Oil & Gas · Pakistan
How a Strategy Session Rebuilt SNGPL's HR Foundation From the Ground Up
Pakistan's Largest Integrated Gas Company
7.3 Million Consumers Served
18 Month Engagement
Punjab and Khyber Pakhtunkhwa
Network Coverage
February 2003 to August 2004
Engagement Period
The Story
A utility this size can't run on an undefined HR strategy
Sui Northern Gas Pipelines Limited is the largest integrated gas company in Pakistan, serving more than 7.3 million consumers across an extensive network spanning Punjab and Khyber Pakhtunkhwa. A company operating at that scale needs an HR function built on a clear strategic foundation, not one improvised as issues come up.
In 2003, People Perfect facilitated a high-level strategy session with SNGPL’s top management and Managing Director to revisit the company’s mission, vision, and core values from first principles, then build an HR strategy that could actually support where the business was headed.
The Problem
Three gaps between SNGPL's ambitions and its HR foundation
01
No Shared Vision Driving HR Strategy
02
No Formal HR Policy Framework
03
Compensation Not Benchmarked to the Market
What Changed
Before and after the strategy session
The Approach
Start with the people who set the direction
People Perfect didn’t begin with policy documents, it began with a strategy session focused entirely on revisiting mission, vision, and core values with SNGPL’s Managing Director and top management. That groundwork gave everything that followed a clear anchor.
From there, an HR strategy for business support took shape, backed by a new HR policy framework spanning employment policy, performance management policy, business code of conduct, and a market aligned compensation and benefits platform. A dedicated communication strategy carried the change management process through to the rest of the organization, alongside a BPR strategy to support how the business itself operated going forward.
The Results
What eighteen months of foundational work delivered
A strategy conference, an HR audit report and action plan, a redefined mission and vision, a BPR and change management strategy, and a full HR policy manual, delivered as one connected body of work.
Mission, vision, and HR policy brought under one strategic direction instead of operating as separate, disconnected efforts.
From the initial strategy session through to a completed policy framework and change management plan.
The Results
Beyond the Numbers
What made this engagement matter wasn’t any single document SNGPL walked away with, it was that HR strategy finally had something to answer to. A mission and vision revisited by the company’s own leadership meant the policy framework, the compensation platform, and the change management plan that followed weren’t imposed from outside, they were built to support a direction SNGPL’s top management had defined themselves.
Rebuilding your HR strategy?
Talk to People Perfect about running HR operations at scale, wherever your work takes you.
