Strategic management and strategic planning in oil&

gas firm:
A Case Study for Egypt Petroleum Company

Strategic management
Dr. Mohamed El Kordy
MOSTAFA MOHAMED FATHI GHAFFARI

MBA Student, Second Semester, Faculty of Commerce, Cairo University

Candidate number:- 626

Number of words:- 4640 word
Date:- 05/9/2020

Declaration
This research is entirely my own work. It has not been exhibit in any previous enforcement for a
degree. All quotations in the research have been featured by quotation marks, and the sources of
data specifically acknowledged.

Signed …

Research content:-
- Abstract
- Keywords
- Introduction
- Main body
- Results and discussion
- Conclusions
- References

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Abstract
During this period of time there are severe competitions, companies must aspire to keep
innovating at all industries. Major outlining in proper strategic management may be utilized to
achieve company goals, therefor is necessary to critically test the measuring factors of plan
implementation.
This study aims t o establish the measuring factors related to strategic plan implementation in
Egypt petroleum Company (KPC). The study objectives were: to measuring the effects of
corporate segment general managers on management strategy in KPC, embed the effects of
company culture on management strategy in KPC and to embed the Impact of human resource
management ++ on strategic management in KPC.
The study was focus in the KPC Company is one of Egyptian general petroleum corporate
(EGPC) companies while audience members were strategic leadership area. KPC becomes a
largest oil production corporation established under the EGPC in the year 2019. During the year
2019-2020, oil prices lost around 40% of it is prices which just made employee
compensation. The variation was correlated with overproduced in USA and Saud Arabia and
Problems linked to the industry as well as political crisis under Covid-19 pandemic, EGPC
There are structural problems requiring practical strategies in strategy formulation
and requiring analysis to address the root causes .
Study findings indicated that strategy formulation depends on Human Resource Management (
HRM) strategy , corporate cultural values and KPC particular channel executives. Each aspect has
a major influence on strategy formulation. The report suggests further investments in new recruit
training to cultivate tactical productive capacity leading to an improvement strategically prepared.
The study indicating continuous improvement technique as an effective way to do it. Lastly , the
research acknowledged the drivers of internal developments top managers and flexible attitude in
guiding business, organizational strategy, and suggests further initiatives to cultivate sections
executive management who make a contribution to an organizational values.

Keywords: Measuring, Strategic management, Segment general managers, company culture,

strategic HRM

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1. Introduction
A strategy framework is a set of initiatives promising to expand the field of policies that will
lead to corporate governance (1). Thus this requires for such a clear document to be drawn up
that guides both partners' goals, explains what the organisation is trying to do and how it aims to
achieve them. Three phases, administrative, enterprise and strategic, can adopt policies.
Corporate plans are formulated by the highest management level or executives. For example; a
marketing manager, manager of human resources , production manager and others (2), medium-
level business strategies are created. The managers or superiors of the first line therefore
establish an organisational plan (3).
1.1. Planning plan requires the action steps to identify its strategic as well as trend or to decide
on assets to pursue this approach. In order to measure a company's current status and the
sensitivities of a specific course of action it is necessary to understand its development
predictions. Bryson (2012) (4)discusses that management is a business plan which forces the
company to focus its powers, to confirm that the members of the organisation will be
collaborating towards the same targets, to locate and fit businesses tend to respond to changes in
the environment. Academics are talking about disciplinary trials and basic decision-making,
guiding and shaping what a company is, what and why it is doing, in an emphasis on future
company. A detailed framework for the supply of guidelines for companies and an apparent scope
of work for the performance of their tasks. Strategy formulation and strategic administration in the
corporate sector have brought many benefits. The latter was a zone of considerable business
concern, and was formalising methodologies, and strategic planning to overcome ecological
changes, which include company growth, existence and profitability.
1.2. Strategic Plans
Many experts believe on a growth strategy that is necessary in order to be easy, accurate and too
enthusiastic (5). Give the change of environment a certain level of choice. Academics introduce a
differing opinion by assuming that the world stops for just a team to discuss techniques during
management stays. This shows why a new strategy is created to adapt elastically to the mechanics
of the corporation. Steiner (2009) (6) discusses the mentality and consequence of a process
concerning possible outcomes of right choices as to the structure of the planning process.
Executives are expected successful duties. Organization 's function is to develop strategies for the
greatest of the outcomes. A analysis is the approach to achieve certain results. The project

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manager must always understand all important facts of the international and domestic
environment of the firm in business strategy. A best appreciated intervention will then take place.

1.3. Strategic Management

The development and assessment of approaches are a dynamic process that must be investigated
from diverse conceptual viewpoints, while in order to address problems in strategic execution (7)
from a set of abstract perspectives. Strategy implementation is the transformation of strategic
choice into corporate action in order to achieve strategic goals and goals (8). Petty, Palich,
Longenecker and Hay (2010) (9) speak about the simple installation in the strategic plan of a
critical organization's strategic transformation. This is when a planning process provides for the
goals and ways of a company.

1.4.Background Information KPC

Joint venture Company between Egyptian General Petroleum Corporate (EGPC) and Apache
Corporation. The main work area of the company is located in the western Desert of Egypt
where the essential operations activities are done which include drilling, production, process
of gas and oil as well as shipment.

Total employee count

KPC employees count last two years

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 KPC employees retention last two years

1.5. Statement of the Problem

Many researchers agreed that a company should be active in planning process, clarifying goals,
promoting the implementation of the strategy both externally and internally as well as
conditionally, implementing and assessing the changes it requires to proceed. Petroleum oil and
gas tend to constitute is among Egypt's main revenue outlets, employing 15 per cent of the
Egyptian market's gasoline workforce. KPC shall provide added value, boiling approaches,
operation and development of new wells via EGPC. A comprehensive process is set up for
meeting these responsibilities and it is important for KPC to execute. The organisation must make
a further effort at carrying out and implementing action strategies to achieve the set goals. The
organisation was unable to do its initiatives to achieve its goals, although it invested a lot of
business time in the production of business initiatives and mostly of KPC growth strategy 2018-
2019. The significant development is that petroleum prices fell to 40% in the COVID-19
pandemic. This indicates concerns with the execution of the action direction.
The aim of the KPC policy was on production efficiency and deployment was challenging and
demanding. A lot of action objectives have been made.
The detailed plan adoption is an essential milestone in the energy sector and can resolve problems
in the field, such as a reward to some performance of workers in the petroleum industry. A deeper
understanding of the tactical strategies needed to effectively execute them and the resources
involved in executing the business plan gives managers an unique viewThe executives need to
believe that all development strategies have been discharged by previous and current steps.

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1.5.1. Objectives
1. The main goal of this research was to provide organizational development metrics in the
petroleum company khalda. Relevant goals:-To measure the effects of corporate different
segment managers on strategic plan implementation in khalda petroleum Company.
2. To embed the effects of company culture on strategic management in khalda petroleum
Company.
3. To embed the influence of strategic HRM on strategic management in khalda petroleum
Company.

1.5.2. Justification of the Study

The execution of the plan is a vital element of effective leadership, and several research have
addressed that it is necessary for a strategies to be implemented rather than formulated (10). Li,
Guhui, and Eppler (2010) (11) also agree that the overall accuracy of great strategy approaches is
driven only by effective execution. By taking foreign exchange to Egypt the petroleum industry
performs a pivotal important role in the economy. Secondly, it offers significant employment
options both locally and globally. This report on the organisation performance on companies and
on the oil sector will provide all executives in the business sector with reliable support and
assistance which will facilitate the planning and execution of economic programs to change the
industrial sector.
For policy design and implementation, administrators and executives, this study findings from this
study will be of great importance, as information about international and domestic execution will
be identified influencing influence based on an approach with suggestions on how they can be
implemented Treat problems.
1.5.3. Scope
The research was conducted in KPC in Egypt County on the west desert. There were over 800
permanent KPC staff who owned relevant information related to the research topic. The research
focuses particularly on senior management (leadership), middle management and supervisory
management. This is to encourage them to have good knowledge in view of the analysis. Primary
data collection questionnaire survey were introduced.

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2. Main body
2.1. Theoretical Review
2.1.1. Transformational Theory
In 1978, McGregor Burns only proposed the idea of 'transforming leadership.' Burns (1978)
states that improving management is a mutual enhancement relationship, which often recognises
members as good clients.
2.1.2. Contingency Theory
The theory of possibility argues that one aspect relies on the other and that the enterprise must
have 'good health' between its organisations and the circumstances in its surrounding factors (12).
The serious situation depends on this management target. This research is consistent with the
principle of contingency hypothesis, which suggests that the creation and analysis preferred must
adhere to their contextual variables.
2.1.3. Resource Allocation Theory
Cherop (2012) (13) addresses the importance of capital to execute policy and development plans
most effectively. When resources are depleted, it is so difficult to execute a plan. Human
resources, salary, financing, development, etc. Services will be given. Services must be available
for the execution of the plan. 'The lack of tools of financial, tooling, innovation and human
resource ( HR) frailty by public sector organisations for executing growth initiatives' was the key
impediment to the execution of the action direction (14).
2.1.4. Fictional Framework
Four factors were analysed in the fictional context for executing the strategic strategy,
Organizational Strategy, Culture Organisation, and Tactical capital investment Business
Competition with Society Enterprise.

Corporate Leadership

Strategic Competitiveness Strategic Plan

Implementation
Strategic Human Resource Management

Organization Culture

Independent Variables Dependent Variable

Figure (2) fictional framework

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2.2. Determinants of Strategic Plan Implementation in Organizations

2.2.1. Corporate Leadership

Researchers explore the definition of good business practise, and the innovative facets of
individual values and behaviours. These are motivated and nearly defined in level of moral
aspects , particularly among positive and negative, good and evil, in decision-making. Those
financial matters such as integrity and resources are included. They are the strong spiritual
attitudes which only situation in a calm and grow with time. Organizational management must be
transferred from community to community, responsive to organisational conditions, competition
and resource mobilisation effectiveness. This makes the management an asset for the business.
Many experts believe that the reasons of the strategy debacle have to do with effective leadership
that have no dedication, no innovative strategic vision, and no low employee morale.
2.2.2. Strategic Competitiveness
Porter's (1985) thoughts on viable strategy have to face tactics and strategies. (15) Porter (1985)
has three main competitive edge keys: quality distinction, cost leadership and the emphasis on
niche markets. Porter's (1985) Global competition is an essential factor for the factor-sensitive
organisation and its considerations in activities such as executing business strategies. Sustainable
assist in bringing new practises, strategies and programmes can also be an important part for
innovation types and information systems. Companies will use innovation to foster and retain
innovation, to communicate and adapt during in the organisational change for both staff and
managers, including execution of the plan.
2.2.3. Organization Culture
Corporate structure is the mode of a common basic principle which, cultivated by a community,
fixes its external and internal compatibility issues (16). These expectations are established in the
continuous human interaction phase (comportement and attitude) in the proper way. Zhang (2010)
(17) also defines workplace culture as a model gathered through a simple assumption and
assumption is eventually defined and shaped by a certain community to develop techniques that
match the surrounding environment and rearrange the interlinked structure. Organization culture is
the socialisation of new companies, creating new boundaries between workers and the company's
responsibility (18).
2.2.4. Human Resource Management Strategic
Human resource skills play an essential factor in policy execution. Professional people who are

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highly trained, professional, experienced, who have the right attitudes and who want to carry out
daily tasks, is a crucial element in the execution of the growth strategy. They regard an
organisation as a leadership assets and a value proposition.
Werber and DeMarie (2005) (19) address how the activities of human resource managers involve
creating knowledge and expertise throughout the business in order to enhance precious and
unsurpassed company skills and knowledge that help to improve competitiveness. Human
Resource Management Conceptual is a modern approaches of human resource management for a
organisation focused on the premise that human resources are the most sparkling tools any
business can have, handling the greater development variable that will boost the company output
– a strategic strategy to manage human resources in order to execute successful gust. Human
resources generate strategies strategically related to the organisational approach, which are ideally
also an integral part of this strategy. Vertical unity is necessary for the harmony between the
approach of business and social assets; the latter facilitates the planning and implementation by
allowing it to be resolved. A human resources department also discusses the hierarchical relation
of objectives which support the interplay and assistance between the various components of the
Human Resource Strategy (20).
2.2.5. Defining Industry of Oil and Gas
The framework mentioned in this chapter comes from a deep analysis undertaken by the
researchers, which includes reviewing authority technical and managerial data and talking to
people in and around sector. The instant thought of those engaged in the company is always that
the company is clearly apparent: it involves upstream and downstream operations ( e.g. upstream
piping of oil and gas and downstream refining and distribution). This is simply a summary, even
so; it does not say much about the disparity amongst downstream and upstream industries and
why certain organizations are trying together in the local and global regions. As strategists, we
are interested in the supply chain of the business that defines the markets in which the product
goes from creation to finished goods.

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 Figure 1.2 The oil and gas industry supply chain model

Industrial administrators also refer to upstream, downstream and midstream companies, but for
our reasons this degree of classification is not adequately detailled. Here, the market is divided
into three main parts:
 the upstream market, with regard to oil and gas exploration, mining, preliminary
production and selling;
 the oil industry downstream with a wide range of petroleum products being transport,
refining and marketing;
 and the gas industry downstream, which is responsible for supplying and exporting gas to
end users.

Each one of these economic systems comprises logically different phases. So our concept of the
gas and petroleum industries involves only three fields, but only 16 separate phases.

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2.3.6. Strategic Issues in the Oil and Gas Industry
Oil and gas industry managers thinking are the strategic problems encountered companies in
the industry, there are a list of questions that power include the following:-
 When will the price of oil stop being so unstable?
 Where is a price of oil to go after one month?
 How will the growing value of unorthodox resources influence the industry?
 What is a quality of being co-operation integrated?
 How will worry about the increasing spread of renewable energy and its effect on
the industry?
 What are the features of a successful petroleum CEO?
 What is influence of increasing difficulty of arrival to resources probable to have
on the industry?
 Why are edge so different downstream and upstream?
 Are they actually most important things facing companies in the petroleum
industry?
 What is the criteria can be used for calculate which of those strategic questions
are?
2.3.7. CEO’s statement to the board
Over the last 3 years the industry has achieved a revenue, but the ongoing drop in oil prices

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has led to lower profits. Three of the installations in service contribute effectively and are
expensive to operate, while the dramatic decline in development makes it more and more
complicated to lease out the KPC. The pattern of failure of the onboard equipment.
However, our filling and refining. Facilities bring in more money than ever before.

before I decide what to do, I need to have more details, so I encourage the top team to
generate brief corporate statements.

Accounting report At the moment , the company pays 10% of its revenue. The KPC
absorbs capital and will boost profits by marketing it. In recent years we have become rich
in revenue, due to a high oil price, but now it is up to us to generate money from our
downstream sector. Because of the ongoing maintenance expenditures our profitability
situation is not optimal. Our stuff is now 60%, so I guess we are Will investments still be
postponed.
Marketing report My main strategy is to bring charge of the marketing strategy of our
refilling plants and to provides opportunities who import our refinery surplus. We are
constantly squeezing our budgets and in recent years appear to have nothing to gain from
either the rising price of oil.
Economic report The market value of petroleum in past decades has gone up significantly
of excessive India and China – but now India and China have slowed and demand both in
the United States and the Middle East has continued to increase, there is a stable new era for
petroleum. I expect that for many times the oil price will now be at least fairly low. Market
for development will be significantly decreased, but it is a sincere turn to start a spot upon
the operating systems at a discounted cost.
Production report The biggest development attempt, so we have to offer around half our
production in the foreign market . The biggest initiative is to lift oil from the bottom and
pump it into our refining. Cos of the reliability issues that we have not yet resolved, we can
not maintain demand at previous rates for longer.
Manpower report Project managers are scarce, which can endanger potential development;
there is not enough discovery of new professionals being regarded as oil staff. The
workforce retention at the tanks is pretty high and we struggle constantly to get enough staff

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to support the company. A year ago, CEOs overview we were all positive due to the high oil
price, but now we have several shortcomings.

Successful Change achieving.

In arranging a scheme for modification, the CEO sets up staff members. The team will come
to a five-point strategy on the basis of its perception about what actually happens on their
territory. 1. Ensuring that current models have a better market share and enhancing investors
in backup. 2. Enhance the making plans of resources through the introducti on of timely
technologies and a closer coordination with branding. 3. Boost business intellectual capacity
and enhance business evaluation. 4. Implement more intensive culture systems to monitor
the effectiveness of the business. 5. Start communicating business goals to anyone and
everyone; evolve an incentive program and corporate culture so that people recognise with
the plan of the organization..

Strategy and Crises

Why do processing administrators find this hard to prepare and execute their company's
goals around each other? Assume that Wednesday was the culmination of the Plan meetings.
By Friday, there have been the same occurrences. Retained earnings Two of our strategic
alliances operating have interrupted development. Income stream is going to be awful in the
next 6 months.

2.4 Research Design and Methodology

2.4.1Research Design
In this research used a descriptive research design. In addition, as it is known that
Descriptive study is attentive to finding out what, where, who and how much of a
circumstance, which is the aim of the study. Sekaram (2006) (21) note that the aim of
descriptive research is to exhibit the researcher a portrait or describe relevant portions of the
phenomena of concern from the industry, organization, individual or other sight. In
addition, the layout best proper in the progress and depiction of features of variables in such
research study, and permit for use of interviews, questionnaires and descriptive statistics as
percentages and frequencies. Addition a descriptive layout is suitable since it vest the

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researcher to collect enough data necessary for generalization.

2.4.2 Target Population

The study targeted 300 permanent employees of Khalda Petroleum Company in administrative
(top) management positions and middle level management in finance and support services,
operation, trading and exploration divisions.

2.4.3 Sampling and Sampling Technique

Stratification In this case will be based on company departments. Classification sampling
enabled the employees to be divided into five segments (relevant departments within KPC)
called strata. Random samples were then pulled from each category, and then these sub-samples
united to take full stratified samples. In addition, symmetric distribution was done, where each
category contributed to the pattern a number that is proportionate to its volume in the employees.

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3. Results and Discussions
3.1. The next goal was to assess the importance of organizational management on the KPC's
strategy formulation execution. The participants intended to bring and elaborate on a few of the
influences relating to company management that were created. The perception is that even the
particularly high discrepancy between the standardized variance of 0.671 and the low dispersion
of 14.5 percent was short from executive culture, which led to a debacle in planning process
execution. The consequence also reveals a high-level commitment to KPC's development of
strategic initiatives. Management and participation of departments' employees who are
dissatisfied and inability to select the strategic plan is not evident in KPC, as shown by the 2.22
and 2.42 means that are poor. The second goal was to decide to what degree operational
profitability would affect the execution of a development goals in KPC. Participant decided to
review and expand on some of the strategies adopted relevant to efficiency. The expectation that
in a wide, long-term scenes and approach, KPC looks for information on market, core
competitiveness is seen is a target to achieve the highest market advantage, which is above 4 and
below 20 percent High level relevant Accordingly. Representatives are fair the number of people
Compared with the competitors' results and operating style. The third objective was to examine
the effect of business atmosphere on the implementation of the strategic strategies in the CCP.
The responders intended to bring and share their thoughts on a few developed social aspects.
KPC has shown effective execution of its strategy, while ideals and common core beliefs are
regarded as crucial in executing strategic plans with above-four means. Coordination shall also
be seen in the KPC, implying an average dispute of 2.29. Neutral in terms of employee conduct
to the execution of strategic strategies, however, were the respondents.
The final aim was to assess the role of the human resource management department on the
execution of the KPC action direction. Study participants decided to come back and share their
views on some established factors relevant to human resources. The respondents indicate that
employees have suitable training , experience, knowledge and skills, which is supported by
leadership survey factors which defined high educational standards, i.e. both grades and
instructors. Employer's contribution to the development of strategic programs and operations and
management systems were still positive in the scope of social capital adequacy. On the
implementation metrics of the Strategic Plan, respondents decided to discuss many factors
relevant to the execution of the action plan. Points of view from the parameters associated that

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the strategic decision-making of KPC relies on the development goals, certainly assigning staff
and staff with a supportive means of over 4.0 the guiding accountability for the development
plan and proper information for executing the comprehensive strategy. There were, however,
disputes about endorsing KPC to inspire and reward the optimizing compiler of present
organisational by an average of 2.71.
3.2. Regression Analysis
Correlations-Pearson Correlation
Strategic Corporate Strategic Organizatio Strategic
plan leadership competit n culture HRM
Strategic plan implementation impleme
1.000 .901 .968
iveness .917 .973
Corporate leadership 0.901
ntation 1.000 .932 .934 .895
Strategic competitiveness 0.968 .932 1.000 .901 .945
Organization culture 0.917 .935 .902 1.000 .922
Strategic HRM 0.972 .894 .945 .922 1.000
Table 1: Correlation Analysis
The participation presented in figure demonstrates the correlation between independent
variables, business management, productivity, workplace structure and operational capital and
the criterion variable execution of the growth strategy. In terms of company governance,
strategical performance , organisational environment and hrm Practices alike, this research
shows the degree of correlation, r equivalent to 0.901, 0.968, 0.917 and 0.972. This shows a
highly strong correlation between predictor variable, corporate management, enhance brand,
organisation characteristics and strategical resource management and the outcome variable
execution of the action plan.
Model R R Square Adjusted R Std. Error of Change Statistics
Square the Estimate R Square F df1 df2 Sig. F
Change Change Change

1 .985a .972 .967 .16031 .972 235.354 4 26 .000

Table 2: Regression Analysis Summary

Predictors: business strategy, Business Productivity, corporate structure, human resource

management.
Table 2 provides a description of the regression model with the R Square determination
coefficient as 0.972. This indicates that the four estimates of the action direction in KPC are based

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on 97.2 percent of the interaction. Other variables in KPC accounted for the remainder 2.8%. In
overview, 97.2 per cent of the interaction is defined or decided by the four drivers studied
treatment, management , strategic efficiency, workplace structure and garden design. The
remaining 2.8 percent is, by comparison, clarified or otherwise decided.

4. Conclusions and Recommendations

4.1. Summary and Conclusions
The interaction indicates the high coefficient of correlation of 0.901 for the first objective of the
association's data management. The evaluation shows a high coefficient of correlation of 0.968
on the secondary target, regarding the business productivity. A coefficient of assessment
suggests a high correlation coefficient of 0.917 concerning the third objective of company
culture. The analyses also show a high correlation coefficient of 0.972, with the fourth objective
in human resource practices. Factors, tactical human resources management, effective stress,
work culture and top management in Khalda Petroleum Company will affect the execution of
strategic plans.
Evidence found that the execution of the action direction is based on the tactical strategic
objectives of the organisation, term employee, workplace culture and top management of Khalda
Oil Company. The high coefficient of correlation indicates that each of the established variables
has a major impact on the execution of strategic plans.

4.2. Recommendations
The 4 estimates on the execution of the action direction, the operational role of human capital,
tactical productivity, institutional structure and management have been crucial in implementing
the program.
The report therefore suggests additional preparation for staff preparing to promote a productive
outcome with human resources in an organization. In hiring and taking skilled tactical working
class, and in specific one particular position, such as formulation of strategic plans, by use of
better reasonable compensation can be made. This was accepted by Marchington (2008) (22).
They address the fact that managing human resources positively impacts organisational success,
as it generates harmony in the system and worker-generated energy, which moves the enterprise

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in to play into its atmosphere by becoming responsive.
The study also focusses on the analysis of employee skills and positive behavior in the execution
of a reputable manufacturer and detailed objectives, and suggests further efforts to promote
governance that is active in the society of a business.

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