Petronas CEO Wan Zulkifli said about Efficiency


“This is a good window of opportunity for us to address all the inefficiencies that we have, within the organization and also the Malaysian oil and gas and industry.” Petronas will cut back some capex programs, he said, adding that it has already cut 23 per cent in operating expenditure. Wan Zul said his six-point strategy is as follows:

Cash generation. “What I mean by cash generation is our plants must be running tip-top, running all the time, we must sell our products at the best value we can get, so it has to be all across the value chain.”

Delivering on growth projects. “These include RAPID, floating LNG, more projects in Sabah and hopefully very soon the project in Canada. We need to deliver these projects well, no cost overruns and on time and with good health and safety levels.”

Striking down costs and simplification. “We are reviewing some of the processes that hit across the group.” These include HR, procurement and planning processes.

Investing in technology.

Talent management. “We are not cutting back on talent management spending, but I just want to be sure that the money is well spent and we spend in areas that we really need to spend. We are looking at how we can do this better.”

Improving work culture.“We are teaching the group starting with the senior staff on ways to improve our working culture.”

Wan Zul said oil and gas projects that have already been sanctioned will go ahead. But the company would also ask for rebidding for some of the packages in the RAPID project to reflect lower prices of raw materials. He said the cutback in Petronas capex would have an impact on service providers. “I think there has been retrenchment and downsizing within the service providers.”

“Today, if I look at the number of companies, I think the latest number is around 3,700 oil and gas service providers. But Norway has only about 700, which means many of our companies are small and the industry is very fragmented.

“We are encouraging consolidation. I know it is painful, but I think this is the way to go since by doing so the industry will be more efficient once we get over this challenging period.

Wan Zul said Petronas, with a 51,000-strong workforce, has no immediate plans to lay off its staff. He said some have been redeployed to RAPID.

He said Petronas would continue to hire new staff, but at a slower pace. “The hiring will continue, but maybe at a slower pace. We still need to bring in new people. We have not come to a point where we have to rightsize.”

Read More : http://www.nst.com.my/news/2015/10/steering-through-tough-times

Basically Wan Zul is a man with vision. And his vision is the same like what JobCTRL® is going to offer. He does not elaborate when he said, “Investing in technology“. So what he really means is to implement JobCTRL® in PETRONAS. This is the technology that will help him and PETRONAS in this tough time.

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How to improve resources efficiency


All companies want to improve employee productivity, but how often do they examine their own management practices as a means of attaining it?  Studies consistently show that a disturbingly high number of non-management employees are disengaged, not working at full productive capacity.

Do you agree that if your business produces waste, then there is a good chance you are wasting money! Increasing workplace efficiency is not merely a question of doing more work in less time, it is also a question of focusing, so that you produce quality work with less effort. Learn how an innovative concept will improve individual and enterprise level productivity by measuring and analyzing processes, organizing projects and human resources to build a better aligned workforce with more efficient operation. Wanna know how… Let’s get connected!

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An innovative business solution


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Today is a challenging day. Do you agree?

Businesses are adapting to volatility and uncertainty as a way of life. With the economic outlook and ever-widening range of threats continuing to test even the strongest organization, companies are facing a variety of challenges as they strive to find growth and stay competitive. From improving operational effectiveness, to expanding into new markets, we’re here to help.

We all know that workers need rising living standards over their lifetimes, a balance between the demands of work and family, and workplaces that are safe and fair. We also know that major trends will sweep across and radically change the landscape of workplaces and the makeup of the workforce in the twenty-first century. We all shall details the extraordinary diversity of the workforce, the explosive growth of technology, and the pervasive impact of growing globalization. How will future workers strive for and attain economic security, work-family balance, and safe and fair workplaces?

I do not try to provide all the answers. Instead, it presents the trends, examines their combined implications and asks the questions that we expect will help shape the debate over labor policy for the twenty-first century. Here are some of them:

How do we ensure that workers get the skills they need to succeed in the twenty-first century workplace? Will employers hire and train workers who initially lack skills? What happens to the worker laid off from a manufacturing job at age 55 —does he get training in new technologies or is he stuck in lower-wage jobs like groundskeeper, security guard, and warehouse stock clerk? How do we make sure that people with disabilities have access to the technologies that facilitate their participation in the workplace? How will e-commerce impact employment?

How can workers find the time they need for their families, while at the same time ensuring that employers can get the job done? How do we ensure that those with lower educational levels are not left behind by the digital economy? Will temporary and other nontraditional workers be relegated to permanent second class status, or will temps become more like independent contractors and leverage higher compensation? Will workers increasingly rely on the collective bargaining process to provide higher wages and better benefits?

Will we manage the change in the workforce to society’s advantage? Will global competition lift standards for people working and living throughout the world? Will businesses invest in workers who have been left behind to ensure the nation’s continued prosperity? Will we bring down the barriers to success for all Americans?

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Through the credible information provided by the system, a training, evaluation and motivational system can be developed, in line with the organization’s objectives and corporate culture, to the greatest possible extent. Since everyone can track their own performance, the data collected may not only be used as an impartial and unique evaluation tool, but is also providing the employees with a credible feedback. The information is therefore clear to both parties, and this business solution motivates the employees to keep up with the right level of performance without the need of intervention from part of the supervisors or superiors.

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In many cases, work is not performed in the office, but on an external site. Since the system also runs on smartphones or tablets any working activity can be recorded device-independently and can be also assigned to projects or to tasks. The phone registers the user’s geographical position which, besides the location tracking, allows to build a route record. The application also ensures the separation of the private and work-related calls and the photo capture or image upload functions offer further work documentation options.

View this video presentation.

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Desk Evolution from 1980 till 2015


desk

How from the eighties till now our working instruments and habits are changed, visually, technologically and substantially.

Source: YouTube: DESIGNSPEAKING

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JobCTRL for measuring Efficiency in Workplace


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