Designing Training Programs.docx

7/28/2019 Designing Training Programs.docx

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Name: Naveed Ahmad Allama Iqbal Open University Page 1 of 25

Roll No: AH523400

ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD

(Department of Business Administration)

TRAINING & DEVELOPMENT (MBA- 819)

SEMESTER: AUTUMN 2012

Name: Naveed Ahmad

Roll No: AH523400

Assignment No: (02)

Semester: (4th)

Level:MBA (HRM)

TOPIC

Designing Train ing Programs


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Acknowledgement

I am very much obliged to my ever caring and loving parents whose prayers

have enabled to reach this stage. I am grateful to almighty ALLAH who

made me able to complete the work presented in this report. It is due to HIS

unending mercy that this work moved towards success. I am highly indebted

to my course instructor for providing me an opportunity to learn. I feel great

pride and pleasure on the accomplishment of this report.


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An abstract

Training and development -- or "learning and development" as many refer to it

now -- is one of the most important aspects of our lives and our work. (Many

people view "training" as an activity that produces the result or outcome of

"learning" -- and learning is typically viewed as new knowledge, skills and

competencies or abilities.) In our culture, we highly value learning. Yet, despite

our having attended many years of schooling, many of us have no idea how to

carefully design an approach to training and development.

The purpose of the design phase is to identify the learning objectives that together

will achieve the overall goals identified during the needs assessment phase of

systematic training design. You will also identify the learning activities (or

methods) you will need to conduct to achieve your learning objectives and overall

training goals.

Learning objectives specify the new knowledge, skills and abilities that a learner

should accomplish from undertaking a learning experience, such as a course,webinar, self-study or group activity. Achievement of all of the learning objectives

should result in accomplishing all of the overall training goals of the training and

development experience(s).


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Table of ContentsIntroduction 5

Determine what training is needed 5

Organizational Analysis 5Task Analysis 6

Person Analysis 7

Determine what training approach to use 7

Putting together your own training program 9

Training employees 10

Evaluating your program 10

Fatima Fertilizer Company Ltd 12

Vision & Mission 12

Company Overview 12

Core Values 13

Code of Conduct 13

Profile of the Company 15

Board Structure & Committees 16

Organizational Chart 19

Human Resource Management 19

Training and Development 20

Products 22

Distribution Networks 22

Social Responsibility 22

Social Contributions 23

Clean Development Mechanism 23

Major Competitors 23

SWOT Analysis 24Opportunity 24

Threats 24

Conclusion 24

Recommendations for improvements 25

Reference 25


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Introduction

Keeping your company operating like a well-oiled machine is not an easy task, especially if

your business has a high turnover rates, such as retail. In order to reduce the amount of time it

takes to train your new employees to reach their full potential, you need to develop a training

system that is streamed-lined, effective, and efficient and gives your new employees the skills

needed to be a good employee without overburdening them with too much information. Finding

the balance between too much and too little information is the key to designing the most

effective training system for your company.

Step One: Determine what training is needed.

The first step in designing a training system for your company is to determine what kinds of

training is needed. You will need to conduct an organizational analysis, a task analysis, and a

person analysis. This three-tiered examination of your companys training needs is required to

identify: factors that will inhibit and aid training, to identify tasks that most employees will need

to be trained in, and to identify employees that need to be trained.

Organizational Analysis

An organizational analysis is used to identify company factors that can negatively or positively

impact the effectiveness of a training program. These factors include such things as money

available for training programs, person power analysis and planning resources, employee

relations and attitudes, and company resources available for training purposes.

Examples:

1. The amount of money that is allocated to training will most likely be based on your

companys turnover rate, the difficulty of the jobs performed, and the amount of cash

flow that your company has. Companies that have high employee turnover rates will

probably not want to spend a lot of money on training because the employees usually

dont stay very long after the training period, and therefore it is a waste of money to

invest a great deal of time and money on training certain employees.

2. Timing and personnel climate also can have a major impact on the effectiveness of a

training program. For instance if a company has recently undergone a reorganization


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where many people were laid-off or displaced, and the company has not given its

employees raises or promotions in several years, implementing a new training program

may not be the best investment of company resources. Employees in this situation may

harbor hostile feelings towards the company and management, and may not be receptive

to new training. Instead, it would be a better investment to allocate money to improving

employee relations and morale.

Task Analysis

A task analysis is a process of identifying what skills and activities need to be taught. To

generate a list of skills that employees need to learn you can conduct a job analysis. A job

analysis is basically just an examination of a job and a listing of the "minimum" duties and skills

that are required to successfully perform the job.

Example:

Job Title:

Secretary

Job Skills:

Typing 55-65 w.p.m.

10-key

Word processing

General computer skills

Operation of office machines

Phone skills

Spread sheet skills

Filing

As you can see, this list is very basic, and generalized to the skills required of just about any

secretarial position. While the secretary that holds this position may perform many other tasks

during the course of a week, these are the minimum skills that are needed to be able to

"successfully" function in this position.


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After identifying what tasks are involved in each job, the next step is to identify what tasks need

training. If an employee already has an identified skill it is a waste of money to train them in that

skill. If you identify a skill that does require additional training then you will need to formally

identify it as a training objective in writing. This objective should identify (1) what the skill is,

(2) how the trainee is to learn the skill, and (3) how proficient they need to be in the skill after

the training process is completed. This documentation is needed to not only to let employees

know what is expected of them, but also for personnel to maintain a common standard of training

for all employees, and to protect you against lawsuits if you need to discipline or terminate an

employee for not meeting the standards set out by the objectives.

Person Analysis

The final step in determining what training is needed is to conduct a person analysis. A personanalysis is the identification of people in your company that need training. There are many ways

that this identification process can be handled. First an examination of past and current

performance appraisals can be made to identify employees that have areas that need

improvements. Surveys can also be used to identify skills that the employees themselves think

that they should have or that they need to have to perform their jobs more successfully.

Interviewing employees can also be used to identify skills that are needed or desired by

employees, as can skill and knowledge tests. The final way a person analysis can be conducted is

to evaluate and review critical incident reports that have been filed in personnel. These incidentscan pinpoint specific skills like customer service, assembly, etc. that specific employees or

departments need to improve.

Step Two: Determine what training approach to use.

After you have identified who needs to be trained in what areas, you will need to determine what

training methodology to use. Today there are many options managers and business owners can

exercise to train their employees.

Seminars are a popular choice for large-scale training issues like professional standards updates

and customer service issues. The benefits of this type of training methodology are: that they are

usually given by an expert or organization that has extended knowledge of the area, they cover

all the issues related to the issue is a short period of time, training materials are provided, and

employees enjoy the fact that they get out of work to attend the seminar. The drawbacks of


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seminars are based on the time and money that they require. Employees are away from their jobs

for one or more days to attend the seminar so the company must either do without their services

during this time or pay for a temporary replacement. In addition to losing money for missed

work, the company also has to pay for the seminar, travel, lodging, and meals while the

employee is at the seminar. Another drawback to this type of training is that the material is

presented to all employees at the same pace and in the same manner. This methodology does not

take into consideration different learning styles or paces of individual employees, and therefore

some employees may be bored while others may feel overwhelmed by the amount of material

being presented to them in a short period of time.

In order to overcome pacing issues of training materials, programmed instruction can be used to

deliver training materials. Programmed instruction is basically a hard copy format of training

that is delivered either through: step-by-step booklets, latent ink booklets, or through computer-

assisted instruction or computer-based training. All of these formats allow employees to progress

at their own pace, and to go back over material as many times as needed. The drawback to this

type of training methodology is the costs associated with purchasing training materials for every

employee, especially if the company has a high turnover rate.

Examining case studies is another training methodology that can be used. Employee meetings

can be held in which critical incidents are reviewed and alternative solutions or actions can be

discussed. The advantages of this type of training methodology are that the issues addressed arespecific to the company, and that employees can see the connection between a skill and its result

easier in this situation than they can in a made up example printed in a training booklet. The

main drawback to this methodology is that employees may feel singled out if the case study is

about them. To overcome this, you may need to word the case study in a manner that gives the

employee anonymity and that changes the situation enough so it cannot be attributed to a specific

employee.

Simulation is yet another training methodology that can be utilized. Simulation is basically just

walking an employee through the motions of a skill in a controlled environment until they master

the skill. The benefits of this training methodology are that they train employees to perform

specific skills needed for their job, and simulations help train employees to respond appropriately

to unexpected events in a controlled environment. The drawbacks to simulation are again based

on money. In certain cases where simulating machines are needed, the cost can be extraordinarily


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high. Therefore simulation exercises that utilize these kinds of devises are often times limited to

larger businesses or to companies that are located close to companies that lend out simulators.

Role-playing is an inexpensive training methodology that most companies can use. In this case

employees act out scenes from their job in which they face challenges and situations that theynormally will come across during the average day. For example, a person training to be a

personnel assistant may be placed in a role playing training model where they sit at a desk in

personnel and take mock-phone calls and walk-in inquiries. As they walk through these

situations they respond in a way that they think is appropriate following written procedure

models. They may answer questions, hand out personnel forms, etc. The benefits of this type of

training are: (1) it is relatively inexpensive, and (2) it covers skills that are specific to the job in

question. The drawbacks are that some employees may not feel comfortable in this situation, and

they may not learn well under the pressure.

Apprentice training is another category of training methodologies that can be used to train

employees. In this type of training programs new employees follow the lead of an experienced

employee in order to learn new skills and to learn how to function properly in the job in question.

This type of training is most commonly used in trade and craft industries, however, it can be

used successfully in office situations as well. The benefits of this type of training program are

that it gives the new employee a role model for proper work behavior and functioning, and it

provides new employees with personal support during their training. The drawbacks to this typeof training program are that it hinders the ability of the experienced employee to do their work,

personality conflicts impact the quality of the training and results of the program, and the overall

productivity of the company is hindered during the training process.

Step Three: Putting together your own training program.

Once you have identified the skills that need to be focused on, the employees that need training,

and the methodologies that will be used, you need to put everything down in writing.

Documentation is the key to protecting yourself against lawsuits relating to employee relations.

The following training materials need to be cemented in writing.

1. Training objectives. Training objectives need to identify (1) the skill, (2) how training is

to be conducted, and (3) what proficiency the employee needs to attain by the end of the

training process.


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2. Training materials. Training materials, depending on the nature of the skill, should be

written out in a manner that is easy to understand and easy to follow. Step-by-step

instructions should be written out for every job, no matter how insignificant it may seem

to the employer. An instruction sheet should include (1) the skill title, (2) when it is to be

performed, (3) who is to perform it, (4) what supplies are needed and where they can be

found, (5) step-by-step instructions, and (6) what to do with the end product.

3. Evaluation materials. Evaluation materials are as important to a training program as the

actual training materials. They will let you know how effective your training materials

are and whether you need to adjust any of your methodologies. The evaluation materials

that you need are: (1) evaluation procedures, (2) evaluation form for employees, (3)

evaluation form for the employer (or manager), and (4) response (rebuttal) form.

4. Out-of-house materials. If your company utilizes outside sources for training you will

need the following materials: (1) purchase order for educational services, (2) expense

forms, (3) approval forms, (4) evaluation forms, and (5) any professional organization

forms such as a CPE tracker.

Step Four: Training employees.

Now that you have all of your training materials in order you will need to let your employees

know about the programs and their processes. They will need to know what your trainingobjectives are, how their progress will be monitored, what training methodologies are available

and which ones are required, and what paper work is required. Make sure that all of your

employees understand all of these things and have them sign a statement attesting to this. Again

this documentation will help to protect you from unfounded lawsuits.

Step Five: Evaluating your program.

After an employee has completed a training program you will want to have them fill out an

evaluation form of the program that goes over how well the information was presented, if they

found the training helpful, if there are any areas that need improvement, if there are any areas

that seemed redundant or unnecessary, and if there are any other skills that they feel that they

need to perform their jobs. You, or a manager, will also need to fill out an evaluation form on the

employees progress and proficiency in the skill or skills that were focused on during the training


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program. Proficiency tests can be used to measure the employees abilities, or physical

observation of the employees performance can be used. If you notice that there are still areas that

need to be trained in, then you should make the changes to the training program as soon as

possible so that the next trainee will get ALL of the training that they need. Also you can use the

evaluation forms to identify areas that really dont need to be covered and you can eliminate

these things from your training program and save your company time and money spent on

employee training.


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Fatima Fertilizer Company Ltd

Fatima Fertilizer Company Limited is the first and the only green field project which has

materialized under the 2001 Fertilizer Policy of the Government of Pakistan, aiming to

encourage investors in this field, in view of growing demand of fertilizer in the Country.

Vision & Mission

Vision:

To be a world class manufacturer of fertilizer and ancillary products, with a focus on safety,

quality and positive contribution to national economic growth and development. We will care for

the environment and the communities we work in while continuing to create shareholders' value.

Mission:

To be the preferred fertilizer company for farmers, business associates and suppliers by

providing quality products and services.

To provide employees with an exciting, enabling and supportive environment to excel in, be

innovative, entrepreneurial in an ethical and safe working place based on meritocracy and

equal opportunity.

To be a responsible corporate citizen with a concern for the environment and the

communities we deal with.

Company Overview

The Fatima Fertilizer Company Limited was incorporated on December 24, 2003, as a joint

venture between two major business groups in Pakistan namely, Fatima Group and Arif Habib

Group.

The fertilizer complex is a fully integrated production facility, capable of producing two

intermediate products, i.e., Ammonia and Nitric Acid and four final products which are Urea,

Calcium Ammonium Nitrate (CAN), Nitro Phosphate (NP) and Nitrogen Phosphorous Potassium

(NPK) at Sadiqabad, Rahim Yar Khan.


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The Complex has a 56MW captive power plant in addition to off-sites and utilities. The Complex

has been allocated 110 MMCFD of gas from the dedicated Mari Gas fields.

Core Values

Integrity

Our actions are driven by honesty, ethics, fairness and transparency

Innovation

We encourage creativity and recognize new ideas

Teamwork

We work collectively towards a common goal

Safety, Health, Environment & CSR

We care for our people and the communities around us

Customer Focus

We believe in listening to our customers and delivering value in our products andservices

Excellence

We strive to excel in everything we do

Valuing People

We value our people as our greatest resource

Code of Conduct

A commitment to honesty, ethical conduct and integrity is the leading objective of the Company.

To assist employees in achieving this objective and implement its commitment, the Company has

developed comprehensive Code of Conduct which guides the behavior of our directors and

employees and is reproduced in the form of a Policy Statement of Ethics and Business Practices

as follows:

Fatima Fertilizer Company Limited conducts its business with the highest ethical standards in

full compliance with all applicable laws. Honesty and integrity take precedence in all

relationships including those with customers, suppliers, employees and other stakeholders.

Ethics and Business Practices

WE believe in conducting the companys business in a manner that respects, protects and

improves the environment and provides employees with a safe and healthy workplace. We

conduct our business in an environmentally responsible and sustainable manner. Employees must


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be completely familiar with the permits, Health Safety and Environment policy, local laws and

regulations that apply to their work.

All employees are expected to understand the laws and business regulations related to their work

and comply fully so that our shareholders, employees, customers, suppliers, stakeholders and the

Government have complete faith in the way we operate and that our business decisions are made

ethically and in the best interests of the Company.

Employees are obligated to act in accordance with the Companys code of Ethics and Business

Conduct and are restricted to using only legitimate practices in commercial operations and in

promoting the Companys position on issues before governmental authorities. Inducements

intended to reward favorable decisions and governmental actions are unacceptable and

prohibited.

Employees are prohibited from using their positions, Company property or information for

personal gain, and from competing with the Company. Employees are also prohibited from

taking advantage from opportunities that become available through the use of Company

information, property or their position.

Assets and Proprietary information

WE consider our Companys assets, both physical and intellectual, very valuable. We have,

therefore an obligation to protect these assets in the interest of the Company and its shareholders.

Protection of the Companys information is important for our business. All employees are

expected to know what information is proprietary and which must not be disclosed to

unauthorized sources. Employees are responsible for applying all available tools to manage the

Companys information resources and records.

Relations with Business partners

WE seek to do business with suppliers, vendors, contractors and other independent businesses

who demonstrate high standards of ethical business behavior. Our Company will not knowingly

do business with any persons or businesses that operate in violation of applicable laws and

regulations, including employment, health, safety and environmental laws. We shall take steps to

assure that our suppliers, vendors and contractors understand the standards we apply to

ourselves, and expect the same from them.


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Our Employees

WE believe that highly engaged employees are the key ingredient in professional development

and business success. Therefore, we invite our employees to contribute their best and to avail the

opportunities for improvement and growth. We are an equal opportunity employer and promote

gender diversity, self-development and innovation. We provide employees with tools,

techniques, and training to master their current jobs, broaden their skills, and advance their

career goals. The Audit Committee of the Board ensures the compliance of above principles.

Profile of the Company

The fertilizer complex is a fully integrated production facility, capable of producing two

intermediate products, i.e. Ammonia and Nitric Acid and three final products which are Urea,

Calcium Ammonium Nitrate (CAN) and Nitro Phosphate (NP) at Mukhtar Garh, Sadiqabad. The

Complex has 56MW captive power plants in addition to off-sites and utilities.

The Complex has been allocated 110 MMCFD of gas from the dedicated Mari Gas Fields.

Foundation stone was laid on April 26, 2006 by the then Prime Minister of Pakistan. The

construction of the Complex commenced in March 2007 and is housed on 947 acres of land. The

Complex is designed to produce annually:

500,000 Metric Tons of Urea

420,000 Metric Tons of Calcium Ammonium Nitrate(CAN)

360,000 Metric Tons of Nitro Phosphate (NP)The Complex, at its construction peak engaged over 4,000 engineers and technicians from

Pakistan, China, USA, Japan and Europe.

The Complex provides modern housing for its employees with all necessary facilities. This

includes a school for children of employees and the local community, a medical centre and sports

facilities.

The Company is listed at all stock exchanges of Pakistan, through a successful initial public

offering (IPO) in February

2010. 200 million ordinary shares were offered to the public bringing the issued Ordinary Share

Capital from 1,800 million to 2,000 million shares.


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Board Structure & Committees

Board Structure

Fatimas Board consists of eminent individuals with diverse experience and expertise. It

comprises of eight directors, seven of whom have been elected by the shareholders for a term of

three years expiring on April 30, 2014 and one director is nominee of National Bank of Pakistan.

Other than the Chief Executive Officer (CEO), there are two executive director and five non-

executive directors including the Chairman and nominee director.

The Board provides leadership and strategic guidance to the Company, oversees the conduct of

business and promotes the interests of all stakeholders. It reviews corporate policies, overall

performance, accounting and reporting standards and other significant areas of management,

corporate governance and regulatory compliance. It also reviews and approves the annual budget

and longer term strategic plans.

The Board is headed by the Chairman who manages the Boards business and acts as its

facilitator and guide. The Board is assisted by an Audit Committee and a Human Resource and

Remuneration Committee while the CEO carries responsibility for day-to-day operations of the

Company and execution of Board policies.

Board Committees

The standing committees of the Board are:

Audit Committee

Composition

The Audit Committee consists of five members of the Board. Majority of the members of the

Audit Committee are nonexecutive including the Chairman. The members are:

Chairman

Member

Member

Member

Terms of Reference

In addition to any other responsibilities which may be assigned from time to time by the Board,the main purpose of the Audit Committee is to assist the Board by performing the following

main functions:

to monitor the quality and integrity of the Companys accounting and reporting practices;

to oversee the performance of Companys internal audit function;


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to review the external auditors qualification, independence, performance and competence;

and

To comply with the legal and regulatory requirements, Companys by-laws and internal

regulations.

The Terms of Reference of the Audit Committee have been drawn up and approved by the Board

of Directors in compliance with the Code of Corporate Governance. In addition to compliance

with Code of Corporate Governance, the Audit Committee carries out the following duties and

responsibilities for the Company as per its Terms of Reference:

a. determination of appropriate measures to safeguard the Companys assets;

b. review of preliminary announcements of results prior to publication;

c. review of quarterly, half-yearly and annual financial statements of the Company, prior to

their approval by the Board of Directors, focusing on:

major judgmental areas;

significant adjustments resulting from the audit;

the going-concern assumption;

any changes in accounting policies and practices;

compliance with applicable accounting standards; and

Compliance with listing regulations and other statutory and regulatory requirements.

d. facilitating the external audit and discussion with external auditors of major observations

arising from interim and final audits and any matter that the auditors may wish to highlight

(in the absence of management, where necessary);

e. review of management letter issued by external auditors and managements response thereto;

f. ensuring coordination between the internal and external auditors of the Company;

g. review of the scope and extent of internal audit and ensuring that the internal audit function

has adequate resources and is appropriately placed within the Company;

h. consideration of major findings of internal investigations and managements response

thereto;

i. ascertaining that the internal control system including financial and operational controls,

accounting system and reporting structure are adequate and effective;


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j. review of the Companys statement on internal control systems prior to endorsement by the

Board of Directors;

k. instituting special projects, value for money studies or other investigations on any matter

specified by the Board of Directors, in consultation with the Chief Executive and to consider

remittance of any matter to the external auditors or to any other external body;

l. determination of compliance with relevant statutory requirements;

m. monitoring compliance with the best practices of corporate governance and identification of

significant violations thereof; and

n. Consideration of any other issue or matter as may be assigned by the Board of Directors.

Human Resource and Remuneration Committee

CompositionThe Human Resource and Remuneration Committee consists of four members of the Board.

Majority of the members of the Committee are non-executive directors. The members are:

Chairman

Member

Member

Member

Terms of ReferenceThe Human Resource Committee is a means by which the Board provides guidance on human

resources excellence. The specific responsibilities, authorities and powers that the Committee

carries out on behalf of the Board are as follows:

Duties and Responsibilities

Reporting Responsibilities

Authorities and Powers


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Organizational Chart

Human Resource Management

Composition

Company is committed to improving business performance by enhancing human capital

standards in the areas of Organizational Development and Reward Management. For this

purpose, we have upgraded our Performance Management process and also participated in the

Mercers remuneration as well as employee benefits survey using benchmarking tools so as to be

able to benchmark our employees salaries and benefits with the Company has revised and

formulated new policies for the betterment of the human capital. These policies include the

recruitment policy, Company Assigned Car and Car Allowance Policies, leave policy, medical

policy, transfer policy and harassment policy. As per the new recruitment strategy, in year 2011

the Company conducted recruitment drives at the following Institutions:

LUMS

IBA, Karachi

NUST, Islamabad

Ghulam Ishaq Khan Institute


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NED, Karachi

Lahore School of Economics

UET, Lahore

Punjab University, Lahore

HRMS Oracle R12 development in the year 2011 has progressed further with important

advances in the following areas:

Organizational Hierarchy defined

Employee database formed (personal details, contact information, job assistance)

Employee separation process

Medical claims process and database

Trainings database

Payroll Module

Self-Service portal

Report generation

Training and Development

Your company is committed to building employees capabilities through a structured training

program. Our belief is that in order to grow business it is important to enhance knowledge and

skill base of employees. This not only enhances employee commitment to the companys growth

agenda but also makes them more productive.

Trainings conducted in 2012

Effective contract management

Leadership Grid

Management by Objectives (MBO)

Introduction to Management

Advanced training for MS Excel

Succession Management Compensation & Benefits

High performance Sales Management

HSE Skills-Human Factors based Safety

Brand Matrix

Leveraging Organizational & cultural Change


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Leadership- Great Leaders, Great Teams, Great Results.

Team-building exercise for the HR function was conducted at Green Fields Country Club. The

HR team developed the 2012 objectives during this exercise.

Further strengthening for employee capability building programme, we have now put a roadmap

in place which will have following two basic streams.

1. Core T&D StreamAll management employees will now be required to be trained in the CORE T&D program

which builds skills and efficiencies in the following areas.

Management Essentials

Business Skills

Leadership Competencies

The CORE program courses are designed separately for each management level. The program

has been made mandatory for employees to progress from one level to another.

2. Strategic T&D StreamStrategic T&D stream offers programs to managers to meet the following business and

organizational requirements.

Functional Competencies identified through TNA (training needs analysis)

Development of medium and high potential employees as per their IDPs (IndividualDevelopment Plans)

Project and/or change initiative-based training.

The Human Resource Committee is a means by which the Board provides guidance on human

resources excellence. The specific responsibilities, authorities and powers that the Committee

carries out on behalf of the Board are as follows:

Duties and Responsibilities

Reporting Responsibilities

Authorities and Powers


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Products

Sarsabz Nitrophos (NP) | Fertilizer

For farmers, choosing the right fertilizer for their soil is very important. In Pakistan, the soils are

calcareous, have high pH and are alkaline in nature. Sarsabz Nitrophos (NP) being highly acidic

is the most suitable fertilizer for these soil types.

Sarsabz Calcium Ammonium Nitrate (CAN) | Fertilizer

In farming, the efficient supply of nutrients to the plants, with a low level of losses, is of great

importance. This applies primarily to nitrogen, which has a direct influence on crop growth and

development. Due to its special properties, the supplies of nutrients are quick and for a longer

time.

Sarsabz Urea | Fertilizer

Urea is widely used in the agriculture sector both as a fertilizer and animal feed additive, which

makes the production of Sarsabz urea considerably high in comparison to other fertilizers in the

country.

Distribution Networks

Social Responsibility

Health, Safety & Environment

Fatima Fertilizer is committed to maintain safe, healthy and clean environment for all the

employees, visitors and community by applying standards, laws and regulations for Health,

Safety and Environment (HSE) through Process Safety Management.
http://www.fatima-group.com/fatimafertilizer/companyoverview.phphttp://www.fatima-group.com/fatimafertilizer/companyoverview.php


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HSE Policy

Our goal is to become a benchmark for industry by achieving excellence in Health Safety and

Environment.

HSE Mission

To implement internationally recognized and industry best practice HSE standards in Fatima.

Emergency Preparedness

We believe the best way to avoid Emergency is to prepare for it first.

Safety History

We are dedicated for continuous improvement in HSE practices through effective

communication, motivation, team work and training.

Social ContributionsFatima Fertilizer Welfare Hospital

Fatima Fertilizer Welfare Hospital (FFWH) is a key project of Company's vision towards

community welfare.

The Company, under the guidance of Government of Punjab has undertaken to establish a

modern welfare hospital in the vicinity of Plant site, to cater for the needs of underprivileged of

the area.

Clean Development MechanismIn order to care for the environment and greenhouse effect, the Management endeavors to get

Clean Development Mechanism (CDM) Project of the Company registered with United Nations.

It is expected that about 1.3 million CER's per annum will accrue from the start of the project up

to 2020.

Mitsubishi Corporation is assisting in implementation and registration of Fatima Fertilizer's

CDM Project with the United Nations.

Uhde is providing technology and equipment and also helping with the implementation of CDMfor Fatima Fertilizer.

Major Competitors

Fauji Fertilizer Company Limited

Pakarab Fertilizers Limited


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Roll No: AH523400

Engro Fertilizers Limited

Dawood Hercules Fertilizers Limited

SWOT Analysis

Strengths:

Fast growing Fertilizer Company in Pakistan

Strong Security System

High Quality Product

Latest mechanized machinery

Fast growing market positioning

High quality and skilled management

Weaknesses:

Some gaps in range for certain sectors

Weak image in the international market

Small international market share

Less promotional activities

Limited manpower for customer services

Opportunity:

Organization can expand product lines

Organization can capture new market segments around the world.

Organization can reduce the cost by proper utilization of resources.

Organization can hire more well educated and experienced persons.

Threats:

Political instability

Changed of government policies

Gas shortage

International financial crises

Conclusion:

Fatima Fertilizer Company Limited is one of the leading groups in Pakistan. The system, the

management style, the policies & decentralized decision making environment is really


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remarkable. This report is basically an attempt to identify the areas which need to be improved.

This is really appreciable for the devotion and hard work of all the employees of the company.

Recommendations for improvements are:

At present facility of bonus is given only to management & production staff but suchincentives should also be given Head Office staff.

Special incentive should also be given to Head Office staff on Eid and on other special

days.

Medical facilities are given to families of permanent employees but such facilities should

also be given to contract employees.

Reference:

HR department of Fatima Fertilizer Company Limited

Documents

Designing Training Programs.docx