Introduction to Fatima Group

Fatima Group consists of following companies:

 Fatima Fertilizer Company Ltd.
 Pakarab Fertilizers Ltd.
 Reliance Weaving Mills Ltd.
 Fatima Energy Ltd.
 Fatima Sugar Mills Ltd.

 Pakistan Mining Company Ltd.

Fatima Enterprises Ltd.

The Fatima Enterprises Ltd (FEL) is one of the largest and well reputed
organizations in Textile industry and is working under the supervision of Mian
Sheikh Nishat Ahmad. Fatima Enterprises Ltd was nationalized but with the great
effort of Sheikh Fazal Rehman it was repurchased form the Govt. and
incorporated in 13 Nov, 1976, as a public limited company. FEL has taken
ISO9001 as a first step towards total qualit y management and its implementation
has been executed in all plants. Currentl y the spinning unit has been installed the
capacit y of 60,000 spindles.
At initial stage, when the comp any was taken over, it was very small company,
having authorized capital of 700000 shares @ Rs. 10 each in 1977 with issued
capital of 50000 shares @ Rs 10 each. But now, it has gotten progress and reached
at top level. At present, Fatima Enterprises Ltd. is well known enterprise, having
authorized capital of 25000000 shares @ Rs 10 each and issued and subscribed
capital of 14231052 shares @ Rs. 10 each.
Weather it is a dream to be the best or commitment of company with textile sector
Fatima did achieve its deserving status where it stood up as one of the major
exporter of Pakistan. It got its place -paved ways for further developments with
ever improving quality and never looked back.

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Introduction to Fatima Transmission Company

Fatima Transmission Company (a Fatima Group company) becomes the first

private sector company to get a license from NEPRA to lay down power
transmission lines. Under the license, the Company will construct and own
transmission lines. The initial plans are to lay 37 km transmission lines to suppl y
120 MW to bulk consumers.
This initiative will encourage many other private sector companies to invest in
this area, thus leading to gradual development of an efficient transmission and
distribution system.
Energy is to the country what blood is to the body. Energy is the basis on which
the foundation of progress and prosperity is laid. It plays the pivotal role in the
economic development of the country. The government is now looking to rel y on
the private sector to overcome the ongoing energy crisis in the country. Fatima
Energy has the capacit y to produce up to 100MW electricit y, processing byproduct
(bagasse) from its sugar manufacturing operations at Fatima Sugar Mills Limited.
Produced from bagasse, an alternative source, the plant is self-sufficient to meet
the energy needs of Fatima Sugar Mill and contributing to the national grid at the
same time.

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Vision:

To meet the growing demands for energy, with an aim to play a leading role in
re-shapping the future of the energy industry and the sustainable development of
Pakistan. We focus on achieving operational excellence while caring for the
environment and the communities we work in and creating shareholder's value.

Mission:

 The company is int ended to continuall y drive for the highest operational
and financial performance through innovations, efficiency and financial
discipline on behalf of all our stakeholders.

 The company is committed to making safet y a priorit y in all that we do by

integrating safet y into our dail y culture.

 The Company mobilizes all our strengths in a spirit of teamwork and values -
driven behavior to share best practice, learn from each other and create a
sustainable energy business.

 The company is dedicated to create a work environment which promotes

prides, job satisfaction, employee participation and equal opportunit y for
career advancement.

 The company intends to be a good corporate citizen and be responsible to

societ y and environment.

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Company Overview
Fatima Energ y Limited (FEL) is a public non -listed company incorporated by
Fatima Group to own, operate and maintain a co -generation power plant at
Sanawan, Kot Addu, Punjab, Pakistan. The Company is in the process of setting
up, first of its kind in Pakistan and larg est in the world in this configuration, a
120 MW co-generation power project based on fuel mix of biomass and coal. The
project is being built through state of the art technology and will operate in
accordance with international standards. The electricit y of this project will be
supplied to industrial Bulk Power Consumers using a novel concept of Wheeling
of Electrical Energy through national transmission network. The Company aims
to contribute towards betterment of the societ y through adoption of economica ll y
and friendl y environmental business practices.

Key Highlights

Fatima Energy Ltd. perseveres to remain self -sufficient and maintain competitive
edge and financial gains.

International Scenario
Globall y, the demand for energy resources has risen at unprecedented rates and
this has led to high demand and increased use of fossil fuel. However, current
projections of increased energy demand threaten a massive disruption of the
global biosphere, as excessive use of fossil fuel is considered the primary c aus e
of climate change. Climate change is a threat to sustainable development and
developing countries are most vulnerable to it. Within the context of anticipated
patterns of future energy usage and consequent environmental impacts, the
potential role of renewable energy sources is crucial in sustainable economic,
environmental, and social development for many countries.

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Domestic Market
The energy sector plays a key role in the development and growth of the econom y
by ensuring an adequate, secure and cost -effective suppl y of energy and utilizing
energy resources efficientl y. However, energy sector problems have had a
devastating impact on the econom y of Pakistan. In 2009 -2010, the primary energy
suppl y has gone down by 0.64% and the per capita availabilit y of energy has gone
down by 3.09%. Inter-corporate circular debt in the energy suppl y chain, along
with sharp increase in oil prices internationall y have led to increased costs.
Pakistan relies heavil y on oil and gas to meet its energy consumption needs.
Electricit y generation has suffered due to gas shortages and lower accumulation
of water resources. The problems have also lead to under -utilization of available
generation capabilities. This has had extremel y negative effects on the leading
industries of the country. Moreover, Pakistan also faces environmental
challenges. It has been observed that temperature has risen by 0.6% annuall y for
the past century. Greenhouse gas emissions have endangered the food, water and
the energy securit y of the country. In th e face of a crippling energy crisis and
given environmental concerns, demographic trends and high povert y, that over -
reliance on non-renewable source of energy is a cause of concern. To overcome
the substantial energy shortage, the government is looking to wards the private
sector to supplement this shortfall. Private sector has a share of 31.6% in the total
installed capacit y. In 2010, private sector has witnessed a significant growth of
7.1% in its installations.

Fatima Energy Limited

In view of this crisi s, Fatima group recognizes the need to explore different
sources of energy. For this, Fatima energy has been incorporated and all plans
have been finalized to install a power generation plant. Fatima Energy will be
capable of producing up to 100MW electric it y, processing byproduct (bagasse)
from its sugar manufacturing activities at Fatima Sugar Mills Limited. Bagasse,
a biomass, is a source of renewable energy. The Plant is capable of using bagasse
during crushing season. During off -season, coal will be us ed for power

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generation. Given high global energy demand, coal is a cheap and a reliable source
of energy. Coal is used in more than 40% of the world’s electricit y production.
Pakistan has an estimated 185 billion tonnes of coal resources, including 175
billion tonnes in Thar coalfield in Sindh. Approximatel y, Pakistan has 0.3% of
the world’s total proved recoverable coal resources. The thermodynamic
efficiency of power generation using coal has improved considerabl y over time.
Compared to the older plants, the newer plants are significantl y more efficient
and produce lower levels of waste heat. The power generated from the Plant is
sufficient to meet the Sugar Mill's immediate energy needs and also contribute to
the national grid.

Future Outlook
Confronting an energy crisis that is damaging the econom y and placing the future
of the country in peril, Fatima Energy Ltd. perseveres to remain self -sufficient
and maintain competitive edge and financial gains. We aim to successfull y emplo y
cost-effective solutions designed for best possible utilization of the available
resources through a world -class production facilit y and a team of employees
diligentl y working to attain economic growth and development for the country,
without compromising on the environment.

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Board of Directors

Fawad Ahmed Mukhtar

Chairman

Mr. Fawad Ahmed Mukhtar is the Chairman and Director of the Company. He has
rich experience of manufacturing and industrial management, and in addition to
being a successful business leader, he is also a renowned philanthropist.

Fazal Ahmed Sheikh

Chief Executive Officer

Mr. Fazal Ahmed Sheikh is the Chief Executive Officer and Director of the
Company. He holds a degree in Economics from the University of Michigan, Ann
Arbor, USA. He has played a strategic role in Fatima Group’s expansion and
success. He is also th ...

Faisal Ahmed Mukhtar

Director

Mr. Faisal Ahmed Mukhtar is the Director of the Company. He holds a Law degree
from Bahauddin Zakari ya Universit y, Multan. He is the former Mayor and Cit y
District Nazim of Multan, and continues to lead welfare efforts in the cit y. He is
also the Cha ...

Fahd Mukhtar
Director

Mr. Fahd Mukhtar is the Director of Fatima Group. He is the Founder and Chief
Executive Officer of Fatima Packaging Limited (formerly Reliance Sacks
Limited). He is also a member of the Boar d of Directors of Fatima Sugar Mills
Limited, Fatima Energy.

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Muhammad Abad Khan
Director

Mr. M. Abad Khan graduated in Mechanical Engineering from UET Lahore and
received extensive training in fertilizer manufacturing from abroad. Over the last
55 years of his career, he remained part of the growth of fert ilizer industry in
Pakistan.

Qadeer Ahmed Khan

Director

Mr. Qadeer Ahmed Khan has done his MS in Petrochemicals and Hydrocarbons
from the Institute of Science and Technology, Universit y of Manchester, Engl and.
He has a vast experience of over 39 years of working in chemicals an d fertilizer
industries.

Rehman Naseem
Director

Mr. Rehman Naseem is Director of the Company. He obtained a Bachelor of

Economics Degree from Columbia Universit y, New York. He is also director of
Fazal Cloth Mills Limited, Ahmed Fine Textile Mills Limited, Amir Fine Exports
(Pvt.) Limited, Fazal Rehman Ltd.

Management Team

Professional management and team work has been the key to our success.

The key management is directl y responsible for managing the day-to-day

operations of Fatima Energy Limited and it includes the following:

Toseef Ijaz Rana

Project Director

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He holds an MBA degree from LUMS and a B.Sc Mechanical Engineering degree
from Universit y of Engineering and Technology Lahore. He has 20 years of
diversified experience in power and fertilizer plants in leading roles and over 14
years of exclusive.

Musharaf Khan
Chief Financial Officer

He is a Chartered Accountant by profession. He is a self -driven, action oriented

professional with a track record of over twelve years as a business strategist.
Before his current assignment, he was financial controlle r of Pakarab Fertilizer
Limited, ...

Ausaf Ali Qureshi

Company Secretary

Mr. Ausaf Ali Qureshi is a Fellow Member of Institute of Chartered Accountants

of Pakistan. He joined the Group in May 2010 as Company Secretary with
additional responsibilit y for inv estor relations. He has over 34 years of experience
with Fauji Fert ...

Brig (R) Muhammad Ali Asif Sirhindi

General Manager, Administrative Services

Brig (Retd) Muhammad Ali Asif Sirhindi S I(M) is a Graduate of Command &
Staff College and has more than 30 Years of rich Arm y experience. In the Arm y
he has served on important assignments of Command, Staff and Instructional in
Pakistan and abroa ...

Sadia Irfan
Director Human Resources

Ms. Sadia Irfan, Director Human Resources brings with her rich experience f rom
MNC and HR Consultancy spanning over 25 years in human resources

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management & leadership including 18 years with leading MNCs like PepsiCo,
Nestle & Electrolux. ...

Aftab Ahmed Khan

Chief Supply Chain Officer

Mr. Aftab Khan is an MBA, a Fellow of the C hartered Institute of Purchasing &
Suppl y, UK as well as a Fellow of the Chartered Institute of Logistics &
Transport, UK. He has over 27 years of successful leadership experience gained .

Sardar Naufil Mahmud

Chief Information Officer

Mr. Sardar Naufil Mahmud joined Fatima Group in January 2017. Mr. Naufil has
over 28 years of successful leadership experience in companies such as K -
Electric Limited, Dewan Mushtaq Group and IC I Pakistan Ltd. He holds an MSc
in Computer Science.

Salman Ahmad
Head of Internal Audit

Mr. Salman Ahmad joined Fatima Fertilizer as Head of Internal Audit in December
2016. Mr. Salman is a Fellow Chartered Accountant (FCA) from Institute of
Chartered Accountants of Pakistan, with over 20 years of experience in Audit and
Finance in computer.

Muhammad Anwar Chaudhry

Department Manager, Construction

Mr. Chaudhry holds Bachelor degree in Mech. Engineering from UET Lahore and
leads FEL site team at Kot Addu. Earlier, he has served 23 years in Fertilizer
sector with FFC & DHFL and 15 years in power sector with KANUPP , WAPDA
and Ministry of Electricit y.

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Imtiaz Alam
Department Manager Operations & commissioning

By profession, Mr. Alam is an Electrical Engineer and has 21 years of experience

in power plant operations, mostl y with multinational companies in combined cycle
and conventional power technology. Prior to joining Fatima E nergy, he worked at
GDF Suez.

Amer Baloch
Commercial Manager

He holds a B.Sc Mechanical Engineering degree from Universit y of Engineering

and Technology, Lahore. He is a Mechanical Engineer having 29 years of
diversified experience mainl y in fertilizer, gas, aviation/aerospace and
telecommunications. He has

Waseem Ghani Warraich

Department Manager, Electrical and Instrumentation

He is an Electrical Engineer by professi on with MBA in Marketing Management.

He is a spectacle and enthusiastic professional leader professional with a track
record of over 19 years as a E&I specialist.

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Project Description
The Project is a 120 MW (gross) co -generation thermal power project to be run
on bagasse/biomass and imported coal. The Project is located at Sanawan, Tehsil
KotAdu, District Muzaffargarh in the province of Punjab. During the days of
crushing season, bagasse being a by-product of sugarcane crushing will be
supplied by associated sugar production company and during the days of non -
crushing season, imported coal will be used as fuel.

The Project is based on Spreader Stoker boiler technology from Foster Wheeler
of Spain, boiler combustion technology from Detroit Stoker Company o f USA
being world famous in design of traveling grates. Steam turbines are full
condensing/extraction t ype turbines from Siemens, Germany.

The environmental emissions are in accordance with the World Bank standards
and the Pakistan revised National Environ mental Qualit y Standards (NEQS)
limits. The project aims for highest availabilit y and reliability through a full y
automated operational design to ensure minimum yearl y outages.

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Departments at FEL

Following are main departments at FEL

a. Administration Department
b. Purchase Department
c. Sales Department
d. Human Resources Department
e. Information Technology Department
f. Finance/ Accounting Department

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My work as Internee
I have visited all the departments, but mainl y I was assigned to work in Human
resources department. Here are some information that I was able to collect in
HRM department.

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HUMAN RESOURCE DEPARTMENT
Introduction
In FTC Human Resource department is helping people and organization to reach
their goals. Along the way, the department is facing many challenges arising from
the demands of the employees, the organization, and societ y. The domestic and
international environment s are particularl y turbulent because of the growing
diversit y of the workforce and the globalization of businesses. Challenges also
result from ever -changing laws, especially laws that address the need for equal
employment opportunit y. Within these constra ints, the human resource
department is contributing in the organization's "bottom line" in ways that are
both ethical and sociall y responsible.

The Purpose of HRM

The purpose of human resource management in FTC is to improve the productive
contribution of people to the organization in ways that are strategicall y, ethicall y,
and sociall y responsible.

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Structure of the Human Resource Department

Manager Human Resource

& Administration

Deputy Manager Deputy Manager

HR Admin

Assistant Administration
Manager HR Officer

Secretary Computer
Operator

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Objectives of Human Resource Department at FTCL
Managers and HR departments achieve their purpose by meeting objectives.
Objectives are benchmarks against which actions are evaluated. Sometimes they
are carefull y thought out and expressed in writing. More often objectives are not
formall y though out and expressed in writing.

The main objectives of Human Resource Management are not onl y to reflect the
intention of senior management, they also must balance challenges from the
organization, the HR function, societ y, and the people who are affected. Failure
to do so can harm the firm's performance, profits, and even survival. These
challenges spotlight some objectives that are:

Organizational Objective

To recognize that HR management exists to contribute to organizational

effectiveness. Even when a formal HR department is created to help managers,
the managers remain responsible for employee performance. The HR department
exists to help managers achiev e the objectives of the organization. HR
management is not an end in itself; it is onl y a means of assisting managers with
their human resource issues.

Personal objective

To assist employees in achieving their personal goals, at least insofar as those

goals enhance the individual's contribution to the organization. The personal
objectives of employees must be met if workers are to be maintained, retained,
and motivated. Otherwise, employee performance and satisfaction may decline
and employees may leave th e organization

Not every HR decision can meet these organizational, functional, societal, and
personal objectives every time. Trade -offs do occur. But some serve objectives
are a check on decisions. The more these objectives are met by the department's
actions, the larger its contribution will be to the organization's bottom line and

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the employee's needs. Moreover, by keeping these objectives in mind, HR
specialists can see the reasons behind many of the department's activities.

Recruitment and Selection

Selection Procedure

Recruitment is the process of searching for prospective employees and stimulating

them to appl y for jobs in the organization.

Role of HRD in Recruitment Process

Human resource department of FTC is responsible for designing the selection
s ystem and managing its everyday operation. In FTC human resource mangers in
cooperation with other managers largel y set the overall strategy, they are likel y
to be influential in deciding, e.g., whether the department should focus on
choosing people who ar e best qualified for current vacancies of for those who
have the greatest long term potential. The personnel managers also decide how
the guidelines for equal employment opportunities met and whether the company
needs outside legal assistance in formulatin g its affirmative action plan.

Procedure of Joining the Company

On joining the Company the following formalities must be completed:

The documents listed below shall be forwarded immediatel y to Human Resource

Department for completion of their record.

i) Duplicate copy of appointment letter dul y signed by the employee in

acceptance of the terms and conditions embodied therein.

ii) Four copies of recent passport size photograph.

iii) Photocopies of all academic certificate especiall y metric certificate.

iv) Photocopies of testimonials from previous employers.

v) Fitness certificate.

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vi) Photocopy of CNIC

vii) Clearance letter from previous employer.

Recruitment Process
In general the sources of recruitment can be classified into two t ypes:

i). Internal Job Posting

Filling a job opening from within the firm has the advantages of stimulating
preparation for possible transfer, or promotion and increasing the general level of
morale.

Self Nomination

Human Resource office publishes a monthl y newsletter that list the FTC's job
posting program to different routes to nomination for a job, self nomination and
nomination by an employee supervisor.

Positions available the announcements carry information about the nature of the
position and the qualification needed, and any employee whose interested bid on
the job that is enter the competition for it.

Nomination by Employees Supervisor

Informal communications among managers lead to discourage that best candidates

for a job is already working in a different section of the firm.

Despite some minor problems, most employees were pleased that an internal job
posting program was established. Most successful nominees were happy with their
new assignments and unsuccessful nominees identified needed skills and gained
a more realistic idea of additional training or experience required for careers
alternatives.

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ii). External Job Posting

FTC also go to external sources for positions whose specification can not beam
by present personnel. FTC uses following outside sources:

1). Advertising

Advertisements are placed in various newspapers. More information about the

company and jobs specifications are included in the ad to present some self -
screening.

2). Employment Agencies

Additional screening is affected through the utilization of private employment

agencies.

The agency has specialized in various t ypes of workers and job e.g. sales office,
execution or engineer.

3). Casual Applications

Unsolicited applications both at the gate and through the email constitute a much
used source of personnel.

4). Leasing

To adjust short term function in personnel needs. The possibility of leasing by the
hour or day is considered. FTC is not onl y obtains well trained and selective
personnel but avoids any obligation in pension, and other fringe bene fits.

The Hiring Procedure

In the hiring procedure, FTC is considering the following steps to discover
significant information about an applicant:

1. Call for application

2. Preliminary interview

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3. Applications blank

4. Check of References

5. Ps ychological test

6. Employment interview

7. Approval by the supervisor

8. Physical examinations

9. Introduction or orientation

1). Call for Application

First of all, an ad is given in the newspaper for the vacancy.

2). Preliminary Interview

In this step, the more obvious facts and impressions are of the t ype generall y
obtained in an initial interview. Appearance and facilit y in appear are quickl y
evaluated. Applicants are often asked why they are appl ying for a job with FTC.
An idea of education and experience is obtained by asking for the last grade
finished in school and the names of jobs previousl y performed.

3). Application Blank

The application form is a sheet or small, booklet with blanks to be filled in by the
applicants. Its purpose is to suppl y organization with basic information about the
candidate's back ground: education work experience, previous salary, and so
forth.

In FTC factual information is to be obtained by means of an application blank.

Weighted application form is established and used with caution. It is used for two
prime objectives :

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i). FTC has established the selection of more stable employees to decrease labor
turnover. They have discovered and utilized the particular data that devote
stabilit y facts relating to home ownership, marital status, age, sex etc.

ii). FTC has also established job proficiency as the major objective and have
correlated biographical items with production records.

The application blank is continuousl y updated. The entire blank is restudied and
reweighted every 1 year at the minimum.

4). Check of References

The purposes of the reference check are to obtain information about past behavior
of applicants and to verify the accuracy of information given not he application
blank. FTC uses combination of letters and telephone calls, as a method of
checking.

Reference includes onl y:

1) Dates of employment

2) Job title

3) Absentee record

4) Promotions and demotions

5) Compensation

6) Stated reason for termination.

5). Psychological Test

In FTC, clericals jobs are subjected to the greatest amount of testing, applicants
for unskilled hourl y jobs are tested least. The factors measured are usuall y of the
ps ychological t ype, such as abilit y to reason, capacit y for learning, temperament
and specific aptitude .

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Types of Psychological Tests:

Following t ypes of tests are being used in FTC to identify talents.

i). Intelligence test

These tests concentrate on a person's abilities with worlds numbers logical

reasoning and spatial relationships. This type of test is used for managerial posts.

ii). Mechanical Aptitude test

FTC uses mechanical aptitude tests. Inventions are asked which fall into the
general area of understanding area of under standing mechanical relationships.
Some questions relate to knowledge of tools and equipment. This t ype of test is
suitable for technical posts.

iii). Clerical Aptitude Test

This test deal with questions concerning office vocabulary, automatic, spelling
and detail checking. This t ype of test is used for clerical posts, such as compu ter
operator.

iv). Interest Test

FTC realizes that a person who is interested in a job or task will do much better
than one who is uninterested. The applicant is asked whether he likes, dislikes or
is indifferent to many examples of school subjects, occupations, amusement, and
peculiarities of people and particular of activities.

6). Employment Interview

Interviewing is probabl y the most widely used single method of selection. FTC
shapes interviewer behavior is to establish a specific system for condu cting the
employment interview.

FTC considers following things to set up such a system:

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1). To know what to look for in applicant focus onl y those knowledge, skills,
abilities and other characteristics (KSAOs) necessary for the job.

2). Develop interview questions that are strictl y based on the job anal ysis results,
use "open-ended" questions and use questions relevant to the individual's abilit y
to perform, motivation to do a good job.

3). Conduct the interview in a relaxed physical setting. Begin by putt ing the
applicant at ease with simple questions and general information about the
organization and the position being filled.

4). To evaluate applicants, develop a form containing a list of KSAOs weighted

for overall importance to the job.

7). Approval by the Supervisor

After the employment interview the immediate supervisor approves the

candidates. The candidate's recruitment is confirmed after probationary period.

8). Physical Examination

The physical examination step found in most business. Physical exam ination
includes matching of an applicant's physical capabilities to job requirements to a
simple check of general physical appearance and well being.

In having the physical examination procedure FTC has at least three basic
objectives that are:

1). In first, it serves to ascertain the applicant physical capabilities e.g. can the
applicant work standing up.

2). The second objective of examination is to protect the company against

unwarranted claims under worker's compensation laws or against lawsuits for
damages. If a record of a new employee’s physical condition at the time of entry
does not exit, a claim could possibl y be filed for injuries greater than were
incurred after starting to work.

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3). Third objective of physical examination is to prevent communic able diseases
from entering the organization.

Training and Development

Orienting and Training Employees

In FTC both human resource directors and other managers play critical role in the
development of orientation programs. Human resource managers have assu med
leadership in developing such programs.

Orientation of New Employees

After the selection of successful employees the first step in their introduction to
company policies, practices and benefits is an orientation program.

The Orientation program in FTC is completed in three phases:

The first phase is usuall y conducted by the staff personnel unit. Subjects covered
include products of the company, employee benefits, salary schedules, safet y,
probationary period, timed recording and absence, holidays equal employment
opportunit y programs, packing and the grievance procedure.

The second phase of most organized induction program is performed by the

immediate supervisor. The inductee is introduced to fellow employees, given a
tour of the department, and informe d about such details as locker and rest rooms,
suppl y procedures, hours of work overtime, call in procedures, rest and lunch
periods, and lunching facilities.

The complete in action program will provide for phase three follow up some week
later. The interview, conducted by either the supervisor or a personnel specialist
is concerned with:

1). Employee satisfaction with the job and organization.

2). Supervisor satisfaction with the employees.

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Dissatisfactions may be cleared up by explanations or actual transfers to a
different job. In any event, the interest in the employee evidenced by the more
act of having a follow -up interview will help to increase the level of employee
satisfaction.

After the employee has been received, selected and inducted, he or she must next
be developed to better fit the job and the organization. No one is a perfect fit at
the time of hiring, and some training and education must take place.

FTC is a cultural organization in which importance has been given to training.

The management consider the training as an "Investment in their Asset" . They
believed that planed development programs will returns values to the organization
interims of increased productivit y, high reined morale, reduced costs and greater
organizational stability and flexibilit y to adapt to changing external requirements.

FTC management is initiall y interested in training and educational programs in

order to promote employment and utilize the talents of its citizens.

Training Needs Assessments

In FTC there are thre e level of anal ysis for determining the needs of training:

1). Organization analysis

Focus on identifying where within the organization training is needed.

2). Operation analysis

Attempt to identify the content of training, what an employee must do to perf orm
competentl y.

3). Individual Analysis

Determines how well each employee is performing the task that make up his or
her job. At this level, training needs may be defined in terms of a simple equation.

Desired performance - Actual Performance = Training n eed

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Operative Training

The development of operative calls for specific, increased in skills and knowledge
to perform a particular job. In FTC there are primaril y two basic methods in use:

1). On the Job Training

Since most jobs in FTC can be learned in a r elativel y short period of time, this
method is most widel y used. It has the advantage of strongl y motivating the
trainee to learn since it is not located in the artificial situation of a classroom.
The fact that the success of the system depends almost ent irel y upon the
immediate supervisor, the trainer, means that the personnel unit has a major
responsibilit y for making a good, effective reaches out of every supervisor.

Major t ypes of on the job training implemented in FTC is Apprenticeship

programme which include both class room instructions as well as on the job
training. This t ype of training is given to the new inductees and usuall y two years
long.

2). Off the Job Training

There are three methods used in FTC for Off the Job training:

i). Workers Traini ng Program

This program was inaugurated by Manager Human Resource of FTC. The main
agenda of the program was to explore the hidden talent of their worker and to
make them cognizant of their own potentials. Manager HR, the divisional head,
and his team conducted the program in a very interesting and entertaining manner
with the help of IQ testing riddles and different games. High degree of enthusiasm
was observed among the participating workers.

ii). Special Courses

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The second system of operating training classified some educational courses
rather than training.

iii). Selling and Technical skills training program

This is another strange experience for all participants after the budget and strategy
session. The objective of the program is to convert their sales staff into technical
sales staff.

Evaluating Training Programs

Training must be evaluated by systematicall y documenting the outcome of the
training in terms of how trainees actuall y behave back on their job and the
relevance of the trainees behavior to the objectives of the organization.

To assess the utilit y or value of training, in FTC management seek ensures to four
questions.

1. Did change occur?

2. Is the change due to training?

3. Is the change positivel y related to the achievement of organization al goals?

4. Will similar change occur with new participants in the same training
programs?

In evaluating training programs, measures of change fall into four categories:

Reaction

How do participants feel about the training program?

Learning

To what extent have trainees learned what was taught?

Behavior

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What on the job changes in behavior occur because of attendance at the training
program?

Results

In what extent have cost related behaviour outcomes or qualit y improvement, turn
over or accident reduction (p roductivit y) resulted from the training?

Management and Career Development

Management and employee development programmes are "those organization
sponsored programmes aimed at educating supervisory and supervisory employees
above and beyond the technical requirements of their job". Human relations,
"decision making" and the executive’s role" are examples of courses included in
management development.

The HRD of FTC is mainl y responsible for providing information about what
seminars are available outside an d also develop budgets and plans for sending
managers to outside seminars but the final decision of attending the seminar is to
be made by immediate supervision of the managers involved.

The commonl y used training methods in ICI are:

1. Lecture / Discussio n

2. Films / Videotapes

3. Case Study

4. Management Games

5. Behavior Modeling.

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Evaluation of HRD Performance
HRD of FTC is working very well. Such as planning, managing people, resulting
people, its objectives and its mission, guiding principle are very good and helping
in overall organization.

Managers of HRD are expected to organize and to be accountable for the work of
other people. In this process, managers act as employers as such they create and
sustain the employment relationships of their organiza tions.

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SWOT Analysis of HR Department
Strengths

 Qualified management
 Recruitment procedure
 Training methods
 Computer literacy programs
 Compensation and benefits packages
 Handsome salary package for professionals
Weakness

 Time consuming recruitment procedure

 Inter-department relations
 Union disputes
 Communication system
Opportunities

 Availabilit y of professionals
 Agricultural specialists
Threats

 Labor disputes
 Political references
 Price competition
 Strong competitors

Conclusion

Training process in FTC leads to improved profitabilit y, enhances job knowledge

and skills, helps employees to identify and understand organizational goals,
improves labor management relations and increases information by reducing
communication gap at all levels of the organization. Thus training in FTC

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develops certain skills among the employees, such as effective problem solving,
handling stress, frustration and conflict, improved communication skills and sense
of growth and learning. These skills are req uired because IC I has a diverse product
range.

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Suggestions for HRM Department

In the light of m y research following recommendations are suggested.

 FTC should have to launch employee awareness training programme

through off the job training. These progra mmes must clearl y define
company goals and bring about awareness of corporate culture of FTC
amongst the less educated employees.

 They should have to train their employees according to the

macro-environment of the country.

 It is also suggested that FTC should have to hire professional trainers to

distinct their employees from their rivals.

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Organization’ SWOT Analysis
Strengths:
· Strong Security System

· Latest mechanized machinery.

· Highly qualified and skilled management

· Highly Motivated Workforce

· Adequate financial resources

· Competitive advantage

· Equipped with MIS System

Opportunity:
· Organization Can expand product lines

· Organization Can reduce the cost by proper

utilization of resources

· Organization Can hire more well-educated and

experienced person

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 Weaknesses:
. Centralized decision making at times.

· Less promotional activities

· Lack of benefits and rewards for the employees.

. High cost of production

Threats:
· New Entry of competitors

· Political instability

· Changed of government policies

· Globally Economic instability

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Conclusion
Fatima Group of Industries is one of the leading groups in Pakistan. The
system, the management style, the policies & decentralized decision making
environment is really remarkable. This report is basically an attempt to
identif y the areas which need to be improved.

In this era of technology, the “Information” is the key to success in the

business. This means that the successful businessman will be who will have
the right information at the right time. This comment leads to the conclusion
that the Information Sharing Process should really be improved.

The overall analysis is indicating that the company’s progress has mainly
attained through dedication of employee s. The effectiveness of its
management, their willingness to take advantage of opportunities and face
challenges of changing economic picture, this all contributes to the very
much improved and sound position of company. This is really appreciable
for the devotion and hard work of all the employees of the company. At
present facility of bonus is given only to production staff but such incentives
should also be given to Head office Staff. Special incentives should also be
given to Head on Eid and on other sp ecial days should be given to the
workers. Medical facilities are given in mill but such facilities should also
be given to management. Different training courses should be arranged for
the up lifting and improving the quality of work for employees

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Table of Contents

INTRODUCTION TO FATIMA GROUP 1

FATIMA ENTERPRISES LTD. 1

INTRODUCTION TO FATIMA TRANSMISSION COMPANY 2

V ISION : 3
M ISSION : 3
C OMPANY O VERVIEW 4
K EY H IGHLIGHTS 4

BOARD OF DIRECTORS 7

P ROJECT D ESCRIP TION 12

DEPARTMENTS AT FTC 13

MY WORK AS INTERNEE 14

A CCOUNTS D EPARTMENT E RROR ! B OOKMARK NOT DEFINED .

BOOKS & REGISTERS WORKING E RROR ! B OOKMARK NOT DEFINED .

FINANCIAL ANALYSIS OF FEL ERROR! BOOKMARK NOT

DEFINED.

R ATIO A NALYSIS E RROR ! B OOKMARK NOT DEFINED .

L IQUIDIT Y R AT IO E RROR ! B OOKMARK NOT DEFINED .
A CT IV IT Y R AT IOS E RROR ! B OOKMARK NOT DEFINED .
L ONG T ERM L IQUIDITY P OSIT ION E RROR ! B OOKMARK NOT DEFINED .
P ROFITABILITY R ATIOS E RROR ! B OOKMARK NOT DEFINED .

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SWOT ANALYSIS 34

LEARNING AS INTERNEE ERROR! BOOKMARK NOT DEFINED.

CONCLUSION 36

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