1. Larry E.Greiner model of organization evolution &
revolution
This diamention modeldevelopedby professoremeritus Larry Greiner from
may_june in 1998 that how and why an organization are unable to grow
and modelis based on certain assumption about an organization
development
The growing organization move through five distinguishable phases
of development each of which contains a relatively claim period of growth
that ends with a management crisis .He argues moverover, that each
phase is strongly inflused by pervious one a management with a sense of
its own organization”s history can anticipate and prepare for the next
developmental crisis
Greiner dimension of organization development
1.Age of organization
2.Size of organization
3.Stage of evolution
4.Stage of revolution
5.Growth rate of Industry

2. Oil and Gas Development
Company Limited
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 Balochistan. This discovery generated immense interest in
exploration and five major foreign oil companies entered into
concession agreements with the Government.
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
demand for gas was non-existent. With exploration activity at its
lowest ebb several foreign exploration contracting companies

3. 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. The Corporation was
charged with responsibility to undertake a well thought out and
systematic exploratory programme 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 programmes.
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

4. 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 Programme (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.).
GDR
In December 2006, the Government of Pakistan divested a further
10% of its holding in the company. The Company is now listed on
the London Stock Exchange since on December 06, 2006.
OGDCL 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.

5. Overview of the Organization
Brief History of Oil & Gas development Company
Limited
Type Public
Traded as
KSE OGDCL
LSE OGDCL
Industry Oil & Gas
Founded 4th
April 1961
Head quarter Islamabad Pakistan
Area served Pakistan
Key people Zahid Muzzafar Chairman
Products Fuel, Natural Gas
Revenue US 4.5 billion in 2015
Total assets 3.93 billion in 2013
Total equity 3.07 billion in 2013
Number of empolyees 11000
Age of OGDCL
OGDCL Goals & Core Values
Core Values
 Merit
 Integrity
 Team Work
 Safety
 Dedication
 Innovation

6. Goals Financial
 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 and responsiveness to
maintain a satisfied customer base.
 Improve reliability and efficiency of supply to the customer
 Be a responsible corporate citizen
Learning & 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.
 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 SOP’s with specific ownerships and
accountabilities

7.  Improve internal business decision making and strategic
planning through state-of-the-art MIS
 Improve internal controls
 Periodic business process reengineering
.
Size of OGDCL development
Our primary objective as a leading Exploration and Production
(“E&P”) Company in Pakistan is to enhance our reserves and
production profile and, ultimately, to maximise value for our
shareholders. In order to achieve this goal, we are seeking to
execute the following strategic goals:
 Accelerate Production Growth: We plan to continue
increasing production growth, which will allow us to utilise
our significant reserves base and capitalise on the
economic growth and energy demand in Pakistan. More
specifically, we plan to increase our average net gas
production from 1,173 MMscfd in FY 2014 to 1,311 MMscfd
in FY 2015; and our average net oil production from 41,330
bpd in FY 2014 to 44,732 bpd in FY 2015.
 Exploit Exploration Opportunities: Our exploration-led growth
strategy is based on increasing our resource portfolio of
large exploration assets and pursuing an early
commercialisation of development projects in order to
enhance our production growth. In FY 2014, we added 29
new licences across the country to our exploration portfolio
and completed eight exploration and appraisal wells and
nine development wells. For FY 2015, we have set targets
for drilling of at least 19 exploration and appraisal wells,
and 16 development wells. Our achieving this target is
dependent on a number of factors, including the security
situation in the area where the well is to be drilled, our
acquisition of necessary land rights in a timely manner, and

8. other factors. The Company has drilled three wells so far
during the current FY 2015. We also plan to significantly
increase our efforts in seismic survey, utilising the latest
technology, in order to build upon our existing technical
understanding of our sizable exploration acreage. In
particular, we plan to increase our 2D and 3D onshore
seismic surveys in FY 2015 to 2,745 L. kms and 2,075 sq.
kms, respectively (of which 1,550 L. kms and 420 sq. kms
respectively, are contingent on our evaluation of the need
and potential value of additional data).While our exploration
activities to date have been predominantly onshore, we are
also increasingly focusing on offshore exploration, which
presents large unexplored opportunities. Our offshore
programme involves working with new and existing
strategic partners. Historically this has allowed us to
increase our in-house technological know-how and share
associated costs and risks in exploration projects. We
recently commissioned CGG, the geosciences firm, to
conduct a study of two offshore exploration licences, and
are currently reviewing their report.
 Pursue International Opportunities: We aim to pursue growth
both organically and through selective international
acquisitions, maintaining flexibility under differing market
conditions. We intend to build upon our technical and
operational expertise in order to increase our chances of
capitalising on new opportunities outside Pakistan. We also
intend to use the knowledge of our producing and
exploration assets in exploring geologically similar fields in
the Middle East, North Africa and Central Asia regions. This
selective acquisition-led growth will be supported by the
financial and transactional experience of our senior
management and will focus on those international
opportunities that involve high-quality assets in our target
basins with value growth potential.

9.  Strive to implement International Best Practice: We strive to
implement international best practices which seek to bring
about an efficient organizational structure and business
processes that are focused on production. The Company
has established an in-house technical services division, the
Petroserv Directorate, which separates technical support
services from core E&P activities. In addition, we strive to
follow international best practice for the maintenance and
quality control of our equipment to ensure uninterrupted
and safe operations. We continuously monitor and evaluate
our performance focusing on continuous improvement in
areas, such as safety of operations, reliability and efficiency
and security of our personnel. We are also subject to
various environmental regulations imposed both by the
Government of Pakistan and provincial governments, which
monitor and enforce rules regarding environmental, health
and safety compliance.
Maintain High Shareholder Returns: We aim to maintain the
attractive returns we have been able to deliver to our
shareholders over the long-term. Our well-established position
within the oil and gas sector in Pakistan and our track record for
project delivery have enabled us to provide shareholders with
stable and growing earnings per share and attractive returns on
capital. Although we expect a short-term decrease in our after-tax
profit margins as a result of increased E&P expenditure, based on
the Company’s successful track record in efficient operations and
achieved production growth, we believe that we will be able to
retain our financial performance and maintain the current levels of
shareholder returns
Stage of OGDCL evolution development

10. During the last five decades, OGDCL has covered significant
distance. It has braved myriad challenges to endorse its position
in the industry today, such as earning the coveted status of a self-
sustaining and self-reliant organization, and embracing a
progressive corporate culture. No wonder today, OGDCL has
attained the benchmark position as an industry leader, in the
Pakistan E&P industry. OGDCL has a strong vision and passion
to contribute to the development of the Country’s E&P sector and
to enhance energy security of Pakistan. With a formidable
presence in the length and breadth of the country, OGDCL is
looking beyond geographical boundaries for E&P opportunities.
Efforts are continuing towards formulation of Joint Ventures with
leading E&P companies both within the country and abroad.
OGDCL has a highly significant role to play in narrowing the
yawning divide between demand and supply of energy in
Pakistan. As we step forth to embrace this daunting challenge, we
do it with vision and commitment. We have a futuristic business
strategy in place, which seeks to promote and protect the
interests of all stakeholders-employees, shareholders, partners,
communities and people.
The Company, equipped with its Strategic Business plan in line
with augmenting energy supply in the Country, has developed
strategies to optimize reserves additions and its production base.
With technical prowess in onshore exploration and production, the
Company has changed focus to a more challenging area i.e.
offshore exploration and tight gas reservoirs. OGDCL is actively
participating in national bid rounds for acquiring more acreages
and gearing to participate in International bidding rounds to work
towards international presence in line with its Vision. OGDCL also
intends to enhance its reserves and to focus on, and strengthen
core business (E&P) functions by incorporating international best
practices and innovative thinking in Company culture

11. Stage of OGDCL revolution develpoment
OGDCL’s under a forward looking management foresees the
organization as not only the leading E&P Company of the country,
but also as a company known for its people, partnerships and
performance in the region. The Company continued with its
strategies of accelerating oil and gas exploration, adding to its
reserves, early development of newly discovered fields and
strengthening of its oil and gas production base in order to
enhance indigenous production of the country and create value
for its shareholders
Human Resources:
During the last 46 years the Corporation has grown into a
technically feasible and commercially viable organization. It has
developed a highly qualified pool of professionals who can
undertake and supervise almost all phases of oil and gas
exploration and production starting from preliminary geological
surveys and culminating in the operation of oil and gas processing
plants
Equipment Base
In order to execute the exploratory and development
programmes, OGDCL has also developed a sound equipment
and operational base which includes drilling rigs, Workover rigs,
Geological Field Party, Seismic parties, Engineering Field
Parties, Gas Gathering and Pipeline Construction Party, Seismic
Data Processing Centre, Geological Analysis Laboratory, Wireline
Logging Unit, Cementing Units and Data Logging Unit.
Good Governance
Initiatives have and are being taken to effectively establish Good
Governance practices through:

12.  Introduction of Code of Ethics and Business Practices.
 Merit - driven hiring
 Performance - driven promotions and appraisals.
 Strict adherence to laid-down rules, regulations and
procedures.
 Development of Policy Statements in the areas of Marketing,
CSR, Risk Management, etc, as a part of its business
principles.
Business Development
Initiatives have been taken to enhance OGDCL’s business
canvas. OGDCL will avail opportunities, to acquire overseas
acreage by buying stakes in existing viable producing fields.
OGDCL is also looking into the possibility of E&P opportunities
and joint venture collaborations outside Pakistan, which would
include swap of assets for reserves acquisition with percentage of
working interest in international market.
OGDCL with an aggressive business development strategy
provides an enabling environment for foreign participation (either
as a JV partner or on a stand-alone basis). The Company is also
aiming at fast-track development of its current and future projects
at an aggressive pace without compromising quality and
transparency

13. Growth rate of OGDCL
: Oil and Gas Development Company Limited (OGDCL) has
achieved 4.6 percent growth rate in production of oil and gas, a
significant increase in exploration and will drill 37 new wells during
the current fiscal year against 17 wells drilled last year.At a
seminar organised by Petroleum Institute of Pakistan (PIP),
Masood Siddiqui Managin Director/Chief ExecutiveOfficer
OGDCL briefed OGDCL was spending Rs 635.273 million which
is 1 percent of OGDCL's net profit after tax. Around 52 percent of
the allocated budget will be invested in Sindh amounting to Rs
329.488 million, 28 percent in Khyber Pakhtunkhwa (KP)
amounting to Rs 177.650 million, 12 percent in Punjab amounting
to Rs 75.921million and 8 percent in Balochistan amounting to Rs
52.214 million. The investment will be made for the welfare ofthe
local communities in health, education and sanitation schemes for
improving their quality of life and livelihood.OGDCL has achieved
92 percent of the settarget by producing 43,298 barrels of oil per
day as heavy rains and flood in Balochistan and Sindh provinces
affected the operations whereas 100 percent of the set target
achieved by producing 981 MMCF gas per day in the first quarter
of financial year 2012-13.OGDCL was concentrating on fast track
basis to develop upcoming projects that is (KPD-TAY) Integrated
Development Projects, Sanjharo Development Project, Uch
Development Project, Jhal Magsi Development Project, Mela
Development Project and Nashpha Development Project.KPD-
TAY Development Project located in District Hyderabad Sindh
after completionof its first phase is producing 110 MMCF gas per
day and after completion of its second phase, 125 MMCF gas per
day will be produced in second quarter of 2013. Sinjhoro
Development Project is ready to produce 20 MMCF gas per day

14. subject to acceptance by Sui Southern Gas CompanyLimited
(SSGCL) and it will add 11 MMCF gas per day by first quarter of
2013.Uch Development Project District Dera Bughti Balochistan
will start producing 240 MMCF gas per day for power generation
of 404-megawatt electricity inthe first quarter of 2014.Jhal Magsi
Development Project, District Jhal Magsi Balochistan will start
producing 16.5 MMCF gas per day to SSGCL by last quarter of
2013.Mela Development Project LPG Plant, District Kohat KPK
will start producing 25 MMCF gas per day in the last quarter of
2013. Nashpha Development Project LPG Plant District Karak will
add 79 MMCF gas per day in first quarter of 2014.
Conclution
 Know where you are in development sequence
 Recognized that limited range of solution
 Realized that solutions breed new problems