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5/28/2013
OGDCL
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Internship Report
Submitted By:
Sibte Hassan
MBA- 7B
Submitted to:
Mr. Hafiz Mushtaq
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Executive Summary
I did internship at OGDCL as a compulsion for my MBA degree from Bahria University. It is
a necessity for every student to do internship with any organization relevant to their subject
of studies. This stipulation is a way of familiarizing the students with the practical world
which they intend to enter after completion of their education. During the tenure of my
internship I got an opportunity to understand the organization and apply my knowledge and
theoretical concepts in a better manner. This report precisely states my experience
The following report has been written on the format provided by the university
administration. It initiates with an introduction of the companys background and proceeds
with its contribution to Pakistans economy.OGDCL forms the industrial base of our country
and plays a dominant role in energy generation activities to support the nation on the whole.
This sector dates back to the creation of Pakistan and ever since owing to its importance it
has been pampered by all sectors of production
I interned in the production department of OGDCL and this report elaborates my experience
and understanding of the production soft wares, marketing issues and human resource
requirements of the company. I have also talked about the financial standing and progress of
the industry. Operational, HR and market analysis all show positive results and bright future
of the company in the following industry of our country. Other than a few pits that I
discovered which include lack of use of modern technology, bureaucratic, hierarchical
structure and nepotism the overall analysis of the company depicts a very positive andinfluential picture which is why it has been profitable over the years.
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Table of Contents
Vision ................................................................................................................................. 1Mission ............................................................................................................................... 1OGDCL Core Values ......................................................................................................... 1
Corporate......................................................................................................................... 3 Exploration & Production (E& P)................................................................................... 3 Technical Services. ......................................................................................................... 3The Executive Director Exploration: ..................................................................................... 3Executive Director Drilling: .................................................................................................. 3Executive Director Admin: .................................................................................................... 3Executive Director Corporate Affairs: ................................................................................... 3
Financial Goals .................................................................................................................. 6Customers .......................................................................................................................... 6Learning and Growth ......................................................................................................... 6
Internal Processing Goals ...................................................................................................... 7o Accelerate Production Growth:....................................................................................... 7o Exploit Exploration Opportunities: ................................................................................. 7o Maintain Low Cost Operations: ...................................................................................... 7o Pursue Selective International Expansion:...................................................................... 8o Implementing International Best Practice:...................................................................... 8Decentralized Organization Structure .................................................................................. 13Technological advancement ................................................................................................. 13
Planning and forecasting .......................................................................................................... 13Recruitment policy ................................................................................................................... 14Training and Empowerment .................................................................................................... 14Less governmental influence ................................................................................................... 14Marketing ................................................................................................................................. 14Bibliography .......................................................................................................................... 15
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CompanysIntroduction
OGDCL is the national oil & gas company of Pakistan and the flagship of the countrys E&P
sector. The Company is the local market leader in terms of reserves, production and acreage,and is listed on all three stock exchanges in Pakistan and also on the London Stock Exchange
since December 2006. The Company is all set to ride the wave of E&P activity, equipped
with its Vision & Mission, Business and Strategic Plan, a debt-free and robust balance sheet
and healthy cash reserves. The Company is ready to take on the challenges of a volatile E&P
industry.
Vision
To be a leading multinational Exploration & Production company
Mission
To become the leading provider of oil and gas to the country by increasing
exploration and production both domestically and internationally, utilizing all options
including strategic alliances.
To continuously realign ourselves to meet the expectations of our stakeholders
through best management practices, the use of latest technology, and innovation for
sustainable growth, while being socially responsible.
OGDCL Core Values
Core Values
Merit
Integrity
Team Work
Safety
Dedication
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Organizational Structure
All policy related issues are dealt by the board of Directors that is headed by a non-executive
Chairman and a full time Managing director. The general direction, policies and affairs of the
Company vests in a Board of Directors, which consists of 01 Chairman, 10 Directors and 1
managing director (MD). The OGDCL has been re-organized during the last few years; it
now operates much purely as Oil Company does. Emphasis is on Professional Competence
and getting things done. OGDCL can broadly be divided in to following three companies:
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Corporate Exploration & Production (E& P). Technical Services.
The whole organization has been streamlined on the functional basis and it has emerged as an
efficient unit, while speed and competence are its Hall Mark. It is now divided into separatedepartments and each department is in a position to work independent business unit.
For effective operational activities, different Executive Directors
performs followingactivities in consultation with General Managers, who are assisted by the
concerned Departmental Managers:
The Executive Director Exploration:
Supervises all the geophysical and geological and exploration activities and is assisted by
different Manager.
Executive Director Drilling:
When a potential oil or gas field has been identified through seismic surveys, it is then drilled
to assess the quality and quantity of the deposits. This process is achieved through drilling.
ED (Drilling) is responsible for all the drilling activities carried out by OGDCL in the
country.
Executive Director Admin:
It is responsible for management of personnel. The administration department manages all
the activities from recruitment to training and development.
Executive Director Corporate Affairs:
Looked after the activities of planning of different development program and monitor the
implementation of that program. It coordinates with all the department of OGDCL
and prepares a strategic plan for the activities of OGDCL. This department is also liaison
between OGDCL different Ministries.
Company History
Prior to OGDCL
Prior to OGDCL's emergence, exploration activities in the country were carried out by
Pakistan Petroleum Ltd. (PPL) and Pakistan Oilfields Ltd. (POL). In 1952, PPL discovered a
giant gas field at Sui in Baluchistan. This discovery generated immense interest in
exploration and five major foreign oil companies entered into concession agreements with the
Government.
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During the 1950s, these companies carried out extensive geological and geophysical surveys
and drilled 47 exploratory wells. As a result, a few small gas fields were discovered. Despite
these gas discoveries, exploration activity after having reached its peak in mid-1950s,
declined in the late fifties. Private Companies whose main objective was to earn profit were
not interested in developing the gas discoveries especially when infrastructure and demandfor gas was non-existent. With exploration activity at its lowest ebb several foreign
exploration contracting companies terminated their operation and either reduced or
relinquished land holdings in 1961.
Establishment of OGDC
To revive exploration in the energy sector the Government of Pakistan signed a long-term
loan Agreement on 04 March 1961 with the USSR, whereby Pakistan received 27 million
Rubles to finance equipment and services of Soviet experts for exploration. Pursuant to the
Agreement, OGDC was created under an Ordinance dated 20th September 1961. TheCorporation was charged with responsibility to undertake a well thought out and systematic
exploratory program and to plan and promote Pakistan's oil and gas prospects.
As an instrument of policy in the oil and gas sector, the Corporation followed the
Government instructions in matters of exploration and development. The day to day
management was however, vested in a five-member Board of Directors appointed by the
Government. In the initial stages the financial resources were arranged by the GOP as the
OGDC lacked the ways and means to raise the risk capital. The first 10 to 15 years were
devoted to development of manpower and building of infrastructure to undertake much larger
exploration programs.
Initial Successes
A number of donor agencies such as the World Bank, Canadian International Development
Agency (CIDA) and the Asian Development Bank provided the impetus through assistance
for major development projects in the form of loans and grants. OGDC's concerted efforts
were very successful as they resulted in a number of major oil and gas discoveries between
1968 and 1982. Toot oil field was discovered in 1968 which paved the way for furtherexploratory work in the North. During the period 1970-75, the Company reformed the
strategy for updating its equipment base and undertook a very aggressive work program. This
resulted in discovery of a number of oil and gas fields in the Eighties, thus giving the
Company a measure of financial independence. These include the Thora, Sono, Lashari,
Bobi, Tando Alam & Dhodak oil condensate fields and Pirkoh, Uch, Loti, Nandpur and
Panjpir gas fields which are commercial discoveries that testify to the professional
capabilities of the Corporation.
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Transition to a self financing entity
Noting the Company's success, due to major oil and gas discoveries in the eighties, the
Government in July 1989, off-loaded the Company from the Federal Budget and allowed it to
manage its activities with self generated funds.
The financial year 1989-90, was OGDC's first year of self-financing. It was a great challenge
for OGDC. The obvious initial target during the first year of self-financing was to generate
sufficient resources to maintain the momentum of exploration and development at a pace
envisaged in the Public Sector Development Program (PSDP) as well as to meet its debt
servicing obligations. OGDC not only generated enough internal funds to meet its debt
obligations but also invested enough resources in exploration and development to increase the
country's reserves and production.
Conversion into Public Limited Company
Prior to 23 October 1997, OGDCL was a statutory Corporation, and was known as OGDC
(Oil & Gas Development Corporation). It has been incorporated as a Public Limited
Company w.e.f. 23 October 1997 and is now known as OGDCL (Oil & Gas Development
Company Ltd.).
Financial Analysis
During the period under review, OGDCL continued to deliver strong financial results in line
with its business strategy to enhance oil & gas production and create value for the
shareholders. Financials for the reporting period exhibit growth of 19% and 9.3% in the
Company's Sales Revenue and Profit after Taxation surging to Rs 169.091 billion
(9M 2011-12: Rs 142.035 billion) and Rs 75.671 billion (9M 2011-12: Rs 69.245 billion)
respectively. These improved results led the Company to report an Earnings per Share of Rs
17.59 (9M 2011-12: Rs 16.10) indicating business sustainable growth and sound financialposition.
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OGDCL's robust financial performance witnessed during the nine months ended 31 March
2013, has been substantially driven by increased production in the Company's major product
mix. In addition, increase in realized prices of gas and LPG, averaging at Rs 264.40/Mcf and
Rs 81,018.49/M.Ton compared with Rs 222.44/Mcf and Rs 77,467.49/M.Ton respectively
during the preceding period last year, also contributed positively in the Company's financialgrowth. Furthermore, higher other income owing to increase in interest income on
investments & bank deposits, mainly accrued interest on investment in Privately Placed Term
Finance Certificates, and exchange gain is another prime factor assisting the Company's
improved financial performance. However, the Company's profitability was adversely
impacted by decrease in the realized price of crude oil and increase in the Company's
exploration & prospecting expenditure on account of three (3) wells declared dry &
abandoned in addition to unsuccessful drilling (including side tracks) in the current period
against no dry wells in the corresponding period.
Dividend
The Board of Directors has recommended a third interim cash dividend of Rs 1.75 per share
(17.5%) for the financial year 2012-13. This is in addition to the first and second cumulative
interim cash dividend of Rs 3.75 per share (37.5%) already declared during the year.
Goals of OGDCL
Financial Goals
Build strategic reserves for future growth/expansion
Growth and superior returns to all stakeholders
Double the value of the company in the next five years.
Make investment decisions by ranking projects on the basis of best economic
indicators
Maximize profits by investing surplus funds in profitable avenues
Reduce cost and time overruns to improve performance results.
Customers
Continuously improve quality of service to maintain a satisfied customer base.
Improve reliability and efficiency of supply to the customer
Be a responsible corporate citizen
Learning and Growth
Motivate our work force, and enhance their technical, managerial and business
skills through modern HR practices.Acquire, learn and apply state-of-the-art technology.
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Emphasize organizational learning and research through effective use of
knowledge management systems.
Fill the competency gap within the organization by attracting and retaining best
professionals.
Attain full autonomy in financial and decision making matters.
Internal Processing Goals
Evolve consensus through consultative process inter-linking activities of all
departments
Excel in exploration, development and commercialization
Be transparent in all business transactions
Synergize through effective business practices and teamwork
Have well-defined SOPs with specific ownerships and accountabilities
Improve internal business decision making and strategic planning through state-of-the-art MIS
Improve internal controls
Periodic business process reengineering.
Strategic Objectives
As the leading exploration and Production Company in Pakistan, OGDCLs primary
objective is to enhance its reserves and production profile and ultimately maximize value for
shareholders. In order to achieve this goal, the Company seeks to execute the following
strategies:
o Accelerate Production Growth:by continuing to accelerate production growththrough utilizing cutting edge technologies, allowing the Company to utilize its
significant reserves base and capitalize on the strong economic growth and
accelerating energy demand in Pakistan.
o Exploit Exploration Opportunities:by building the Companys future reservesportfolio through its large onshore exploration acreage. During the fiscal year 2008-09target of drilling is 52 wells.
o Maintain Low Cost Operations: OGDCLs operating environment, namely thegeographic concentration of its reserves base within Pakistan, will be a major factor in
allowing it to control its low cost structure. Within Pakistan, the Companys leading
position also enables it to access economies of scale across its significant reserves
base and operations.
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o Pursue Selective International Expansion: while domestic expansion remainsOGDCLs core focus, the Company intends to grow and diversify its portfolio
through selective international expansion in the medium to long-term.
o Implementing International Best Practice: by ensuring an efficientorganizational structure and business processes that are focused on core production.As part of our restructuring plan, OGDCL has established an in-house technical
services division, the Petroserv Directorate, which separates technical support
services from core E&P activities.
Technology
Technology is the making, modification, usage, and knowledge of tools, machines,
techniques, crafts, systems, methods of organization, in order to solve a problem, improve a
preexisting solution to a problem, achieve a goal, handle an applied input/output relation or
perform a specific function. It can also refer to the collection of such tools, machinery,
modifications, arrangements and procedures. Technologies significantly affect human as well
as other animal species' ability to control and adapt to their natural environments.
Sectors OGDCL is working in
Oil exploration
Gas exploration
Drilling Operation Services
Process & Plants
Reservoir management
Management of non operated joint ventures
Construction & Engineering Support Services
Over hauling of large equipments in house and outhouse
Strategies of OGDCL
Business strategy
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OGDCL being a government organization has a monopoly in the energy and production
sector in Pakistan. It was one of the first organizations of its kind established in the 1980s in
Pakistan. Because of its vast and rich background the company has a monopoly in the
industry in Pakistan. Even its competitors are bound to collaborate with OGDCL in certain
areas or projects as per the laws and regulations of government of Pakistan. How ever sincethe company has transformed itself into a public limited company they are using a multiple
approach business strategy for the success of their business operation. The main aim of any
public limited company is to maximize wealth for their shareholders so in order to achieve
this objective the new management and board of directors are more aggressively pursuing the
multi approach business strategy.
Differentiation Strategy
The acceleration of production growth strategy is not as simple as it sounds. However the
company wishes to continue to accelerate production growth through utilizing its cutting edgetechnologies, allowing the Company to utilize its significant financial and non financial
reserves. The company also aims to capitalize on the strong economic growth and demand for
energy in Pakistan. An energy crisis is one of the major business opportunities where the
business can earn abnormal profits if catered for on time.
The company also aims to target the offshore drilling sites which it currently is not doing. Its
competitors and foreign firms with their advance technology are already exploiting these
offshore sites for oil and gas exploration.
Cost Leadership Strategy
The business strategy of maintain low cost operations in the company is the vision of the new
management director. Due to the economic crises and rise in dollar prices the operational cost
and raw material cost of the company is touching the sky. This leads to a rise in the final
price of the product. Even though the demand for their product is intangible but it still
negatively affects the demand for the product. However OGDCLs operating environment,
namely the geographic concentration of its reserves base within Pakistan, will be a major
factor in allowing it to control its low cost structure. Within Pakistan, the Companys leading
position also enables it to access economies of scale across its significant reserves base and
operations.
Under the low cost operations OGDCL plans to take certain steps to achieve it. They are
explained as the following;
1. Reduce cost on sites:The company plans to reduce cost on its drilling sites by an effective and efficient local
partnership. As to where ever the rigs are and the drilling operations are being conducted the
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food and other related supplies should be available locally rather than transportation of those
supplies from the central warehouse which will reduce a lot of cost.
2. Lean management system:Under the lean management system the company has lay off a number of employees from
permanent pay roll and converted some jobs into contractual nature in order to reduce the
fixed expense of the company.
3. Acquiring of high technology:The company plans to acquire high technology drilling systems and equipment which is
available to its foreign competitors in Pakistan. By the adoption of cutting edge technology
the company would be able reduce is average costs and hence have a greater profit margin;
Though it is understandable that the initial cost of high technology would be a lot.
4. Buying of new rigs rather than leasing:The company at certain stages has to make a tradeoff between purchasing an oil or gas
drilling site or leasing it for a certain period of time for drilling and exploration. Usually the
drilling of the site and exploration is a process of years. Since the company is government
owned so it has an edge of purchasing land at lower price than market which the foreign
companies dont. The advantage of buying the rigs would be tremendous to the company as
one time cost of the land would be paid and then future profits will be earned at minimal
operational costs until the life of the well which is on average 20-30 years.
Failure of Achieving Rewards
The portfolio that OGDCL has and the future prospects available to the company along with
its existing vast and efficient infrastructure the organization is not achieving the heights that a
company of its standards and market position that is monopoly should achieve.
There are a number of internal and external reasons due to which the company has not been
able to transform its vision and business strategies from paper to reality. On paper the
strategies are commendable but on ground reality the story is different.
Internal reasons:
.
Internal corruption
o When it comes to procurement of material or machinery for a certain projector otherwise the procurement is not transparent. Which leads to hundreds of
thousands of rupees corruption since the equipment is expensive.
Merit
o The employees hired even at the lower level are all political appointmentssince its government organization. The hiring process in majorly based on
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reference (unofficially) which leads to induction of employees who are below
merit for the job leading to less efficient work force.
Check and balance
o Internally in the organization the check and balance system is below averagedue to which the employee or employees do not get the adequate punishmentthey deserve for any malicious activity conducted. Along with that the rewards
issued to people are also on the basis of favoritism which lowers the moral of
the people who work hard and honestly.
Inadequate equipment
o As far as safety equipment is concerned the company lacks far behind ofinternational standards for safety of their engineers and workers on the rig
while they are involved in the drilling activities. This causes many accidents in
a year.
Pay scale / perks
o Salaries to the top management are unaudited and some of them are paid morethan they deserve along with the lavish privileges. Whereas the honest and
hardworking sometimes do not get adequate pay this leads to de motivation
and hence low efficiency.
Ignorance to work fast
o The pace of administrational and clerical staff in the organization is extremelyslow due to which the whole process gets delayed if an approval is requested
from the site. This delay is not only in times it has a trickledown effect on per
day wages, rig rent and other resources which are in millions.
External reasons:
Government politics
o The government is not stable in Pakistan. Due to frequent changes over thelast two decades in the government system of the country every government
wants to appoint their representative as the head of OGDCL, even though it is
an autonomous body. A frequent change in administration reduces efficiency.
Rise in crude oil prices
o The rise in crude oil prices means a drop in the profit margin of the company.Hence the operational costs of the company rise and it finds it difficult to
achieve its cost leadership and differentiation strategy.
Security reasons
o Most of the trained engineers are highly paid foreign professionals or evenlocal. They have to be taken to the rig sites for drilling purposes. The wells are
located in unsettled areas of Pakistan where security is at threat all times.
Security being a major reason due to which engineers hesitate to go or dont
go. Even the company has to close its operations in certain areas due to these
things.
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Corruption
o Corruption not only exists internally in the company but due to its weakmanagement its joint ventures with other companies is also a set back with the
company. The work that is outsourced is granted on under the table kick backs
to the top management without merit. Resulting in poor performance.International pressures
o Since oil and gas are referred as black gold its one of the worlds mostdesirable natural resources. So the company faces international pressure from
Iran, India and Dubai being direct competitors in the similar industry, to
reduce Pakistans oil and gas exploration and production.
Business Challenges and Risks
OGDCL is exposed to the following operational and non-operational risks that can
unfavorably affect its operations and financial performance.
o Crude oil priceo Environmental riskso Exploration and drilling riskso Exchange rateo Law and ordero Legislationo Reserve Depletiono Under performance of oil and gas field
Future Prospects of OGDCL
Future prospects are always green and great in oil and gas sector because the drilling and
rigging on shore and offshore never stop. As per the website of OGDCL following are the
future development projects they will pursue. This information is on the website for their
existing shareholders and potential investors.
Nur/Bagla development project
Nur/bagla gas condensation field
Maru and Reti gas field
Jakhro gas condensation field
Sara west gas fields
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Recommendations
We put forward following suggestions and practicable remedies to improve the existingperformance.
Transparency and Corporate Governance
There has been an initiative to inculcate transparency and accountability as well as
CSR (corporate social responsibility) activities like funding education and healthcare.
There should be a proper monitoring and control system in the organization.
Corporate governance is manipulated with political pressure OGDCL should improve
transparency to and eliminate or reduce corruption, funds fraud and money laundering
Doing so would improve stakeholder image of the firm and also encourageinternational investments and interest in the company resulting in appreciation of its
share price
Decentralized Organization Structure
At the moment the organization is very centralized the decision making takes a lot of
time. Approvals, Project evaluations stay a long while in the tube to be approved and
worked upon. We recommend that efficiency of the organization can be improved if
they adopt decentralized approach in organizational structure where there is autonomy
to managers to solve and suggest ways to solve a problem this will inculcate creativityand speed in operations. To control and govern the decision making and undue
deviation of employees a clear rule book should be devised which shows the policy
and guidelines regarding all aspects exploration and resource management.
Technological advancement
The most dangerous threat to a capital and fixed asset based organization is the
speedily changing international trends and advancement in technology. The old
technology and methods become obsolete and newer faster more efficient ways are
discovered which not only improve the processes but also reduces the cost of
production adding to the profit margins.
Modern technologies adoption has taken take place in oil and gas industry as well,
OGDCL must take necessary action to acquire modern technologies such as
automation, computerized distribution channels, laser technology to detect oil fields
so that they can compete with international level organization and. Also reduce cost of
extraction and exploration.
Planning and forecasting
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We think that the industry has huge potential to grow and the future demand exceeds
the projected future production levels. The BODs and Management should device
strategies to develop more effective techniques and methods to extract and process
sufficient to meet demand.
Recruitment policy
The companys management should ensure that people they hire are not politically
connected people rather they are the industry and market specialized individuals who
have all the knowledge, skill and expertise regarding the field. They should hand pick
the best students and experts from the world, this would exponentially increase
company internal efficiency and productivity. Favoritism and nepotism should be
avoided.
Training and Empowerment
Although OGDCL has developed its own training and development it should try to
train and invoke creativity in all the employees from semi skilled labor who extracts
to managers related fields. The focus should be innovation, effective utilization of
resources and keeping up with fast paced changing technology .Its not only the
machines the human resource needs to be developed and equipped skill wise to use
and manage technology and innovate for sustainable successes.
Less governmental influence
Government skills and expertise lie in making policies and running the economy.
whereas Oil and Gas technology and industry requires expertise of its related field of
Chemical Engineering, Explorative Technology IT Solutions, Geology And
Geophysics to name a few. The company should distant itself from political affairs
and political pressures and influence and focus more on the future prospects of
growth and development in the sector irrespective of the political power plays and
excessive indulgence.
Marketing
The products services and channels, future potential need to be properly conveyed to
local and international markets In order to compete effectively in the industry. We
analyzed that OGDCL needs to improve its marketing strategy to be a more
aggressive approach.
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