DESCON

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DESCON
November 2008
HK000NG2
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Who are we?
ENGINEERING
CHEMICAL TRADING
POWER
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Descon Companies
ENGINEERING
CHEMICAL TRADING
POWER
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Descon Companies
ENGINEERING
CHEMICAL TRADING
POWER
5
Descon Companies
ENGINEERING
CHEMICAL TRADING
POWER
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Key Milestones
Office established in Abu Dhabi
Descon Engineering
Hamriyah Manufacturing Works, Sharjah,
commissioned
Company registered under the name Design
Engineering Services and Construction (DESCON)
Descon Engineering Descon Engineering
Work force 26000
Countries 6
Offices 15
Descon Engineering Qatar LLC established Yanbu
(saudi Arabia) Workshop commissioned
Ghayathi shop established in Abu Dhabi
Tawoos Descon International, a JV company,
established in Oman
I
F
2004
1980
Descon Chemicals
1982
1986
1998
2002
2008
1977
2005
2006
Descon acquires a small sulphuric acid
manufacturing unit, renamed as Salfa Chemicals
Company name changed to Dawchem Industries (Pvt)
Ltd.

• Launched unsaturated Polyester
• Business venture with Reichhold Chemicals, USA
• Introduced chemical range for textile and paper
  industry
• Technical collaboration with ENKIM, Turkey

Descon acquires Delta Industries (Pvt) Ltd.
Salfa merged into Delta Industries
Descon acquires Nimir Resins Limited
Notable Achievements
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Descon Oxychem Limited
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Hydrogen Peroxide Industry- Product Overview
The Product
Chemical Structure

• Hydrogen peroxide (H2O2) is a weak acid composed
  of water and hydrogen gas
• The chemical is an economically viable and
  environmentally friendly oxidizing agent that is
  used in a number of industries, particularly in
  bleaching and sterilization processes
• H2O2 qualifies as a bio-degradable product since
  the residual products after reaction are simply
  water and oxygen
• In Pakistan, the major demand for H2O2 is derived
  from the textile industry and the paper and pulp
  industry
• Until Sitara Peroxide set up its H2O2 plant in
  2007, the demand for H2O2 was entirely met
  through imports

H2O2
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Project Detail
Project Implementation Schedule
Activity Completion Date
Acquisition of Land Acquired
Civil Work 100 of civil work has been completed
Arrival of Machinery 100 complete
Erection / Installation 100 complete
Plant Commissioning October 2008
Trial Production November 2008
Commercial Production December 2008
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Market Segments

• Textile Industry.
• Paper Board Industry.
• Food Packaging.
• Pharmaceuticals.
• Mining Sector.
• Cosmetics.
• Water Treatment Plants.

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Our Focus

• Consistency in Quality
• On Time Delivery
• Price
• Technical Services

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PERFORMANCE MANAGEMENT
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Performance Management

• It is a continues process of identifying,
  measuring, and developing the performance of
  individuals and teams and aligning performance
  with the strategic goals of the organization.
• Continues process
• Alignment with strategic goals

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AIMS AND ROLES OF PM SYSTEM
Strategic PurposeThe first purpose of
performance management systems is to help top
management achieve strategic business
objectives.Administrative PurposeA second
function of performance management systems is to
furnish valid and useful information for making
administrative decisions about employees.Informa
tion PurposePerformance management system serve
as an important communication device. First, they
inform employees about how they are doing and
provide them with information on specific areas
that may need improvement. Second, related to the
strategic purpose, they provide information
regarding the organizations and the supervisor's
expectations and what aspects of work the
supervisor believes are most important.Developme
ntal PurposeFeedback is an important component
of a well-implemented performance management
system. This feedback can be used in a
developmental manner. This feedback allows for
the identification of strengths and weaknesses as
well as causes for performance deficiencies.
Organizational Maintenance PurposeTo provide
information to be used in workforce
planning.Documentation Purpose.

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Performance Management Contribution
A performance management system can make the
following important contributions

• Organizational goals are clearly defined
• Increased motivation to perform.
• Increased Self Esteem.
• Managers gain insight about subordinates.
• The definitions of job and evaluation criteria
  are clarified.
• Self-insight and development are enhanced.
• Employees become more competent.
• Better and more timely differentiation between
  good and poor performers.
• Supervisors views of performance are
  communicated more clearly.
• Administrative actions are more fair and
  appropriate.
• Organizational change is facilitated.

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CHARACTERISTICS OF PM SYSTEM
01. Strategic CongruenceThe system should be
congruent with the unit and organizational
strategy. In other words, individual goals must
be aligned with unit and organizational
goals.02. Thoroughness.03. Practicality.04.
Meaningfulness.05. Specificity.06.
Identification of effective and ineffective
performance.07. Reliability.08. Validity.09.
Acceptability and fairness.10.
Inclusiveness.11. Openness.12. Correct
ability.13. Standardization.14. Ethicality.

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Performance Management

• DISATVANTAGES /DANGERS OF POORLY IMPLEMENTED PM
  SYSTEMS
• Increased turnover.
• Use of misleading information.
• Lowered self-esteem.
• Wasted time and money.
• Damaged relationships.
• Decreased motivation to perform.
• Employee burnout and job dissatisfaction.
• Increased risk of litigation.
• Unjustified demands on managers resources.
• Varying and unfair standards and ratings.
• Emerging biases.
• Unclear ratings system.

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HR Planning
Recruitment Selection
Training Management Development/Orientation
Performance Management
Performance Evaluation
Compensation Benefits
Promotion Transfers
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HR Planning

• Organizational Goals Objectives.
• Alignment of Organizational Goals Objectives
  with HR Requirements.
• Identification of the required manpower with Time
  Lines.
• Finalization of the organogram.
• Finalization of the Head Counts Payrolls.
• Identification of the Sources. Mix of experienced
  and fresh graduates.

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Recruitment Selection

• Finalization of Job Description and Job
  Specification
• HR Department
• Concerned Operational Head
• Final Approval of the Management
• Sourcing
• Advertisement
• Managerial Level
• Supervisory / Technicians
• 2. Professional Referrals
• 3. Walking candidates
• Interviews
• Corresponding Panels
• Levels of Interviews
• Written / Professional Test
• Final Selection and negotiations (Salary, Joining
  Date)
• Offer letter Appointment letters

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Orientation Training

• ORIENTATION
• HR Level
• Concerned Department
• 2. TRAINING PROGRAM
• Internal Resources Persons
• External Resource Persons
• Representative of Vendors / Technical Experts
• 3. FUTURE TRAINING PROGRAMS

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Performance Evaluation

1. Performance Evaluation System
2. Performance Evaluation on completion of probation
   period
3. Performance appraisal of the employees on
   secondment
4. Performance appraisal of the permanent staff

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Compensation Benefits

• Urgent need of the required staff competencies
• Ongoing market rate
• Location facilitation (Transport, Food etc)
• Pay for performance

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Employees Relations

• Promotion
• Transfer

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• CONCLUSION
• Best available tools of management
• Open door policy
• Ownership commitment
• Well defined tasks with time lines
• Allocation of resources
• Balance of authorities powers

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