IT is all about the company profile and manger profile of pso.

2. COMPANY PROFILE
 Pakistan State Oil is a Karachi-based Pakistani
state-owned multinational petroleum
corporation.
 Involved in marketing and distribution of
petroleum products.
 It has a network of 3,689 filling stations.
 3,500 outlets serve the retail sector and 189
outlets serve bulk customers.

3. VISION
To excel in delivering value to
customers as an innovative and
dynamic energy company that gets to
the future first.

4. PAKISTAN STATE OIL
Came in to being on January 1,
1974.
Premier Oil Company (POCL).

5. LOCATION
 Head office Address:
PSO House,
Khayaban-e-Iqbal, Clifton,
P.O.Box 3983,
Karachi 75600, Pakistan.
 Islamabad
ZTBL Building,
Zero Point G-/1,Islamabad.

6. KEY PEOPLE
MD & CEO
 Mr. Sheikh Imran ul Haque is the MD & CEO of the
company.
 A magna cum laude Mechanical Engineer graduate with
Master of Science in Industrial Engineering.

7. CHAIRMAN
 Mr. Sohail Wajahat Siddiqui is the Chairman of
Pakistan State Oil’s Board of Management.

8. PRODUCTS
Oil.
Natural gas.
Petrochemicals.

10. FINANCIAL FACTS
 Revenue ▲PKR 1.4 trillion (2014)
 Net income ▲PKR 42.0 billion (2014)
 Total Equity PKR 100 billion (2014)

11. MARKET SHARE
 PSOs share in the high speed diesel (HSD) market
rose from 50% - 57%.
 Their share in MOGAS remained stable at 50%
despite hard competition in the market.
 The Company's share in the lubricants market also
rose from 16% - 28% amongst OMCs across
Pakistan within a time of just three months.

12. CONTD..
 PSO reported that they hit the highest point
quarterly after tax earnings of Rs 7.8 billion
in comparison to Rs 4.3 billion during same
period last year.
 Witnessing a growth of 81%.

13. PERSONNEL
 3,000 employees serving the
company.

14. COMPETITORS
Shell Pakistan.
Caltex.
Total Parco.
Attock Petroleum.

15. OBSTACLES
 Rising Oil price in the global market.
 New employees are displeased with the operational
conditions of the company.

16. OVERCOMING OBSTACLES
 As alternative to fuel, Pakistan State Oil developed
Ethanol which would be available at reasonably a
lesser amount of price.
 Pakistan State Oil is initiating customer friendly
environment at its petrol pumps: contracts with
United Bank Limited and Pizza Hut were
developed.
 Pakistan State Oil develops environment friendly
products that emit less smoke.

17. PROBLEM IDENTIFICATION
 Pakistan State Oil was bringing up the rear to
its market share, the overall performance of
the company before the year 2000 had been
sliding downwards.
 Had no sound business model to take on
short and long term business planning
supported by proper capital budgeting
system.

18. Quality of its goods was continuously
on its last legs. Shell earned a big
name in quality then.

19. RECOMMENDATIONS
Alternative for Fuel
 We can see the inflationary drift in the market and the prices of oil
are very high in the international market nowadays.
 People prefer to use alternatives of petrol and other fuels such as
diesel which could be of low price. In Brazil, ethanol is used in place
of fuel in vehicles and cars.
 People could get high quality products at reasonably low prices.
HRM Department at Every Office
 Human resources are a great asset for any company and companies
undertake effective measures to look after their greatest asset.
 HR is important in each and every office or division of the company
in every city but things are different at Pakistan State Oil, the
employees are not satisfied with this thing because they complaint
that for every problem related to Human Resource we have to write
to the manager at head office in Karachi.

20. CONT..
Motivation for Employees
 During interview with the senior officer at Pakistan State Oil we
came to know that (Personal communication, May 05, 2008)
engineers at Shell and Caltex are getting starting salary of Rs.
40,000/- but at Pakistan State Oil they got almost Rs. 20,000/-
which is a big difference that is why turnover rate was high here.
Constructive Environment for
Managers
 The environment which is provided to managers at Pakistan State
Oil is not favorable due to presence of managerial and clerical
staff at the same place.
 Managers have to take decisions and undertake projects which
require great attentiveness at work but the non-managerial staff
creates hustle-bustle and disturbs the environment

22. LEWIN'S CHANGE PROCESS
 Unfreezing: Reducing the forces that are striving
to make status quo
 Moving: Developing new behaviors values and
attitudes
 Refreezing: Introducing of new systems and
procedures.

24. CONCLUSION
 Pakistan State Oil has earned a huge oil marketing
company but due to definite reasons, the manager
of the company brought some changes in it.
 As we have seen that these changes proved very
fruitful in the way to development and increasing
the market share and profitability of the company
so one can say that the turnaround strategy of
Pakistan State Oil was very effective.
 If we see at Pakistan State Oil one can conclude that
change was sudden unfreezing step was not so
properly done. Yes, moving was quickly processed
and finally refreezing was done. But more emphasis
of change was on refreezing than other two steps, so
the Lewin's change process model is the suggested
model for Pakistan State Oil.

25. CONT..
 Human Resource Development became one of the
main priorities on the company’s agenda under this
corporate reform.
It is due to this effective execution of corporate
reform and consistent application of the best
industrial practices and business development
strategies, that PSO has been able to uphold its
market leadership in a highly competitive business
environment.