-line supervisors. While management
training plays a role, excellent leadership strategies realize that building leadership takes years - and therefore
an enduring organization must invest in leadership from first-line management throughout an employee's
career.
This means that excellent leadership strategies include the identification and assessment of "emerging
leaders," and they look for technical and functional leaders within each business area. They include coaching,
rotational and stretch assignments, self-assessment and 360 assessment, personality assessment, and lots of
creative programs to build leadership skills over time. Some organizations spend heavily on external experts
(bringing in university professors), others send their leaders to rough and tumble offsite events, and others
spend lots of money on psychological coaches and mentors. All these elements play a role in building a total
leadership pipeline, and companies typically spend $2000 or more per "leader" on such activities each year.

MOL PAKISTAN LEADERSHIP DEVELOPMENT PROGRAM

LEADERSHIP DEVELOPMENT PLAN FOR LOW LEVEL/MID LEVEL MANAGEMENT
Leadership qualities
-Managing complexity
-Managing change
-Relevant technical skills
The HR consultant at the head office of MOL Pakistan suggested us to develop a leadership
development program on relavant technical skills for us at the level of lower and middle
management
After analysis we came up to conclusion that there no any training program for development of
leadership skills in MOL Pakistan for low and middle level management
So we develop a leadership development plan for MOL Pakistan in which we explain how to
enhance leadership qualities in low and middle level management
So here we suggest them a proper training program to for employees for leadership development
ASSESSMENT
First is to assess each individual performance with some of the bench mark or standard and train them how
they would be judged with some bench mark and what would be that bench mark and how they would be
reached to that bench mark
FORMAL ASSESSMENT
How 360 degree feedback would be used to assess each employee
INFORMAL ASSESSMENT
Casual feedback would also be used it will also be learned in training program
CHALLENGE
In the training program each employee should be put in difficult situation and stressful condition for
developing new abilities although these situation would be stressful for employees but they would provide

best development opportunities so in this training program employee should be put in such situation where
there current abilities could not solve that problem in order to get new abilities.

CONFLICT
We suggested that always develop a conflict situation in this traing program cause conflict which is relevant
to the problem and at the same way control them that would not lead them to personal conflict so when
conflict arises for certain problem so new creative ideas also comes conflict actually mean put your team in
tension.
SUPPORT
In each challenging situation and conflict there must be a support of boss and supervisors cause these are
those situations in which the current abilities of an employee is not working so they support them how to do it
in order to develop their skills in such situations

Leadership Development Experiences

We dont offer buzzwords or academic ideas about how to lead we help you step out of the day-to-day so
that you can shift perspective, change how you think, and gain the insights that makes good leaders great.
Whether you are inspired by the stories of Olympic athletes, astronauts or great figures of history, we connect
seminal moments of leadership to your individual business challenges.
We offer several options for you as an individual leader, your team and your organization:

Teams or cohorts: Any of our programs can be tailored for a more customized experience. We will
work with you to create the program that best addresses your challenges and goals.

Open programs: Each takes you to a different setting and looks at leadership through a unique lens.
You will interact with other senior executives from across industries, engaging in rich, facilitated discussion.
FEEDBACK
Feedback works best when it relates to a specific goal. Establishing employee performance expectations and
goals before work begins is the key to providing tangible, objective, and powerful feedback. Telling
employees that they are doing well because they exceeded their goal by 10% is more effective than simply
saying "you're doing a good job."

STRATEGIES CAPABILITIES AND COMPETENCIES FOR LEADERS

A) The quantity of leaders needed, as indicated by current and projected formal leadership
positions depicted on an organization chart (number, level, location, function, business
unit, reporting relationships, etc.)
B )The qualities desired in selection (demographics, diversity,background,experience level)
C) The skills and behavior that are needed to implement the business strategy and create
the desired culture (skills, competencies, knowledge base)
D )The collective leadership capabilities of leaders acting together in groups and across
boundaries to implement strategies, solve problems, respond to threats, adapt to
change, support innovation, etc.
E )The desired leadership culture, including the leadership practices in use, such as collaboration across
boundaries, engagement of employees, accepting responsibility for outcomes, creating opportunities for
others to lead, developing other leaders, learning how to learn, etc
ORGANIZATIONAL CONTEXT
An organizations context involves its operating environment. The context must be
determined both within the organization and external to the organization. It is important to
understand the unique context of an organization before starting the strategic planning.
So for designing leadership program it is important to consider the people,systems,culture,and formal
structure of the organization.
SELF-ASSESSMENT
Self-Assessment is a process of clarifying your value through discovering the relationship between various
occupations and your personality type and work style, interests, career values, and skills. Even if you have
engaged in a self-assessment process early in your career, your interests may have changed over time and
you may be eager to learn new skills. It is helpful to periodically engage in a thorough process of selfassessment throughout your career.

SELF-ASSESSMENT: SKILLS
Skills are learned behaviors and abilities. There are many different types of skills that are relevant to career
development.

WORK CONTENT/TECHNICAL Skills include things like our knowledge of a specific subject,
procedures, equipment, or vocabulary necessary to perform a particular job. These are often expressed using
nouns. For example, personal administration, financial planning, market research, etc. We tend to spend most
of our time developing technical skills that we need for the actual role we are in now. That's important, but it
shouldn't be our only focus.
What technical skills can you develop that would enhance your current position and/or help you expand your
repertoire of necessary skills in your future career development?

COMPETENCIES/TRANSFERABLE SKILLS are also important to emphasize. These are

general skills that are applicable in many different jobs and fields and are often expressed using verbs. For
example, organize, promote, plan, coordinate, instruct, negotiate, teach, write, present, etc. We have a set of

core competencies that have been identified for all staff at UCB. They can be found on the Performance
Evaluation and Planning Form.
What competencies or transferable skills can you develop that would enhance your current position and/or
help you expand your repertoire of necessary skills in your future career development?

Self-Management/Personal Growth Skills are traits or personal characteristics that contribute to

our performance of work and are often expressed using adjectives. For example, efficient, flexible,
resourceful, diplomatic, results-oriented, etc. Developing these qualities may require learning skills in time
management, assertiveness, or stress management. Or it may require overcoming self-defeating behaviors like
procrastination.
What areas of self-management or personal growth would enhance your abilities to develop your career?

Leadership Skills are important regardless of whether you are in a supervisory/managerial role or
not. We all benefit from feeling more confident in our abilities to take charge of tasks, responsibilities,
projects, team processes, office work flow, goal setting, decision-making, and our personal and career
development.
What leadership skills do you need to develop?
Learning + Organizational Development (L+OD) offers an experiential workshop that helps you identify your
career skills and their relationship to work and career. It is called Identifying Your Vital Skills and is part of a
series of Career Development Workshops.

PERSONALITY TYPE & WORK STYLE PREFERENCES

The term "personality" refers to a person's patterns of thinking, feeling and acting. Some aspects of
personality are useful in thinking about career development.
Four themes for describing personality have been developed from the work of psychologist Carl Jung in a
model and tool called the Myers-Briggs Type Indicator (MBTI). The model describes four areas of
personality, with two possible preferences in each area. People have a natural preference in each area. These
preferences are NOT about knowledge, skills or abilities, and there is no right or wrong preference.

Every person uses all of the preferences at times, but one preference or the other on each scale usually feels
more natural. Try signing your name with the opposite hand from the one you usually use. What did it feel
like? What differences do you notice about your signature itself?
People often say that it felt unnatural, and that it required all their concentration. The result may appear
awkward, even though their name is recognizable. The preferences described here are like that. For example,
some people generally prefer to make decisions with an eye to harmony and what's best for themselves and
others (Feeling preference). In some situations, they might make decisions based on an objective assessment
of the logical consequences (Thinking preference), but they might not feel as comfortable in the process, or as
confident in the decision.
The combination of a person's preferences in these four areas comprises their personality type. There are
sixteen types, which are referred to by the initials of the four preferences
People tend to be attracted to and experience more satisfaction in careers in which they can express and use
their preferences. For instance, work that requires the type of perception or decision-making that comes
naturally to a person may lead to more effectiveness and confidence.

SKILLS APPROACH FOR DEVELOPING LEADERSHIP PROGRAM

COMPETENCY MODEL

LEADERSHIP COMPETENCIES

Leadership: Applies leadership competencies to successfully execute strategy.

VISIONING

Takes a long-term view and acts as a catalyst for organizational change; builds a shared
vision with others; influences others to translate vision into action; creates a
compelling and inspirational picture of the future
ACTS WITH INTEGRITY

Creates a culture that fosters high standards of ethics; behaves in a fair and ethical
manner towards others; demonstrates high professional standards; handles confidential
and sensitive information with integrity; viewed as highly trustworthy; stands up for
what is
right despite potential personal consequences; demonstrates consistency between words
and actions; honors commitments to others
ACCOUNTABILITY
Holds self and others accountable for rules and responsibilities; can be relied upon to
ensure that projects within areas of responsibility are completed in a timely manner and

within budget; sets high standards for self and others; assigns clear accountability backed
by appropriate authority
GETS RESULTS

Achieves strategic goals; delivers measurable results, on time and within budget;
translates ideas into concrete actions; champions initiatives beyond the scope of ones
job; mobilizes resources and removes barriers for success; anticipates potential problems
and develops contingency plans to overcome them; works across organizational
boundaries, avoiding turf issues, and eliminating unnecessary work to achieve the
desired results; concentrates on outcomes rather than activities
IDENTIFIES AND DEVELOPS TALENT

Develops leadership in others through coaching, mentoring, rewarding and guiding

employees; develops successors and talent pools for key positions
TAKES INITIATIVE/RISK-TAKING

Creates a work environment that encourages creative thinking; designs and implements
new or cutting-edge programs/processes; challenges the status quo; recognizes
opportunities and takes action to achieve objectives; empowers others to take risks,
supports them when things go wrong and encourages them to learn from set-backs and
failures
CHANGE MANAGEMENT

Understands process and issues inherent in change management and plans accordingly;
instills confidence and trust in others; coordinates resources across departments/units;
evaluates measures, project plans and deliverables for strategic alignment; acknowledges
individuals responses to change and helps them adjust; Adapts unit goals and work plans
in response to internal and external forces that will impact the future effectiveness of the
unit
THINKING SKILLS (ANALYTICAL, SYSTEMIC, CREATIVE)
Identifies and integrates the critical elements of a situation, making correct inferences
from
data; breaks complex problems into component parts and organizes the parts in a
systematic way; uses innovation to develop novel solutions; can explain to others how
to understand and approach complicated problems

Business Knowledge/Organizational Acumen: Applies resources, customer needs, and processes to

make sound strategic and business decisions.

STRATEGIC THINKING AND PLANNING

Formulates effective strategies consistent with the business; sees the big picture and
holds a long-term perspective; determines objectives and sets priorities; anticipates
potential threats or opportunities; aligns organization and department to support
organizational goals; drives the execution of strategic plans and monitors results
MANAGES RESOURCES (HUMAN, FINANCIAL, TECHNICAL)

Assesses current and future staffing needs based on organizational goals and budget
realties; ensures staff are appropriately selected, developed, utilized, appraised and
rewarded; readily shares resources to support organization initiatives; understands key
financial indicators; uses cost-benefit thinking to set priorities; integrates technology
into the workplace to improve effectiveness and efficiency; understands the impact of
technological changes on the organization
PROFESSIONAL KNOWLEDGE

Continually enhances knowledge and skills to keep abreast of industry changes,

developments and emerging issues; understands what it takes to be successful in this
business; has a thorough knowledge of organizations mission, history, stakeholders and
customers
PROBLEM SOLVING/DECISION MAKING
Develops new insights into situations and applies innovative solutions to make
organizational improvements; exercises good judgment by making sound and wellinformed decisions; is proactive; distinguishes between relevant and irrelevant
information
to make logical decisions; effectively analyzes potential for risk and acts decisively;
makes
breakthrough decisions based upon a mixture of analysis, wisdom, experience and
judgment; solicits input from individuals who can add significant value to the
decision- making process

Builds Relationships/Communication: Cultivates effective relationships to create a culture that

supports the department's and organization's goals and strategy.

INFLUENCING SKILLS

Builds coalitions through give and take; gains cooperation from others to
obtain
information and accomplish goals; collaborates across boundaries; recognizes which
battles are worth fighting for and when it is time to compromise; seeks to build internal
and
external partnerships to better accomplish goals; invites other points of view;
anticipates
the reactions and objections of others
CONFLICT MANAGEMENT
Identifies and takes steps to prevent potential situations that could result in
confrontations;
manages and resolves conflicts and disagreements in a positive and constructive manner
to minimize negative impacts

LEVERAGES DIVERSITY
Recruits, develops and retains a diverse high quality workforce; leads and manages an
inclusive workplace that maximizes the talents of each person to achieve sound results;
respects, understands, values and seeks out individual differences to achieve the vision
and mission of the organization

TEAM BUILDING
Inspires and guides others toward goal accomplishments; consistently develops and
sustains cooperative working relationships; fosters commitment, team spirit, pride
trust; shares leadership and helps the team become interdependent by facilitating
participation and group interaction

TREATS OTHERS WITH RESPECT

Considers and responds appropriately to the needs, feelings and capabilities of different
people in different situations; is tactful, compassionate and sensitive; challenges others'
ideas without getting personal; follows through on commitments to others

PRESENTS IDEAS EFFECTIVELY

Makes clear and convincing presentations to individuals and groups; listens effectively
and clarifies information as needed; shares relevant information and expectations openly,
honestly and in a timely fashion; targets presentations to the needs and level of the
audience; translates complex information into understandable, meaningful, relevant
language

Self-Management and Development: On-going development of skills and competencies to lead the
division and its strategies.

TOLERANCE FOR AMBIGUITY

Takes changing priorities and new developments in stride, even in the face of ambiguity;
leads with a clear sense of priorities in a climate of uncertainty and change
FLEXIBILITY

Is open to change and new information; adapts behavior and work methods in response to
new information, technology, changing conditions or unexpected obstacles; adjusts
rapidly to new situations warranting attention and resolution
SELF-KNOWLEDGE AND DEVELOPMENT

Recognizes own strengths and weaknesses; seeks feedback from others; extracts
learning from failure
LEARNS CONTINUOUSLY
Pursues self-development and opportunities to master new knowledge; applies new
knowledge; embraces new and diverse ideas; shares learning broadly