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Organization Development

Submitted to: Prof. RaffatIqbal

Submitted by:

Jawad Abdul KhaliqL1F07MBAM0103

MubashraArifL1F07MBAM2111

Bilal Ahmad L1F07MBAM2101

Ayesha Raffique L1F07MBAM0060

Tahseena Abdul Aziz L1F07MBAM2180

Fatima KhalidL1F07MBAM0156

Section: A

Engro Foods Limited

PREFACEAll praise is to Almighty Allah for bestowing us with the wisdom to accomplish our task.

Themain purpose of the project is the fulfilment of the requirements of the Organization Development, which is the part of our study work.

Engro Foods is the diversified business of Engro. The information has been gathered from different sources including the web site, web pages related to the Engro Food Limited (EFL), personal discussion with employees, E-mails and visit to the branch office situated in EDEN TOWER, Lahore. We have included all the information obtained from the mentioned sources and no part of this project has been added from own.

As regards the preparation of this project, all the topics are added in a proper sequence, starting with the table of contents, including the history, overall view, company information, everything that was required for the completion of the project.

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ACKNOWLEDGEMENTWe would like to offer our humble gratitude to Allah Almighty, the most Gracious and the most Merciful, who gave us strength and enabled us to achieve our goals.

The topic of our project was the organization development analysis of Engro to Engro Foods. During our Project, we had to face some difficulties as data was not readily available; we had to go to EFL office to collect data after having some solid reference and then sort out relevant data for our project.

We would like to thank our kind Prof. Raffat Iqbal for his pre-emptive and continuous support. Without his help we would not have been able to complete our project on timely manner. We are grateful to employees of various departments of Engro that helped us during our work in making our project successful.

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TABLE OF CONTENTS

TOPICS Page No.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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VISION

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

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BACKGROUNDSearch for oil by Pak Stanvac, an Esso/Mobil joint venture in 1957, led to the discovery of Mari gas field situated near Daharki -- a small town in upper Sindh province. Esso was the first to study this development in detail and propose the establishment of a urea plant in that area.

The proposal was approved by the government in 1964, which led to a fertilizer plant agreement signed in December that year. Subsequently in 1965, the Esso Pakistan Fertilizer Company Limited was incorporated, with 75% of the shares owned by Esso and 25% by the general public. The construction of a urea plant commenced at Daharki the following year with the annual capacity of 173,000 tons and production commenced in 1968. At US $ 43 million, it was the single largest foreign investment by a Multinational Company in the country. A full-fledged marketing organization was established which undertook agronomic programs to educate the farmers of Pakistan. As the nation’s first fertilizer brand, Engro (then Esso) helped modernize traditional farming practices to boost farm yields, directly impacting the quality of life not only for farmers and their families, but for the community at large. As a result of these efforts, consumption of fertilizers increased in Pakistan, paving the way for the Company’s branded urea called "Engro", an acronym for "Energy for Growth".

As part of an international name change program, Esso became Exxon in 1978 and the company was renamed Exxon Chemical Pakistan Limited. The company continued to prosper as it relentlessly pursued productivity gains and strived to attain professional excellence.

In 1991, Exxon decided to divest its fertilizer business on a global basis. The employees of Exxon Chemical Pakistan Limited, in partnership with leading international and local financial institutions bought out Exxon’s 75 percent equity. This was at the time and perhaps still is the most successful employee buy-out in the corporate history of Pakistan. Renamed as Engro Chemical Pakistan Limited, the Company has gone from strength to strength, reflected in its consistent financial performance, growth of the core fertilizer business and diversification into other fields.

Investment in people, process solutions and resource conservation initiatives have reduced energy use per ton of urea by a third, whilst increasing urea production nearly six-fold since 1968. Not only does this save money, it stretches non-renewable energy sources and mitigates the impact of waste. Along the way, a major milestone in plant capacity upgrade coincided with the employee led buy-out; innovatively optimizing our resources, Engro re-located fertilizer manufacturing plants from the UK and US to its Daharki plant site – an international first. Our pioneering spirit continues in our social investments, exemplified by the only snake-bite treatment facility in the Ghotki region and the first telemedicine intervention in the country.

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ENGRO’S BUSINESSES

Engro Foods Limited (EFL):

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

The value of the ENGRO FOODS LIMITED is Rs.36 in total subsidiaries value of 63.4.

Engro Energy (EEL):

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

The value of the EEL is Rs.10.7 in total subsidiaries value of 63.4.

Engro Innovative Automation Pvt Ltd (EIAL):

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

Engro Polymer and Chemical Limited (EPCL):

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

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

Engro Vopak Terminal Limited (EVPL):

It is a joint venture with Royal Vopak of Netherlands. Engro holds 50% of equity. The core business of the company is storage and handling of chemicals. The Engro Vopak has entered into an agreement with EPCL for ethylene storage services, and plans to construct first cryogenic storage facility, which would cost $ 30 mn. All the financing will be raised from debt issue.

The company paid a dividend per share of Rs. 5 in CY07. The profit of the company is expected to grow by 18-20% and the company is expected to maintain a payout of 92% going forward. The value of the EVPL is Rs.11 in total subsidiaries’ value of 156.5.

EEPL: Engro Eximp Pvt Ltd.

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

The value of the EEPL is Rs.5.7 in total subsidiaries’ value of 63.4.

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ENGRO FOODSVISION

“To become a fast growing mega food company”

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ENGRO FOOD HISTORYThe growth strategy which was adopted by ENGRO Chemical Pakistan limited was diversification they diversify chemicals to food business Engro’s 40 year old relationship with the farmer also gives Engro food another edge over the competitors

Engro Foods (Pvt.) Limited (EFL) has been established in 2005 as part of a diversification process at the Engro Group. The plant located at Sukkur on 23 acre land, has the raw milk reception capability of 300,000 litres per day and UHT milk capacity of 200,000 litres per day. The plant has been established at a cost of Rs. 1 billion which provides direct employment to 750 people. Engro Foods has entered the Food business through milk processing and sale with the company’s vision to pursue growth opportunities based on country fundamentals and own strength. It also positions the company to leverage its corporate social responsibility initiatives and work closely with rural communities to promote integrated farming and livestock development. This effort is expected to play a pivotal role in poverty alleviation and improving livelihoods of the poor in the milk collection areas.

Engro Foods will work with the Pakistan Poverty Alleviation Fund and its three partner organizations to help implement sustainable business models that increase farmer’s profitability and develop a positive social and business climate for growth and expansion of live stock and other forms of value added agriculture.

Engro Food Aim

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

Engro Food’sBrands

Olper’s milk

Olper’s cream

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Olwell

Tarang

Omore’

CORE VALUESEngro’semployees performance can only flourish in a sound work environment. That is why Engro Foods Limited is committed to supporting its leadership culture through systems and policies that foster open communication, maintain employee and partner privacy, and assure employee health and safety.

1. Safety, Health & Environment

Engro manage and utilize resources and operations in such a way that the safety and health of their people, their neighbors, their customers and their visitors is ensured. They believe their safety, health and environmental responsibilities extend beyond protection and enhancement of their own facilities, and they are concerned about the distribution, use and after use disposal of their products.

2. Ethics And Integrity

They care how results are achieved and express honest and ethical behavior in all their activities. Choosing the course of highest integrity is their intent and they establish and maintain the highest professional and personal standards. A well-founded reputation for scrupulous dealing is itself a priceless asset.

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3. Leadership

Engro have leaders of high integrity, energy and enthusiasm who have the necessary managerial, professional and people skills to inspire a group or an organization to set high goals and achieve them willingly. They believe that leadership skills need to be strengthened at all levels within their organization and that managerial and professional competence is a necessary foundation.

4. Quality & Continuous Improvement

Engro believe that quality and a relentless commitment to continuous improvement are essential to their ongoing success. To this end, they define quality as understanding the customer's expectations, agreeing on performance and value, and providing products and services that meet expectations 100 percent of the time. Their motto is, "Quality in all we do”.

5. Enthusiastic Pursuit Of Profit

Successfully discharging their responsibilities to their shareholders to enhance the long-term profitability of Engro provides the best basis for their career security and meaningful personal growth. They can best accomplish this by constantly meeting the need of their customers and providing them with value.

6. External & Community Involvement

Engro believe that society must have industrial organizations that it can trust. Trust and confidence are earned by their performance, by open and direct communication, and by active involvement in the communities in which they live and conduct their business.

7. Candid & Open Communications

Engro value communications that are courteous, candid and open and that enable each of them to do their jobs more effectively by providing information that contributes to the quality of their judgments and decision making. Effective communications should also provide the means for gaining understanding of the company's overall objectives and plans and of the thinking behind them.

8. Enjoyment & Fun

Engro believe that excitement, satisfaction and recognition are essential elements of a healthy, creative and high-performing work environment. Having fun in their work should be a normal experience for everyone.

9. Innovation

Success requires them to continually strive to produce break through ideas that result in improved solutions and services to customers. They encourage challenges to the status quo and seek organizational environments in which ideas are generated, nurtured and developed.

10.Individual Growth & Development

They strongly believe in the dignity and value of people. They must consistently treat each other with respect and strive to create an organizational environment in which individuals

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are encouraged and empowered to contribute, grow and develop themselves and help to develop each other.

11.Teamwork & Partnership

They believe that high-performing teams containing appropriate diversity can achieve what individuals alone cannot. Consciously using the diversity of style, approach and skills afforded by teams is strength they must continue building into their organization.

12.Diversity & International Focus

They value differences in gender, race, nationality, culture, personality and style because diverse solutions, approaches and structures are more likely to meet the needs of customers and achieve their business goals

CULTURE OF ORGANIZATION Engro is Japanese culture organization

Low power distance and open culture.

Engro Foodsis working on open door policy

In Engro Foods suggestions are always welcomed from the employees

Engro has always got the award of highest paying company since many years

Our People

People at ENGRO FOOD LIMITED are very dynamic and vibrant with an attitude of challenging the norms, at the same time these people are highlyprofessional, ethical and resultoriented.

These are people who want to shine, make a name for themselves and for that they are willing to gotheextramile.

People at ENGRO FOODS are driven to achieve greater success they look for new and exciting ways to return value to their customers and shareholders.

There are more than 700 experienced employees and in ENGRO input of every employee is encouraged.

ENGRO is striving to become employer of choice by providing a work place where people feel confident, valued and provided with training.

Our Dreams

ENGRO FOODS LIMITED dreams to be BIG. They want to be a major player in the food industry which is also evident in their vision.

ENGRO FOODS LIMITED wants to challenge the industry norms and surprise whoever has eyes on it.

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ANTICIPATE NEED FOR CHANGE

New Plants Requirement

Engro identify that their demand has been increased in fertilizer products and to fulfil that demand they have to install new plant in Punjab region. Punjab government imposed restriction on Engro to install a fertilizer plant in Punjab and the restriction limit has not been identified.

Diversification

ENGRO finds that their chemical industry is not sufficient for them, and they found an opportunity in milk industry because they were providing fertilizer to the farmers and these farmers were selling milk to the local people. From there ENGRO got an idea to provide the UHT treated milk in the country. Pakistan is the world’s fourth largest milk producing country. Total annual milk production in Pakistan is estimated 32 billion litres. Out of which only 4 % is being processed.

In summer time in Pakistan the temperature rises and the requirement of ice cream in the season is at its peak. ENGRO wanted to capture those customers by introducing a new ice cream in the market.

Being the agricultural land the major crops of Pakistan are wheat, cotton, rice, etc. and Engro finds that they should go in any of these businesses.

Raw Milk Quality

Firstly Engro used to depend on suppliers who used to collect raw milk form the small dairy farmers. That raw milk did not meet the quality standards of company.

Unbranded Products

There are many companies in market who are selling unhygienic milk (khula dodh) and ice cream (kulfi waley). They wanted to capture those customers consuming unbranded milk related products.

ACTION PLANS, STRATEGIES AND TECHNIQUES

Expansion

In order to meet the requirement of product demand and also keeping in mind the restriction of government in Punjab region ENGRO management find way to solve this is in the capable way and they have stated a project of installation of a fertilizer plant in Sadiqabad Sindh.

Unrelated Diversification

At its start it was ENGRO CHEMICAL and after that they found opportunities in FMCG (fast moving consumer goods) industry. They started processing milk by offering an attractive brand Olper’s.

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Engro have now planned to start rice plant in Pakistan. In industrial area outside Lahore near Mureed-kay Engro is also installing a rice plant.

Related Diversification

Engro was playing well in milk industry and they wanted to expand their business. For this they did related diversification and started an ice cream with a brand name of Omore’.

Quality Improvement

Engro Foods Limited only has the third-generation UHT milk plant in the country. Engro Foods Limited plant is the only plant in Pakistan that uses Bactofuge technology to virtually eliminate bacteria and ensure premium quality and hygiene.

Engro Foods are using TETRA PAK for its milk packing. This is best way to deliver quality milk to the consumers.

Backward Integration

Engro started their own collection centres in different town and villages around the country. At these collection centres they test raw milk from every small supplier to meet the quality standards.

Market Penetration

To capture consumers of unbranded product producers Engro Foods are creating awareness among customers through different marketing campaigns. For this they use print media and television ads. They promoted their products as a part of our culture.

Penetration Pricing

ENGRO FOODS had to compete with the giant player in UHT milk industry. They had to provide best quality milk at a competitive price. They use promotions and comparatively low price to capture high market share.

Forward Integration

In order to build confidence and provide the best quality products to the customer in time Engro Foods is not relying on third parties for sale and distribution and has its own sale and distributing network.

Attractive Packing

In order to attract the eyes of its customer, Engro Foods is using very attractive colours. For example in Olper’s red and white, Olwell white and purple, in Tarang many attractive colours are being used.

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SWOT ANALYSIS

Strengths

Engro Foods is a well-established brand name, customers automatically have a brand association

They can easily afford research and development costs in order to introduce new products

They have strong supply chain (good PR with farmers provides world class supply chain management)

The increasing sale figures form years to years showing customer satisfaction upon Engro Foods Limited products

Engro Foods involve in consumer and product research before and after launching a product

Engro Foods is having strong relationship with global research partners like AC Nielsen, JWT Asiatic

Company is not relying on third parties for sale and distribution and has its own sale and distributing network

Engro Foods Limited only has the third-generation UHT milk plant in the country. Engro Foods Limited plant is the only plant in Pakistan that uses Bactofuge technology to virtually eliminate bacteria and ensure premium quality and hygiene

Weaknesses

One major weakness of Engro Foods in dairy products, which is that 85% of its milk collection centres are in Punjab, while processing unit is in Sindh

Higher transportation cost

Dependency on TETRA PAK for the entire packing of its dairy products

Paying higher cost of packing of products results in higher overall products cost

The product range of Engro Foods narrows as compared to its competitors

Opportunities

Pakistan is the fourth largest milk producing country. So, it’s an opportunity for company to grow in this sector

Engro Foods can increase awareness though different media, by showing ads those are according to cultural requirements of Pakistan

By increasing the milk related products company can go globally

Engro can launch products like dry milk, cereal and Yogurts etc.

Growing dissatisfaction with milkmen’s milk and increasing awareness about health and hygiene issues have led to increased processed milk consumption

Threats

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Engro Foods competitors Nestle and Haleeb are biggest threat

There are opportunities and doors for new players are open who can be the future competitors

Consumer is aware now, there is need to maintain the quality of products. If Engro Foods will not do so it loses its business in foods. There is threat from the customer side

Consumers perceptions and price differentials can cause a threat for the company

Consumer’s preferences change with time and prices might create certain barriers in terms of the profit margins for ENGRO FOODS

PLAN AND ITS IMPLEMENTATION

Celebrations of Short Term Wins

Company achieved a target of PKR 1 billion by the end of first year whereby first sales conference was arranged at Dubai. This is pertinent to highlight that this sales conference was attended by each & every employee of the company, even other than sales people.

Involvement of All Layers

In ENGRO, involvement of all layers are present and they value their people. It helps in smooth flow of information. Firstly Engro was in a business of chemical related products. They use to sell their products like fertilizers to the farmers in the villages. The distributors observed that there is large quantity of unprocessed milk is available.

They transfer this information in a form of idea to functional level. From them the information passed to the divisional and finally to the cooperate level. That idea emerged in a form of processed milk by Engro with the name of Olper’s. Throughout this process the involvement of each layer along with the flow of information is present and it helped in successful launch of Olper’s.

Future Market Leader

It is announced by the Engro to be leader of business within five years what they have started. Engro is no doubt a giant in chemical industry. When we talk about Engro Foods we find that it has a successful launch in milk industry and got a market share of 30% even the milk market share is dropped down by 10 %. All this happen in 3 years. Now Engro Foods moves towards ice cream business which is again a big market that should be targeted.

Power of Vision

In Engro Foods their vision has a strong impact on there working environment as it has announced by Engro Foods to be market leader in five years of whatever they started. This is the same approach as their vision defines.

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Communicate the Message

In Engro Foods, there is an environment of sharing information among all levels of hierarchy. When Engro was deciding to diversify to milk business they shared this information among the employees and aware them about the attractive feasibility of the milk market. The employees were ready for this change. At first they projected that they will capture market with 5% share. But the employees were so committed that they attain 7% market share in 1st year.

Sense of Ownership

It’s not wrong when we say that Engro have leaders. These are the people who had played there role based on the idea that it’s the time for Engro to diversify and they created a sense of ownership among employees to make them a part of this process and finally they receive a 2% higher share form there projected one and they rewarded these people with incentives. (Attractive salaries, bonus on achieving target)

Engro is one of the highest paying groups in Pakistan whereby salaries/incentives are market competitive. Further, this is pertinent to highlight that Engro Food’s HR policies are benchmark for other similar industry players.

RESISTANCE TO CHANGEWhenever an organization is going towards change it has to face resistance. In some organization there are huge obstacles where people got fierce form the change, they might think they lose their jobs or lose their comfort level. This change is not liked by very employee in the organization. Some employee can resist while the change is implemented. The organization need to figure out these kinds of resistance. Engro Foods is providing a friendly environment where every employee is sharing his information or any new idea which comes to his mind.

There is no resistance at all whereby company’s plan to start food business gave strength to Engro existing employees. Amazingly when Engro announced that they are diversifying to food business, their employees instead of resisting, felt encouraged and happy because their organization was going to be big.

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

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When ENGRO diverted from chemical business to food, they have taken the initiative and prepared their employees for this new business line. ENGRO has the strong leadership skills entrenched in their culture. They offer different incentive plans including increase salary, bonus, along with that non cash benefits. Their employees were very active and energetic with an attitude of meeting their challenges. At the same time these people are highly professional, ethical and results oriented and are always ready for any challenging task. These are people who want to shine, make a name for themselves and for that they are willing to achieve the target.

People at Engro Foods are driven to achieve greater success. They look for new and exciting ways to return value to their customers and shareholders. Engro Foods Limited dreams to be BIG. They want to be a major player in the food industry which is also evident in their vision. Engro Foods Limited wants to challenge the industry norms and surprise whoever has eyes on Engro Foods Limited.

ANALYSIS OF CHANGE EFFORTSKeeping in view, the information that we obtain from Engro, Engro Foods website, links on the internet providing information about Engro Foods, our visit to Engro Foods head office and through mailing contact, we find that Engro Foods is successful form the day of its start. Company is doing well not only in its existing businesses but also in new diversified areas. It may Engro to Engro Foods or form Olper’s to Omore’.

It’s clear and impressive that Engro Foods is aiming to be market leader in its future as Engro Chemical. Behind all its success there is no one but the management team and highly motivated, active, enthusiastic, challenge lover employees of Engro.

They have developed their culture on the basis of their strong shared values and their people who are active player in this picture. Engro Foods have leaders who play their role in major or minor change processes and they are the driving forces who lead other by making themselves a part of that process (involvement of top layer), working in teams (guiding coalition), share information (communication), and keep eye on culture and norms of organization.

FURTHER IMPROVEMENT OR WHAT SHOULD HAVE BEEN DONE

Company has planned to make Omore world class premier quality brand like existing brands of Engro Foods.

Company is also working on dry milk (KhushkDoodh) like cereals in coming years.

They has planned to move other dairy products as are offering by its competitors Nestle like yogurt, flavoured yogurt (raita), cereal for babies etc.

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They future plans of own farms are also on board. It’s a way to improve quality by removing all doubts in consumer minds about old milk collection ways form govala

Engro Foods is working with different NGOs to meet the Corporate Social Responsibility in country. They are working with UNDP to initiate women’s veterinary workers programme

They also signing a micro financing model for dairy farming with Pakistan Poverty Alleviation Fund (PPAF)

RECOMMENDATIONS Engro Foods is targeting just Punjab with Omore’.There is need to expand it to other

provinces as soon as possible. Because its advertisement is on all media across country

Engro Foods can be into Co-branding with other brands like Olper’s with Liption tea bags, Olper’s with different biscuits etc. to increase their sales

They can enter the business of juices

They can also move towards flavoured milk.

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REFERENCES www.engro.com

www.engro foods.com.pk

www.dawoodgroup.com

www.microsoft.com/CaseStudies

Engro Project Of Previous Session

Engro Sales & Distribution Manual

Questionnaire

E-mails

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