A GUIDE FOR CERTIFIED
LEADERS TO FACILITATE
PCB WORKSHOP FOR
DOWNSTREAM
EXECUTIVES IN
ACCELERATING THE
CHANGE (HALF DAY)
CONFIDENTIAL AND PROPRIETARY INFORMATION
©2016 Partners In Leadership (Unpublished)
All Rights Reserved
Open
PETRONAS Culture Workshop: Downstream Executives - 2016
Table of Contents
2
Objectives of the session
3
Guided Roles for Facilitators/Scribes
4
Recommended Workshop Agenda
9
Block 1: Safety Briefing & PCB DOA
12
Block 2: Steering PETRONAS Forward
13
Block 3: How am I now living the PETRONAS Cultural Beliefs?
17
Block 4: How am I using the Culture Management Tools now?
21
Block 5: How have others done it?
23
Block 6: Closing Remarks
23
Block 7: Feedback Session
Objectives of the Session
PETRONAS Culture Workshop: Downstream Executives - 2016
Objectives
Expected Outcomes
1. To ensure Executives are clear
on how they can contribute to
CACTUS
o Appreciate the magnitude of challenges
that PETRONAS is facing and
understand how they could play their
role
2. To reinforce the understanding
of PCB and ensure consistent
demonstration of PCB
behaviors
o Consciously and consistently integrate
Cultural Management Tools into dayto-day work
3. To reinforce the usage of
Culture Management Tools
o Buy-in to the benefits of living the
PETRONAS Cultural Beliefs to
achieve results
Guided Roles for Facilitators/Scribes
PETRONAS Culture Workshop: Downstream Executives - 2016
Facilitators
1.
To be a role model to the participants by
being approachable and open to new
thinking and ideas
2.
To inspire participants by candidly sharing
individual experiences, both good and
otherwise so that participants can learn and
reflect on their own experiences
3.
4.
To use appropriate languages that resonate
well with the participants i.e. English or
Bahasa Malaysia or mix languages
Emphasize that the session is to accelerate
the Culture change in achieving the Key
Results
5.
Always ask the participants on “What else
can I do” within their individual circle of
influence
6.
Observe the C2 Behaviours and give out
Focused Recognition to the identified
participants as and when necessary
Scribes
1.
To ensure projector, A4 papers, markers, print
copy of PETRONAS Cultural Beliefs and
Focused Recognition Cards are available in
the room
2.
To ensure the safety briefing & HSE moment
video are available
3.
If there is PCB Doa Recital, to identify the
person prior to the session
4.
To ensure all the presentation pack of the
session are available
5.
Manage and alert facilitator on time – time
keeper
6.
Capture participants’ responses during open
discussion
7.
Capture the commitments from the
participants.
8.
Consolidate item No: 3 and share with the
Change Agents
9.
Take photo of the session and share with the
Change Agent
10. Assist the Facilitator throughout the session
Recommended Workshop Agenda
PETRONAS Culture Workshop: Downstream Executives - 2016
Time
Agenda
8:30 am
Safety Briefing & PCB DOA
8.35 am
Steering PETRONAS Forward
9.35 am
How am I now living the PETRONAS Cultural Beliefs
10:50 am
Morning Break
11.10 am
How am I using the Culture Management Tools now?
12.20 pm
How have others done it?
12.45 pm
Closing remarks
12.55 pm
Feedback session
Instructions
1. This script is extracted from the Culture Track Training Facilitator Guide and Cactus
Presentation for Executives – Speaker’s Script
PETRONAS Culture Workshop: Downstream Executives - 2016
2. Where appropriate, use examples based on your relevant experience that participants can relate
to.
Visual Cues in This Guide
ASK the participants these questions.
DISPLAY the slide indicated.
SHOW the video indicated.
NOTE TO FACILITATOR outlines information to pay close attention to.
ACTION refers to an individual or group exercise.
In addition to the visual cues, all text that is the colour BLUE and indented indicates actual
comments and questions the facilitator speaks.
Block 1: Safety Briefing & PCB DOA (5 Minutes)
Allocated
Time
3 minutes
Instruction/Script
You may use your respective Safety Video and seek for some volunteers to share a safety
moment.
PETRONAS Culture Workshop: Downstream Executives - 2016
2 minutes
Recommended PCB Doa Script
Block 2: Steering PETRONAS Forward (I hour 10 minutes)
Allocated
Time
Slides
3 minutes
Instruction/Script
By now, everyone knows this challenging environment that
we are in. The oil price plunged severely in late 2014 and
stayed low, leading to a significant drop in profits. Our Profit
After Tax in 2015 dropped by more than half compared to
2014. This was the lowest profit margin we have seen in
many years. The crisis is magnified by our unprecedentedly
high capital expenditure plans.
Key Message:
The low oil price environment
comes at a time of high capex
requirements, putting us in dire
straits.
Even after capex optimization, we will still require RM300
billion for the next 5 years to fund projects like PRPC, Pacific
Northwest LNG, Floating LNG and others. These projects are
necessary to keep us relevant given the competition and
changing market dynamics.
Today’s oil price has improved slightly from what it was a
few months ago but the year to date average (mid July 2016)
is $40. Our Profit after tax for Q1 2016 is 60% lower than
what it was in Q1 2015.
While the oil price has shown some improvement, it is still
far from previous levels. Based on consultants’ projections,
oil price is forecasted to remain below US$100/bbl until
2020.
This is the situation we are faced with.
Imagine having to cope with only half your salary. And in the
meantime, you are buying a house, expecting a child, and
your parents are moving in with you. And there is little sign
that your full salary will return anytime soon. Are you going
to continue your life as usual or would you make serious
changes to it?
PETRONAS Culture Workshop: Downstream Executives - 2016
2 minutes
Key Message:
Project Cactus heightens focus
on six key priority areas.
4 minutes
Key Message:
Cactus Cash came up with
10Things10B, what can you do
to improve cash?
To respond to these challenges, Project Cactus was activated
in April 2015. Six priority areas were selected to focus our
efforts:
 The first three - Cash, Cost & Projects - is to build
our resilience and remain competitive and profitable
in these challenging times.
 The next three - Technology, Talent and Culture - is
to position PETRONAS to remain sustainable over
the longer term.
Each of the six workstreams convened labs to identify
underlying impediments, and worked out solutions that
would result in tangible and significant improvements.
Project Cactus also uncovered inefficiencies in our
organisation structure. The new structure we are in today
removes issues of duplication of roles and reduces
bureaucracy, putting us on more agile footing to respond to
the industry challenges.
The first of the six priority areas is Cash.
In the current low oil price environment, our profits have
greatly reduced and our cash position has become tight. We
need cash to fund our daily operations.
The ‘Cash’ workgroup looked into how we could improve our
cash generation and management activities.
By putting their heads together and being open and honest,
the Cash workgroup from various functions identified 10
things which could generate 10 billion extra for PETRONAS
by 2018.
These 10Things10B ideas were raised by the Line, who saw
the opportunity to use this period of crisis to return their focus
on the basic things which had slipped through the gaps.
A large number of the 10Things10B were about being
“Brilliant at Basics”, and about just “Going the Extra Mile”
to ensure money is not left on the table.
Through the 10Things10B initiative, many startling facts
were uncovered.
*Did you know that our payment collection is on average 10
days later than our peers? By just collecting our trade account
receivables one day earlier, we would have RM 900 million
more on the table.
Another disquieting finding was that we have surplus
inventories worth RM1.3 billion lying in our warehouses,
which we purchased “just in case” we needed them. What is
worse is that some of these items are not properly stored and
maintained.
*(Speakers to refer to appendix on 10T10B at the end of this
page and pick examples that are most relatable by their
respective audience)
As at May 2016, we have realized RM 1.75B
These findings should jolt us into re-examining our activities.
Are we doing the best that we can in managing our basic
functions? These 10T10B ideas are just the tip of the iceberg
and there are more to be found. Can we go the extra mile and
come up with ideas to generate more cash from our current
PETRONAS Culture Workshop: Downstream Executives - 2016
3 minutes
Key Message:
Cactus Cost focuses on
measures to increase
productivity through fit-forpurpose designs and standards
e.g PTS and Value Engineering.
activities? Let’s work together to develop our own cash ideas
and implement them.
While we improve our cash generation, it goes without saying
that equal attention must be paid to cost. The organisation
must look at improving cost efficiency, not simply cost
reduction. We need to ensure that the money we spend gains
us maximum value. The two concepts emphasised by the
“Cost” workgroup are “fit-for-purpose” and “process
simplification”.
Fit-for-Purpose
In the past, the oil and gas industry worked according to
specifications which reflected the operating environment
then. Today, with new technology and higher capabilities,
many of the specifications are unnecessary and wasteful.
However, we still tend to over-engineer and over-design to
create unnecessary buffers.
In line with this concept, our PETRONAS Technical
Standards or PTS have been tiered and revised to ensure fitfor-purpose standards depending on asset life and nature of
business.
PTS is the standard used in design and engineering practices
across the group which prescribes the minimum requirements
to build, operate and maintain our facilities.
This solution is expected to reduce cost by RM 2 Billion over
the next 5 years as we won’t be spending on the unnecessary
just to meet the gold-plated specifications.
A similar concept for the design of capital projects called
Value Engineering is now made mandatory.
Value engineering is defined as an organized, systematic
effort directed at analyzing functions of goods or services to
decide how to achieve the intended function in the most costeffective manner. VE focuses on eliminating functions that
do not add value.
VE was successfully adopted in some of our projects before,
with great savings achieved. Now under Cactus’
recommendation, VE has been made mandatory based on
project complexities and is now institutionalized via PPMS.
As you can see from the chart, VE has to be done at earlier
FEL (front end loading) stages for higher cost savings.
Additional info:
For 2014 alone, a total of RM324.2 million of cost savings
have been realized through the adoption of VE.
Call to action:
Again, can we look for opportunities to optimise cost
wherever we can? Are we following outdated specifications
when there are less costly options? We need to realise that
overdesigning is a cost- it can cost us more money, it can cost
us more time.
PETRONAS Culture Workshop: Downstream Executives - 2016
3 minutes
Key Message:
Cactus Cost is simplifying
procurement, HR and budgeting
processes, what can you do to
improve cost efficiency?
Part of the systemic issues uncovered by Project Cactus is that
we are a hierarchical and bureaucratic organisation. Things
take a lot of time to get done in this company. And this
translates into added manpower cost.
Analysis has shown that our revenue-per-employee is only
one-third of industry leader ExxonMobil. This indirectly
means one ExxonMobil employee generates three times as
much revenue as one PETRONAS employee!
The ‘Cost’ workgroup put three Groupwide functions to the
test, measuring the time it took for all the processes and
identifying the amount of non-value adding activities. The
three selected functions were procurement, HR and
budgeting.
The findings indicated that the process cycle efficiency of our
P2P process is only 20%. This means that only 20% of the
time it took to complete the task was actually value-adding.
The others were time wasted in various review
committees, transferring of documents, producing to
unnecessarily high standards of perfection, etc.
As a result of the lab findings, the procurement, HR and plans
& budgeting processes are undergoing a substantial overhaul
to reduce unnecessary manhours while enhancing the quality
of the deliverables.
A methodology called the 5 Guiding Principles (5GPs) which
include concepts of LEAN and Six Sigma are being
propagated so that process owners have a point of reference
when embarking on process simplification.
Are our processes too complex without adding value? We
have the opportunity to change this.
Additional info:
Progress of the three key processes:
 Procure-to-pay – tendering processes simplified and
rolled-out Groupwide and to contractors
 Plans & Budget – the new top-down P&B process has
been rolled-out for groupwide implementation for
FY2016
 Hire-to-retire – 5 processes to be simplified
(Workforce planning, Employee Performance
Management, Organisational Design Structure, Job
Management, Talent Sourcing).
To date, the simplified EPM has been rolled out to all
staff while the remaining processes will be rolled out
in stages.
5 Guiding Principles consist of 5 principles of change towards
greater effectiveness and efficiency:
1. Standardization
2. Lean Work Process
3. Empowerment
4. Self-Assurance
5. Continuous Improvement
PETRONAS Culture Workshop: Downstream Executives - 2016
3 minutes
Key Message:
Cactus Projects has enhanced
the PETRONAS project
management system, tools,
manning and accountabilities,
what can you do to improve
your delivery of results?
3 minutes
Key Message:
Cactus Technology has
strengthened PETRONAS
commitment to delivering
technology as a differentiator,
what can you do to support?
Wastages are quantified in 8 Categories (Mnemonic:
DOWNTIME)
1. Defects – Rework efforts
2. Over production- Producing more than needed
3. Waiting – Idle time not doing anything productive
4. Non utilized talent - poor utilization of existing
talents
5. Transportation – Unnecessary movements of
parts/information between processes
6. Inventory – Excess material/products
7. Motion - Unnecessary motion by staff
8. Extra processing – Producing beyond standard
required by customer
In industry benchmarking studies, our performance in
projects delivery for some projects is in the lower quartile.
We are frequently over schedule and over budget.
In these trying times, PETRONAS simply does not have extra
capacity to buffer these cost overruns or delays.
To give a sense of the magnitude of the problem, delays in
the RAPID project could see us lose up to RM10 million a
day. That is money down the drain.
‘Projects’ workgroup conducted a thorough analysis on
identifying the root causes, and developed solutions to
conclusively address those gaps:
 Consistent FEL Practice:
Front-End Loading practices is being made more
consistent through additional gate-keeping and more
prescriptive guidelines in the enhanced PETRONAS
Project Management System (PPMS)
 Effective Project Control and Execution:
Issues are to be escalated in a timely manner through
more structured project monitoring with new tools
and more follow-through via changes to project LOA
and accountabilities.
 Efficient Project Delivery Organisation:
End-to end project owner until operation, under
PD&T.
Priority is also given to ensure project teams are adequately
and properly manned by those with the right expertise.
PETRONAS has had a vision to pursue technology as a
differentiator from 2006. But we have had little success due
to our approach.
In 2006, PETRONAS identified 25 technology focus areas
but only 6 were pursued with varying degree of success.
According to the lab, the reasons we have not had remarkable
success in technology were due to, among others:
 Inadequate oversight from ELT.
 Resources allocated were insufficient.
 Strategy was revised too often.
Based on these experiences, we seem to have formed the
belief that we are not serious about driving technology,
resulting in half-hearted execution.
The solution is to commit fully to the aspiration of developing
technology as a differentiator by:
PETRONAS Culture Workshop: Downstream Executives - 2016




Defining and agreeing on an immediate, medium,
and long-term Technology Agenda as the
unwavering strategy.
Increasing ELT oversight through a Special
Technology ELT sitting every 6 months.
Developing an enabling ecosystem: Technology
functions including R&D are now centrally-led under
PD&T
A PETRONAS Technology Management System
and a new funding mechanism have been developed
to address unique challenges in delivering
technology projects.
These solutions from the Cactus lab are meant to drive
technology as a differentiator for PETRONAS. By doing
this, we also revalidate the belief that PETRONAS does
value technology.
As such, while Corporate drives the high-level
Technology Agenda, we should also ask ourselves, how
can we leverage on technology to deliver superior results
in our work?
4 minutes
Key Message:
Cactus Talent has clarified the
pathway to create strong leaders
for the organisation, we can all
develop ourselves to be better
leaders for PETRONAS
Additional info:
The 6 technology areas that were successfully pursued
from the 2006 Technology Agenda Upstream: PFLNG, Geo-imaging, EOR, CO2
Management
Downstream: OEM Lubricant, mercury removal.
When we look at talent, analysis indicates that we have gaps
in both quantity and quality of leaders.
The current way we manage and develop our talents will not
meet business requirements, both current needs as well as
future needs.
Thus we need to take a step back and reassess how we manage
talent.
The ‘Talent’ workgroup focused on the question of how to
address gaps in leadership succession, both in terms of
quantity and quality.
The solution was to design an end-to-end leadership
development framework to be explicitly communicated and
applied throughout the organization.
 A new 3P leadership model will be the criteria for
appraisal and identification of potential leaders – this
model makes it clear that ratings and progression will
take into account not just performance, but passion,
and emphasis on people development.
 With the clear criteria for assessment, identification
of top talents will be simpler and quicker.
 Talents will also have specific development plans
which will anchor 3P to better-prepare them for
leadership roles.
The new 3P leadership model will be unveiled soon. With this
clarity, we will be better-able to develop ourselves and each
other to become better leaders for PETRONAS.
PETRONAS Culture Workshop: Downstream Executives - 2016
2 minutes
The underlying issues in the five workstreams reflected our
working culture.



Key Message:
Our culture is the root cause of
the issues we face, we must
change the way we work to
move forward.
Our people seem to be working in silos, sometimes
competing, rather than collaborating.
We lack accountability to solve issues.
We lack discipline and rigour to deliver consistent
world-class results.
We need to correct the actions and behavior of our staff which
have been the root cause of the issues. Without changing our
culture, none of the five Cactus work stream solutions would
achieve its intended goals.
We need to change the way we work so that the solutions
Cactus have proposed will work. We need to embrace
“working the Cactus way”, by being proactive in developing
solutions and value-adding ideas, so that we can rise to the
next level.
To align the Group, the corporate agenda serves as our
compass.
Mission and Shared Values now features prominently in the
Corporate Agenda.
2 minutes
Key Message:
The Corporate Agenda serves as
our compass
2 minutes
Key Message:
R2 provides us a more tangible
and immediate measure to strive
and contribute towards.
4 minutes
What is the next level that we want to achieve?
Our Vision has always been to become a leading oil and gas
multinational of choice. Our Corporate Agenda provides the
business strategies for achieving that Vision.
However, we needed a tangible and more immediate
milestone to measure our progress, which is the R2.
The R2, to be attained by 2020, is:
 to achieve a 20% improvement in PBT margin from
2015, which is 18%; as well as
 Successful delivery of growth strategies.
These goals are realistic, but challenging.
We can achieve them, but it requires every one of us to step
up, and play our role.
WILL PLAY AUTOMATICALLY UPON CLICK FROM
THE PREVIOUS SLIDE
Key points from video for speaker’s reference only, not to be
said
1) The first part of R2 is 20% improvement on PBT margin
PBT margin as a financial indicator is a common denominator
across the organization that can be applied down the line.
Key Message:
PETRONAS Culture Workshop: Downstream Executives - 2016
R2 emphasises on cost
efficiency and successful
delivery of growth strategies
3 minutes
Choosing PBT margin as a proxy to efficiency gives us a
measurement of control in trying to achieve this goal within
the external environment that is working against us.
To achieve this, emphasis must be given to improve
efficiency in all of the operations and processes in executing
our day-to-day work. We must strive to reduce cost and
increase value.
2) The second part of R2 is the successful delivery of our
growth strategies. This is necessary to ensure our long term
sustainability.
We are in a high growth phase in the years leading to 2020.
Despite all the cuts that we are making, our capex budget is
still a budget for growth.
Thus we need to focus on delivering projects on time, on
budget and on scope. We must also maximize return on
capital allocated and continuously rebalance our portfolio to
ensure resilience over the long term.
The way we are today, our current culture, will not get us to
R2
The PETRONAS Cultural Beliefs was thus introduced to
drive a new work culture and create better day-to-day
experiences
Today you will be deepening your understanding of the
PETRONAS Cultural Beliefs and how to demonstrate them
so that we can change our culture to a more enabling one.
PCB is also a foundational element in the 3P leadership
model and will be assessed in the EPM starting this year.
Key Message:
To achieve R2, we need a new
culture i.e C2
What is Downstream game plan in achieving PETRONAS
R2?
2 minutes
Downstream EVP to share talking points
2 minutes
Downstream EVP to share talking points
PETRONAS Culture Workshop: Downstream Executives - 2016
3 minutes
Downstream EVP to share talking points
2 minutes
Downstream EVP to share talking points
3 minutes
Downstream EVP to share talking points
5 minutes
To share respective business key results for 2016.
(OPU key results contributing to Downstream game
plan and eventually PETRONAS R2)
15 minutes
Key Message:
Cactus has laid the foundation
and given you examples of what
Individually, how would you translate these into your own
contribution?
You can pledge to deliver more. This can be through
looking at how you can:
 generate more cash
 optimise cost
 simplify processes
 deliver with focused execution, and in more
innovative ways
 develop yourself and others into strong leaders
Some key questions:
PETRONAS Culture Workshop: Downstream Executives - 2016
you can do to contribute to R2.
Now it’s your turn as an
individual to contribute.
-
How do you play your role?
Share one specific initiatives/areas that currently
been undertaken?
What examples of (any 6 key areas) that you have
seen?
Get some participants to share their initiatives or
any ideas around any of the 6 key areas
Block 3: How am I now Living the PCB (I hour and 15 minutes)
Allocated
Time
5 minutes
Slides
Slide: How am I now Living
the PCB?
Instruction/Script
Let get ourselves into groups of 5-6 and please make sure that
you have the workbook with you.
Can someone share with me why we need the six PCBs?
Get few participants to give the input
As an organization, we have set a few Key Results that we want
to achieve in order for us to thrive and continue to be relevant in
the current challenging environment. These Key Results are
what we call…….? (R2). Good!
We have realized in order to achieve R2, we cannot afford to
continue to think and act the way we used to. It is no longer
Business As Usual.
In order to achieve R2, we need a shift - a shift in the way we
think and in the way we act or behave. Essentially a shift in
culture, a shift to C2.
So what is C2? It’s the culture we need to create.
With these shifts in mind, we have collectively developed the 6
PETRONAS Cultural Beliefs.
These Cultural Beliefs describe C2 and are how we need to think
and act in order to achieve our R2.
10 minutes
15 minutes
Slide: PETRONAS Cultural
Beliefs
Look at the PCB and what do you understand about e.g.
‘Focused Execution? What are the key words in this cultural
belief?
PETRONAS Culture Workshop: Downstream Executives - 2016
Get responses from participants and pay attention to
their feedbacks. Most of the answers are usually
repeating or
explaining the descriptors or describing
how the Focused Executions looks like according to
their understanding.
Note: Go through each one of the cultural beliefs – solicit inputs
how they understand the cultural belief. Which word stands out
to them?
If I ask you to tell me the descriptor for each of the PCB without
looking on this slide or without any references, do you
remember?
It is crucial to remember the descriptor for each of the beliefs as
how we behave and act are guided by the descriptors. The
consistency and coherence of our actions are in the descriptors.
Now get into your group and share with the others in your group
what your experience so far on these cultural beliefs. Consider
some of these questions in your discussion. You have 5 minutes
for these discussions.
(Note: Share a few of the questions listed below).
Potential Questions
1. What is your experience so far on these cultural beliefs?
2. What have you observed on the people whom you work
with? on our leaders in PETRONAS? with regard to
these cultural beliefs?
3. Think about your own team: which cultural belief you
would consider a strength in your team? which one you
would think requiring considerable improvement?
Note: After 5 minutes, get everyone’s attention and initiate a
discussion with the whole group. Get a few participants to share
some of the points they have discussed in the small group.
Get responses from participants
15 minutes
Slide: Workbook page
Now, look at your workbook on this page. I want you to spend
the next 5 minutes to do a self-reflection of your own behaviors
in the past 3 months and answer these questions (Note: Read out
the questions).
Record your reflection in the workbook.
PETRONAS Culture Workshop: Downstream Executives - 2016
30 minutes
Slide: Time to share
Notes:
After 5 minutes, get everyone’s attention.
Ask everyone to share his/her reflection with his/her group.
Give the groups 15 minutes for the sharing.
After 15 minutes, invite a few participants to share their thoughts
and ask these questions:
What have you learned from this session - about the
PETRONAS cultural beliefs? about yourself?
Get responses from participants
PETRONAS Culture Workshop: Downstream Executives - 2016
Block 4: How am I using the Culture Management Tools now (I hour and 15
minutes)
Allocated
Time
0 minutes
Slides
Instruction/Script
Slide: How am I using the
Culture Management
Tools now
Can someone share with me how many Culture Management Tools
are there?
Get a few participants to give inputs
Why do we need these tools?
Get a few participants to respond
3 minutes
There are four Culture Management Tools and we will go through
each of the tools again.
2 minutes
Slide: Results Pyramid
We are all familiar with the Results Pyramid?
Okay, now…we have talked about our PETRONAS R2 and Key
Results
So what do we do to achieve our Results? We take actions.
So do we get our Results if we just focus on our Actions?
PETRONAS Culture Workshop: Downstream Executives - 2016
Yes! Research have shown we get Results about 70% of the time
if we focus just on Actions.
So what do we do when we don’t get the results? We change our
Actions – we change our processes, systems, organisational
structure etc.
And when we still don’t get the results? What do we do? We
change our goals and targets. How often have we heard of
changing goal posts?
Why do we just focus on just the Top of the Pyramid? (Because it
is easy and visible).
What happen when we just keep working on the top half of the
Results Pyramid, the Results and the Actions, and ignoring the
bottom part, the Beliefs and the Experiences?
(The Results we are getting will not be sustainable)
Why is it not sustainable?
Get a few participants to respond
Thank you for your responses.
When we focus just on the actions to get results, and we ignore the
other 2 components at the bottom half of the Results Pyramid, we
are falling into the Leadership Trap!
So in order for us to change the way people behave and think to
drive the actions that will produce Results, we need to create
Experiences to reinforce the Beliefs that drive those actions.
Culture Management Tools are the tools that help us in creating
new experiences and the right experiences that help accelerate the
Culture Change for us to achieve our Key Results.
5 minutes
Slide: Collage
First, let’s try something. I am going to give you four seconds to
identify as many objects as you can on the slide. Four seconds.
Ready?
What did you see?
After someone calls out an item, ask the participants
How many of you saw the (repeat the item)?
How many of you did not see the (repeat the item)?
Repeat this five or six times before asking the next question
PETRONAS Culture Workshop: Downstream Executives - 2016
Why is it? When we all had the same amount of time, some of us
saw some things while others saw different things?
(Interest, past experience, where you are seated, etc)
Let me ask you, does time have an impact on what you
see? If you had more time, would you see more? Is that
true at work?
Does where you’re sitting in the room have an impact
on what you see?
Let me ask you, how many of you have been promoted
and suddenly saw things very differently?
Where you are in the organization, in which
function…will it impact what you see?
Would you all agree that we are predisposed to see certain things
and block out other things based upon our past experiences?
So what is the whole point of the exercise we did just now?
NOTE: Allow time for participants to respond
If we want to see the whole picture, what must we do?
(Be open to the perspective of others and listen to them)
5 minutes
Slide: Feedback Filters
How we respond to people when they give us feedback has a big
impact on whether they will give us feedback again.
What do we sometimes do when we receive feedback, particularly
feedback that we do not like or feedback that we do not agree?
Note: Allow some time for participants to respond
(We become defensive, we try to justify, we give reasons why we
behave that way or why the feedback is not accurate…)
So, if you do that every time you get a feedback, what will happen
the next time you ask for feedback from your colleague? What will
your colleague say or do?
(Yes, most likely he or she will not offer any more feedback or he
will simply say everything is fine with you)
It is not important if the feedback is accurate or not, if there’s any
basis or not, whether it is right or wrong.
What is important is whether the beliefs works for you or not.
PETRONAS Culture Workshop: Downstream Executives - 2016
Whenever you receive a feedback, simply ask the question “Is that
a belief I want them to have?” Will that belief drive the results that
we are looking for?
If the belief doesn’t work for you, where do we go on The Results
Pyramid? – EXPERIENCES
Create new experiences in order to create a new belief.
5 minutes
Slide: Focused Feedback
This is the Focused Feedback structure that we use.
Focused Feedback creates movement in the right direction. To
accelerate culture change, we need to exchange Focused Feedback
around the Cultural Beliefs and the Key Results
“What feedback do you have for me?” suggests your openness to
receive feedback. It also implies that the other person has feedback
for you, which is often the case.
The appropriate response for a feedback is “Thanks for the
feedback!” It communicates your appreciation for the feedback.
The statement is neutral and does not indicate you agree or
disagree. Using this statement creates the experience for others that
you are open for feedback.
Focused Feedback consist of Appreciative and Constructive
feedback.
Appreciative Feedback – tell them what we feel they are doing well
and reinforce progress. This will reinforce and encourage positive
behavior /actions. Sharing best practices.
Constructive Feedback – feedback on how you feel they can
improve and be more effective. It is constructive when it is meant
to help them improve, as opposed to just pointing out the problem.
1 minutes
Slide: Focused
Storytelling
Let’s talk about the second tool, Focused Storytelling.
Let me ask you, do people tell stories about the company?
Do people tell stories about people at the company?
Do the stories have an impact on how people think and feel about
the company?
Absolutely!
PETRONAS Culture Workshop: Downstream Executives - 2016
5 minutes
Slide: Focused
Storytelling
**Why we need focused storytelling?
We want to evidences of c2 happening… to know we are in the C2
or not. Story telling. Demonstrating how the PCB looks like.
Aiming for and start to take place.
Stories will either move us in the direction we want to go, or they
will anchor us to the past. If we more frequently and purposefully
tell stories about the Cultural Beliefs, we will more quickly adopt
the attitudes and behaviors necessary to create the C2 Culture we
need.
Focused Storytelling is powerful and helps the organization start
telling the right stories to accelerate our shift to C2.
Here is the language we want to use when telling these stories.
Why do you think this language is important? We reinforce the
specific Cultural Belief and tell people what it looks like to
demonstrate it.
5 minutes
Slide: Focused
Recognition
**Why we need focused recognition?
It is important to recognize the demonstration of PCB. We would
be able to see it, help them achieve the results. Recognizing the
behavior and not the results that they have achieved.
Each of us will have the tendency to fall back into C1 ways of
thinking and acting.
That’s why we need to recognize and reinforce our C2 efforts. We
need to stay focused on the steps forward!
We need to look for the steps forward that we see from everyone
on this team and throughout the organization.
Focused Recognition is a recognition tool that allows everyone to
participate in recognizing one another as we demonstrate C2.
In essence, Focused Recognition is about watering what we want
to see grow. Which culture do we want to see grow in
PETRONAS, C1 or C2?
C2…Exactly!
5 minutes
Slide: Focused
Accountability
**Why we need focused accountability?
- Opportunity to use this.
- Conducting a brainstorming workshop/team project
Reinforce where integration can be done individually
This is a team-based tool.
When you are using this tool, think about the team that you
regularly work with on a day to day basis. It can be your
department team, or maybe your project team.
Teams focus their accountability on making the cultural shift that
are most needed on their team. That’s what we mean by Focused
PETRONAS Culture Workshop: Downstream Executives - 2016
Accountability. It’s a team owning the shift they most need to
make happen right now
You as a team will ask these three questions:
1. Which Cultural Belief do we most need to address as a
team?
2. What are the current behaviors of the team that need to
stop, and what are the new behaviors that need to start
happening?
3. What are the Type 1 Experiences we need to create to help
make that shift?
And remember, Type 1 experiences are experiences that clearly
reinforce the PETRONAS Cultural Beliefs and require little or no
interpretation by the person who experiences it.
2 minutes
Slide: Culture
Management Tools
Ask participants:
1. Which of the tools that you use most? Why?
2. Which of the tools that you hardly use at all? Why?
Note: Get some responses.
10 minutes
Slide: Workbook page
Each and every one of us has our own experiences, and perhaps
some challenges in using the tools.
Now I would like you to spend the next 5 minutes to reflect on
these questions about the culture management tools (Note: Read
out the 3 questions on the slide).
Go to your workbook and record your thoughts on the relevant
page on the workbook.
22 minutes
Slide: Time to share
Notes:
After 5 minutes, get everyone’s attention.
Get the participants into groups of 5-6. Invite everyone to share
his/her reflection with his/her group.
Give the groups 15 minutes for the sharing.
After 15 minutes, invite a few participants to share their thoughts
and ask these questions:
What have you learned from this session - about the Culture
Management Tools? about yourself?
Get responses from participants
PETRONAS Culture Workshop: Downstream Executives - 2016
3 minutes
Block 5: How have others done it? (10 Minutes)
Allocated
Time
Slides
Instruction/Script
10 minutes
Slide: How have others
done it
Introduce the person who will be sharing him/her experiences.
Encourage participants to ask questions.
PETRONAS Culture Workshop: Downstream Executives - 2016
Block 6: Closing Remarks (10 Minutes)
Allocated
Time
Slides
Instruction/Script
4 minutes
Slide: Practicing
Accountability
Let us recap what it means to be accountable. When we are
being accountable, we are behaving and thinking Above The
Line, meaning that we See It, Own It, Solve It and Do It.
Probably you have realized that the exercises we have done
today…the things you have reflected on and the observations
you have shared with one another are part of Seeing It and
Owning It (letak one of the traits of accountability).
Now I would like you to complete the remaining Steps to
Accountability.
Think about the things you have learned today, and the insights
that you have got from your own reflection and the sharing.
Then write down your thoughts on what you will do that will
play ur role here in accelerating …. help create movement to
C2 within your team by demonstrating the PETRONAS
Cultural Beliefs as per the descriptors and by using the culture
management tools.
You just need to think of one action you will do for each one of
those areas. And remember to be specific about how and by
when you will do that.
I will give you 5 minutes to complete this exercise.
6 minutes
Summarize the entire workshop.
Why are we here today?
 The environment is very challenging today. PETRONAS
have set to achieve R2 by 2020. (reiterate R2)
PETRONAS Culture Workshop: Downstream Executives - 2016
What are the steps taken?
 Project Cactus activated to focus on 6 priority areas. We
need to thrive in tough times and ensure long term
sustainability.
 To align the group, Corporate Agenda has been refreshed
 To provide tangible milestone towards our Vision, R2 is
established as immediate target
 A refined organizational structures have been put in place,
providing clarity of roles and creating critical Centre of
Excellence.
How are we going to move forward?
 It is all about creating greater individual and organizational
accountability to deliver PETRONAS R2 and be the leading
oil & gas multinational of choice.
 In order to shift to a C2 Culture, we need to consciously and
consistently use Cultural Management Tools in our day-today work and to commit and deliver the action plan that you
have written down as a result of today’s session.
Thank you for demonstrating ‘Own It’ by attending this
session. I believe it is critical for us to affect the desired change
by creating the right experiences in this challenging time.
Let us all:
Be the Change,
Support the Project Cactus initiatives,
Live the PETRONAS Cultural Beliefs,
Live our Shared Values and;
Work together as an integrated PETRONAS.
Block 7 : Feedback session (5 Minutes)
Slides
Instruction/Script
5 minutes
Get participants to fill the Feedback Questionnaire.