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FATIMA FERTILIZER

Prepared for
Mam Sajida Nisar

Prepared by
Sundas Khalid 02
Abdul Ghaffar 30
Fatima Faisal 25
Abdul Rehman 58
Hassan Kibzai 52
Mohsen Siraj 23

January 16, 2012



Contents
Fatima Group of corporation .................................................................................................................. 8
Investment portfolio ............................................................................................................................... 9
Fatima Fertilizer Company Limited ................................................................................................... 10
Pak Arab Fertilizers Limited .............................................................................................................. 11
Reliance Commodities (Pvt) Ltd ........................................................................................................ 13
Fatima Sugar Mills ............................................................................................................................. 14
Pakistan Mini ng Company .......................................................................................................... 16
Fatima Energy ................................................................................................................................... 16
Product Portfolio ................................................................................................................................... 17
Calcium Ammonium Nitrate (CAN) ................................................................................................... 17
Nitrophos (NP) .................................................................................................................................. 18
Urea ................................................................................................................................................... 18
Nitric Acid | Industrial Solutions ....................................................................................................... 18
Mlange Yarn .................................................................................................................................... 18
Heather Grey Yarn ............................................................................................................................ 19
Greige Fabric ..................................................................................................................................... 19
Import Business .................................................................................................................................... 20
Export Business ..................................................................................................................................... 20
White Refined Sugar ......................................................................................................................... 22
Molasses ........................................................................................................................................... 22
Marketing management ....................................................................................................................... 26
Marketing Mix ................................................................................................................................... 26
Marketing strategy ................................................................................................................................ 27
Segmentation ........................................................................................................................................ 28
Targeting ............................................................................................................................................... 28
Differentiation ....................................................................................................................................... 29
Product .................................................................................................................................................. 30
Products & Services of Fatima .......................................................................................................... 30
Calcium Ammonium Nitrate (CAN) ....................................................................................................... 31
Products .......................................................................................................................................... 31
Properties .......................................................................................................................................... 31


Effect ................................................................................................................................................. 31
Application ........................................................................................................................................ 32
Price .................................................................................................................................................. 32
Nitrophos (NP) ...................................................................................................................................... 32
Products Mix ..................................................................................................................................... 32
Properties .......................................................................................................................................... 32
Effect ................................................................................................................................................. 32
Application ........................................................................................................................................ 33
Price .................................................................................................................................................. 33
Urea ....................................................................................................................................................... 33
Products Mix ..................................................................................................................................... 33
Properties ....................................................................................................................................... 33
Effect ................................................................................................................................................. 33
Application ........................................................................................................................................ 34
Price .................................................................................................................................................. 34
Nitric Acid | Industrial Solutions ........................................................................................................... 34
Price .................................................................................................................................................. 34
PRICE STRATEGY .................................................................................................................................... 35
Research and development .............................................................................................................. 36
Market research ................................................................................................................................ 37
Technical research ............................................................................................................................ 37
Promotion ............................................................................................................................................. 38
ELECTRONIC MEDIA .......................................................................................................................... 39
CAMPAIGNS ...................................................................................................................................... 40
RADIO ................................................................................................................................................ 40
CCTV .................................................................................................................................................. 40
PRINT MEDIA ..................................................................................................................................... 40
ROAD SIDE ADVERTISEMENT ............................................................................................................ 41
SWOT ANALYSIS .................................................................................................................................... 42
STRENGTHS ....................................................................................................................................... 42
WEAKNESSES ..................................................................................................................................... 42
OPPORTUNITIE .................................................................................................................................. 43
THREATS ............................................................................................................................................ 43
INPUT STAGE ......................................................................................................................................... 44


INTERNAL FACTOR EVALUATION (IFE) MATRIX ................................................................................ 44
INTERPRETATION .............................................................................................................................. 46
EXTERNAL FACTOR EVALUATION (EFE) MATRIX ............................................................................... 46
INTERPRETATION .............................................................................................................................. 47
COMPETITIVE PROFILE MATRIX (CPM) ................................................................................................. 47
INTERPRETATIONS ............................................................................................................................ 48
MATCHING STAGE ................................................................................................................................. 48
THE BOSTON CONSULTING GROUP (BCG) MATRIX .......................................................................... 48
Vision ..................................................................................................................................................... 49
Mission ................................................................................................................................................ 49
FFCL Approach ...................................................................................................................................... 50
Governance and Ethical Practices ..................................................................................................... 51
Employees ......................................................................................................................................... 51
Customers ......................................................................................................................................... 51
FFCL Contributions ................................................................................................................................ 53
The Work Place ................................................................................................................................. 53
The Environment ............................................................................................................................... 54
The Customers .................................................................................................................................. 55
The Community ................................................................................................................................. 56
Fatima Group - Committed to serving the nation in its time of need .................................................. 57































Fatima Group of corporation
atima Group contributes significantly to the economic development of Pakistan. Fatima Group
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. Remaining true to its founding principle of striving for excellence, the Group
combined the vision of an entrepreneur, the knowledge of experts, the commitment and business
expertise of three generations to develop its core strengths, vision and mission. With the
commitment and effort of its employees, professional management and vision of its sponsors, the
Group has achieved the standing of being the most progressive and fast growing conglomerate in
Pakistan.
The Group has made exceptional progress in the last two decades and diversified into manufacturing
of sugar and fertilizers. The Group has a distinction of being the largest exporter of molasses and
importer of di-ammonium phosphate (DAP). In its endeavor to reduce dependency on imports, the
Group is engaged in the quarry of rock phosphate which is used as production input in phosphate
fertilizers.The Group's future plans and growth matrix are strategically designed for further portfolio
diversification in the energy sector, focusing on green energy.
The commitment to corporate social responsibility at Fatima Group is evident in a wide variety of
areas including the quality and safety of products, environmental, health and safety initiatives,
ethical manufacturing programs, philanthropy initiatives, community relations, human resources,
corporate governance and the code of conduct. Fatima Group assures that all its businesses are
managed in compliance with business ethics as defined through its policies.
Realizing its responsibilities as a good corporate citizen, the Group contributes substantially to the
economic development of Pakistan through taxation, exports and by creating employment
opportunities for over 10,000 people.

F









Investment portfolio
The Investment portfolio of Fatima Group consists of:
Fatima Fertilizers Limited
PakArab Fertilizers Limited
Reliance Weaving Mills Limited
Reliance Commodities (Private) Limited
Fatima Sugar Mills Limited
Pakistan Mining Limited


Fatima Fertilizer Company Limited
The Fatima Fertilizer Company Limited was incorporated on December 24, 2003,
as a joint venture between two major business groups in Pakistan namel y,
Fatima Group and Arif Habib
Group.
The fertilizer complex is a full y
integrated production facility,
capable of producing two
intermediate products, i.e.,
Ammonia and Nitric Acid and
four final products which are
Urea, Cal cium Ammonium
Nitrate (CAN), Nitro Phosphate
(NP) and Nitrogen Phosphorous
Potassium (NPK) at Sadiqabad,
Rahim Yar Khan.
The Complex has a 56MW
captive power plant in addition
to off-sites and utilities. The
Complex has been all ocated 110
MMCFD of gas from the
dedicated Mari Gas fi elds.
Foundation stone was laid on April 26, 2006 by the then Prime Minister of
Pakistan. The construction of the Compl ex commenced in March 2007 and is
housed on 950 acres of land.
The Complex, during its construction phase engaged over 4,000 engineers and
technicians from Paki stan, China, USA, Japan and Europe.
The Company is listed at all stock exchanges of Paki stan, through a successful
initial public offering (IPO) in February 2010. 200 million ordinary shares were
offered to the public bringing the issued Share Capital from 1,800 million to
2,000 million shares.




Pak Arab Fertilizers Limited
Pak Arab Fertilizers Limited was established as a result of protocol concluded
and signed on November 15, 1972 by the Government of Pakistan to further
strengthen and develop fraternal ties between Islamic Republi c of Pakistan and
State of Abu Dhabi.
A Memorandum of Understanding was concluded between Pakistan Industrial
Development Corporation (PIDC) and Abu Dhabi National Oil Company Limited
(ADNOC) on March 7, 1973. A participation agreement emerged on November 1,
1973 to establish a joint venture for the expansion and modernization of the old
Natural Gas Fertilizer Factory (NGFF) at Multan.
The Company was i ncorporated on November 12, 1973. Subsequently, PIDC
assigned 52% of its shares to National Fertilizer Corporation (NFC) of Pakistan
and ADNOC assigned 48% of its shares to International Petroleum Investment
Company, with a paid-up capital of PKR743.061 million.


Under the privatization policy of Government of Pakistan, Pakarab Fertilizers
Limited was pri vatized on July 14, 2005 at a cost of Rs.14.125 billion. It was
acquired by a consortium of Fatima Group and Arif Habib Group.
Under the new management, Pakarab Fertilizers Limited has undergone
extensive modernization and new improved processes have been introduced to
maximize the output while mini mizing the negative i mpacts on the
environment. For this a Clean Development Mechanism (CDM) plant was
installed, which is the first project of thi s kind in Pakistan. Basic aim of this
project is the abatement of N2O and NOX emissions from the stack gases of
Nitric Acid plant. The reduction of green house effect of these gases shows the
new management's commitment towards a cleaner environment.
Pakarab Fertil izers Li mited is located at Khanewal Road, Multan. The site area
comprises 302 acres, which includes area for the factory and the housing colony
with all amenities including medical centre, school, management and staff clubs
for recreation of employees and their famil ies etc


Reliance Weaving Mills Ltd
Reliance Weaving Mi lls Ltd (the Company) was founded by l ate Mr. Mukhtar
Ahmed Sheikh more than two decades ago and is headquartered in Multan
(Pakistan). The Company obtained certificate of Commencement of Business on
14 May, 1990. Initiall y it has started its production as weaving unit but later it
also involved in manufacturing of yarn. At present the Company is a high profile
set-up in the textile export industry of Pakistan having two weaving units
consisting of 295 looms with fully equipped state-of-the-art computerized back
process comprising of warping and sizing machines and two spinning units
comprising 35,520 spi ndles to cater the international market and to achieve the
highest point of quality control. The Company has carved a niche for itself in
the textile
industry. Having
diversified into
various types of
yarn and fabrics,
the Company has
been setting in
standards,
quality and
caters to diverse
markets across
the globe. Major
activities of the
Company include
manufacturing
and export of cotton and synthetic yarn, manufacture and export of woven and
processed fabri cs. The Company supplies its products to the residential and
contract customers i n the Pakistan, United States of America, Europe, Middle
East, Far East, China and other Asian Countries to gratify the bulk requirements


with an assurance of unblemished goods and timely delivery of the ordered
goods to its customers. The Company i s i n the best position to cater the bulk
requirements with an assurance of flawl ess finish and timely delivery of the
ordered goods to its customers.
The Company has invested in the latest technology to produce cost effecti ve
and high quality Textile products in accordance with customers' needs. The
Company' s state of the art production facility in Multan is spread over land area
of approx. 705 Kanal. Over the years, the plants have demonstrated an
operational excellence which has become a reference for the engineering and
advisory companies whose processes and technol ogies are used here.
Delegations from China and Japan keep visiting the plant site for gaining
firsthand knowledge for the quality of production and this practice has also
been adopted before deciding to purchase a new plant.
The Company Qual ity Assurance and Quality Control departments' stringent
adherence to the quality system has resulted into providing quality products
over the years in the domestic as well as i n international markets. The Company
has contributed tremendously to Textile industry in Paki stan but still has a long
way to go. It foresees a bright future with its objectives to excel in quality,
presentation and services to customers. The Company is striving hard for
introduction of new product line, economical pr ices, more automation in
production facilities & continuous improvements in quality and professionalism
in every work aspect.
Reliance Commodities (Pvt) Ltd
A Fatima Group Company, Reliance Commodities (Pvt) Ltd. was incorporated in
Pakistan in 1996. The company is a leadi ng commercial exporter/importer of
different commodities (i .e. export of molasses and import of sugar & fertilizers).


The company is the winner of 27th, 28th, 29th, 30th, 32nd & 33rd FPCCI Best
Export Performance Trophy for Molasses.
The company belongs to a conglomerate group, which is operating fertilizer
plants under the name of Pakarab Fertilizers Limited & Fatima Fertilizers
Company Li mited as well as sugar & textile industries. The directors of the
company have good market reputation and sound financial worth.
The company had al ways fulfilled its business commitments and stressed on
maintaining quality standards that have substantially enhanced export/import
business. The operations of the company are ISO 9001:2000 certified. Due to
good reputation in international market and healthy relationships with foreign
investors, Reliance Commodities Pvt. Ltd. has managed to secure export
business to the tune Rs.582.053 million in the year 2002-03, Rs.720.356 million
in the year 2003-04, Rs.1, 061.038 mi llion in the year 2004-05, Rs.1,656.281
million in the year 2008-2009 and we have imported fertilizers to the tune of
Rs.5,336.310 mill ion in the
year 2007-08.
The Company has its own
state-of-the-art storage
terminal at the Oil
Installations Area in
Keamari, Karachi for
molasses & warehouses for
fertilizer.



Fatima Sugar Mills
The company was i ncorporated as a Public United Company In 1988 and
certificate of commencement of business was granted in 1989.
The project was financed by ICP-Led consortium consisting of NBF ABL, MCB,
UBL and HBL. Initiall y the sponsors of the company injected a capital of Rs.


128.459 million and subsequently it was enhanced to Rs. 720.478 million at
different intervals.
Mills basic pl ant & machinery was acquired and installed by The Heavy
Mechanical Complex, Taxila (A State Engineering Company), however, other
vital equipments such as turbines, gearboxes etc. were imported from Germany
and United Kingdom. The plant was started with initial crushing capacity of
4,000 M.Tons per day and it was subsequently enhanced in four phases.
Currently the plant is working at the crushi ng capacity of 9,500 M. Tons per day.
In pursuance to its quality consciousness, the company has been accredited ISO-
9001 certification by SGS & Ukas Quality Management and GMP-13 certification
by Skal International, Member of Control Union World Group. The company has
very clear goals and objectives and i s stri ving to achieve competitive advantage
by adopting latest technology & innovations, consistent training of its technical
staff in the field of sugar industry and through appropriate strategies
Fatima Group diversified in sugar manufacturing in 1989 and Fatima Sugar Mills
Limited was incorporated. Crushing capaci ty has increased from 4,000 metric
tons at inception to 9,500 metric tons in 2009.


Pakistan Mining Company
Pakistan Mining Company Limited, a Fatima Group Company, i s engaged in
quarry of rock phosphate. The rock phosphate extracted from the mines wil l
reduce the dependency on imports.



Fatima Energy
Fatima Energy will be capable of producing up to 100MW electricity, processing
byproduct (bagasse) from its sugar manufacturing acti vities at Fatima Sugar
Mills Li mited. The Pl ant is capable of usi ng bagasse and alternative sources as
fuel. The power generated from the Plant is sufficient to meet the Sugar Mill's
immediate energy needs and also contribute to the national gri d.


Product Portfolio
Calcium Ammonium Nitrate (CAN)
Nitro Phosphate (NP)
NPK and
Urea
Nitric Acid
Mlange Yarn
Heather Grey Yarn
Greige Fabri c
Import Business
Export Business
White Refined Sugar
Molasses


Calcium Ammonium Nitrate (CAN)
In farming, the efficient supply of nutrients to the plants, with a low level of
losses, is of great importance. This applies primari ly to nitrogen, whi ch has a
direct influence on crop growth and devel opment. Due to its special properties,
the supplies of nutrients are quick and for a longer time.







Nitrophos (NP)
Balanced combination of Phosphorus and
Nitrogen.For farmers, choosing the right
fertilizer for their soi l is very important.
In Paki stan, the soils are cal careous,
have high pH and are alkaline in nature.
Nitrophos (NP) being highly acidi c is the
most suitable fertili zer for these soi l
types.
Urea
World's most common Nitrogen
fertilizer. Urea is widely used in the
agriculture sector both as a fertilizer and
animal feed additive, which makes the
production of urea considerably high in
comparison to other fertilizers in the
country.

Nitric Acid | Industrial Solutions
Nitric Acid i s a transparent, colorless to
yellowish, fuming corrosive liquid that is
a highly reactive oxi dizing agent used in
the production of fertilizers, rocket fuel s
and in a wide variety of industrial
metallurgical processes.
Mlange Yarn
A mlange yarn is the yarn which i s
produced with various combinations of
raw white & dyed cottons or dyed fibers.
For example, if we mix 99% raw white
cotton & 1% dyed cotton (of any color),
then it will called "Mlange" yarn. Si mil arly, we can generate hundreds and
hundreds of shades by mixing various percentages of Cottons with various
ratios. All the formed yarns through this method will be called "Cotton Mlange
Yarns. At the moment, our spinning unit at Rawat is produci ng high quality
Cotton Mlange Yarn in the following shades:



Black 42 Shades
Brown / Chain 14 Shades
Royal Blue 14 Shades
Navy Blue 14 Shades
Green 14 Shades
Heather Grey Yarn
Heather Grey is the yarn which i s produced with various combinations of raw
white and black polyester. Considering these combinations as examples; 99%
raw white cotton + 1% black pol yester or 98% raw white cotton + 2% black
polyester or 95% raw white cotton + 5% black polyester, many shades can be
generated with different ratios of dyed polyester and in different colors. The
yarns produced through these techniques are called quot;Heather Grey
Yarnsquot; or quot;Polyester Mlange Yarn. Along with "Cotton Mlange Yarn",
our spinning unit produces 14 shades of "Heather Grey.








Greige Fabric
Most people assume that "Greige" refers to a color, but it's actually a fabric.
Greige i s an unfinished woven or knitted fabric just off t he looms or knitting
machine that hasn't been bleached or dyed. It can be used for upholstery,
window treatments, clothes and more.
The fabric produced by Reliance Weaving Mills Li mited is a "Woven Grei ge
Fabric". We have expertise in making Pl ain, Sheeting, Poplin, Canvas, Oxford,
Duck, Bedford cord, Herringbone, Ottoman, Twi lls, Drill s, Satins, Rip Stops, Slub,
Power Stretch, Bi -Stretch, High speed count fabric and Dobby Fabrics in Greige.


Import Business
We have imported approx. 180,380 M.Ton & 11,328 M.Ton DAP fertilizers in
2008-2009 & 2009-2010 respectivel y. Now according to market report, there is
an estimated gap of 400,000 MT between demand & supply of DAP in the local
market. Therefore, we have planned to import 100,000 M.T DAP up to US $ 63
million to meet local shortage.
Export Business
Production of Molasses remained between 1.6 million tons to 2.8 million tons
during last ten years (1997-2007), whil e the export of molasses remained
between 0.803 milli on tons to 1.848 million tones. Apart from export of
substantial quantities of molasses from Pakistan, production of alcohol from
molasses compri ses the only major value-added product which is also being
exported. The consumption of Alcohol made from molasses i ncludes usage in
Varnishes, Paints, Cosmetics, medicines, Explosi ves, Acetic Acid, Ethyl acetate,
Butyl Acetate, Acetone, Acetic Anhydride, Acetate yarn, Paper, Paint, Leather,
etc.We have exported the following quantity of molasses in last Six years:








Year M.Tons Amount US$
2003 315,852 11,103,182
2004 345,754 20,665,206
2005 366,327 21,776,607
2006 35,800 3,213,750 *
2007 27,962 2,063,272 *
2008 189,431 12,166,352
2009 242,078 23,138,227
2010 112,826 12,595,699
2011 250,000
37,500,000
(Targeted)


White Refined Sugar
White Refined Sugar is most sellable form of sugar, produce from sugarcane. At
harvest time, farmer cut off the sugarcane and transports them to a sugar
processing plant to be pressed. The fl avor of white refined sugar is relativel y
neutral, making it a popular choice for baking and sweetening drinks. Thi s type
of sugar tends to be more sticky and clumpy because of the increased moisture.
Molasses
Molasses is a thick, brown to deep black, honey-like substance made when cane or beet
sugar is processed. Molasses has somewhat more nutritional value than does white or
brown sugar. It is used primarily in alcohol and food items. It have more nutritional
value than white or brown sugar.FSML produce 35,158 Tons of Molasses in the year
2010.



















Fatima Fertilizer
The Fatima Fertilizer Company Limited was incorporated on December 24, 2003,
as a joint venture between two major business groups in Pakistan namely,
Fatima Group and Arif Habib Group.
The fertilizer compl ex is a full y integrated production faci lity, capable of
producing two intermediate products, i.e., Ammonia and Nitric Acid and four
final products whi ch are Urea, Cal cium Ammonium Nitrate (CAN), Nitro
Phosphate (NP) and Nitrogen Phosphorous Potassium (NPK) at Sadiqabad, Rahim
Yar Khan.
The Complex has a 56MW captive power plant in addition to off -sites and
utilities. The Complex has been allocated 110 MMCFD of gas from the dedicated
Mari Gas fields.

Foundation stone was laid on April 26, 2006 by the then Prime Minister of
Pakistan. The construction of the Compl ex commenced in March 2007 and is
housed on 950 acres of land. The Complex, when completed, is designed to
produce:


500,000 Metric Tons of Urea per Annum
420,000 Metric Tons of Calcium Ammonium Nitrate (CAN) per Annum
360,000 Metric Tons of Nitro Phosphate (NP) per Annum
420,000 Metric Tons of NPK per Annum
The Complex, during its construction phase engaged over 4,000 engineers and
technicians from Paki stan, China, USA, Japan and Europe.
The Complex provides modern housing for its employees wi th al l necessary
facilities. This includes a school for children of employees and the local
community, a medi cal centre and sports facilities.
The Company is listed at all stock exchanges of Paki stan, through a successful
initial public offering (IPO) in February 2010. 200 million ordinary shares were
offered to the public bringing the issued Share Capital from 1,800 million to
2,000 million shares.

















Marketing management
arketing management is a business discipli ne which is focused on the
practical application of marketing techniques and the management of
a firm's marketing resources and activities.
Marketing Mix
Marketing Mix is a combination of marketing tools that a company uses to
satisfy their target customers and achieving organizational goals. McCarthy
classified all these marketing tools under four broad categories:
Product
Price
Place
Promotion
















M


The important thing to note is that al l these FFCL P s (variable) are
controllable, subject to internal and external constraints of marketing
environment. Marketers, using different blends of these variables, can target
different group of customers having different needs. So, a customer may
call marketing mix the offering.
Marketing strategy
Marketing strategy comprise of segmentation, targeting, differentiation and
positioning. Here we will di scuss how Fati ma fertilizer company segmented the
fertilizer, target the customer how it differentiate its products from competitor
s what steps it take to engrained its product in consumer mind. In this present
era, it is very important to do so because if competitors are very much and to
compete with them we do not differentiate our product from them. We will be
in loss and we have to cut down our pri ces so to avoid this situation we have to
differentiate our product.
And we cannot target all consumers at the one time because we have limited
resources to do our business, so to avoid this situation we do segmentation and
find the way to make profit more and more after adapting the most beneficial
segment and targeting them. All these segmentation, targeting and investing
will be useless if we dont have good image in the mind of people and good
profitable relationship. So marketing says that first of all finds all needs and
wants of people and then became them habitual. A well known sentence we
admit that you know the world but the world know you so this is on us that
how we create our image and what kind of image. Image that will last forever
and will perish in a few years. Lets rolling the ball to elaborate the terms used
above paragraph.



Segmentation
So the first thing which is discussed above is segmentation strategy to attract
the customer. According to it a market is divided into small groups with distinct
needs, characteri stics and behavior that might require separate marketing
strategies or mixes (mix mean promotion mix, product mix and marketing mix).
Like the other fertil izer organizations, Fatima fertilizer has also divided its
product on the basis of geography.
Because fertilizer is such company whi ch cannot be segmented on the basis of
demography, psychograph or behavioral basis Fatima Fertilizer Company limited
has divided market into different geographical unit such as Punjab, Sindh,
Khyber Pukhtunkhawa and Balochistan. It has subdivided it into the Punjab and
sindh into upper and lower sindh, southern region mainly Bahawalpur, Graham
yard khan and D.G Khan. Multan is their main focus. Besides southern region in
northern belt Lahore, Faisalabad, and sahiwal are its major points as well in
sindh. They have segmented the province on the basis of agriculture and
industrial region. Haiderabad, sukhar, khair pur and Faisalabad are their
product centre point. Therefore these two geographic units are always under
their consideration.
Targeting
After dividing the market in various segments, it is not possible for organization
to satisfy the needs and wants of all customers in those particular units due to
restricted and insuffi cient resources. Company must target a set of buyers
sharing common needs and characteristi cs. The process by which organization
evaluates each market segment, attractiveness and select one and more
segment to enter. Fatima Fertilizer Company after dividing market into units
target its customer it can better sati sfy. The target customer of Fatima Ferti lizer


Company is those who own lands 5 or 50 acres.95% of land owner fall in this
range.
It implies that Fatima Fertilizer Company has targeted 95% of Fertil izer
Company. Fertilizer i s such industry where customer does not have variety of
products to satisfy its needs. For example i f there is need of nitrogen for land, it
is not possible to use something else or product ingredient to fulfill nitrogen
need have soil. Therefore Fatima Fertilizer Company adopted undifferentiated
or mass marketing approach according to this market -coverage strategy, the
strategy the company go after the whole market with one offer. As we have
mention above there is no space in this industry where industry produces
different products for various geographi cal units to satisfy same needs. If the
farmer in Lahore need calcium to enrich the production and the farmer in
Bahawalpur also needs calcium to enhance the production. The company wil l
satisfy the demand of both with single product can (cal cium ammonium nitrate).
It wi ll not produce different product for the different region but this will
provide the single product to satisfy the need of different customer. That is why
there is no room of differentiated or segment marketing. A market coverage
strategy in whi ch no firm decide to target several market segments and design
different offers for each in Fertilizer Company.
Differentiation
Differentiation is third step of customer driven strategy. It means how company
differentiate the market offering to create superior customer value. Fatima
Fertilizer Company di fferentiate its products to occupy good place in customer.
In other words we can say that arranging for to occupy a clear, distinctive and
desirable place in the mind of target customers.FFC makes great effort to
differentiate its product from its competitors. It has much competitive
advantage over its major competitors. Its competit ors are Fuji Fertilizer
Company, endro, engro and national feritilizer company.
1. It is the only fertilizer company in fertilizer industry that offers urea,
CAN, N at the same ti me in three markets. Rest of competitors offer only
one or two fertilizers.
2. In addition to offer products, it al so educate and enlighten the former
how and when to use urea and other fertilizers to enhance the
production. For this purpose the company has hired agriculture experts
to provide guide to end consumers.
3. Another securing point of Fatima fertilizer company limited is direct
access to end consumer. Farmer can reach their complaint and piece of


advices to relate of organization. In near future, they will to establish 24
hours free online system for farm.



Product
Product is the actual offering by the company to its targeted customers
which also includes value added stuff. Product may be tangible (goods) or
intangible (services).
Products & Services of Fatima
Fatima Fertilizer Company Limited is the largest and the only green field
fertilizer complex, manufacturing and marketing "Nitrogen, Phosphate and
Potash" fertilizers in Pakistan and offers products that are safe, consistent and
environment friendly. Working for providi ng "balanced nutrition" to the crops,
the company provides fertilizers for all crops for the right stage of growth.
Fatima Fertil izer Company Limited also offers a wide range of other products
that mostly stem from upgraded gas and chemicals coming out of the fertilizer
production plants
Fatima Fertilizer Company Limited produces:

Calcium Ammonium Nitrate (CAN)
Nitro Phosphate (NP)
NPK and
Urea.


Calcium Ammonium Nitrate (CAN)
In farming, the efficient supply of nutrients to the plants, with a low level of
losses, is of great importance. This applies primarily to nitrogen, which has a
direct influence on crop growth and development. Due to its special properties,
the supplies of nutrients are quick and for a longer time (Jstore)
Products
Calcium Ammonium Nitrate (CAN)
26% N (Dual Nitrogen) - 13% Nitrate and 13% Ammonical
Other than Nitrogen, it supplies additional 5 elements required for plant
growth:
Potassium - 0.9%
Calcium - 10%
Magnesium - 0.05%
Sulfur - 0.4%
Copper - 0.001%
Properties
Calcium ammonium nitrate (CAN) is a granulated nitrogenous fertilizer that
supplies nitrogen to plants in a balanced and secure manner. The combination of
ammonium nitrogen and nitrate nitrogen makes CAN a special product with
neutral chemistry (pH). The excellent granulation and speci fic surface coating
has very good spreading properties.
Effect
The composition of readily available nitrate nitrogen and reserved N (nitrate
available after its conversion from ammonium nitrogen) is optimal for providing
all crops with targeted nutrition. The nitrate nitrogen that is available
immediately after the application and absorbed in water is taken up directly by
the plant and nutrient losses are almost eliminated. CAN is a hygroscopic
product and needs very low moisture to be absorbed by the plant s. It is equally
effective in water stressed areas where soil has low moisture. Furthermore
Calcium and Sulfur available in CAN is also helpful in soil reclamation.


Application
Calcium Ammonium Nitrate (CAN) can be applied universally and is suitable for
all crops, all seasons, soils and locations. The main components nitrate and
ammonium are present in an ideal ratio and make CAN an affordable fertilizer
for healthy plant growth in agriculture and horticulture. It is suitable for multiple
methods of application; by drill, broadcast or through fustigation.
Price
Product Weight Price
CAN 50 KG 1500 PKR

Nitrophos (NP)
Balanced combination of Phosphorus and Nitrogen.For farmers, choosing the
right fertilizer for their soil is very important. In Pakistan, the soils are
calcareous, have high pH and are al kaline i n nature. Nitrophos (NP) being highly
acidic i s the most suitable fertilizer for these soil types.
Products Mix
Nitrophos (NP)
22% Nitrogen - 20% Phosphorus (P2O5)
Also contains 9~10% Calcium
Properties
Nitrophos (NP) is a granulated fertilizer in which each grain has equal amounts
of Phosphorus (P) 20% & Nitrogen (N) 22%. In addition to this, NP being a highly
acidic product with a pH of 3.5, is the most suitable fertilizer for soils that have
a high pH and are alkaline in nature.
Effect
The balanced combination of Nitrogen & Phosphorus is ideal for plant growth
and development. It contains dual Nitrogen (Nitrate: readily avai lable to the
plants and Ammonical: available after its conversion to nitrate through the
process of nitrificati on). Consi stent and longer use of NP also improves soil
health.



Application
Nitrophos (NP) can be applied universall y on al l types of soils, but i s more
effective where the soils have high pH and are alkaline in nature. In many crops
it could be effectively applied at planting and at earl y growth stages of the
crops. Each grain has equal amounts of N & P, hence the nutrients are equally
distributed throughout the field.
Price
Product Weight Price
Nitrophos(NP) 50 KG 1750 PKR
Nitrophos (NP) 25 KG 950 PKR

Urea
World's most common Nitrogen fertilizer.Urea i s widely used i n the agriculture
sector both as a fertil izer and animal feed additive, which makes the production
of urea considerably high in comparison to other fertilizers in the country.
Products Mix
Urea - 46% Nitrogen
Properties
Urea releases nitrogen into soil which i s thereafter taken up in by the plants.
Once applied to the soil, urea undergoes vital transformations and breaks up
into ammonium form and this total process is dependent on soil moisture. As
soon as urea dissol ves in the soil, it forms around it a zoning layer of high pH
and ammonia concentration turning the soil to be acidi c and toxic at the same
level. Urea is avail abl e as prills that are crystalline white and highly resi stant to
moisture and thus facilitate long time storage as wel l.
Effect
Urea has the highest nitrogen content, equal to 46 percent. This percentage is
much higher than other nitrogenous fertilizers avai lable in the market. The
nutrient composition rendered by urea enhances the productivity of the soil and
enriches its nutrient constituency. Providi ng each plant with relevant element
needed, urea sustains plant life.



Application
Urea can be applied in various form, it can be spread in bulk alone or can also
be mixed with other fertilizers before application. When urea is applied on
acidic soils of higher pH i.e above 7.5, it should be incorporated into the soil as
soon as possible. Urea is high moisture absorbent therefore it should be stored
in sealed and well enclosed bags.
Price
Product Weight Price
UREA 50 KG 1335 PKR

Nitric Acid | Industrial Solutions
Nitric Acid i s a transparent, colorless to yellowi sh, fuming corrosive liquid that
is a highly reacti ve oxidizing agent used i n the production of fertilizers, rocket
fuels and in a wide variety of industrial metall urgical processes.
Commercial grade nitric acid solutions are usually between 52% and 68% nitric
acid. The Nitric Acid at Fatima Fertilizer Company Limited is 60% pure.
The main use of nitric acid i s for the production of fertilizers. Other important
uses include the etchi ng and dissolution of metals, especial ly as a component of
"aqua regia" for the purification and extraction of gold, and in chemi cal
synthesis. (Principles of Marketing)
Price
Price includes the pricing strategy of the company for its products. How
much customer shoul d pay for a product? Pricing strategy not only related to
the profit margins but also helps in finding target customers. Pricing decision
also influence the choice of marketing channels. Price decisions include
Pricing Strategy (Penetration, Skim, etc)
List Price
payment period
Discounts
Financing
Credit terms


Using price as a weapon for rivals is as old as mankind. but its risky too.
Consumers are often sensitive for price, discounts and additional offers.
Another aspect of pricing i s that expensi ve products are considered of good
quality.


PRICE STRATEGY
In this modern era, price has a great role in the success. Because there are a lot
of competitors in the market all have great strategy to attract consumers to
purchase product. If we have a competitive advantage on our consumer we have
to reduce our cost of production and as well as have to add value in our
product. Price plays a vital role to attract consumer for the product. So every
company is giving much consideration to price. They endeavor to charge that
level of price whi ch to acceptable to the consumer. They consumers are wi lling
to pay against a product, but what does the really the product mean? Price is
the amount of money for a product or services or sum of both that customer
exchange for the benefit of product or service.

Product Weight Price
Nitric Acid 1000 Litres 2000 PKR


Fatima Fertilizer Company charge convenient price for all its products, whi ch
are all affordable for the customers. Before charging pri ce, they analyze the
entire industry pricing strategy. Fatima Fertilizer Company limited dont charge
high price, because their target customers are lower, lower mi ddle and middle
class land owner. Those who possess the land between 5 to 50 acres it i s not
favorable for the company to charge tall prices which is beyond the purchasing
power of customer because they will switch to competitors product which is
already avail able in the market. Thats why Fatima Fertilizer Company limited
has adopted cost-plus pricing strategy (Adding a standard markup to the cost of
product). This is not huge gap between cost of manufacturing product and price
they charge against that product.
Research and development
In todays business world much importance has been given to research and
development. It is the only way through an organization come to know what
really the customer want who use king of business world. Customer is the only
mean through which company achieve its ultimate goal which is profit
maximization. Fatima Fertilizer Company also conducts research to know
charging need, demand and want of customer. They do usually 2 types of
research.



Market research
As its name reflect, market research, in which research seeker direct customer.
They customers ask the questions what they real ly want. They usually conduct
market research through the means of survey, asking questions and by testing
the product. The Fatima fertilizer company is wel l familiar with their customer.
And provide desired products to the customer at appropriate and affordable
price.
Technical research
Fertilizer Company also research at technical base to enhance the production
of existing under good level. For this purpose they have hired level -headed
agriculture. Who are making great efforts to produce such user, nitrate
phosphate, and cal ci um aluminums nitrate. Whi ch fertilizer the soil and result
enrich production in present situation in Pakistan i s facing great shortage of
agriculture for example wheat, sugarcane, rice and cotton etc. but very soon,
the effort of Fatima fertilizer company will bear fruit and will reduce this
shortage to great extent.
Place (Pl acement)
It not only includes the place where the product is placed, all those activities
performed by the company to ensure the availabil ity of the product tot he
targeted customers. Availabil ity of the product at the right pl ace, at the right
time and in the right quantity is crucial in placement decisions.
Placement decisions include:
Placement
Distribution channels
Logistics
Inventory
Order processing
Market coverage
selection of channel members



Promotion
Promotion includes all communi cation and selling acti vities to persuade future
prospects to buy the product. FFCLLs Promotion channels incl ude:
Advertising
Media Types
Message
Budgets
Sales promotion
PerSarsabzl sell ing
Public relations
Direct marketing


As these costs are huge as compared to product price, So its good to perform a
break-even analysis before allocating the budget. It helps in determining
whether the new customers are worth of promotion cost or not. It often takes
time and requires market research to develop a successful marketing mi x. You
should not depend on one mix al ways try new mixes. Whi le designing the mix,
make changes to all mixes in such a way that all conveys the same message.
ELECTRONIC MEDIA
Ptv
Ptv -world
KTN (Sindhi Language)
GEO
Indus T.V
ARY-Digital




CAMPAIGNS
Kharif campaign
Rabi campaign
RADIO
National radio channels
Add duration
CCTV
Islamabad airport
Multan airport
Faisalabad airport
Lahore railway station
Faisalabad railway station
Daewoo coaches
Daewoo lounges
PRINT MEDIA
National dailys
Regional news paper
International magazines
National magazines
Regional cultural magazines
Add size 108 pcm(standard size of add)





ROAD SIDE ADVERTISEMENT
Jumbo hoardings
Bill boards
Ware house boards



SWOT ANALYSIS
STRENGTHS
1. FFCL has 40% market share and have the position of market leader.
2. FFCL i s ISO 9002 certi fied.
3. Strong internal control minimizes chances of fraud.
4. Well trained, discipl ined and motivated work force.
5. Setup of plants, distributors and FSCs is based on R&D.
6. Huge distribution network of 165 warehouses to ensure uninterrupted
supply of fertilizers.
7. High brand recognition of its brand Sarsabz Urea.
8. FFCL has a new Innovation (online warehouses).
9. Provides large variety of fertilizers e.g. Sarsabz Urea (P), Sarsabz Urea
(G), Sarsabz NP etc.
10. FFCL i s having strong network of dealers spread all over the country.
11. FFCL has 5 Farmers Support Centers (FSCs) that provide technical servi ces
to the farmers.
WEAKNESSES
1. High demands for products like Sarsabz DAP but orders are sometimes
delayed during peak season.
2. Communication gap between warehouses and head office.
3. No proper utilization of warehouses and go downs.
4. Hesitant towards di versification
5. FFCL has nominal promotion for employees.
6. Ideas from bottom are not welcomed. Decisions are made by higher
authorities
7. Dependence on Govt. gas and now i s faci ng bigger problems due to gas
load shedding.
8. Important decisions are delayed sometimes due to high centralization.


9. Army offi cers on high ranks are not trained and tuned for their particular
jobs.
10. D.O is changed after every 3 years and he cant understand the company
matters.
OPPORTUNITIE
1. FFCL having strong fi nancial position it can start new product line..
2. FFCL can enter into the foreign market.
3. Research & Development on seeds can be started.
4. FFCL can start agri cul tural financing at micro level.
5. Adding some new units to existing pl ants can enhance production
capacity.
6. Internet enables visitors to access information about use of fertilizers
7. FFCL i s in a position to set up a new plant in the country.
8. FFCL can have investment portfolio by i nvesting in other successful
sectors as wel l.
THREATS
1. Stiff competition wi th existing competitors e.g. Engro, NFC, Dawood
Helcui lis, FFC etc
2. Gas supply i s limited due to load shedding of gas.
3. Product price restrictions from govt.
4. Changing Govt. regul ations regarding fertil izers businesses.
5. Weather conditions are sometimes not suitable for storing and
warehousing.
6. Changing fertilizer pri ces are becoming threat.
7. Lack of availabi lity of raw material from suppliers when needed.
8. Fragile economy of Pakistan
9. Increasing fuel prices are also becoming a big threat. Competition from
new entrants (Fatima in 2008)



INPUT STAGE
INTERNAL FACTOR EVALUATION (IFE) MATRIX
KEY INTERNAL
FACORS
Weights Rating Weighted Score
Strengths:

1. Market leader
with 40% share
0.09 4 0.36
2. ISO 9002
certified
0.08 3 0.24
3. High brand
recognition of its
brand Sarsabz
Urea
0.09 4 0.36
4. Provides free of
cost technical
services to farmers
through 5 FACs
spread all over the
country.
0.05 3 0.15
5. Strong network of
dealers that helps
in availability of
products even in
remote areas.
0.06 4 0.24
6. Network of 165 0.05 3 0.15


warehouses ensures
uninterrupted
supply of fertilizers.
7. Online
warehouses
0.04 2 0.08
8. Strong internal
control minimizes
chances of fraud
0.05 3 0.15
9. Large variety of
fertilizers e.g.
Sarsabz Urea (P),
Sarsabz Urea (G),
Sarsabz NP,NPK is
available
0.06 4 0.24
10. Set up of plants,
FSCs, warehouses
and urea
distribution
districts is based on
research
0.07 3 0.21
11. Well trained and
disciplined work
force
0.04 4 0.16
Weaknesses:

1. Maximum
investment in the
Urea sector
0.07 2 0.14
2. Lack of market
diversification
0.05 1 0.05
3. Pending orders
during peak season
0.04 1 0.04
4. Information flow
from warehouses to
head office is slow
0.02 2 0.04
5. Retired army
officers on high
ranks, not trained
and tuned for job
0.03 2 0.06
6. DO is changer
after every 3 years;
too short time to
understand matters
of organization
0.02 2 0.04
7. Delayed decisions 0.03 1 0.03
8. No proper
utilization of
warehouses
0.01 2 0.02
9. Promotion
procedure of
employees is slow
0.01 2 0.02
10. Ideas from
bottom are not
0.02 2 0.04


welcomed.
11.Dependence on
Govt. gas and now
is facing bigger
problems due to gas
load shedding
0.02 2 0.04
Total 1.00 2.86

1= Major weakness
2= Minor weakness
3= Minor strength
4= Major strength
INTERPRETATION
The IFE Matrix descri bes the strengths and weaknesses of FFCL. And Weighted
Score of IFE matrix i s (2.86). Its wei ghted score is above average (2.50). So we
can recommend that FFCL is an internally strong and well managed company.
The company uses its internal strengths well to overcome its internal
weaknesses. It has a group of loyal customers, and this loyalty is due to the
trust on quality of products like well known and most leading product of its type
Sarsabz NP. Now we can recommend that FFCL must have strong promotion
activities on TV. Channel as it already has on radio and newspapers.
EXTERNAL FACTOR EVALUATION (EFE) MATRIX

KEY EXTERNAL FACTORS Weights Rating Weighted
Score
Opportunities:
1. FFCL can start new product line e.g.
pesticides
0.09 1 0.09
2. FFCL is in a position to set up a new plant in
the country
0.06 3 0.18
3. FFCL can add some new units to existing
plants to enhance production capacity of plants
0.04 2 0.08
4. It can participate in acquisition of companies 0.09 1 0.09
5. Agricultural financing can be started at micro
level
0.05 2 0.10
6. Investment can be made in textile industry
and cooking oil industry due to strong
interaction with them
0.06 2 0.12
7. Information availability on internet can
enable visitors to access information about use
0.09 3 0.27


of fertilizers
8. Agricultural research activities can be started
to improve quality of seeds
0.05 3 0.15
Threats:
1. Competition with existing competitors (engro,
azgard, NFC, dawood hercuilis, FFC)
0.06 4 0.24

2. Competition with new entrants (e.g. Fatima
in 2008)
0.07 4 0.28
3. Fragile economy of Pakistan 0.05 3 0.15
4. Changing government regulations 0.07 2 0.14
5. Increasing fuel prices 0.08 2 0.16
6. Changing fertilizer prices 0.03 3 0.09
7. Availability of raw material 0.06 3 0.18
8. Gas supply constraints 0.03 2 0.06
9.Lack of availability of raw material from
suppliers when needed
0.02 3 0.06
Total 1.00 2.44
1= Response is poor
2= Response is average
3= Response is above average
4= Response is superi or
INTERPRETATION
The above matri x shows the opportunities and threats faced by FFCL. The
weighted score of the FFCL in the EFE matri x i s 2.44, which is bel ow the average
response that means company response to its external threats and
opportunities is not up to mark. FFCL shoul d make sound strategies to overcome
external threats with opportunities.
COMPETITIVE PROFILE MATRIX (CPM)
Critical
Success
Factors
FFC EFCL NFCL
Weight Rating Weighted
Score
Rating Weighted
Score
Rating Weighted
Score
1 Financial
Position
0.16 4 0.64 3 0.48 2 0.32
2. Market
Share
0.16 4 0.64 3 0.48 2 0.32
3. Customer
Loyalty
0.13 4 0.52 3 0.39 2 0.26
4.
Organization
Structure
0.09 2.4 0.27 3 0.27 3 0.27
5. Production
Capacity
0.09 3 0.27 3 0.27 2 0.18
6. Price 0.12 3 0.36 3 0.36 3 0.36


Competitive
7. Global
Expansion
0.12 3 0.36 2 0.24 2 0.24
8.
Advertising
0.13 2.5 0.33 4 0.52 1 0.13
Total 1.00 3.39 3.01 2.08
1= major weakness
2= minor weakness
3= minor strength
INTERPRETATIONS
The Competitive Profile Matrix (CPM) identifies FFCL major competitors and its
particular strengths and weaknesses in relation to the sample firms strategic
position. From the CPM provided above we see that financial position and the
Market share are the most important criti cal success factors as indicated by a
weight of 0.16. The market share of FFCL is very high as it has a rating of 4;
financial position is al so very strong. (Google)
MATCHING STAGE
THE BOSTON CONSULTING GROUP (BCG) MATRIX
The BCG matrix graphicall y portrays differences among di visions in terms of
relative market share position and industry growth rate. The BCG matrix allows
a multidivisional organization to manage its portfolio of business by examining
the relative market share position and the industry growth rate of each division
in the organization. The relative market share position is defined as the ratio of
the divisions own market share in a particular industry to the market share
held by the largest firm in the industry.In this case division is made on the basis
of different products. Here we will graphicall y present different of FFCL how
they are contributing towards market share and growth rate. There are 2 main
categories of products. Other detail of these product s is given below.
Product
wise
Division
Percent
Market
Share
Percent
Growth
Rate
Revenues (Rs) Percent
Revenues
Profits (Rs) Percent
Profits
Sarsabz
Urea
61% 32% 40,300,523,929 62% 5,814,964,791 78%
Sarsabz
NP
47% 53% 24,700,321,117 38% 1,640,118,274 22%
Total 65,000,845,047 100% 7,455,083,066 100%




Vision
To be a world cl ass manufacturer of fertilizer and ancillary products, with a
focus on safety, qual ity and positive contribution to national economic growth
and development. We wi ll care for the environment and the communities we
work in while continuing to create shareholders' value.











Mission
FFCL mission is based on purpose which reinforces FFCL position as a driving
force in national agriculture industry. It thrives on the goals we have set for
Ourselves:
To be the preferred fertilizer company for farmers, business associ ates
and suppliers by providing quality products and services.
To provide employees with an exciti ng, 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.









FFCL Approach
FFCL approach towards corporate social responsibility is based on six key
initiatives:
Community
Building healthy and vibrant communities l end impetus to business
sustainability. FFCL business practi ces, therefore, incorporate strategies for
supporting the development of the communities that surround us.



Environment
We believe in protecting the environment and conserving resources through
proper management of emissions, energy, water and fuel across all business
operations.


Governance and Ethical Practices
We believe in maintai ning and improving ethical standards and practices,
including public discl osures, good corporate governance and efficient risk
management strategi es.
Employees
We believe in providi ng a work environment that is fair and meets the
highest standards of professionalism and i ntegrity.
Customers
We believe in high standards of customer satisfaction, responsi ble marketing
and sociall y responsi ble investments including in FFCL products and services.


Shareholders/ Investors
We practice communi cating the requisite information on time and
maintaining transparency with FFCL shareholders and investors.

Initiatives taking place in these various areas form an integral part of FFCL
wider commitment to building a better society through corporate citizenship,
good governance practices, improved sustainability, better ri sk management
and doing business to the highest ethical standards.



FFCL Contributions
As one of the larger business conglomerates of the Country, we acknowledge
FFCL responsibility towards the communiti es that we operate in and which are
impacted through FFCL work. We recognize that we have a unique and
important rol e to play in
promoting sustainable
growth and maki ng a
positive impact on the local
economies.




The Work Place
Nothing is more important than the health and safety of FFCL workforce. This i s
more than a statement - it is a mindset that governs FFCL actions and decisions.



Fatima Group has made a commitment to transform its businesses for the
benefit of future generations. Fulfilling this promise requires the highest
standards of leadership in all aspects of FFCL business, especially health and
safety. FFCL ultimate goal is to run an acci dent and injury free operation.
The Environment
We believe in protecting the environment and conserving resources through
proper management of emissions, energy, water and fuel all across FFCL
business operations. (fatimagroup)
Environmental sustai nability is a core strategic aim of Fatima Group - integrated
in its core values. We are aware that in some cases we operate in a sector that
can have a signifi cant impact on the environment and this realization leads us
to undertake programs for the efficient utilization of resources and effective
management of waste and emissions.



FFCL contribution towards reducing greenhouse gas emissions is evident from
the installation of a clean development mechanism (CDM) pl ant at Pakarab
Fertilizers Limited in collaboration with Mi tsubishi Corporation, Japan, whi ch is
used to reduce green house gas emissions from the nitri c acid and Co-
Generation plants
Fatima Fertilizer enters into agreement with leading German firm to develop
and implement CDM (Clean Development Mechanism) Project for the Catal ytic
Abatement of Nitrous Oxide in the Tail Gas of its Nitric Acid Plant


Fatima Fertilizer Company Limited has entered into an agreement with N. Serve
Environmental Servi ces GmbH, a German Limited Liabi lity Company, for
development and implementation of a Clean Development Mechanism (CDM)
project at its Plant located in Sadiqabad under the provision of the United
Nations Framework Convention on Climate Change (UNFCCC) and the Kyoto
Protocol.
The central feature of the Kyoto Protocol is the requirement that countries limit
or reduce their greenhouse gas emissi ons to set levels. The CDM allows
emission-reduction projects in developing countries to earn Certified Emiss ion
Reduction (CER) credits, each equi valent to one tonne of CO2. These CERs can
be traded and sold, and used by industrialized countries to a meet a part of
their emission reduction targets under the Kyoto Protocol.N. Serve
Environmental Servi ces GmbH specializes in developing and financing high
quality greenhouse gas emission reducti on projects globall y and is a world-
leading expert for nitric acid N2O abatement project impl ementation and
management.
The Customers
We believe in maintaining high standards of customer satisfaction, responsible
marketing and socially responsible investments, products and services.FFCL
responsibility towards FFCL customers is to understand and address their
requirements - whether at the retail channel level or the end-user level. We
ensure clear communication of information on FFCL products and their safe and
effective storage, transportation and usage.












The Community
FFCL business practices incorporate strategies for supporting the development
of the communities that surround us.The directors of the Group are the trustees
of Mukhtar A. Sheikh Trust. The trust is running the following charitable
institutions in Multan and surrounding areas:
1. Farrukh Charitable Hospital
Mauza Samurana, Multan
2. Farrukh Charitable Hospital
Taraf Daira, Near Fazalabad Mills,
Vehari Road, Multan
3. Farrukh Mukhtar Middle Girls School
Chah Karloowala,
Mauza Samurana, Multan









A plan for Mukhtar A. Shei kh Memori al Welfare Hospital, a Kidney and
Psychiatric Hospital in Multan, has been finalized at a cost of PKR 2.0 billion,
approximately. The hospital will provide free treatment to all workers
registered with the Employees Old Age Benefit Institution (EOBI) or Employees
Social Security Institution (ESSI).
This Project is the fi rst of its kind being developed under the public -private
partnership between Government of Paki stan through Ministry of Labor and
Manpower and Pakarab Fertilizers Limited.



Fatima Group - Committed to serving the nation in its time of need
he recent devastation in Pakistan caused by raging floodwater, destroyed
hundreds of thousands of homes, washed away entire crops and killed
livestock on a massi ve scale. With the forecast of more heavy rains and
the anticipation of an impending humanitarian cri sis, Fatima Group through i ts
Corporate Social Responsibility Program embarked upon a comprehensive flood
relief effort throughout the flood hit areas of Punjab. (Wikipedia) With all the
companies under its banner, Fatima Group became acti ve with its efforts from
the very outset of the disaster as the first round of aid was dispensed by 5th of
August.
This aid amounting to more than Rs. 12 million included Cash Donations, Food
& Clothing, Medi cine and Tents etc. Apart from the management of the Fatima
Group, the employees also donated a substantial amount of money for the relief
efforts. So far the relief goods by Fatima Group have reached flood hit areas of
Punjab, supporting around 14,000 flood victims in Muzaffargarh, Rahimyar
Khan, Kot Addu, Bhong, Alipur, Sadiqabad and Liaqatpur. Continuing its
maximum support during the preliminary stage of providing instant relief to the
flood affectees Fatima Group plans to actively involve itself in the proceeding
phase of rehabilitati on of the displaced persons. The rehabili tation process is
being chal ked out, in view of the damage assessment of the affected areas, and
a plan to bring about massive infrastructure uplift will be initiated
simultaneously.












T


Bibliography
fatimagroup. (n.d.). Retrieved from www.fatima-group.com/
Google. (n.d.). Retrieved from http://www.google.com.pk/
Jstore. (n.d.). Retrieved from Jstore.org
Principles of Marketing.
Wikipedia. (n.d.). Retrieved from http://www.wikipedia.org/