Following are among the major achievements over the last three years:
- A charter was negotiated with CBA after 6 years where SSGC was able to bring a cost reduction comparing to the previous charters. At the same time, the Company was able to address major issues related to the CBA. Going forward, the objective is to ensure that no charter remain in arrears.
- A continued Training & Certification program has been implemented for the unskilled workers to equip them with requisite skills with the goal of eliminating long-term retention of employees in un-skilled category. Till date, a total of 800 workers have been trained and transferred to various operational departments within the company.
- For capacity building, internal and external training sessions including leadership trainings have been conducted for Grades 7 and 8, totaling 23,000 training man-days have been achieved till date.
- A total of 250 executives were hired at various levels during the last three years.
- Restructuring of operations and creation of SBU’s was implemented resulting in better accountability and controls. A detailed organizational study was conducted through an external consulting firm.
- Apprenticeship program for workers was initiated for the first time, with the concept of systematically filling the gaps within the company. The participants of apprenticeship program are planned to be inducted at the end of the two-year’ program, subject to passing the exam at the Sindh Technical Board.
- The ELP program, which used to comprise traditionally of ~70 graduates, has been expanded to 200 this year with the idea of rotating the fresh executives in different areas/ functions within the company. Moreover, a specialized program to induct ACCA qualified professionals was introduced for the first time at SSGC in 2022.
- New departments for ‘Fixed Assets’, ‘Operational Finance’ and ‘Insurance’ have been introduced in the Company so as to provide better support to operations.
- Substantial efforts were undertaken by the Management and the BOD for the revision of Company’s ‘HR Policy Manual’ in order to remove the inconsistencies, while making it robust.
- Internal Inquiry and Discipline process was revamped for effectiveness and open cases were closed. A zero-tolerance policy has been implemented against harassment.
- A new ‘Day Care Center’ has been established at the HO in Karachi to cater to the needs of new mothers and provide a more friendly work environment.