Internship Report On Fatimafert Ltd.
University Of Education Lower Mall Campus Lahore 1
Declaration
AUG-OCT 2016
TO WHOM IT MAY CONCERN
Dear Sir:
Submitted for your review is the report of my Eight Week internship at Human resources
department of Fatimafert Limited (Formerly DH Fertilizer Limited) Sheikhupura during
24 August-23 October 2016.
It is hereby declared that the report is compiled in long report format, as per the guidelines
It is anticipated that response will be reflected.
Regards
UJALA SAIF
(Student at university of education, lower mall campus, Lahore)
Email: [email protected]
Contact: 0335-4258848
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University Of Education Lower Mall Campus Lahore 2
Acknowledgement
I want to express all my humble thanks to ALLAH who is very sensitive about each and
every activity of all his man and without whose help I am unable to accomplish this objective of
our life.
The internship opportunity I had with Fatimafert Limited (Formerly DH Fertilizer Limited)
was a great chance for learning and professional development. Therefore, I consider myself as a
very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful
for having a chance to meet so many wonderful people and professionals who led me through this
internship period.
Bearing in mind previous I am using this opportunity to express my deepest gratitude and special
thanks to the Mr. Farooq Ahmad (HR Coordinator) of Fatimafert Limited who in spite of being
extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path
and allowing me to carry out my internship at their esteemed organization and extending during
the training.
I express my deepest thanks to Mr. Zahid Rafique (HRBP) for taking part in useful decision &
giving necessary advices and guidance and arranged all facilities to make life easier. I choose this
moment to acknowledge his contribution gratefully. I am also thankful to all other staff of
Fatimafert Limited departments.
Finally, I would like to thank my parents for a lifetime of love and support. They have taught me
the most important lessons in life, and I owe all of my achievements to them. Sincerely,
UJALA SAIF
UELMC Lahore
Internship Report On Fatimafert Ltd.
University Of Education Lower Mall Campus Lahore 3
Executive Summary
The core objective of the internship is to fulfill the requirement of the MBA program prescribed
by the University of Education Lower Mall Campus Lahore. An intern has to prepare project report
at the end of the internship period but the main objective of the internship is to get the hands-on
experience of the real world organization.
Food consumption is likely to rise in emerging markets where economic growth results in better
income per capita because higher income would lead to increased food consumption and hence
greater grain demand. With growth in arable land diminishing as a consequence of rapid soil
erosion, fertilizer usage will continue to play an important role in food production. Despite bouts
of industry swings in the intermediate terms, secular industry dynamics will remain robust for the
industry because of the estimated 5-6% p.a. long terms growth in fertilizer demand in Pakistan and
the largely inelastic food demand.
Fatima Group contributes significantly to the economic development of Pakistan. It was
established in 1936 with trading of commodities and gradually entered into the manufacturing of
various products. The Group has a success story spread over seven decades, expanding its horizon
from trading to manufacturing. Today, the Group is engaged in trading of commodities,
manufacturing of fertilizers, textiles, sugar, mining and energy.
Fatimafert Limited was incorporated on August 2, 2010 following a decision to demerge fertilizer
business from its parent Company Dawood Hercules Chemicals Limited, named DH Fertilizers
Limited. The demerger was approved by Lahore High Court on July 25, 2010 making it effective
as of July 1, 2010.
Fatima Group took the control of DH Fertilizers Limited on July 1, 2015 and changed its name to
Fatimafert Limited on December 2, 2015. The brand “Bubber Sher” was also acquired by Fatima
Group by purchasing the Company Bubber Sher (Private) Ltd, as a wholly owned subsidiary of
Fatima Fertilizer Company Limited.
The manufacturing facility located at Chichoki Mallian, 28-KM Lahore Road, Sheikhupura started
its commercial production on October 13, 1971. The original design capacities of Ammonia and
Urea plants were 625 MT per day and 1100 MT per day respectively. The plant revamp was carried
out from 1989 – 1991 and the design capacity was increased to 815 MT per day Ammonia and
1350 MT per day Urea. However, at present the plant is producing 1,500 MTPD of Urea, 890
MTPD of Ammonia due to Essential Equipment’s Replacement and higher capacity utilization.
The report starts with a table of content, brief introduction of industry, organization profile of
Fatimafert Limited (Formerly DH Fertilizer Limited) giving its background, mission, vision, its
products and services, the hierarchy and organogram of the organization. Following that the next
section contains information about the job, which are just tasks and responsibilities during my
internship period at the Fatimafert Limited (Formerly DH Fertilizer Limited).
Internship Report On Fatimafert Ltd.
University Of Education Lower Mall Campus Lahore 4
My internship program period is 24th august
2016 to 23rd October 2016. During internship,
I worked in HR Department on Employees
record keeping, medical facility, leaves record,
minimum wage working, budgeting,
recruitment and selection process, training,
performance, EOBI, inquiry conduct,
apprenticeships test, attrition analysis,
employee’s profiles, scanning and social
security.
The next section is the largest which comprises the project marketing 4ps, Human Resource
Management the project encompasses introduction to the topic, recruitment, selection, orientation,
compensation and benefit, training and development. Each chapter contains detailed discussion of
the HR functions with relevant examples followed by Organization Practice at Fatimafert Limited
(Formerly DH Fertilizer Limited) which basically conveys how things are done in the HR
Department of the Fatimafert limited. As for as the different ratios of the Fatimafert limited, they
all give the healthy sign regarding financial position of the industry as well as the operation results
of the different financial years. All ratios are fully in accordance with the fertilizer industry’s
standard. These ratios depict and indicate that the financial strength of the on a higher side and
further prospect of the Fatimafert limited is brighter.
The next part of the report carries out SWOT Analysis that touches upon strengths, weakness,
opportunities and threats to the organization followed by results and discussion on critical factors
regarding Human Resource Management of Fatimafert limited.
At the end the conclusion and the recommendations are the part of the report. Reference & Sources
is the part, which contain all the references from I, obtained data to prepare this report.
Internship Report On Fatimafert Ltd.
University Of Education Lower Mall Campus Lahore 5
Table of Content
Sr.# Content Page No.
Part 1: Overview of fertilizer industry
1.1 PIDC (Pakistan Industrial Development Corporation) 8
1.2 Fertilizers- A Brief History 8
1.3 Fertilizer Policy of 1991 9
1.4 Importance of Fertilizer 9
Part 2:Overview of the Organization(Fatimafert limited)
2.1 Brief History 10
2.2 Mission and Vision Statement 12
2.3 Memberships and Awards 13
2.4 Core Values and Behaviors 13
2.5 Nature of the Business 13
2.6 Policy of the Organization 14
2.7 Marketing Strategy 14
2.8 Competitors 14
2.9 Business Volume 15
2.10 Product and Services 16
Part 3: Organizational structure
3.1 Organizational Hierarchy Chart 17
3.2 Chairman Message 18
3.3 Market Overview 18
3.4 Company Performance 19
3.5 Acknowledgement 19
3.6 Board of Director 19
3.7 Company Information 21
3.8 Number Of Employees 21
3.9 Main Offices 21
3.10 Brief Introduction Of All Departments 22
3.11 Sales and Promotion Department 22
3.12 Regional Office 22
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3.13 Distribution Department 23
3.14 Warehousing Department 23
3.15 Administration Department 24
3.16 HR Department 24
3.17 IT Department 25
3.18 Finance Department 26
3.19 Planning Department 27
3.20 Farm Advisory Services 27
3.21 Production Department 27
3.22 Technical Department 27
3.23 Engineering Department 28
3.24 Safety and Training Department 28
3.25 Support Service 28
Part 4: Plan of internship program
4.1 Brief Introduction of The Branch 29
4.2 Internship at Fatimafert Ltd.(Starting And Ending Date) 29
Part 5: Training Program
5.1 HR Division (Detailed function) 30
5.2 Description of Tasks(week.1-8) 34
5.3 Learning and Achievements of Internship 35
Part 6: Structure of HR Department
6.1 Department Hierarchy 36
6.2 Number of Employees Under HRD 37
Part 7: Marketing Functions
7.1 Products 38
7.2 Pricing Strategies 38
7.3 Distribution Channels 39
7.4 Promotion 39
7.5 PEST Analysis 40
Part 8: Financial Analysis
8.1 Share Holding Information 42
8.2 Tentative Financial Calendar 43
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8.3 The Ratio 44
8.4 Ratio analysis 51
Part 9: Critical Analysis ( HRM )
9.1 HR Planning 53
9.2 Job Analysis 53
9.3 Recruitment and Selection 55
9.4 Orientation of New Hires 56
9.5 Training and Development 56
9.6 Performance Management 57
9.7 Compensation and Benefits 58
Part 10: SWOT Analysis
10.1 Internal Factors (S W) 59
10.2 External Factor (O T) 60
Conclusion 61
Recommendation 62
References And Sources 63
Announcement of Name Change 64
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Part 1: OVERVIEW OF THE FERTILIZER INDUSTRY
Pakistan is an agricultural country where about 72% of the
total population not only resides in rural areas but also relies
for its sustenance on Agriculture activities. This sector is
contributing a lion’s share in the national economy. Most of
the national economic target is dependent on the
performance of our agricultural sector. It contributes 24% to
the total GDP. Raw Cotton, Sugarcane and Wheat are major
crops having economic importance. The fertilizer is an
important input which boosts the Agriculture production.
Unfortunately, it is used three times lower in our country than that of the developed countries in
the world. We are not still self-sufficient in producing our staple food grain, soil deterioration,
nutrient mining. And there is insufficient and inadequate use of fertilizer.
1.1 PIDC (Pakistan Industrial Development Corporation)
In 1952 Pakistan industrial Development Corporation (PIDC) was established which hasimprove
d the ratio of investment in public sector
1.2 FERTILIZERS- A BRIEF HISTORY
The fertilizer industry is an integral part of Pakistan’s economy. The Pakistani fertilizer industry
produces, imports and distributes various types of fertilizers. The National Fertilizer Corporation
(NFC), a government corporation remained for most of Pakistan’s history as the largest
manufacturer of fertilizers.
After the partition of the sub-continent, the Food and Agricultural organization (FAO) entered the
scene forming an agreement with the Government of Pakistan. This resulted in the initiation
of Rapid Soil Fertility Survey and Population of Fertilizers project in 1958. The conclusion from
these studies was that the Pakistani soil is highly deficient in Nitrogen content and thus more
emphasis should be placed on Urea consumption. Secondly they also concluded that our
agriculture output is 1/3rd of our potential.
Ayub Khan’s green revolution emphasized on the fertilizer sector in the Public Sector. The NFC
set up Pakistan’s first fertilizer plant in 1958. The first private sector plant was set up by Exxon at
Dharki in 1965 at a cost of $43 million. This was followed by Fauji Fertilizer in 1977 and Dawood
Hercules later on. The NFC owned and operated six manufacturing units that accounted for the
balance.
Until 1986, the fertilizer industry was highly regulated. The government fixed prices and the
profitability of the manufacturers was capped at 20% of ROE. The regulated environment stifled
private sector investment in the fertilizer industry, leading to a widening demand-supply gap that
had to be bridged through expensive imports. Urea prices were deregulated in 1986. However, this
did not help the manufacturers significantly as urea price increases were not large enough to offset
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the loss incurred on selling costly imported urea at lower prices in the local market. By 1991, urea
imports had risen to 584,900 tons, approximately 27% of installed capacity. Imports were not only
causing damage to the local industry, but were also affecting the country’s foreign exchange
reserves. In 1991 the government initiated a fertilizer policy which granted special incentives for
setting up new projects and expansions.
1.3 FERTILIZER POLICY OF 1991
The salient features of that policy were:
Supply of feedstock gas at prices locked for 10 years
Guaranteed supply of gas for at least 9 months of the year.
Duty-free imports of the plant and machinery
No sales tax or excise duty on the sale of fertilizer
Expansion of existing plants to be allowed the same concessions as new plants
No government sanctioning of private sector investment needed
Deregulation of prices of all fertilizers
Eight-year tax holiday from date of commencement of commercial production for new
projects
If price controls are imposed by the government, prices are to be set in such a manner that
ex-factory prices guarantee a ROE of 20%Duty
1.4 IMPORTANCE OF FERTILIZER
Food consumption is likely to rise in emerging markets where economic growth results in better
income per capita because higher income would lead to increased food consumption and hence
greater grain demand. With growth in arable land diminishing as a consequence of rapid soil
erosion, fertilizer usage will continue to play an important role in food production. Despite bouts
of industry swings in the intermediate terms, secular industry dynamics will remain robust for the
industry because of the estimated 5-6% p.a. long terms growth in fertilizer demand in Pakistan and
the largely inelastic food demand.
The agriculture sector is important because it accounts for:
24% of the country’s GDP
50% of the employed labor force
65% of the country’s total export earnings making
it the largest source of FX earnings
Forms the basis for over 50% of industrial
production
Has growth rate of 3-4% per annum
And that population growth is roughly gauged at 2.3% p.a. (current population: 134mn) compared
to 2.2% p.a. in India and 2.4% p.a. in Egypt. With larger population comes greater demand for
food consequently higher demand for grain.
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Part 2: Overview of the Organization (Fatimafert Limited)
2.1 Brief History
Fatimafert Limited (formerly DH fertilizers
Limited) is the wholly owned subsidiary of
Fatima Fertilizer Company Limited, and a
renowned name in Pakistan’s fertilizers
Industry selling Urea under the leading brand
name of “Bubber Sher” for local cultivation.
Fatimafert Limited is also the leading importer
of DAP, marketed extensively across Pakistan.
Fatimafert Limited enjoys a large customer base across Pakistan owing to its trusted brand name
and upholding the trust of its loyal customers. Fatimafert Limited was incorporated on August 2,
2010 following a decision to demerge fertilizer business from its parent Company Dawood
Hercules Chemicals Limited, named DH Fertilizers Limited. The demerger was approved by
Lahore High Court on July 25, 2010 making it effective as of July 1, 2010.
Fatima Group took the control of DH Fertilizers Limited on July 1, 2015 and changed its name to
Fatimafert Limited on December 2, 2015. The brand “Bubber Sher” was also acquired by Fatima
Group by purchasing the Company Bubber Sher (Private) Ltd, as a wholly owned subsidiary of
Fatima Fertilizer Company Limited.
The manufacturing facility located at Chichoki Mallian, 28-KM Lahore Road, Sheikhupura started
its commercial production on October 13, 1971. The original design capacities of Ammonia and
Urea plants were 625 MT per day and 1100 MT per day respectively. The plant revamp was carried
out from 1989 – 1991 and the design capacity was increased to 815 MT per day Ammonia and
1350 MT per day Urea. However, at present the plant is producing 1,500 MTPD of Urea, 890
MTPD of Ammonia due to Essential Equipment’s Replacement and higher capacity utilization
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Since the inception of the Company the Milestones achieved are as render:
Year Milestone
1968 Company Incorporated
1969 Project Construction
1971 Commercial Production
1991 Capacity Enhancement Urea (122%) & Ammonia (130%)
1997 ISO 9002 Quality Management system Certification
2004 New Prill Tower Commissioning
2006 Essential Equipment’s Replacement
2008 ISO-14001 Environment Management System Certification
2008 OHSAS 18001 Safety Management System Certification
2009,2010,2011 Environment Excellence Award
2010 GT-4401 Gas turbine commissioning
2011 TK-6601 New Ammonia Tank commissioning
2013 SMS 3rd party rating of 3.5 on World Class Benchmarking
2015 Million Safe Man-hours of 11.26 and TRIR is Zero
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2.2 Vision and Mission
Our vision and mission reinforces our position as a driving force in the agricultural sector.
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.
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2.3 Memberships and Awards
Memberships:
International Fertilizer Association (IFA)
Lahore Chamber of Commerce and
Industry
Sheikhupura Chamber of Commerce and
Industry
Pakistan Institute of Management
Sciences
Certifications:
The first fertilizer manufacturing company to obtain ISO-9001:2000 certification in
Pakistan
OHSAS 18001:2007 Safety Management System Certified by TUV Austria
ISO 14001:2004 Environment Management System Certified by TUV Austria
ISO 9001:2008 Quality Management System Certified by TUV Austria
2.4 Core Values & Behaviours
These values are a part of our business's DNA.
Integrity
Innovation
Teamwork
Safety, Health, Environment & CSR
Customer Focus
Excellence
Valuing People
2.5 Nature of The Business
The company is a public company incorporated in Pakistan under the Companies Act 1913. Now
the Companies Ordinance 1984 its shares are quoted on the stock exchanges in Pakistan. The
principal activity of the company is manufacturing, purchasing and marketing of fertilizer
including investment in other fertilizer manufacturing operations.
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2.6 Policy of the Organization
Core Quality Policy:
The main objectives of Fatimafert Limited (formerly DH Fertilizers Limited) Quality policy are:
Compliance to desired standards of Quality & Quantity
Time delivery of product
Consistency in product specifications
Complete customer satisfaction
These goals are attained by the inclusion of a Continuous Improvement Process.
Safety and health policy:
Fatimafert limited is committed to maintain a safe and healthy environment having the same
significance as productivity. It inculcates safety culture by specific training, incentives, and
effective control, to ensure a safe and healthy working environment. It resolves to attain the highest
standards of safety and health through consistent improvements in on-the-job and off-the-job
safety and in the working conditions.
Environmental policy:
Fatimafert Limited is committed to achieve environmental protection through compliance with all
the applicable laws and regulations. An active pollution prevention program is followed with
efforts for continual improvement in the environmental aspects related to plant operations.
2.7 marketing strategy
Fatimafert limited use following strategy:
Identifying the market style and market trend.
Identifying the customer trend and style.
Identifying the customer needs and demands.
Identify the segments within your market.
Understand company's strengths and weaknesses.
Implementation of 4p's price place product promotions.
Understand where you want your brands to be in the future, and write marketing plan on
regular basis to help you get there.
Internal service quality of customer satisfaction.
2.8 Competitors
FAUJI FERTILIZER COMPANY LTD (FFC)
ENGRO FERTILIZER LTD (EFL)
FATIMA FERTILIZER LTD (FFL)
AGRITECH LTD (FORMERLY PAK AMERICAN FERTILIZER LTD)
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2.9 Business Volume
Fatima group
Fatima Fertilizer Company Limited
Pakarab Fertilizers Limited
Fatimafert Limited
(formerly DH Fertilizers Limited)
Reliance Weaving Mills Limited
Reliance Commodities (Pvt) Ltd.
Fatima Sugar Mills Limited
Fatima Energy Limited
Reliance Sacks Limited
Fatima Holding Limited
Spring Hospital / Institute of Psychiatry
Distribution Network
Since the start of its operations Fatimafert Limited
has been building long standing relationships with
fertilizer dealers. Currently Fatimafert Limited
(formerly DH Fertilizers Limited) dealership network
consists of 1300 exclusive dealers who ensure door
step availability of all products to the end users.
The agribusiness division carries out sales and marketing activities with a team of sales, marketing
and support personnel. The geographic footprint of Fatimafert Limited (formerly DH Fertilizers
Limited) covers the following districts:
Lahore Kasur Sheikhupura Nankana Sahib Gujranwala Hafizabad Gujrat Mandi Bahauddin Sargodha Faisalabald Jhang Okara Sahiwal Narowal Sialkot Khushab Toba Tek Singh
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2.10 Business of Organization (Products and/or Services)
It has three main products
Urea
Urea is white crystalline solid containing 46% nitrogen in the form of amide. Urea contains the
most Nitrogen when compared to other fertilizer sources. Urea is a versatile fertilizer that is readily
soluble in water and can thus be applied through different modes of delivery to the crops.
Commercially it is available in granular or prilled form. Fatimafert Limited markets prilled urea
in free flowing form.
Fatimafert Limited (formerly DH Fertilizers Limited) markets urea under the brand
BubberSher®. BubberSher® has consistently delivered quality and value for more than 40 years
and continues to enjoy a high brand share of preference in the markets Fatimafert Limited
(formerly DH Fertilizers Limited) serves.
Ammonia
Ammonia is a water-soluble, colorless gas, with a pungent smell. A compound of nitrogen and
hydrogen with the formula NH3, ammonia besides being a source of nitrogen in agriculture, has
wide ranging industrial and commercial applications. Anhydrous Ammonia has a composition of
98.8% ammonia, up to 0.20% of water and not more than 10 PPM of oil while Aqueous Ammonia
contains 21-25% of ammonia dissolved in water with an overall turbidity not exceeding 10 NTU.
DAP
Produced from the reaction of ammonia and phosphoric acid, Di-Ammonium phosphate (DAP)
is one of the most widely used phosphate fertilizer in agriculture across the world today. DAP is
composed of 18% Nitrogen and 46% Phosphorus. DAP is alkaline with a high pH, exceeding 7.5.
It is highly soluble and thus dissolves quickly in soil to release plant-available phosphate and
ammonium.
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Part 3: Organizational Structure
3.1 Organizational Hierarchy chart
(Organogram of Fatimafert limited)
Assistant
Technical Manager
Assistant
Engineering
Manager
Manager
Quality
Control
Sr. General
Manager
General Manager Plant
/ Management
Representative
Marketing
Manager
HSE &
Training
Manager
Supply
Chain
Manager
Producti
on
Manager
Mana
ger
Human
Resource
Manager
Engineeri
ng
Manager
Projects
Manager
Technical
Manager
Administr
ation
Manager
Incharge Training & ISO
Inspection
Manager
Assistant
Manager
Supply
Chain
Assistant
Production
Manager
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3.2 Chairman's Message
“Fatimafert Limited (formerly DH Fertilizers Limited) has a
bright future and the company looks forward to growth in
volume and return for its investors.”
3.3 Market Overview
Compared to 2013, the year 2014 was better for the global fertilizer industry, with prices improving
of both Nitrogenous and Phosphate fertilizers. The Nitrogen market was weak during 2013, with
prices sliding in the Middle East to USD 290 per ton. Favourable demand in the East with China
producing less and Middle East benefiting from improved supply resources has ensured that the
Nitrogen market strengthened in 2014. The Middle East prices hence improved to USD 340 per
ton by the end of the third quarter of the year. Though the demand softened towards the end, the
year closed stronger than anticipated with the prices in the Middle East at USD 320 per ton and
prices in China at USD 285 per ton. Supply still remains a concern as there are potentially huge
volumes available in China for export. In Pakistan, the gas shortage persisted for the fourth
consecutive year and was the severest ever for the three plants on the SNGPL network. With
commodity prices remaining under pressure, particularly for rice and sugarcane, farmers were
reluctant to invest in Nitrogen fertilizers. Therefore, the Urea market declined by 4.5%, from 5.89
Million Tons in 2013 to 5.63 Million Tons in 2014. The Phosphate market continued to recover
from the slide in 2012
Demand both in the west and the east ensured that the global market was stable to firm. Thus prices
in China rose from as low as USD 400 per ton in December 2013 to USD 500 per ton by September
2014. Saudi Arabia followed suit. By the end of the year, the demand softened slightly due to
seasonal low, hence prices softened to USD 485-490 per ton. In Pakistan, the Phosphate market
registered an improvement by 5%, from 1,625 KT in 2013 to 1,709 KT in 2014. This was a
consequence of under dosage by farmers in 2011 and 2012. Therefore, farmers moved towards
balanced application in 2013 and 2014. We are proud to announce that we delivered substantially
good results for the shareholders through better production and sales.
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3.4 Company Performance
The overall sales of the Company improved over 2013. Sales of Urea remained in line with
production and increased by 6.58% from 350 KT in 2013 to 373 KT in 2014. However, sales of
CAN dropped by 5.9%, with lower consumption due to overall decline in the Nitrogen market
impacted by lower water availability. NP continues to go from strength to strength with increasing
awareness among farmers regarding the benefits of the product. Consequently, the sales increased
by 12.12% over last year with strong demand supported by better availability of product.
3.5 Acknowledgements
The Board of Directors wish to place on record their appreciation for the assistance, guidance and
cooperation that Fatimafert Limited received from all stakeholder including the Government of
Pakistan, Financial Institutions, Commercial Banks, SNGPL, Business Associates, Customers and
all others whose continued support has been a source of strength to the company. The Directors
also sincerely appreciate the devotion and commitment of every employee of the company.
3.6 Board of Directors | Fatimafert Limited
The vision of the Directors and untiring
efforts of the Management Team has made
this dream possible.
The Directors of Fatimafert Limited (formerly
DH Fertilizers Limited) comprise of energetic,
highly qualified and experienced professionals.
The Directors have past experience of managing
large industrial units and commercial
businesses.
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Arif Habib Fawad Ahmed Mukhtar
Chairman Chief Executive Officer
Fazal Ahmed Sheikh Faisal Ahmed Mukhtar
Executive Director Director
Muhammad Kashif Habib Muhammad Abad Khan Director Director
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3.7 Company Information
3.8 Number of Employees
There are 172 managerial employees, 184 non-managerial employees, 15 employees are on
company contract and 200 to 300 employees are third parties’ employees who work in canteen and
others, in Fatimafert Limited.
3.9 Main Office
Where people come first - With highly skilled and innovative employees, our human resource is
our strength.
Registered Head Office
35-A Shahrah-e-Abdul Hameed Bin Baadees (Empress Road),
Lahore.
P.O.Box No. 1294
PABX: +92 42 36301601-7
Fax: +92 42 36360343, +92 42 36364316
Plant 28-km Sheikhupura Road, Chichokimallian
Tel: 92 42 3731 9200 – 99, +92 56 340 6063
Fax: 92 42 3371 9295
Website: www.fatima-group.com
Email: [email protected]
Status: Economically Significant Company (ESC)
Registration Number: CUIN-0073249
National tax Number: 3680541-6
Sales Tax Number: 03-00-3680-541-18
Auditor(s): M/s. Deloitte Yousuf Adil, Chartered Accountants
Legal Adviser(s): 1 - M/s HaidermotaBNR & Co.
2 - M/s Hassan & Hassan (Advocates)
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3.10 Brief Introduction of all the Departments
Company departmental functions
The company has two main division
1-head office division
2-Plant site division
3.11 Sales Promotion and Advertisements
Objectives
To create, augment and maintain demand of Fatimafert limited products
To enhance and sustain brand image and corporate image
Improve company visibility in mind of customers
To safe guard company logo
To strengthen brand loyalty
3.12 Regional Office (Lahore)
The Regional Office Lahore Is front line Dept. it is actually involved with direct sales of fertilizer
and interacting with dealers. The regional manager, Technical sales officer, sales officer Lahore
are working with assistance of stock members for three days Tuesday-Thursday the officers are in
field visit and for rest of days they perform their office work
Activities
Monitoring product wise/district wise achievements with respect to targets
Monitoring current market situation with respect to fertilizer industry
Monitoring competitor’s activities in detail
Managing warehouse, their sales and closing stock
Appointing and terminating dealers as regard to their performance, literate goals is to have
a strong dealer network
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3.13 Distribution Department
Distribution Department is major department helping the sales force. Primary function of
Distribution dept. is to ensure effective and efficient distribution of product from plants to final
customer.
Objectives of Distribution Department
Ship out entire production of Fatimafert limited plants and imported fertilizer in accost
effective manner.
Satisfying 3800 dealers and 184 warehouses
Plan and undertake self-exports/imports and ensure prompt handling, quality packing,
correct weight, timely delivery and arrange safe storage of surplus product during lean
months.
Follow up of product quality complaints
Co-ordinate with plant management to ensure smooth operations
Maintain liaison with Pak Railways, NLC, Port authorities and suppliers
Transportation arrangements
Private trucking contractions
Pakistan Railways
3.14 Warehousing Department
The warehousing department is involved in completing formality of hiring and rehiring
warehouses (on need basis), appointment of handling contractors, watch and ward contractors. The
record of inventories is mentioned and physical inspection of warehouse and product are carried
out to ensure safety and security. This department works in collaboration with Distribution
Department.
Functions of warehousing department:
Coordinating of warehousing dept. with the regions regarding warehouse selection,
training of supervisors, planning capacity of warehouse
Conduction of inspection of warehouses on planned and surprised bases
Each warehouse is inspected around 17 times a year
Warehousing department is considered with processing of:
Lease agreements
Watch and ward agreements
Handling agreement
Watch and ward bills
Conduct the training of warehouse supervisors
Preparing the operational, capital and revenue budgets on yearly basis
Formulating warehouse plans
Preparing weekly capacity reports
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Types of warehouses:
Strategic warehouses
Temporary warehouses
Permanent warehouses
Purely temporary warehouses
3.15 Administration Department
Administration department is involved in conducting the administration function of Fatimafert
limited marketing division
Functions
Provision and maintenance of transport i.e. cars, jeeps and poor vehicles
Ensure availability of utilities like gas, electricity, telephone, E-mail, and photocopy
facility
Undertake protocol duties like reception, transport and ticketing etc. for company officers
and guests
Ensure the implementation of company policy and rules
Provision of uniform to entitled staff (Qasids, chowkidars, electricians and drivers)
Ensure proper maintenance of the office premises and guesthouses
Take disciplinary actions under the rules where necessary
Disposal of unusable assets of the company
Managing three major types of transport system related to the marketing division:
Company maintained
Company assisted cars/jeeps
Pool transport
3.16 Human Resource Department
No. of staff employees 2
1. HRBP Mr. Zahid rafique
2. HR Coordinator Mr. farooq Ahmad
The Fatimafert limited Management, acknowledging the importance of human resources has
always placed personnel management at the top of its priority list. The Human Resources
Department, therefore, right from the inception of the Company has played a vital role in steering
the Company through all its phases, operations and progress.
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Functions
Work out with supervisor’s consultation with regional manager and arrange recruitment and
transfer activities according to the head office instructions.
1. Maintain up to date personal records, statistics including leave records, relating to
management and non-management employees.
2. Interpret company policy and provision of necessary ruling where required.
Handling Cases Relating to Following Subject
Appointment of non-management employees. Temporary/contract based/daily wages
according to authorization.
Promotion of non-management employees
Pay and allowances of non-management employees
Leaves (annual, casual, special, sick) are managed for all employees
Transfer claims of all employees
House/rent allowances advances
Also the house building loans
3.17 IT Department
Information technology unit was properly setup in Fatimafert Limited .IT unit is one of the most
important departments working in marketing division in plan site. The unit has to play a leading
role in order to all the departments to perform all their functions effectively and efficiently. It
enables management to make timely decisions.
Objectives of IT unit
To meet the computing needs of all the departments of marketing division.
To design and develop efficient, effective and user friendly information system.
To provide the maintenance services and proper updating of all these systems.
To properly cope with the security and ethical challenges related to information technology
and information systems
To design proper feedback and control procedures towards achievements of its goals.
Systems Developed by I.T Unit
Sales accounting system
General accounting system
Order processing system
Regional information system
Sales promotion system
Distribution management system
Procurement system
Human resource system
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3.18 Finance Department
The finance department working at Fatimafert limited is responsible for all the sales collection
either sale is made directly through plants or through warehouses. The finance department is
divided into two sections
1. Sales accounting
2. General accounting
Specific Responsibilities of Sales Accounting
Maintenance of dealership records
Processing and banking of sales and proceeds received from sales force for the sales of
fertilizers
Transfer of data to plants for shipment
Transfer of funds to head office recording of invoice for sales ex-warehouse
Receiving data from plants for direct sales
Processing of bank guarantees for secured credit sales
Preparation of pricing and discount structure for fertilizer
Receiving data from plants for warehouse shipment
Recording of stock movement reports
Overall reconciliation of stock movement with intimation of head office
Follow up of receivables for sale through rail
Sending the information regarding dealers balance to field force for recovery of receivables
on various accounts
Specific Responsibilities Regarding General Accounting
Payroll of permanent and temporary staff employees.
Deduction of income tax from payroll and deposition in govt. treasury.
Forwarding details of provident fund contribution of permanent employees to head office.
Forwarding of L/C opening request to head office for import of fertilizer.
Processing of export related documents.
Deduction of income tax from various supplies and deposits into govt. treasury.
Maintenance of books of accounts including fixed assets, supplies, employees etc.
Payment of telephone, electricity and medical bills.
Payment in respect of bags and line of imported fertilizer.
Clearing and forwarding charges in respect of import of fertilizer.
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3.19 Planning Department
The planning department is integral part of Fatimafert Limited. Senior executive planning who is
responsible to SMSM heads it. The department coordinates the activities of all other departments
in the marketing division. Major responsibility of the department is collection of information about
competitors and analyzing their strategies.
Function
Coordination and development of annual business plan.
Provision of historical information to regions and senior sales managers for developing
sales forecast.
Finalizing sales forecast with coordination related sales force.
Preparation of fertilizer data book.
Monitoring international fertilizer price trend.
Preparing Pakistan industry urea market participation reports.
Preparation of fertilizer industry report.
Reviewing Fatimafert sales performance on quarterly basis.
Develop plans for training of officers.
3.20 Farm Advisory Services
Fatimafert Limited has been providing Agricultural Advisory Services to the farming community
throughout Pakistan, for increasing the agriculture production in general and the farmers’
economic returns in particular. Our organization in pursuit of its national commitment and moral
obligation maintains regular contact with farmers and Agricultural Institutions to ensure constant
and efficient transfer of latest technology.
3.21 Production Department
Production manager is the head of the department who report to the assistant general manager
plant. The controlling and supervising of ammonia and urea’s production is the main function of
this department.
3.22 Technical Department
The function of this department includes providing technical support to the company.it
continuously work 24/7, that makes it understandable that it is one of the most important
department of the organization
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3.23 Engineering Department
Engineering manager is the head of this department. The engineering manager report to the
assistant general manager plant. The main function of this department is providing support to if
there is a machinery failure or any sort of plant failure. Providing continuously supply of electricity
is one of the foremost duties of this department along with the smooth running of the plant.
3.24 Safety and Training Department
This department involves safe atmosphere to the workers of the company and introducing regular
training for the personnel growth of the worker. Programs for engineer have also been managed
by this department.
3.25 Support Service
Support Services department is responsible for ensuring following logistic and administrative
supports to business:
Office Management
Transport Management
Inventory Management
Café Management
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Part 4: Plan of Your Internship Program
4.1 Brief introduction of the branch
Plant site also have a HR department but work is done in small scale. The main work is done in
head office. there is coordinator of HR in the plant site that handles the work in plant. But the
recruitment of employees interviews hiring etc. is done in head office. But training is given to the
engineers in the plant site. Because the training given to the engineers is related to production of
Urea, ammonia, and DAP and production is done in plant site.
The Major Responsibilities of HR in Fatimafert ltd are:
Rotating the employees
Arranging medical facilities
Providing facilities regarding reactions
Providing transport to the workers and employee at the plant
Providing facility like mess cafeteria for workers and employees at plant
Maintaining a good relation between employers and employee and settling down at their
matters
Negotiations with’ fatimfert ltd union; that is the worker’s union at Fatimafert ltd
4.2 Internship at Fatimafert Ltd
I have got the opportunity to work in Fatimafert limited HR Department as an intern for 8 weeks
from August 24,2016 - October 23, 2016; it’s a part of my internship program. As my major is
Human Resource Management, I worked in Human resource department as an intern where I had
learnt several Human Resource practices of Fatimafert Limited.
Starting and ending dates of internship
24 AUGUEST 2016 -23 OCTOBER 2016
HUMAN RESOURCE DEPARTMENT (Fatimafert Ltd)
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Part 5: Training Program
5.1 Human Resources Division of Fatimafert Ltd
Fatimafert Limited recognizes that a productive and motivated work force is a prerequisite to
leadership in the market it serves. The organizational human resources policy emphasizes on
providing job satisfaction, growth opportunities, and due recognition of superior performance. A
good working environment reflects and promotes a high level of loyalty and commitment from the
employees. Realizing this, Fatimafert limited has placed the utmost importance on continuous
development of its human resources, identify the strength and weakness of the employee to assess
the individual training needs, they are sent for training for self-development. To orient, enhance
the knowledge of the employees fatimafert ltd organizes both in-house and external training.
Human Resource division of fatimafert ltd is taking care of total function for all employees. The
HR Department of Fatimafert Limited has following functions to perform
The recruitment of employees.
Performance management
To determine the wages and salaries of employees.
To arrange transfer of employees to different sections
To arrange provision for medical facilities.
To arrange provision for recreational facilities.
To provide facilities of canteen and cafeteria to workers and supervisors at plant site.
To provide necessary transport to employees who work at plant site
To carry out negotiations with the worker’s union name "Fatimafert Limited Union".
To settle down all the matters arising during ordinary course of business relation to manpower.
To maintain cordial relation between the employees and the employers.
Employee attendance
To maintain desired air of confidence in order to have such friendly atmosphere in which team
spirits should prevail within the company.
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HR Policy Formulation
Fatimafert ltd emphasis on HR policy formulation for nor only own department but also for the
other departments.
HR Planning
Fatimafert ltd establishes both short term and long term planning for the organization.
Short Term HR Planning
Fatimafetr ltd primarily recruits its human resources that will support Strategic Human Resource
Planning for current period.
Long Term HR Planning Here Fatimafert ltd is looking forward to build long term resources by several Training and
Development programs
HR Info System
fatimafert ltd. uses several software to ensure HR Info System includes:
Vista HR Manager &
Vista TAS
Work and Job Analysis, Design and Evaluation
For every job there are work and Job analysis, design and evaluation at fatimafert ltd so that jobs
are well defined.
Career Management
Career management is also important part of fatimafert ltd. For every employee, after one year
his/her job is being evaluated for long term perspective.
Employee and Management Training and Development
Fatimafert ltd offers several in house and external Training program for the employees.
Counseling, Discipline and Separation
Fatimafert ltd believes in proper counseling for any problems or prosperity of its employees. It is
also very strict in Disciplinary actions and separations process. For every problem Fatimafert ltd
operates proper investigations and employee separation is very friendly and quick.
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Performance and Quality Management
Every employee’s performance is monitored by his/ her line manager and reviewed by HR
department.
Remuneration and Benefits Fatimafert ltd has a good structure of Remuneration and benefits for employees which are very
lucrative in the market.
University Internships
Fatimafert ltd with expert advice, information, and tools to assist with the development and
implementation of sustainable policies and practices offers internships to Masters and Bachelor
level university students as part of its recruitment strategy. Using the internship program,
fatimafert ltd can target students who excel academically and provide them with the opportunity
to obtain practical work experience. This helps to train and develop the skill sets of interns at an
early stage of their career while giving the company an opportunity to gauge the intern’s skills,
abilities, and inner drive. The program has proven beneficial to both the interns and the company,
and is one-way Stratus is helping build the capacity of new graduates in the environment industry.
Performance Appraisal
Performance appraisal system of fatimafert ltd is very efficient in terms of evaluation. The main
intention of the system is to evaluate the employee’s performance of the job. Performance appraisal
is conducted for an employee after completion of one-year service in the channel. Based on the
evaluation Fatimafert ltd offers the employees Increment, if the performance is satisfactory. If the
performance is not satisfactory, the employee may be warned for that and asked to perform better.
Compensation
Compensation is an important issue in fatimafert ltd. Here, HR department uses a software-
“VistaHR manager” to process Compensation for all employees. Here, for every employee there
are two parts in salary payment, one is addition and another is deduction. Under addition part, 50
% is basic salary and other 50% is divided into House rent, Medical facilities, Conveyance, and
Miscellaneous costs. On the other hand, in deduction part, there are provident funds, income Tax,
absent and leave without pay deductions dependent television also offers Promotion for
employees.
Employee Relations
Fatimafert ltd emphasis on wonderful employee relations with long term perspective, so that the
employees retain for many years. Fatimafert ltd. is careful on ethics, justice and fair treatment for
every employee in order to ensure employee relations
These two policies indicate that Fatimafert ltd is highly motivated to ensure ethics in workplace.
Ethically Fatimafert ltd is very committed that all employees will get fair treatment in every aspect
of work life. Justice is also a very important concern of Fatimafert in every cases, fatimafert ltd
ensures justice for all employees.
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Leave Management System Leave management ensures that all leave taken and leave requests are properly accounted for.
Office staffs can apply, approve and view leave records without the hassle and delay of going
through the admin staff ‐ it's all at your ID card with anytime, anywhere access.
Organization Leave Policy masters.
Yearly Leave & Holiday Set‐up.
Employee leave master (with eligibility for applicable leaves)
Leave Application (by Employee)
Leave Application (by Front office/HR)
Approval / Rejection.
Request for cancellation of applied leave.
Leave Approval/Rejection & cancellation.
Leave encashment.
Special grants.
Reports.
Security
User can login into system using their corporate email credentials. This application is accessible
only with in office intranet. Application encrypts all essential information before storing it into
database for better protection of data.
Health and Safety at Work
A young worker or employee must do an assessment of possible health and safety risks, before
they employ in this organization. They must pay particular attention to their age, lack of
experience, and other things that could be a risk to their health and safety.
Holidays
Employees are legally entitled to paid holiday in the same way as other workers. How much paid
holiday they get depends on how many days they work and when they leave year begins.
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5.2: Description of Tasks and Duties at Internship
I worked in HR department of Fatimafert limited where I oversee all the activities which are being
performed in HR.
Tasks Performed and Duties Held
Week 1
Manage Employee data base
Learn how to handle the matter of misconduct
Leaves sheet working
Week 2
Manage all letters from appointment to Final Settlement according to their departments and
Employee codes.
Week 3
Work on medical bills and leaves record
Conduct apprenticeship test (DAE Electrical, mechanical and electronics)
Week 4
Prepare all forms and formats related to Employment
Hiring of apprenticeship trainees
Week 5
Work on excel (minimum wage, attrition analysis, budgeting)
Week 6
Hiring process (MEDICAL CONSULTANT, ENGINEER, trainee engineers)
Week 7
Learn how to calculate the variable pay of the employees and social security
Week 8
Got familiar with EOBI website and Training conduct (Brand your Self)
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5.3 Learning and Achievements at Internship
It was a wonderful opportunity for me to work in Fatimafert Limited. I was being placed in the
HR Department of the very firm. My learning experience has been amazingly great and varied
throughout. Some ambiguities which I had about HR, they got away and I was able to gain a lot
out of it. The duties and tasks performed by me are learning activities for me which I tried to
perform in an effective manner and expect that this learning will help me in future.
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Part 6: Structure HRM Department
6.1 Department Hierarchy
Plant site also have a HR department but work is done in small scale. The main work is done in
head office. there is coordinator of HR in the plant site that handles the work in plant. But the
recruitment of employees, interviews, hiring etc. is done in head office. But training is given to the
engineers in the plant site. Because the training given to the engineers is related to production of
Urea, ammonia and DAP and production is done in plant site.
TASKS
Group life insurance (EFU)
EOBI (employee old age benefit Incentives)
Social security or medical insurance.
Intrinsic and extrinsic Benefits
Provident fund
Gratuity fund
Life insurance (for employees having PKR 18000 salary or below)
Social security (for employees below Grade M-6 and above Salary 18000)
House loan
Emergency loan
Car loan
Children education
Generator (for M-1 ,M-9)
Employee of the month(Appreciation Award)
Laptops
Mobile phones and Sims
Overtime compensations
Pick and drop facility
Bike loan
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6.2 Number of employees working under HR department
HR Departement
Zahid Rafique
(HRBP)
Farooq Ahmad
(HR Coordinator)
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Part 7: Marketing Functions (4P’s of the organization)
Major Components of Marketing Mix are:
Product
Price
Place
Promotion
7.1 Products/Services Offered
UREA
DAP
AMMONIA
Brand Name
BABBER SHER
Tag Line
TAAZA OOR TAQATWAR
7.2 Pricing Strategies
Depend upon;
Local and global demand &supply
Raw material
Govt. policies
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7.3 Place/ Distribution Channels
The product is distributed directly from the plants. There is a great demand for fertilizer in the
country and the company is having orders in advance. But to make the whole system very smooth,
company is having well-structured distribution department which coordinates with the carriers
both with the companies and the individuals. Because fertilizer is required in all parts of the
country and Fatimafert limited being a national firm take it as obligation that its product is
distributed throughout the country. The company also ensures that prices of its products do not
vary in any part of country because of transportation cost for this company gives some discount to
those dealers who are far-flung areas.
The distribution department makes contract with the private contractors to accomplish the task.
The contractors are responsible for any loss of the product on the way. The management also pay
surprise visit at dealer’s shops to ensure that the quantity in the bags, quality and the price are same
as suggested by the company policy.
Distribution Department is major department helping the sales force. Primary function of
Distribution dept. is to ensure effective and efficient distribution of product from plants to final
customer
Fertilizer market
Grain market
Pak railway
Private trucking contracting
7.4 Promotion
Different Medias used at Fatimafert Limited for Promotion
Television
Radio
Print media
Road side
Point of purchase
Farmers meeting
Campaigns
Kharif campaign
Rabi campaign
Radio
National radio channel
Ad duration 10-60 seconds
All around the year
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Print Media
National daily’s
Regional newspapers
International magazines
National magazines
Regional cultural magazines
Ad size 108 pcm
Road Side Advertisements
Jumbo hoardings
Bill boards
Warehouse boards
Dealers shops boards
Plastic whole signs
Point of Purchase
Crop posters
Corporate posters
Crop booklets
Zari reports
7.5 PEST Analysis at Fatimafert limited
Political Instability:
The political situation of Pakistan is not satisfactory. Due to the rapid change in the
Government every government sets its own new trade policies. Govt. should apply
sustainable policies for the beneficial of the exporters as well as the investors.
Economic Situation:
The economic condition of Pakistan can also affect the foreign investors increasing
inflation rate make the cost of production high and thus reduce the profit margin of the
investor.
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Social Situation:
The change in the lifestyle of the people affects the growing demand of the Fatimafert
limited products. The change in the lifestyle and needs in different demographics also
affect the demand of the customers. Due to all these changes Fatimafert limited is
performing excellent for the excellence organization as well as for the customer.
Technological Factor:
Technological advancement in all the sectors of the country has changed the entire socio-
economic environment. Especially in the fertilizer sector there is a lot of technological
development. High technology is the basic requirement of fertilizer industry. The
Fatimafert limited is using latest technology have some cost benefits over the companies,
which are not using high technology. The key to survival for companies in this industry is
using high technology for quality and cost purposes.
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Part 8: Financial Analysis
8.1 Share Holding Information
Fatimafert Limited
Pattern of Share Holding as at September 30, 2016
Name of Shareholder NO of shares
Directors
Mr. Fawad Ahmed Mukhtar 1
Mr. Arif Habib 1
Mr. Fazal Ahmed Sheikh 1
Mr. Faisal Ahmed Mukhtar 1
Mr. M Abad Khan 1
Mr. Muhammad Kashif Habib 1
Parent Company
Fatima Fertilizer Company Limited 99,999,994
Total 100,000,000
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8.2Tentative Financial Calendar
The schedule of the events/meetings/webcasts etc. of the company for the current financial
year.
Meeting Date of Meeting
BOD Meeting for Budget approval 2016 January 29, 2016
BOD Meeting for year ended 2015 Financial Results March 16, 2016
BOD Meeting for Qtr 1, 2016 Financial Results April 27, 2016
BOD Meeting for Qtr 2, 2016 Financial Results August 18, 2016
BOD Meeting for Qtr 3, 2016 Financial Results October 27, 2016
BOD Meeting for Budget approval 2017 3rd week of December, 2016
BOD Meeting for year ended 2016 Financial Results 4th week of January, 2017
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8.3 The Ratios:
Vertical Analysis (Common size statements)
Horizontal Analysis (indexed analysis)
Ratio Analysis
Liquid ratios
Coverage ratios
Activity ratios
Profitability ratios
Market ratios
Financial Analysis
A ratio analysis is a quantitative analysis of information contained in a company’s financial
statements. Ratio analysis is based on line items in financial statements like the balance
sheet, income statement and cash flow statement; the ratios of one item – or a combination of items
- to another item or combination are then calculated. Ratio analysis is used to evaluate various
aspects of a company’s operating and financial performance such as its efficiency, liquidity,
profitability and solvency. The trend of these ratios over time is studied to check whether they are
improving or deteriorating. Ratios are also compared across different companies in the same sector
to see how they stack up, and to get an idea of comparative valuations. Ratio analysis is a
cornerstone of fundamental analysis.
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Balance Sheet
EQUITY AND LIABILITIES 2015 2014
EQUITY Share Capital 12722 12722
Capital Reserve 160 160
Revenue Reserve 12788 12269
25670 25151
NON - CURRENT LIABILITIES Long term borrowings 2500 4280
Deferred Taxation 4574 4078
7074 8358
CURRENT LIABILITIES Trade and other payables 37904 21854
Interest and mark - up accrued 30 22
Short term borrowings 11603 7000
Current portion of long term
borrowings 1780 1460
Taxation 2501 3984
53818 34320
TOTAL EQUITY AND
LIABILITIES 86562 67829
ASSETS NON - CURRENT ASSETS Property, plant & equipment 20094 18444
Intangible assets 1611 1652
Long term investments 28135 20662
Long term Loans & advances 823 740
Long term deposits & prepayments 16 3
50679 41501
CURRENT ASSETS Stores, spares and loose tools 3315 3245
Stock in trade 928 302
Trade debts 822 701
Loans and advances 1059 921
Deposits and prepayments 26 47
Other receivables 1072 790
Short term investments 27433 18960
Cash and bank balances 1174 1362
35829 26328
Total assets 86562 67829
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Horizontal Analysis: Balance Sheet
EQUITY AND LIABILITIES 2015 2014vs2015% 2014
EQUITY Share Capital 12722 12722
Capital Reserve 160 160
Revenue Reserve 12788 4.23 12269
25670 2.06 25151
NON - CURRENT LIABILITIES Long term borrowings 2500 -41.59 4280
Deferred Taxation 4574 12.16 4078
7074 -15.36 8358
CURRENT LIABILITIES Trade and other payables 37904 73.44 21854
Interest and mark - up accrued 30 36.36 22
Short term borrowings 11603 65.76 7000
Current portion of long term
borrowings 1780 21.92 1460
Taxation 2501 -37.22 3984
53818 56.81 34320
TOTAL EQUITY AND
LIABILITIES 86562 27.62 67829
ASSETS NON - CURRENT ASSETS Property, plant & equipment 20094 8.95 18444
Intangible assets 1611 -2.48 1652
Long term investments 28135 36.17 20662
Long term Loans & advances 823 11.22 740
Long term deposits & prepayments 16 433.33 3
50679 22.12 41501
CURRENT ASSETS Stores, spares and loose tools 3315 2.16 3245
Stock in trade 928 225.17 302
Trade debts 822 17.26 701
Loans and advances 1059 14.98 921
Deposits and prepayments 26 -44.68 47
Other receivables 1072 35.77 790
Short term investments 27433 44.69 18960
Cash and bank balances 1174 -13.8 1362
35829 36.29 26328
Total assets 86562 27.62 67829
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Horizontal Analysis of Balance Sheet
There is an increase in cash and bank balance during 2014-2015, which is of 36.29% there is
overall increase in Total assets. Total liabilities have increased by 27.62%which is due to increase
in stockholder’s equity increased by 46.3%. company is attracting more capital from investors in
order to expand its operations.
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VERTICAL ANALYSIS: Balance Sheet
2015 2014 EQUITY AND
LIABILITIES Rs. % Rs. %
EQUITY Share Capital 12722 14.7 12722 18.76
Capital Reserve 160 0.18 160 0.24
Revenue Reserve 12788 14.77 12269 18.09
25670 29.66 25151 37.08
NON - CURRENT
LIABILITIES Long term borrowings 2500 2.89 4280 6.31
Deferred Taxation 4574 5.28 4078 6.01
7074 8.17 8358 12.32
CURRENT LIABILITIES Trade and other payables 37904 43.79 21854 32.22
Interest and mark - up accrued 30 0.03 22 0.02
Short term borrowings 11603 13.4 7000 10.32
Current portion of long term
borrowings 1780 2.06 1460 2.15
Taxation 2501 2.89 3984 5.87
53818 62.17 34320 50.6
TOTAL EQUITY AND LIABILITIES 86562 100 67829 100
ASSETS NON - CURRENT ASSETS Property, plant & equipment 20094 23.21 18444 27.19
Intangible assets 1611 1.86 1652 2.44
Long term investments 28135 32.5 20662 30.46
Long term Loans & advances 823 0.95 740 1.09
Long term deposits & prepayments 16 0.02 3 0
50679 58.55 41501 61.19
CURRENT ASSETS Stores, spares and loose tools 3315 3.83 3245 4.78
Stock in trade 928 1.13 302 0.45
Trade debts 822 0.95 701 1.03
Loans and advances 1059 1.22 921 1.36
Deposits and prepayments 26 0.03 47 0.07
Other receivables 1072 1.24 790 1.16
Short term investments 27433 31.69 18960 27.95
Cash and bank balances 1174 1.96 1362 2.01
35829 41.45 26328 38.82
Total assets 86562 100 67829 100
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Vertical Analysis of Balance Sheet
Vertical analysis shows that there is a decrease in the capital from year 2014 to 2015 which is
18.76 to 14.70; this significant increase shows that people are willing to invest in the business of
the company.
There is also decrease in the reserves of the company due to which the worth of the company has
been decreased.
Some of the current liabilities of the company are increasing with the minor fractions but some of
the current liabilities (trade payables, short term borrowings) showing a little bit higher increase,
which means these liabilities are increasing, but are backing up the short term investments and
some of the other current assets.
There is an overall decrease in the assets of the company in 2014 as compared to2013, including
fixed and current assets, but some of the current & fixed assets are also increasing at the same
time. But the company is using its assets productively in its operations
Profit & Loss Account Rs. In million
2015
15 vs.
14 2014
Rs. % Rs. Sales 81240 9.07 74481 Cost of Sales 50137 25.5 39949 Gross Profit 31103 -9.93 34532 Distribution Cost 6431 4.28 6167
24672 -13.02 28365 Finance cost 849 12.3 756 Other expenses 2303 -9.97 2558
21520 -14.1 25051 Other Incomes 4721 8.08 4368 Net Profit before
Taxation 26241 -10.8 29419 Provision for taxation 8070 -13.08 9284 Net Profit after taxation 18171 -9.75 20135
Horizontal Analysis of Income Statement:
During 2014-2015 there is a significant increase in cost of goods sold by 25.50%.
Financial charges have been increased by 12% which is bad sign for the company and it is due to
decrease in the equity financing. Net profit decreased by9.75.
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Profit & Loss Account Rs. In million
2015 2014
Rs. % Rs. % Sales 81240 100 74481 100 Cost of Sales 50137 61.71 39949 53.64 Gross Profit 31103 38.29 34532 46.36 Distribution Cost 6431 7.29 6167 8.28
24672 30.37 28365 38.08 Finance cost 849 1.5 756 1.02 Other expenses 2303 2.83 2558 3.43
21520 26.49 25051 33.63 Other Incomes 4721 5.81 4368 5.86 Net Profit before
Taxation 26241 32.3
29419 39.5 Provision for taxation 8070 9.93 9284 12.46 Net Profit after taxation 18171 22.37 20135 27.03
Vertical Analysis of Income Statement:
There is a very slight increase in the sales but as compared to that increase there is a huge increase
in the cost of goods sold, due to which decrease in the gross profit, at the same time increase in the
other incomes and increase in the operating & financial costs leading to a huge decrease in the
profits of the company.
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8.4 Ratio Analysis
Profitability Ratios
Rise in cost of sales owing to increased raw material cost and GIDC resulted in a reduction in
gross and net profit margins for 2015, depicting a decrease of 8% and 5% respectively from last
year. Consequently, return on equity (post tax) and capital employed were also lower by 9% and
4% respectively in comparison with 2014. Excluding exceptional performances in 2012 and 2013,
profitability ratios of the Company were in concurrence with overall performance during the 6
years.
Operating performance / Liquidity
Current ratio for 2015 depicted a minimal decrease of 0.10 times as compared with 2014 due to
increase in trade creditors, while ‘cash to current liabilities’ and ‘cash flow from operations / sales’
witnessed an increase of 0.04 times and 0.06 times respectively (excluding 2012 & 2013) over the
historic average of 6 years.
Activity / Turnover Ratios
Inventory turnover days were in line with past trends at 2 days, while debtor turnover days
improved in comparison with last year and were consistent with the historic average of 3 days over
the past 6 years (excluding 2012 & 2013). Number of days in payables stood at 124 days due to
non-payment of GIDC under various Court decisions, however, number of days without
considering GIDC payable remained at 3 days against average of 6 days over last six years. Total
asset turnover ratio recorded at 0.94 times was in line with the historical 6-year average of the
Company but recorded a decrease of 0.16 times as compared with 2014.
Investment / Market Ratios
As a result of decline in profits, the Company’s earnings per share were recorded at Rs. 14.28 per
share. Price to earnings ratio however improved by 1.13 times as compared to 2014 as the market
price of Company’s share rose from Rs. 111.96 at the close of 2014 to Rs. 117.11 for the year
ended December 31, 2015. Dividend payout ratio for 2015 was recorded at 95.57% against an
average of 97% for the 6 years, to maintain a steady stream of income for the shareholders.
Consequently, the Company recorded a total cash dividend per share of Rs. 13.65 for the year.
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Capital Structure Ratios
Financial leverage ratio of 0.62 times for 2015 is consistent with the average for the past 6 years.
Debt to equity ratio improved to 9:91 indicating the lowest amount of long term debt in the last 6
years. Company’s interest cover ratio doubled to 32 times in comparison with 15 times in 2010 as
a result of lower finance cost to profitability ratio.
DuPont Analysis
Net profit margin of the Company decreased to 22% during the year as compared to 27% in 2014
as a result of increase in raw material cost and GIDC. Asset turnover and ownership ratio reduced
to 0.94 and 9.6% respectively in 2015 owing to an increase in the asset base of the Company,
primarily on account of an increase in long term investments. Consequently, the Company reported
a return on equity of 71% in 2015 compared to 80% last year.
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Part 9: Critical Analysis (HRM)
Management Practices at FATIMAFERT
LIMITED (formally DH fertilizer limited)
9.1 Human Resource Planning
HR planning is an important component of strategic HR Management that guides them to achieve
their goals or meeting their missions. It is done for the success of firm while meeting the needs of
employees and other stakeholders. HR planning also plays an important role from budgetary point
of view so that it can factor the cost of Recruitment, training etc. into an organization’s operating
budget.
Firstly, skills, knowledge and abilities are to be identified of an individual employee through skill
inventory or through their JD’s in Fatimafert limited paints. HR requirements are to be forecast
according to it in which skills are to be identified to achieve goals of an organization. Later on jobs
are to be filled according to it. Individual assessment of an individual employee is done by internal
audit which analyze the gaps in which following things are to be analyzed.
What new jobs will we need?
What new skills will be required?
Do our present employees have the required skills?
Are employees currently in positions that use their strengths?
Do we have enough managers/supervisors?
Are current HR management practices adequate for future needs?
9.2 Job Analysis
Job Analysis is a technical and managerial tool used for gathering or analyzing information about
the jobs and other units of work. It is used to identify the knowledge, skills and expertise for
performing the job assignments in an effective manner.
Component of Job Analysis
There are two major aspects of job analysis:
These are:
Job Description
Job Specification
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Job Description is an important document, which is basically descriptive in nature and contains a
statement of job Analysis. It provides both organizational information’s (like location in structure,
authority etc.) and functional information (what the work is).
It gives information about the scope of job activities, major responsibilities and positioning of the
job in the organization. This information gives the worker, analyst, and supervisor with a clear
idea of what the worker must do to meet the demand of the job.
Contents of Job Description:
Following are the main content of a job description it usually consists of following details or data.
Job Description: A statement containing items such as
Job title / Job identification / organization position
Location
Job summary
Duties
Machines, tools and equipment
Materials and forms used
Supervision given or received
Working conditions
Hazards
Job Specification:
Job Specification translates the job description into terms of the human qualifications, which are
required for performance of a job. They are intended to serve as a guide in hiring and job
evaluation.
Job specification is a written statement of qualifications, traits, physical and mental
characteristics that an individual must possess to perform the job duties and discharge
responsibilities effectively.
In this, job specification usually developed with the co-operation of personnel department and
various supervisors in the whole organization.
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job relatedness' of employment
procedures. The information which is collected by conducting job analysis plays an important role
in controlling the output of the particular job. It also helps in recruiting the right people for a
particular job. The main purpose of conducting this whole process is to create and establish a
perfect fit between the job and the employee.
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Job analysis also helps HR managers in deciding the compensation package and additional perks
and incentives for a particular job position. It effectively contributes in assessing the training needs
and performance of the existing employees. The process forms the basis to design and establish
the strategies and policies to fulfill organizational goals and objectives.
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interviews
supervisor interviews
expert panels
structured questionnaires
task inventories
check lists
open-ended questionnaires
observation
incumbent work logs
Then such HR strategies are developed which support organizational strategies.
9.3 Recruitment and Selection Procedures
Recruitment process starts after analyzing the gap which is done in HR planning process. After
analyzing the gap, manpower budgeting is done in which prescribed budget is given to different
departments according to which new jobs are created or to be filled. HR Requisition form provided
to managers of different departments in which required employee criteria is provided to Human
resource so that they can target such employees in effective manner. Later on, it is to be analyzed
that for what position we are hiring which is provided by managerial level. Fatimafert limited is
using both formal and informal method to select pool of candidates according to prescribed criteria
given by department heads. After receiving Curriculum Vitae or Resume’s we shortlist the list of
candidates which are according to required criteria. Later on schedule the interview for the post.
Then we conduct an interview. Rating form is given to manager with their CV or resume so that
they can such person. If a person is selected after getting through this process, then we offered
them post.
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9.4 Orientation of New Hires
In Fatimafert limited, 2 to 3 days’ orientation is provided to new employee. It is done to prepare
employees to do their job in an effective manner, at the same time help them to learn about the
organization and perform work relationships. Orientation helps them to understand organization’s
culture and operations of an organization. In orientation program factual information is
communicated about pay and benefits, reviewing company rules and policies, and completing
paperwork. Managers of different departments play an important role in orientation plan by giving
them an overview regarding their field which enhances their learning for new job. HR has overall
responsibility for program planning and follow-up and must coordinate with the immediate
supervisor to avoid duplication or omission of important information. After completing the
orientation program, then HR representatives review a checklist of items with employees to ensure
all items have been covered. Feedback from everyone involved in the process which is done
through roundtable discussions with new employees.
9.5 Training & Development of Employees
Employee development is a shared responsibility which is performed by management and the
individual employee. The role of management is to provide the right resources and such an
environment that supports an employee in his growth and development needs. A well-crafted job
description is the foundation upon which employee training and development activities are built
in Fatimafert limited Paints. Supervisor’s responsibility is to provide required training to
employees to meet basic competencies for the job. At the same time to look for the learning
opportunities that everyone could learn from which could be an incident with a client. Identify
goals and activities for development and prepare an individual development plan.
In Fatimafert limited there are about 2 type of trainings that are undertaken:
In-house training
Out house training
In-house Training:
This is the type of training which is undertaken internally without any assistance from the external
training institutes. In Fatimafert limited it is done by the following way:
Workshops
Job rotation
Seminars
Training of the MTEs for one year while placing them in multiple departments to get them
familiar of the business operations of the firms. An induction plan is made for the various
orientations that are to be given to the MTEs.
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Outhouse Training:
Fatimafert limited also takes into account the external training programs while seeking help from
the external training institutes. For that matter a TNA (Training need analysis) is prepared by the
end of June and July. Training needs analysis is the primary phase in training process and
comprises of a process to establish whether training will certainly tackle the problem, which has
been identified. Training analysis looks at each aspect of an operational domain so that the initial
skills, concepts and attitudes of the human elements of a system can be effectively identified and
appropriate training can be specified.
9.6 Performance Management
Fatima Group aims to build a high performance culture across all its businesses. Performance
Management sets a systematic way of progress review, goal setting, recognizing and rewarding
achievements, communication, providing effective and valuable feedback on individual
performance, and implementing employee development programs.
PERFORMANCE MANAGEMENT PROCESS FLOW
Setting Objectives & Development Plan
Set the SMART objectives around employee’s current role / job description.
Identify opportunities to strengthen development areas.
Discuss and finalize objectives and development actions with Line manager.
Mid-year Review
Evaluation of progress
It proactively identifies performance issues, obstacles and rework plans as necessary.
Re-evaluating priority and appropriateness of objectives
Adjust goals if organizational or departmental needs have changed.
Year-End Discussion
Self-Assessment
Employee completes for each objective along with a self-assessment of his/her progress against
agreed development actions.
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Calibration Meetings
Process ensures that managers determine their ratings using a standardized rationale. It is a meeting
held by groups of managers and their next higher manager. Meetings deliver
Consistency in defining employees’ overall (comparative) ratings
Common benchmark and understanding of the ratings definitions.
Overall quality and distribution of ratings for entire group.
Ratings Feedback to Employee
Ratings are finalized after the calibration meetings. The manager thereafter holds year-end
discussion and gives detailed feedback on his/her performance.
9.7 Compensation & Benefits Policies
Employee benefits also known as perks comprise of various types of non-wage compensation
provided to employees in addition to their normal wages or salaries. This actually provides a
cornerstone to the employees to work hard to get something over and above their salary and
motivates them to work.
Likewise, Fatimafert limited also gives employee benefits and compensations to its employees. A
few are mentioned below:
Intrinsic and extrinsic Benefits
Provident fund
Gratuity fund
Life insurance (for employees having PKR 18000 salary or below)
Social security (for employees below Grade 6 and above Salary 18000)
House loan
Emergency loan
Car loan
Children education
Generator (for grade 11 and above)
Employee of the month (Appreciation Award)
Laptops
Mobile phones and Sims
Overtime compensations
Pick and drop facility
Bike loan
There are a few things which are mandatory to seek as per law. These are mentioned below:
Group life insurance
EOBI (employee old age benefit Incentives)
Social security or medical insurance.
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Part 10: SWOT Analysis
10.1 Internal Factors (S T)
Strength
Goodwill of "Bubber Sher" trademark'
Availability of Gas at subsidized rates'
Well established organizational set up
Availability of Technical and managerial expertise in all disciplines
Repute of the company
Solid financial position
State of the art production facility
Competent and committed human resource
Brand preference
Skilled work force
Experienced business unit
Well organized marketing network
High market share in market overall Pakistani market
A strong leadership network for distribution
Self-power generation
Weaknesses
No guarantee on feedstock price and supply
Linkage of gas supply to plant with millions of domestic consumers on the main supply
line'
Low capacity of the plant - Mega plants
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No promotional activities are done by the company
operating in Middle East and in Pakistan as well
Higher maintenance cost due to old equipment
Less market share
High loan rate are possible
Narrow product line
Fixed customers base
No substantial capacity enhancement or new plant on line for the last 35 Years'
10.2 External Factors (O T)
Opportunities
Cushion for enhancement in urea production to fill the demand & supply gap
improvement in Water Management System by GOP
All the tools of plant available for erection of new plant
Land for new Plant available
Low customer bargain power
Opportunity to export fertilizer
New products and services
Less potential for new entrants in the industry
Give more benefits to dealer to gain more market share
Vast experience gained during BMRs n 1991 and 2006 can be utilized for future
expansion programs.
Threats
Subsidy on feedstock may be abolished by Government
Duty free imports of urea from mega producers in Middle East
Allocation of gas by GOP for setting up new fertilizer Plants
DAP Fertilizer being subsidized to increase its consumption.
Growing number of companies coming in business
Their competitors are giant competitors due to this future competition will be tough
Natural climate and other disturbance in country including political factors may affect the
profitability of company
Technological problems
Tax changes
Cash flow
This SWOT Analysis of Fatimafert Limited provides a strategic SWOT analysis of the company's
businesses and operations. This free SWOT analysis shows strengths, weaknesses, opportunities
and threats. This SWOT analysis of Fatimafert Limited can provide a competitive advantage.
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Conclusion
Fatimafert limited (formerly DH Fertilizer limited) views excellence as the market leader in the
fertilizer having 60% of the market share. Company being the market leader sets standards for the
industry. The company continues to enhance the facility of providing farmers free farm advisory
services through farm advisory centers. Fatimafert limited is using a single brand name BABBER
SHER for its products. Fatimafert limited is only Fertilizers Company in the industry conducting
seminars on core agricultural issues, inviting local and foreign luminaries. Company is fully
automated having the extensive information systems for the plant site as well as the marketing
division, countrywide location of plants.
Fatimafert hold themselves accountable for effective HRM systems and adherence to the Merit
System Principles (as appropriate) or other organizational values and policies. In sum, the
organizational performance of Fatimafert could be explained by its effective recruitment and
selection practices and performance appraisal practices.
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Recommendations
It is recommended that Fatimafert limited should use its position as a market leader in the fertilizer
sector and expand its operations in other countries as well. Neighboring countries like Afghanistan
and Iran are ideal for this type of expansion. Fatimafert limited is also advised to maintain its
quality because in a situation like this it is very easy for a company to get complacent and start
neglecting the quality of its products.
There is shortage of gas supply to the company which is basic raw material of urea production .so
that production of company effected. Company should make negotiation with gas suppliers and
consult with technicians to cope with situation.
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References & Sources
www.fatima-group.com
http://fatima-group.com/ffl/
WWW.DH.ORG.COM
WWW.SCRIBED.COM
Organization marketing department
Organization Annual Report
Company planner
Internship reports on DH and Fatima group
Contact persons:
Sir Zahid Rafique (HRBP)
Sir Farooq Ahmad (HR Coordinator)