Organization

Development
Engro Foods Limited

Submitted to: Prof. RaffatIqbal

Submitted by:
Jawad Abdul Khaliq
L1F07MBAM0103
MubashraArif
L1F07MBAM2111
Bilal Ahmad L1F07MBAM2101
Ayesha Raffique L1F07MBAM0060
Tahseena Abdul Aziz L1F07MBAM2180
Fatima Khalid
L1F07MBAM0156
Section: A 1
 PREFACE
All praise is to Almighty Allah for bestowing us with the wisdom to accomplish our
task.
Themain purpose of the project is the fulfilment of the requirements of the
Organization Development, which is the part of our study work.
Engro Foods is the diversified business of Engro. The information has been gathered
from different sources including the web site, web pages related to the Engro Food
Limited (EFL), personal discussion with employees, E-mails and visit to the branch
office situated in EDEN TOWER, Lahore. We have included all the information
obtained from the mentioned sources and no part of this project has been added from
own.
As regards the preparation of this project, all the topics are added in a proper
sequence, starting with the table of contents, including the history, overall view,
company information, everything that was required for the completion of the project.

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 ACKNOWLEDGEMENT
We would like to offer our humble gratitude to Allah Almighty, the most Gracious
and the most Merciful, who gave us strength and enabled us to achieve our goals.
The topic of our project was the organization development analysis of Engro to
Engro Foods. During our Project, we had to face some difficulties as data was not
readily available; we had to go to EFL office to collect data after having some solid
reference and then sort out relevant data for our project.
We would like to thank our kind Prof. Raffat Iqbal for his pre-emptive and
continuous support. Without his help we would not have been able to complete our
project on timely manner. We are grateful to employees of various departments of
Engro that helped us during our work in making our project successful.

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 TABLE OF CONTENTS
TOPICS Page No.

Engro Vision ....................................................................... 6

Background........................................................................ 7

Engro’sBusinesses................................................................... 8

• Engro Foods Limited........................................................ 8

• Engro Energy............................................................... 8

• Engro Polymer and Chemical Limited................................... 8

• Engro Innovative Automation Pvt Ltd................................... 8

• Engro Vopak Terminal Limited.......................................... 9

• Engro Eximp Pvt Ltd........................................................ 9

Engro Foods Vision.............................................................. 10

History................................................................................. 11

Aim...................................................................................... 11

Brands................................................................................. 11

Core Values………………………………………………………….... 12

Culture of Engro………………………….…………………………… 14

Anticipate Need for Change……….………………………………… 15

Action Plans, Strategies and Techniques…………………………….. 15

SWOT Analysis.................................................................... 17

Plans & its Implementation.................................................. 18

Resistance To Change.......................................................... 19

Whether Change Embedded In Culture Or Not..................... 19

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Analysis Of Change Efforts................................................... 20

Further Improvement........................................................... 21

Recommendations……………………..................................... 21

References……………………………….................................... 22

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 VISION

"To be the premier Pakistani enterprise with a global reach, passionately pursuing value
creation for all stakeholders.”

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 BACKGROUND
Search for oil by Pak Stanvac, an Esso/Mobil joint venture in 1957, led to the discovery of
Mari gas field situated near Daharki -- a small town in upper Sindh province. Esso was the
first to study this development in detail and propose the establishment of a urea plant in that
area.
The proposal was approved by the government in 1964, which led to a fertilizer plant
agreement signed in December that year. Subsequently in 1965, the Esso Pakistan Fertilizer
Company Limited was incorporated, with 75% of the shares owned by Esso and 25% by the
general public. The construction of a urea plant commenced at Daharki the following year
with the annual capacity of 173,000 tons and production commenced in 1968. At US $ 43
million, it was the single largest foreign investment by a Multinational Company in the
country. A full-fledged marketing organization was established which undertook agronomic
programs to educate the farmers of Pakistan. As the nation’s first fertilizer brand, Engro
(then Esso) helped modernize traditional farming practices to boost farm yields, directly
impacting the quality of life not only for farmers and their families, but for the community at
large. As a result of these efforts, consumption of fertilizers increased in Pakistan, paving
the way for the Company’s branded urea called "Engro", an acronym for "Energy for
Growth".
As part of an international name change program, Esso became Exxon in 1978 and the
company was renamed Exxon Chemical Pakistan Limited. The company continued to
prosper as it relentlessly pursued productivity gains and strived to attain professional
excellence.
In 1991, Exxon decided to divest its fertilizer business on a global basis. The employees of
Exxon Chemical Pakistan Limited, in partnership with leading international and local
financial institutions bought out Exxon’s 75 percent equity. This was at the time and perhaps
still is the most successful employee buy-out in the corporate history of Pakistan. Renamed
as Engro Chemical Pakistan Limited, the Company has gone from strength to strength,
reflected in its consistent financial performance, growth of the core fertilizer business and
diversification into other fields.
Investment in people, process solutions and resource conservation initiatives have reduced
energy use per ton of urea by a third, whilst increasing urea production nearly six-fold since
1968. Not only does this save money, it stretches non-renewable energy sources and
mitigates the impact of waste. Along the way, a major milestone in plant capacity upgrade
coincided with the employee led buy-out; innovatively optimizing our resources, Engro re-
located fertilizer manufacturing plants from the UK and US to its Daharki plant site – an
international first. Our pioneering spirit continues in our social investments, exemplified by
the only snake-bite treatment facility in the Ghotki region and the first telemedicine
intervention in the country.

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 ENGRO’S BUSINESSES

Engro Foods Limited (EFL):

ENGRO FOODS LIMITED is the 100% owned subsidiary of ENGRO. The
company's milk production capacity is 700k litters per day. Moreover an
investment plan of $ 3.4 billion in Engro Foods has been approved by the
board for: expanding UHT capacity to 900k litre per day, expanding milk powder capacity
to 70 kilo per day, import of 1000 cows and an ice cream plant. The company is all set for
growth as the milk business profitability is increasing due to increasing consumption of milk
and increasing prices of dairy products. Besides selling milk, the company also sells the
company also sells related products such as creams and unbranded products such as ghee,
and recently introduced a milk whitener; namely "Tarang". Currently, the company is
incurring losses due to expansionary activities.
The value of the ENGRO FOODS LIMITED is Rs.36 in total subsidiaries value of 63.4.

Engro Energy (EEL):

ECPL holds 100% equity of EEL. The plant started its production in 2009. The
plant has production capacity of 217 MW is located at Qadirpur (Ghotki
District). The plant will cost US $ 205 m; of which 75% is to be raised through
offshore debt financing while rest to be raised through an equity issue.
The value of the EEL is Rs.10.7 in total subsidiaries value of 63.4.

Engro Innovative Automation Pvt Ltd (EIAL):

ECPL holds 63% of EIAL. The core business of EIAL is to provide process
control solutions to leading industrial units. During CY07, the company has
acquired 70% stake in a US based Automation and Engineering company
named Advanced Automation LP (AALP).

Engro Polymer and Chemical Limited (EPCL):

EPCL is a joint venture between Engro Chemicals and Mitsubishi Corporation
of Japan. EPCL's facility is designed to produce 100k tones of PVC resins; the
plant is located at Port Qasim. The company is going through expansion of
PVC manufacturing capacity after which the production capacity will increase
to 150k tpa. The plant is being setup at a cost of $220 mn and was completed by 1H-CY09.
For financing purposes ECPL injected equity worth Rs. 1.5 bn. The designed facility will
also be able to produce additional intermediary products and caustic soda.

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The company is showing increasingly high numbers in its bottom line and it's a great source
of dividend revenue for ECPL. The company paid a dividend of Rs. 229
million in CY07.

Engro Vopak Terminal Limited (EVPL):

It is a joint venture with Royal Vopak of Netherlands. Engro holds 50% of equity. The core
business of the company is storage and handling of chemicals. The Engro Vopak has entered
into an agreement with EPCL for ethylene storage services, and plans to construct first
cryogenic storage facility, which would cost $ 30 mn. All the financing will be raised from
debt issue.
The company paid a dividend per share of Rs. 5 in CY07. The profit of the company is
expected to grow by 18-20% and the company is expected to maintain a payout of 92%
going forward. The value of the EVPL is Rs.11 in total subsidiaries’ value of 156.5.

EEPL: Engro Eximp Pvt Ltd.

EEPL holds 100% equity of Engro Eximp. Engro Eximp deals in the business of imported
fertilizer The Company offers value to ECPL as the company gets imported fertiliser at less
cost than it would have to bear otherwise. The imported fertiliser demand is expected to
continue at a growth rate of 30% till 2010 and after that import of fertiliser will be almost
zero as the capacity expansion of 1.8 mtpa by Fatima Fertiliser and Engro Chemical
Pakistan will become operational by 2011.
The value of the EEPL is Rs.5.7 in total subsidiaries’ value of 63.4.

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 ENGRO FOODSVISION

“To become a fast growing mega food company”

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 ENGRO FOOD HISTORY
The growth strategy which was adopted by ENGRO Chemical Pakistan limited was
diversification they diversify chemicals to food business Engro’s 40 year old relationship
with the farmer also gives Engro food another edge over the competitors
Engro Foods (Pvt.) Limited (EFL) has been established in 2005 as part of a diversification
process at the Engro Group. The plant located at Sukkur on 23 acre land, has the raw milk
reception capability of 300,000 litres per day and UHT milk capacity of 200,000 litres per
day. The plant has been established at a cost of Rs. 1 billion which provides direct
employment to 750 people. Engro Foods has entered the Food business through milk
processing and sale with the company’s vision to pursue growth opportunities based on
country fundamentals and own strength. It also positions the company to leverage its
corporate social responsibility initiatives and work closely with rural communities to
promote integrated farming and livestock development. This effort is expected to play a
pivotal role in poverty alleviation and improving livelihoods of the poor in the milk
collection areas.
Engro Foods will work with the Pakistan Poverty Alleviation Fund and its three partner
organizations to help implement sustainable business models that increase farmer’s
profitability and develop a positive social and business climate for growth and expansion of
live stock and other forms of value added agriculture.

Engro Food Aim

“Dominate the food business and to achieve this we will settle for nothing less than the
cream”

Engro Food’sBrands
 Olper’s milk

 Olper’s cream

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  Olwell

 Tarang

 Omore’

CORE VALUES
Engro’semployees performance can only flourish in a sound work environment. That is why
Engro Foods Limited is committed to supporting its leadership culture through systems and
policies that foster open communication, maintain employee and partner privacy, and assure
employee health and safety.
1. Safety, Health & Environment
Engro manage and utilize resources and operations in such a way that the safety and health
of their people, their neighbors, their customers and their visitors is ensured. They believe
their safety, health and environmental responsibilities extend beyond protection and
enhancement of their own facilities, and they are concerned about the distribution, use and
after use disposal of their products.
2. Ethics And Integrity
They care how results are achieved and express honest and ethical behavior in all their
activities. Choosing the course of highest integrity is their intent and they establish and
maintain the highest professional and personal standards. A well-founded reputation for
scrupulous dealing is itself a priceless asset.

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3. Leadership
Engro have leaders of high integrity, energy and enthusiasm who have the necessary
managerial, professional and people skills to inspire a group or an organization to set high
goals and achieve them willingly. They believe that leadership skills need to be strengthened
at all levels within their organization and that managerial and professional competence is a
necessary foundation.
4. Quality & Continuous Improvement
Engro believe that quality and a relentless commitment to continuous improvement are
essential to their ongoing success. To this end, they define quality as understanding the
customer's expectations, agreeing on performance and value, and providing products and
services that meet expectations 100 percent of the time. Their motto is, "Quality in all we
do”.
5. Enthusiastic Pursuit Of Profit
Successfully discharging their responsibilities to their shareholders to enhance the long-term
profitability of Engro provides the best basis for their career security and meaningful
personal growth. They can best accomplish this by constantly meeting the need of their
customers and providing them with value.
6. External & Community Involvement
Engro believe that society must have industrial organizations that it can trust. Trust and
confidence are earned by their performance, by open and direct communication, and by
active involvement in the communities in which they live and conduct their business.
7. Candid & Open Communications
Engro value communications that are courteous, candid and open and that enable each of
them to do their jobs more effectively by providing information that contributes to the
quality of their judgments and decision making. Effective communications should also
provide the means for gaining understanding of the company's overall objectives and plans
and of the thinking behind them.
8. Enjoyment & Fun
Engro believe that excitement, satisfaction and recognition are essential elements of a
healthy, creative and high-performing work environment. Having fun in their work should
be a normal experience for everyone.
9. Innovation
Success requires them to continually strive to produce break through ideas that result in
improved solutions and services to customers. They encourage challenges to the status quo
and seek organizational environments in which ideas are generated, nurtured and developed.
10.Individual Growth & Development
They strongly believe in the dignity and value of people. They must consistently treat each
other with respect and strive to create an organizational environment in which individuals

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are encouraged and empowered to contribute, grow and develop themselves and help to
develop each other.
11.Teamwork & Partnership
They believe that high-performing teams containing appropriate diversity can achieve what
individuals alone cannot. Consciously using the diversity of style, approach and skills
afforded by teams is strength they must continue building into their organization.
12.Diversity & International Focus
They value differences in gender, race, nationality, culture, personality and style because
diverse solutions, approaches and structures are more likely to meet the needs of customers
and achieve their business goals

CULTURE OF ORGANIZATION
• Engro is Japanese culture organization
• Low power distance and open culture.
• Engro Foodsis working on open door policy
• In Engro Foods suggestions are always welcomed from the employees
• Engro has always got the award of highest paying company since many years
Our People
• People at ENGRO FOOD LIMITED are very dynamic and vibrant with an attitude
of challenging the norms, at the same time these people are highlyprofessional,
ethical and resultoriented.
• These are people who want to shine, make a name for themselves and for that they
are willing to gotheextramile.
• People at ENGRO FOODS are driven to achieve greater success they look for new
and exciting ways to return value to their customers and shareholders.
• There are more than 700 experienced employees and in ENGRO input of every
employee is encouraged.
• ENGRO is striving to become employer of choice by providing a work place where
people feel confident, valued and provided with training.
Our Dreams
• ENGRO FOODS LIMITED dreams to be BIG. They want to be a major player in
the food industry which is also evident in their vision.
• ENGRO FOODS LIMITED wants to challenge the industry norms and surprise
whoever has eyes on it.

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 ANTICIPATE NEED FOR CHANGE
New Plants Requirement
Engro identify that their demand has been increased in fertilizer products and to fulfil that
demand they have to install new plant in Punjab region. Punjab government imposed
restriction on Engro to install a fertilizer plant in Punjab and the restriction limit has not
been identified.
Diversification
• ENGRO finds that their chemical industry is not sufficient for them, and they found
an opportunity in milk industry because they were providing fertilizer to the farmers
and these farmers were selling milk to the local people. From there ENGRO got an
idea to provide the UHT treated milk in the country. Pakistan is the world’s fourth
largest milk producing country. Total annual milk production in Pakistan is
estimated 32 billion litres. Out of which only 4 % is being processed.
• In summer time in Pakistan the temperature rises and the requirement of ice cream in
the season is at its peak. ENGRO wanted to capture those customers by introducing a
new ice cream in the market.
• Being the agricultural land the major crops of Pakistan are wheat, cotton, rice, etc.
and Engro finds that they should go in any of these businesses.
Raw Milk Quality
Firstly Engro used to depend on suppliers who used to collect raw milk form the small dairy
farmers. That raw milk did not meet the quality standards of company.
Unbranded Products
There are many companies in market who are selling unhygienic milk (khula dodh) and ice
cream (kulfi waley). They wanted to capture those customers consuming unbranded milk
related products.

ACTION PLANS, STRATEGIES AND TECHNIQUES

Expansion
In order to meet the requirement of product demand and also keeping in mind the restriction
of government in Punjab region ENGRO management find way to solve this is in the
capable way and they have stated a project of installation of a fertilizer plant in Sadiqabad
Sindh.
Unrelated Diversification
• At its start it was ENGRO CHEMICAL and after that they found opportunities in
FMCG (fast moving consumer goods) industry. They started processing milk by
offering an attractive brand Olper’s.

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 • Engro have now planned to start rice plant in Pakistan. In industrial area outside
Lahore near Mureed-kay Engro is also installing a rice plant.
Related Diversification
Engro was playing well in milk industry and they wanted to expand their business. For this
they did related diversification and started an ice cream with a brand name of Omore’.
Quality Improvement
Engro Foods Limited only has the third-generation UHT milk plant in the country. Engro
Foods Limited plant is the only plant in Pakistan that uses Bactofuge technology to virtually
eliminate bacteria and ensure premium quality and hygiene.
Engro Foods are using TETRA PAK for its milk packing. This is best way to deliver quality
milk to the consumers.
Backward Integration
Engro started their own collection centres in different town and villages around the country.
At these collection centres they test raw milk from every small supplier to meet the quality
standards.
Market Penetration
To capture consumers of unbranded product producers Engro Foods are creating awareness
among customers through different marketing campaigns. For this they use print media and
television ads. They promoted their products as a part of our culture.
Penetration Pricing
ENGRO FOODS had to compete with the giant player in UHT milk industry. They had to
provide best quality milk at a competitive price. They use promotions and comparatively
low price to capture high market share.
Forward Integration
In order to build confidence and provide the best quality products to the customer in time
Engro Foods is not relying on third parties for sale and distribution and has its own sale and
distributing network.
Attractive Packing
In order to attract the eyes of its customer, Engro Foods is using very attractive colours. For
example in Olper’s red and white, Olwell white and purple, in Tarang many attractive
colours are being used.

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 SWOT ANALYSIS
Strengths
 Engro Foods is a well-established brand name, customers automatically have a brand
association
 They can easily afford research and development costs in order to introduce new
products
 They have strong supply chain (good PR with farmers provides world class supply
chain management)
 The increasing sale figures form years to years showing customer satisfaction upon
Engro Foods Limited products
 Engro Foods involve in consumer and product research before and after launching a
product
 Engro Foods is having strong relationship with global research partners like AC
Nielsen, JWT Asiatic
 Company is not relying on third parties for sale and distribution and has its own sale
and distributing network
 Engro Foods Limited only has the third-generation UHT milk plant in the country.
Engro Foods Limited plant is the only plant in Pakistan that uses Bactofuge
technology to virtually eliminate bacteria and ensure premium quality and hygiene
Weaknesses
 One major weakness of Engro Foods in dairy products, which is that 85% of its milk
collection centres are in Punjab, while processing unit is in Sindh
 Higher transportation cost
 Dependency on TETRA PAK for the entire packing of its dairy products
 Paying higher cost of packing of products results in higher overall products cost
 The product range of Engro Foods narrows as compared to its competitors
Opportunities
 Pakistan is the fourth largest milk producing country. So, it’s an opportunity for
company to grow in this sector
 Engro Foods can increase awareness though different media, by showing ads those
are according to cultural requirements of Pakistan
 By increasing the milk related products company can go globally
 Engro can launch products like dry milk, cereal and Yogurts etc.
 Growing dissatisfaction with milkmen’s milk and increasing awareness about health
and hygiene issues have led to increased processed milk consumption
Threats
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  Engro Foods competitors Nestle and Haleeb are biggest threat
 There are opportunities and doors for new players are open who can be the future
competitors
 Consumer is aware now, there is need to maintain the quality of products. If Engro
Foods will not do so it loses its business in foods. There is threat from the customer
side
 Consumers perceptions and price differentials can cause a threat for the company
 Consumer’s preferences change with time and prices might create certain barriers in
terms of the profit margins for ENGRO FOODS

PLAN AND ITS IMPLEMENTATION

Celebrations of Short Term Wins
Company achieved a target of PKR 1 billion by the end of first year whereby first sales
conference was arranged at Dubai. This is pertinent to highlight that this sales conference
was attended by each & every employee of the company, even other than sales people.
Involvement of All Layers
In ENGRO, involvement of all layers are present and they value their people. It helps in
smooth flow of information. Firstly Engro was in a business of chemical related products.
They use to sell their products like fertilizers to the farmers in the villages. The distributors
observed that there is large quantity of unprocessed milk is available.
They transfer this information in a form of idea to functional level. From them the
information passed to the divisional and finally to the cooperate level. That idea emerged in
a form of processed milk by Engro with the name of Olper’s. Throughout this process the
involvement of each layer along with the flow of information is present and it helped in
successful launch of Olper’s.
Future Market Leader
It is announced by the Engro to be leader of business within five years what they have
started. Engro is no doubt a giant in chemical industry. When we talk about Engro Foods we
find that it has a successful launch in milk industry and got a market share of 30% even the
milk market share is dropped down by 10 %. All this happen in 3 years. Now Engro Foods
moves towards ice cream business which is again a big market that should be targeted.
Power of Vision
In Engro Foods their vision has a strong impact on there working environment as it has
announced by Engro Foods to be market leader in five years of whatever they started. This
is the same approach as their vision defines.

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Communicate the Message
In Engro Foods, there is an environment of sharing information among all levels of
hierarchy. When Engro was deciding to diversify to milk business they shared this
information among the employees and aware them about the attractive feasibility of the milk
market. The employees were ready for this change. At first they projected that they will
capture market with 5% share. But the employees were so committed that they attain 7%
market share in 1st year.
Sense of Ownership
It’s not wrong when we say that Engro have leaders. These are the people who had played
there role based on the idea that it’s the time for Engro to diversify and they created a sense
of ownership among employees to make them a part of this process and finally they receive
a 2% higher share form there projected one and they rewarded these people with incentives.
(Attractive salaries, bonus on achieving target)
Engro is one of the highest paying groups in Pakistan whereby salaries/incentives are market
competitive. Further, this is pertinent to highlight that Engro Food’s HR policies are
benchmark for other similar industry players.

RESISTANCE TO CHANGE
Whenever an organization is going towards change it has to face resistance. In some
organization there are huge obstacles where people got fierce form the change, they might
think they lose their jobs or lose their comfort level. This change is not liked by very
employee in the organization. Some employee can resist while the change is implemented.
The organization need to figure out these kinds of resistance. Engro Foods is providing a
friendly environment where every employee is sharing his information or any new idea
which comes to his mind.
There is no resistance at all whereby company’s plan to start food business gave strength to
Engro existing employees. Amazingly when Engro announced that they are diversifying to
food business, their employees instead of resisting, felt encouraged and happy because their
organization was going to be big.

WHETHER CHANGE EMBEDDED IN CULTURE OR NOT

Foods business is entirely different from chemical & other businesses of Engro. Previously
Engro was doing industrial business whereas the target market of Engro food is
Consumer/general public. Hence, Engro Food definitely hired the experienced people from
consumer business. However, few people from Engro Chemical showed their interest to join
Engro Food whereby they were hired as per their capabilities. Hence, both companies have
their own strengths whereas HR policies are almost same.

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When ENGRO diverted from chemical business to food, they have taken the initiative and
prepared their employees for this new business line. ENGRO has the strong leadership skills
entrenched in their culture. They offer different incentive plans including increase salary,
bonus, along with that non cash benefits. Their employees were very active and energetic
with an attitude of meeting their challenges. At the same time these people are highly
professional, ethical and results oriented and are always ready for any challenging task.
These are people who want to shine, make a name for themselves and for that they are
willing to achieve the target.
People at Engro Foods are driven to achieve greater success. They look for new and exciting
ways to return value to their customers and shareholders. Engro Foods Limited dreams to be
BIG. They want to be a major player in the food industry which is also evident in their
vision. Engro Foods Limited wants to challenge the industry norms and surprise whoever
has eyes on Engro Foods Limited.

ANALYSIS OF CHANGE EFFORTS

Keeping in view, the information that we obtain from Engro, Engro Foods website, links on
the internet providing information about Engro Foods, our visit to Engro Foods head office
and through mailing contact, we find that Engro Foods is successful form the day of its start.
Company is doing well not only in its existing businesses but also in new diversified areas.
It may Engro to Engro Foods or form Olper’s to Omore’.
It’s clear and impressive that Engro Foods is aiming to be market leader in its future as
Engro Chemical. Behind all its success there is no one but the management team and highly
motivated, active, enthusiastic, challenge lover employees of Engro.
They have developed their culture on the basis of their strong shared values and their people
who are active player in this picture. Engro Foods have leaders who play their role in major
or minor change processes and they are the driving forces who lead other by making
themselves a part of that process (involvement of top layer), working in teams (guiding
coalition), share information (communication), and keep eye on culture and norms of
organization.

FURTHER IMPROVEMENT OR WHAT SHOULD HAVE

BEEN DONE
 Company has planned to make Omore world class premier quality brand like
existing brands of Engro Foods.
 Company is also working on dry milk (KhushkDoodh) like cereals in coming years.
 They has planned to move other dairy products as are offering by its competitors
Nestle like yogurt, flavoured yogurt (raita), cereal for babies etc.

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 They future plans of own farms are also on board. It’s a way to improve quality by
removing all doubts in consumer minds about old milk collection ways form govala
 Engro Foods is working with different NGOs to meet the Corporate Social
Responsibility in country. They are working with UNDP to initiate women’s
veterinary workers programme
 They also signing a micro financing model for dairy farming with Pakistan Poverty
Alleviation Fund (PPAF)

RECOMMENDATIONS
 Engro Foods is targeting just Punjab with Omore’.There is need to expand it to other
provinces as soon as possible. Because its advertisement is on all media across
country
 Engro Foods can be into Co-branding with other brands like Olper’s with Liption tea
bags, Olper’s with different biscuits etc. to increase their sales
 They can enter the business of juices
 They can also move towards flavoured milk.

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 REFERENCES
• www.engro.com
• www.engrofoods.com.pk
• www.dawoodgroup.com
• www.microsoft.com/CaseStudies
• Engro Project Of Previous Session
• Engro Sales & Distribution Manual
• Questionnaire
• E-mails

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