Our core values form the basis of everything we do – from open communication to fostering an environment of trust and guaranteeing the well-being and safety of our people. At Engro, we never forget wat we stand for or our employees.
our core values
has an 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
people strategy
The collective agenda lays out a set of choices we have made for our people in order to help them bring the central idea to life, get us closer to our aspired culture and deliver a differentiated experience. This is also the roadmap to organize our business, ensure our talent is placed where they are most needed, create a truly inclusive place to work that celebrates our diversity and build the skills that are needed to be fit for the future.
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collective agenda
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principle
own talent, own value, own growth
cultivate a strategic business partnering capability to help people drive effective decision-making and improved business performance
raise the P.A.R (policies, analytics, reputation) to “encourage, enable & empower women in our society by consciously focusing on: workplace, marketplace & community
LEAP (learn empower adapt progress) develop current and future Engro leaders by focusing on functional capabilities and leadership behaviors
e4 exceptional employee experience & engagement at Engro
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approach & outcome
- key approach to transformation and embedding agility is through people & technology
- for people, it would entail a mindset change in the organization to be more strategic and adapt quickly to problem-solving. The strength will lie in bringing right initiatives to make the human capital competitive and innovative, focusing on behaviors, capability & structure
- we will have to define and test our own metrics whilst continuing to reflect on our agile journey to learn and adopt
- outcome: impact on operation, business strategy, scalability & culture
At Engro we create opportunities that allow our ‘People’ to drive impact on some of the most important challenges being faced by businesses today and in the coming future. Working at Engro is therefore never considered as a job; it is a purpose that is reflected in our ‘Central Idea’. We understand that the challenges for our businesses in the future will be different from those in the past and we must invest in developing the necessary leadership capabilities to meet those challenges. We know that we can only deliver on our aspirations if we have the best talent on board. Therefore, we have worked on attracting and developing the best people as we aim to enhance and sustain a performance-oriented culture of learning and leadership. This also outlines Engro’s responsibilities towards our most important asset, our ‘People’. Our Central Idea requires us to focus on new business opportunities, which implies that our people need to be more entrepreneurial and innovative for our continued success. In order to effectively navigate through the changing business landscape, in the year 2018 we embarked upon a comprehensive people strategy to rigorously channel all our efforts towards a holistic people transformation journey creating the desired culture for nurturing competent leadership for the future. This journey includes transforming our key people processes and linking each one to the revised leadership competency model, that we continue to strive to deliver on, enhance and complement as our comprehensive people strategy makes its way towards maturity.
year in review - our comprehensive people journey
The year 2020 was extremely challenging for Engro Corporation and its Subsidiaries due to various challenges that rose for the organization because of the ongoing COVID-19 pandemic. Our primary focus remained the health, safety, employability and wellbeing of our workforce. We take pride in managing these complexities with the exhaustive efforts of our ‘People’ facilitators both at head offices and those working at our production facilities spread throughout Pakistan. We are happy that most of our workforce remained safe and productive throughout the pandemic, and thus our businesses remained productive and profitable. This required upscaling our technological avenues and the skill set of our ‘People’. Our average training hours increased by almost 16% to 22 hours in 2020 from 19 hours in 2019. Our conviction on ‘Strength in Diversity’ has also showed progress of 6% as we gave equal opportunity to all candidates, irrespective of gender, religion or background but also worked to enable an inclusive culture that facilitates diversity and inclusion. We hope that under the newly inducted strategic framework of ‘Diversity Ambition’ it will show further progress in the coming years. However, during this year, a very unfortunate isolated event of chlorine leakage also occurred at one of Engro’s subsidiaries’ plant site. The personnel affected were immediately provided with sufficient and appropriate medical treatment. Subsequently, the incident was thoroughly investigated by an independent committee We are pleased to inform that we have achieved significant progress in the closure of the majority of the proposed recommendations. Here, we would like to reaffirm our commitment to safety of our people and operations, and to take all necessary steps to ensure the implementation of the highest safety measures throughout the organization. Our TRIR due to this unfortunate incident has increased marginally to 0.24 in the reporting year 2020 from 0.09 in 2019. Apart from this unfortunate incident all other subsidiaries showed remarkable performance and achieved their overall TRIR targets.
the covid-19 challenge: preserving our present and future
At Engro, our people showed an unwavering resilience to the COVID-19 challenge, at the corporation and head offices of our subsidiaries. A global pandemic required a world class response and hence we immediately instituted Engro Medical Helpdesk to facilitate and update our colleagues on latest medical information as well as provide and coordinate free immediate medical services. We ensured that work from home became the new normal for which necessary technological and other requirements were efficiently and effectively facilitated. We also initiated virtual employee well-being programs encompassing physical, nutritional and emotional initiatives for all of our employees. To address the health and safety concerns and ensure productivity of our employees deputed at various factory locations of our subsidiaries, we devised a two-tier approach that included general awareness programs and establishing stringent set of COVID-19 protocols on the guidelines of World Health Organization and available best practice procedures. This included dedicated quarantine facilities at our various factory locations that have accommodation for workers, safe transition and arrangement of suspected cases with free testing and other facilitation if required, and reducing our workforce for operations and other non-essential staff to 40% in some instance to maintain social distancing while still staying productive at factory locations that do not have essential living facilities.
our people strategy transformation
The key pillars of our people and strategy transformation that are Engaging Talent and Talent Development remained on track in the year 2020 and showed considerable progress.
Our Talent Development outreach stems from our Engro’s Leadership Competency Model (LCM), instilling a sense of responsibility towards our core values. Developing leadership is important at all levels, therefore, to nurture leadership we evaluate our people based on key behavioural indicators and invest in them by developing quality leadership skills through tailored top talent programs. We believe that continuous growth and development of our people is key to surviving in a dynamic, complex and challenging business environment.
The Talent Acquisition practice is now standardized through the revamped TA product program, internship product program, and graduate trainee product program which were launched in the second quarter of 2020 across the Engro Group. Thus, a cohesive and consistent experience for potential candidates was envisioned and delivered. We completely digitized the entire recruitment process with an efficient pre-employment medical process, and safe and virtual operations for large programs such as internship. Furthermore, Engro’s flagship GTE program was fully digitized and rebranded as Engro Enablers.
A well-designed online campaign to enhance Engro’s employer brand was rolled out on all social platforms in 2020. The current young leaders of Engro were the face of the campaign and we received a massive response with over 12,000 applications.
engaging talent
At Engro we promote a healthy competitive and result oriented organizational culture. We recognize and award our best employees with high rewards. Our success is measured by a defined set of performance perimeters adaptable to our working environment. These are achieved by constantly engaging our people with periodic employee engagement surveys and pulse checks, encouraging diversity and inclusion, developing a culture of strong meritocratic focus through concerted efforts placed on recruitment, capability development and employee engagement across varied domains of our operations. We continue to provide an enhanced user experience by delivering the best-in-class operational services to our employees. By leveraging the best technology, we ensured that Engro has the proper people-related operational controls, administrative and reporting procedures, and people systems in place to effectively support the growth, financial strength, and operating efficiency needed for a robust organization.
In the year 2020, in our relentless pursuit of our ambition for a more diverse and inclusive workforce, we launched Thrive, a program that was designed to bring together women from across all subsidiaries and locations. The program focused on women’s capability development and networking so they could build meaningful relationships that they can reach out to for help and support in the future. The program brought together 120 women from Karachi, Port Qasim, Daharki, and Tharparkar.
our performance
key inputs
- 3,592 employees in developed remote regions of Pakistan
- Launched Thrive program, to bring together women employees on a single platform from across all subsidiaries and locations
- Launched Engro Enablers, as a flagship for fresh graduate induction in Engro Corporation and all subsidiaries and digitized our internship program
- The first ever rollout of online campaign to enhance Engro’s employer brand on all social platforms
- 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 outputs
- Average employee engagement has increased by 15% as compared to 2019
- Average training time per employee has increased by 15.7% as compared to 2019
- Approximately 22 hours of average training time per employee across all subsidiaries. Gender diversity ratio in 2020 has leveled up by 6.25% when comparing it with 2019. Total Attrition Rate decreased by 3% and Attrition Rate in women decreased by 8% in 2020 from 2019 respectively
- Our Flagship Engro Enablers attracted more than 12,000 fresh graduate applications
- Engro Vopak completed 23 Years of Safe Operation without LTI (lost time injury) zero TRIR & zero PSER
- Engro Elengy completed 5 years of Safe Operation without LTI (lost time injury) and zero TRIR
average employee’s engagement has increased by 2.5%
average training time per employee’s has increased by 15.7%
gender diversity has increased by 6.25%
vopak completed 23 years of safe operation without LTI, zero TRIR & PSER
major accomplishment during the year
strategic dimensions | goals for 2020 | progress in 2020 | ||||
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effective succession planning | talent development |
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strategic business partnering |
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future ready workforce | learning & development |
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diversity and inclusion | raise the P.A.R (policies, analytics, reputation) to “encourage, enable & empower women in our society by consciously focusing on: workplace, marketplace & community |
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exceptional employee experience |
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fact sheet
total number of employees (%) 2020
total number of employees subsidiary wise 2020
breakup of employees by categories
breakup of employee engagement
average employee engagement
average training time per employee
gender diversity ratio
attrition rate and attrition rate in women
excellence in health & safety performance
All Engro subsidiaries based on their specific work environments are certified with adequate Occupational Health and Safety standards of ISO. A selection of Engro subsidiaries depending on their operating environment are also certified with DuPont Occupational Health and Industrial Hygiene (OHIH), Process Safety and Risk Management (PSRM) and Personal Safety Management (PSM). It is important to note here that we are also one of the few corporates in Pakistan to achieve British Safety Standards 4-star rating.