PFL Manufacturing Objectives- 2019

Sr. # Objective Success Criteria Action Plan Weightage Target

1 HSE a. Combined TRIR < a.Further reinforcement of unit management 25% Q4
a.Fostering work 0.20 role as owner, people engagement thru
place safety in b. LSI >= 90% with awareness/ motivation/ reward and
view of plant stretched criteria reprimand/ theme campaigns, DSC & HORC
start up after c. Zero fatality, LTI & forums effectiveness, etc.
long outage RWIs, major fires b.Stringent safety program for new inductees
and new d. PSM 2nd party including people who are site for one year but
inductions. audit in Q3 and hadn’t exposure of operating plant.
Ensuring zero preparation for c. Conduct Annual awards in Q1 for safety,
fatality, major 3rd party audit in manufacturing excellence and V&B.
injury or fire 2020. d.Development and implementation of action
b.Strict control on e. 10% reduction in plan for PSM 2nd party audits in Q3 and
environmental housekeeping preparation for 3rd party audit in Q2/Q3 2020.
excursions, negatives e.Further improvement in timely closures of
being a major f. Increased level of actions from different forums as unit
threat for plant awareness on management objective and accountability.
sustainable OHIH program f. Review / modify LSI in consultation with other
operation and health check sites and corporate HSE. Include debit for
c. Improve campaigns waivers
employees g. Compliance to g. Development of comprehensive Injury and
health thru HSE fire Prevention Plan and implement.
better recommendation h.Further Improvement in AN storage area thru
awareness and s by > 90% proposed CAPEX projects and compliance of
health check without waivers audit recommendations.
measures i. Continuous efforts on making processes
environment friendly thru operational
controls, effective maintenance and regular
monitoring.
j. Completion of approved environment
projects proposed in 2019 Capex and
continue study on other projects
k. Study for disposal of excess lime with
marketing/TD.
l. Study on rerouting of drain channel in
coordination with MASWH (subject to
budget provisions)
m. Housekeeping improvement thru
painting/ civil repairs, etc. Review inclusion of
areas under HK plan, currently unattended.
n.Expand and strengthen role of Off- the- job
safety forum
o.Community involvement in QED.
p.Community awareness and participation in
environment betterment activities
q.Work on OHIH program (though on back
burner) thru awareness programs,
 improvement in hygienic conditions at
management / staff club/ canteen with
regular audit, health check of staff, general
campaigns, environmental talks, training, etc.
r. implement revised health check criteria w.r.t
nature of duty for new inductees as well as
existing staff employees (both own and
contractor)
s. Strengthen annual health check program for
both own and contractor employees (all
cadres)

2. Plant Reliability a. Meet production a.Planning and Execution of ATA 20%

Improve Plant targets as per b.Replacement of HARP assembly and Transfer
Reliability thru approved line.
execution of production plan. c. Replacement of Mix feed and super heater
major reliability b. CAN plant coils (subject to budget approval)
projects, operation at d.Internal inspection of all critical vessels as
improved 100% load after per plan
inspection and PQ improvement e.Conduct Plant TMPs on quarterly basis for
maintenance ad subject to identifying gaps and improvement areas.
regime, TMP, market situation f. Compliance of regular inspection plans
identification and c. Planning and including thickness monitoring, CUI, timely
addressing execution of ATA actions closure.
chronic issues as per plan g.Study for improvement in air filtration system
d. Execution of for HNO3 plant
approved CAPEX h.Installation of defogging system for GTGs
projects and i. Major inspections of GTG 01 and CCI of GTG
other jobs related 03.
to plant j. Overhauling of major machines at Ammonia
reliability. plant including 103 JAT
e. Meet Reliability k. Execution of approved CAPEX projects for
KPIs >= 70% (PRF) reliability improvement.
l. DCS phase wise implementation
m. GTGs Excitation system fault
rectification and reconfiguration
n.Revival of cold box purging system (Ammonia)
o.Installation of two new tube wells to mitigate
depleting well water resources.
p.Phase wise repair and replacement of Cold
and Hot Insulation at plants.
q.Repair / replacement of critical isolation
valves at different plant.
r. Ensure adequate spares inventory for reliable
plant operation as per budget availability
s. Civil structure rehabilitation Phase III

3. Special Projects a.Improvement in Mari Gas Project Phase - 1 10% Q4

 Focus on Mari energy index as a. Complete pre-commissioning and
Gas Project, project scope. Commissioning of Compression and
special projects b.Consistent Product Dehydration facility by end Jan
and other related quality  Get OGRA license, sign GSA with MPCL
to Energy parameters. by end Jan
conservation, c. Plant Capacity
improved enhancement  Get SNGPL approval for capacity
product quality, studies allocation, sign GTA by end Jan
and revamp  Get additional 15 mmscfd domestic or
studies RLNG gas to operate the PFL plant at
low load
Phase-II (40 mmscfd Deep gas):
 Complete engineering and selection of
the process design by end Jan
 Award MOU by 3W, Feb for Engineering
and supply
 Acquire adequate land at Mari gas site
 Award all contracts and seek all
regulatory approvals by mid March
 Mechanical completion and
Commissioning within 2019

a. Implementation of modifications in
Convection section of reformer.
b. Feasibility study for NA and NP capacity
enhancement projects
c. Continued efforts to improve CAN PQ
targeting export market, thru trial runs,
hardware improvements, etc.
d. Continued work on small projects for energy
conservations thru exploring opportunities.
Units to engage people to generate new
ideas & implement and present their efforts
on quarterly basis with demonstrated
savings.

5 Synergizing group a. Sphera project: a. Continue with synergizing efforts thru close 15% Q4
efforts to achieve Development of liaison with other group fertilizer sites.
Excellence in common coding b. Common coding of spares as per agreed plan
Operations, HSE, b. 5-10% saving c. Continued work on common procurement
Admin, focusing thru opportunities on group level for general
on resource procurement on items like filters, gaskets, packings, etc.
optimization, group level Identify more venues thru collaboration with
cost control, c. Implementation on synergy forum.
training, of 10 years d. Budgetary controls
adoption of best rolling plans. I. Quarterly review of OPEX and CAPEX
practices, d. Compliance to budgets to meet business needs and plans.
participation in stretched eAM II. In-time execution of CAPEX plans to yield
CSR activities, KPIs. intended benefits.
etc. e. Scrap disposal as a.Improve operational/maintenance practices
per plan to control/ improve consumption indices,
f. Phase 2 for service factor, MTBF of problematic
Hunar project equipment.
g. O.T to be kept b.Include more KPIs for eAM to monitor and
within 30% with improve maintenance productivity, resource
lean manning utilization, maintenance history, etc.
h. Completion of c. Improve work practices / process in all areas
colony uplift thru benchmarking within and outside Fatima
project group.
i. Communication d.Improve transparency thru periodic audits of
meetings with work processes
employees on a. Improve general house-keeping and outlook
quarterly basis of plant thru painting, landscaping,
insulation repairs, leakage controls
b. Strengthen practices for JCC at unit level
c. Continued efforts on scrap disposal.
d. Development of scrap yard
e. Execute and complete Colony uplift project
as per approved plan. Also work on improved
cleanliness, landscaping, painting, essential
repairs of houses, roof treatments, etc.
f. Improvement in plant outlook thru painting
of buildings, admin building outlook, car
shed extension, etc. within budgetary
provisions.
g. Enhance social activities involving
community for people engagement/
motivation, thru improvement in club
facilities, participation in healthy community
activities like fun fair, celebration of national
days/ celebrations, and improve awareness
on safety / environment issues.
h. Enhance interaction with outside community
thru CAER program
i. Upfront working for Laboratory ISO-17025
certification
j. Improve plant security apparatus security
upgrading project phase-III subject to
approval.
k. Improve people engagement thru open
comm. at staff and management level.
l. Successful handling of CBA, external / GOP
 interfaces and security affairs.
m. Handling of legal cases as per risk/priority
matrix

CSR initiative:
a.Phase-2 of Hunar Technical school subject to
approval of funds
b. Awareness sessions for own and local
community on health related issues.
c. Operation of Al-Shifa Dispensary

Cost Optimization
a.Optimize spares cost thru local fabrication,
exploring non-OEM quality suppliers,
common procurement under synergy forum
b.Plan and implement local fabrication efforts
after induction of required resources. Utilize
group resources as well. All Savings to be
properly evaluated and documented.
c. Improve control on Over-time and keep it
within 30% limit (overall). Try to further
reduction after phase 2 manning induction
d.Green Office culture to be enhanced to
conserve energy/resources.

6. People a. Quarterly a. Implementation of IDPs for potential 30% Q4

Development performance successors and periodic reviews. Provide
reviews of IDPs coaching/ guidance and further challenging
b. Updated opportunities
potential b. Update succession plans, identifying
assessment, potential successors at all key positions
succession, and incorporating phase out plans, prepare and
phasing out plans implement development plans for identified
c. Achieve Training successors for both management and staff
KPI of 60 Man- c. With revised manning numbers, optimize
hours/person/yr resource utilization, ensure new inductees
(40hrs for safety getting necessary orientation/ trainings/ skill
and 20 hrs for certification to quickly take assigned
Technical) responsibilities.
d. Development of d. Provide opportunities for participation /
JQP, starting with presenting papers in international forums
operational staff e. Develop and implement training programs as
e. Revised skill per LNA/ DNA exercise
certification f. Development of young talent thru further
program. strengthen GTEs and Trade App. Training
programs, providing challenging learning and
community engagement opportunities and
identifying high performers.
g. Work with HR to develop proposals for talent
retention.
h. Collaboration with L&D center for
synergizing training efforts, identify group of
trainers from PFL for L&D center, modify
more training manuals as per ISO
requirements.
i. Develop JQP models for different levels in
Ops/maint. for formal approvals.
j. Handling, amicably, staff related issues
including pending promotions, salary
rationalization, enhancement of certain
benefits like panel allowance.
k. Explore more venues for people
engagement/ team work like donut sessions,
communication meetings, etc.
l. Develop objectives of staff employees,
starting with supervisory group