human capital
our people our responsibility
Engro Corporation and its partner subsidiaries remain committed to be the best in its safety performance. Over the years we have evolved, infused and integrated a proactive safe working culture throughout our operating environment. Our consolidated and coordinated efforts to bring about a landmark improvement since our inception is now at an advanced level of maturity. Engro takes pride in its process safety and risk management model. We at Engro truly believe in running our businesses on best internationally accepted standards enabling us to manage all sorts of risks animating from our operating environment. Our safety and risk management model resonates a 5 level of protection strategy:
- Corporate Management System
- Internationally aligned HSE Systems
- Will to Improve
- Maintenance Systems
- Audits & Inspections
- Culture of Operational Excellence
human capital
our values
Our hallmark of continued sustenance and success is mapped through continuous value addition to our most important asset, our employees, “Our People”. At Engro, there exists an unceasing commitment to follow the guidelines of our ‘Talent Management Strategy 2014’. A strategy that defines our direction towards developing and propagating an enabling organizational culture that improves diversity and inclusion, employee engagement, our leadership pipeline, inculcates loyalty and instils a sense of pride within our employees.
We are proudly galloping ahead with institutionalizing our core strategic areas to this strategy these areas are Learning and Development, Succession Planning framework, Leadership Development and Top Talent Framework, Diversity and Inclusion and Recruitment and Sourcing. The success of these is measured by a defined set of performance perimeters adaptable to our own working culture and environment. We have continuous monitoring and improvement mechanisms in place that in turn result in optimum desired outcomes. These are achieved by constantly engaging with our people through conducting our annual employee engagement survey. In addition, we also have regular HR audits and training needs analyses/assessments. Thus creating and delivering our desired human capital value through enhanced functional excellence.
In the year 2018, Engro Corp and its subsidiaries had a positive outlook considering our employee engagement survey that averaged 66%. Our human capital function remained on the path of transformation and focused on developing future leadership, top talent and performance management improvements.
The year 2018, can be attributed as the year of transformation with regard to human capital. Engro Corp and its subsidiaries accelerated their efforts in aligning their current human resources management practices, processes, programs and procedures towards a revised set of core values. That an employee at Engro family must be nurtured to have:
- Impeccable character and lives by highest standards of integrity and accountability
- Nurtures passion to serve country, community and company, with strong belief in the dignity and value of people
- Cares deeply about environmental impact and safety of people
human capital
our values
Our revised core values have defined the way human capital transformation will take effect over the years. We at Engro have prioritized two key areas as part of this transformation. These include leadership competency development and performance management framework improvement.
In 2018, we formally launched a comprehensive people transformation journey that will help us create the desired culture to nurture competent leadership for the future. In this transformation journey we have revisited our leadership competency model and performance management framework.
We are also in the process of transforming our ‘Top Talent Program’ as part of the transformation process with the objective of developing our young leaders internally through targeted investment in people development across Engro Corporation and its subsidiaries. We have also made improvements in this program, in selection, program structure, guidelines and governance aspects.
key value inputs
to our human capital performance
- 2332 employees in 2 developed and 6 remote regions of Pakistan
- Talent Management Strategy to impart technical and managerial skills across all subsidiaries.
- Transparent employee engagement through sound ethical and governance structures
- Performance indicators, HR Audits, Employee training and awareness programmes.
- Safety performance management, standardization and KPIs assessment through continuous monitoring and Improvement
key value outputs
to our human capital performance
- Engro Leadership Academy established at Karachi School of Business & Leadership (KSBL) in 2018
- Leadership competency and performance enhancement
- 22 trained facilitators on leadership and performance management
- 100% return to work post maternity for women
- Average employee engagement this year is around 66% which is an increase by 2%
- 22 average training hours per full time employee
human capital
Excellence in the field of Health and Safety Performance
All Engro subsidiaries based on their specific work environments are certified with OHSAS 18001:2007 Occupational Health and Safety standard. A selection of Engro Corporation subsidiaries depending on their operating environment are also certified with DuPont Occupational Health and Industrial Hygiene (OHIH), Process Safety Management systems(PSM). It is important to note here that we are also one of the few corporates in Pakistan to achieve British Safety Stand ards 4 star rating.
