Atlas Honda Internship by Salman Awan

INTERNSHIP REPORT

Submitted To:

Mr. ATIF RANA

Submitted By:

SALMAN AWAN

MI-107-030

Program: MBA (HRM)

Department of Management Sciences The University of Lahore

June 10, 2009.

i

Table of Contents

LIST OF TABLES ....................................................................................................................... iv

LIST OF FIGURES ...................................................................................................................... v

ACKNOWLEDGEMENT ........................................................................................................... 1

EXECUTIVE SUMMARY .......................................................................................................... 2

INTRODUCTION ....................................................................................................................... 3

1. ORGANIZATIONAL GOALS & ACHIEVEMENTS ........................................ 4

1.1 STRATEGIC GOALS ............................................................................................ 4-6

1.2 MILESTONES OF THE COMPANY ................................................................... 7-8

1.3 CODE OF ETHICS .............................................................................................. 9-10

2. INDUSTRY REVIEW ................................................................................... 11

2.1 BACKGROUND .................................................................................................... 12

2.2 RESEARCH METHADOLOGY ....................................................................... 13-14

2.3 THE GLOBAL MOTORCYCLE INDUSTRY .................................................. 15-16

2.4 PAKISTAN’S INDUSTRY ................................................................................ 16-20

2.5 ORIGINAL EQUIPMENT MANUFACTURERS & STAKEHOLDERS ........ 21-22

2.6 COSTING OF CHINESE MOTORCYCLES ......................................................... 23

2.7 INCIDENCE OF TAXATION ............................................................................... 24

2.8 REGIONAL COMPETITOR ANALYSIS ........................................................ 25-26

2.9 MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN .................... 27-28

2.10 PROBLEMS FACED BY COMPONENT MANUFACTURERS AND THEIR

SOLUTIONS .................................................................................................................. 29-30

DEPARTMENTS UNDERSTUDY DURING INTERNSHIP ........................................... 31

HUMAN RESOURCE DEPARTMENT ............................................................................... 32

FUNCTIONS OF HUMAN RESOURCE DEPARTMENT ................................................ 33

3. RECRUITMENT & SELECTION PROCESS ........................................... 34

3.1 STANDARD OPERATING PROCEDURES (SOPs) & RATIONAL FOR

RECRUITING & SELECTION ........................................................................................... 35

a. INDUCTION PLAN ......................................................................................... 35-38

4. TRAINING & DEVELOPMENT ........................................................................ 39

4.1 TRAINING OBJECTIVES ...................................................................................... 39

4.2 EMPLOYEE TRAINING & DEVELOPMENT STRATEGIES ........................ 39-40

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ΑΒΑΒΑΒΑΒ ii

Table of Contents

4.3 TRAINING POLICY ......................................................................................... 40-42

4.4 TRAINING PROCESS ........................................................................................... 43

4.5 STANDARD OPERATING PROCEDURES (SOPs) & RATIONAL FOR

TRAINING & DEVELOPMENT ....................................................................................... 44

HUMAN RESOURCE HIERARCHY AT AHL ................................................................... 45

MISS ASMA (HR MANAGER) ......................................................................................... 46

SOPs & RATIONAL FOLLOWED BY MISS ASMA ........................................................ 47

Mr. OMER AKRAM (EXECUTIVE HR) ........................................................................... 48

SOPs & RATIONAL FOLLOWED BY Mr. OMER AKRAM ........................................... 49

Mr. SYED ZEESHAN HAIDER (EXECUTIVE HR) ......................................................... 50

SOPs & RATIONAL FOLLOWED BY Mr. SYED ZEESHAN HAIDER ........................ 50

Mr ABDUL HAQ (EXECUTIVE HR) ................................................................................ 51

SOPs & RATIONAL FOLLOWED BY Mr. ABDUL HAQ .............................................. 51

HUMAN RESOURCE PROJECT ..................................................................................... 52-53

ADMINISTRATION & I.R HIERARCHY AT AHL .................................................... 54-55

Mr. RIZWAN RASOOL (EXECUTIVE ADMIN. & I.R) ............................................. 56-57

SOPs & RATIONAL FOLLOWED BY Mr. RIZWAN RASOOL ................................ 57-58

MISS HUMAIRA (EXECUTIVE ADMIN. & I.R) ............................................................. 59

SOPs & RATIONAL FOLLOWED BY MISS HUMAIRA ........................................... 59-60

Mr. SHAHZAD SARWAR ((EXECUTIVE ADMIN. & I.R)............................................. 61

SOPs & RATIONAL FOLLOWED BY Mr. SHAHZAD SARWAR ........................... 61-65

5. INSTITUTIONAL SALES ................................................................................... 66

5.1 SALES & SPARE PARTS HIERARCHY ............................................................... 66

5.2 INSTITUTIONAL SALES PROCESS .................................................................... 67

5.3 SOPs & RATIONAL FOLLOWED IN INSTITUTIONAL SALES ...................... 67

6. SPARE PARTS ...................................................................................................... 68

6.1 SOPs & RATIONAL FOLLOWED IN SPARE PARTS ........................................ 69

a. HUMS STRATEGY ........................................................................................... 69-70

b. CRITERIA FOR DEALER MAKING ............................................................... 71-72

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Table of Contents

7. SERVICES ............................................................................................................. 73

7.1 SERVICES HIERARCHY ...................................................................................... 73

7.2 CUSTOMER CARE CENTER .......................................................................... 73-75

SWOT ANALYSIS ................................................................................................................... 76

RECOMMENDATIONS & CONCLUSION ....................................................................... 77

REFRENCES ................................................................................................................................. 83

Appendices

Appendix A ............................................................................................... ABSENCE FORM

Appendix B ................................................................. ACCEPTANCE OF RESIGNATION

Appendix C .................APPOINTMENT FOR EMPLOYMENT INTERVIEW & TESTING

Appendix D ............................................................... TERMINATION OF EMPLOYMENT

Appendix E ......................................EMPLOYEE EMERGENCY NOTIFICATION FORM

Appendix F ........................................................................... ACCEPTANC E OF TENDER

Appendix G ...................................................................................... JOB ANALYSIS FORM

Appendix H ........................................................ LETTER TO CONFIRM EMPLOYMENT

Appendix I ....................................................................................................... QUOTATION

Table of Contents

ΑΒΑΒΑΒΑΒ iv

Table of Contents

LIST OF TABLES

TABLE 1: WORLD PRODUCTO� OF MOTORCYCLES…………………………………………………..15

TABLE 2: SALES OF MOTORCYCLES I� PAKISTA�…………………………………………………….17

TABLE 3: RELATIO�SHIP B/W PER CAPITA I�COME & �EW MOTORCYCLE PURCHASE……19

TABLE 4: PROJECTED DEMA�D FOR �EW MOTORCYCLES…………………………………………20

TABLE 5: MARKET SHARE OF MAJOR OEMs…………………………………………………………….21

TABLE 6: I�DUSTRY CAPACITY BY OEM ORIGI� & MODEL………………………………………...22

TABLE 7: COSTI�G FOR 70-CC CBU MOTORCYCLE FROM CHI�A…………………………………23

TABLE 8: TOTAL TAXATIO� DETAIL O� O�E U�IT OF MOTORCYCLE…………………………..24

TABLE 9: DURATIO� OF I�DUCTIO�……………………………………………………………………...37

TABLE 10: DURATIO� OF I�DUCTIO�…………………………………………………………………….38

Table of Contents

ΑΒΑΒΑΒΑΒ v

Table of Contents

LIST OF FIGURES

FIGURE 1: ATLAS GROUP COMPA�IES……………………………………………………………………6

FIGURE 2: MILESTO�ES OF THE COMPA�Y……………………………………………………………7-8

FIGURE 3: RESEARCH METODOLOGY……………………………………………………………………14

FIGURE 4: GROWTH I� MOTORCYCLES SALE I� PAKISTA�……………………………………….18

FIGURE 5: RELATIO�SHIP B/W PER CAPITA I�COME & �EW MOTORCYCLE PURCHASE......19

FIGURE 6: PROJECTED DEMA�D FOR �EW MOTORCYCLES……………………………………….20

FIGURE 7: MARKET SHARE OF PAMA & �O�-PAMA MEMBERS……………………………………22

FIGURE 8: TAX O� O�E U�IT OF MOTORCYCLE………………………………………………………24

FIGURE 9: RECRUITME�T & SELECTIO� PROCESS…………………………………………………...34

FIGURE 10: TRAI�I�G PROCESS……………………………………………………………………………43

FIGURE 11: HUMA� RESOURCE HIERARCHY AT AHL………………………………………………...45

FIGURE 12: ADMI�ISTRATIO� & I.R HIERARCHY AT AHL…………………………………………..54

FIGURE 13: SALES & SPARE PARTS HIERARCHY……………………………………………………….66

FIGURE 14: I�STITUTIO�AL SALES PROCESS………………………………………………………......67

FIGURE 15: SERVICES HIERARCHY……………………………………………………………………….73

FIGURE 16: CHALLE�GES 08/09…………………………………………………………………………….75

Throughout six weeks duration of my internship period I got tremendous support from all

the staff at AHL (plant and sales office)

Dr. Usman Zafar and Mr. Atif Rana (

and supporters of me for last 2 years

ACKNOWLEDGEMENT

weeks duration of my internship period I got tremendous support from all

the staff at AHL (plant and sales office), they helped me in every possible way.

Dr. Usman Zafar and Mr. Atif Rana (internship coordinator) have been

of me for last 2 years.

Page 1 of 83

weeks duration of my internship period I got tremendous support from all

possible way.

been great motivators

Atlas Honda Limited leads the list of fifty competitors in motorcycle

manufacturing industry in Pakistan due to distinctive quality policy. Their

corporate vision and values are the driving forces and at present Atlas

Group spreads over 11 companies both private and public limited.

Atlas Group is a responsible entity which i

the corporate, environmental laws and to conduct their business with

utmost honesty and sincerity.

At AHL it is believed that development can only be achieved by equality

and respect at work place. They have been doing it

is no doubt they are reaping its benefits.

Human Resource plays its vital role to meeting the employee needs in

collaboration with Administration Department.

AHL has a manufacturing capacity of 1600 units per day under strict

quality standards and their sale network is well spread to sell all of them.

They have a 5s dealer network to satisfy the customer to the optimum level

EXECUTIVE SUMMARY





Atlas Group is a responsible entity which is highly committed to comply with


utmost honesty and sincerity.

is believed that development can only be achieved by equality

and respect at work place. They have been doing it for decades and there

is no doubt they are reaping its benefits.


collaboration with Administration Department.


standards and their sale network is well spread to sell all of them.

They have a 5s dealer network to satisfy the customer to the optimum level

Page 2 of 83





s highly committed to comply with


is believed that development can only be achieved by equality

for decades and there



standards and their sale network is well spread to sell all of them.

They have a 5s dealer network to satisfy the customer to the optimum level.

I am about to complete my MBA degree and after that I will start my practical life and

looking at the grim employment situation

extraordinary in you. For that particular reason I selected the internship so that I

have a practical experience of what I will be doing for rest of my life.

proud to have done my internship with Atlas Honda.

Before starting the internship I was speculating a tense office environme

respect for internee, but re

premises. Of course there is a big influence of Japanese Culture but

culture is a difficult task. It was one of the most important experiences of my life where I

learnt:

1. How to balance your social and work life?

2. You respect others and others respect you?

3. At work place everybody is equally important?

4. Work with honesty and company will regard your efforts?

5. Balance of authority.

6. Team work is more important.

Limitations: Being internee I was limited to specific departments, material and working procedure.

had no authority so I was not responsible for anything; this is great if you do not want to

learn anything. But if you want to learn something you should be made respon

different things so that you should feel yourself a part of the organization and then you

will be able to add something to their culture.

but to be very precise it is a drawback

INTRODUCTION


looking at the grim employment situation worldwide it’s imperative to have

For that particular reason I selected the internship so that I

have a practical experience of what I will be doing for rest of my life.

proud to have done my internship with Atlas Honda.

Before starting the internship I was speculating a tense office environme

respect for internee, but really I was absolutely wrong about it as I entered the Honda

Of course there is a big influence of Japanese Culture but

It was one of the most important experiences of my life where I

to balance your social and work life?

You respect others and others respect you?

At work place everybody is equally important?

Work with honesty and company will regard your efforts?

Balance of authority.

Team work is more important.

Being internee I was limited to specific departments, material and working procedure.


learn anything. But if you want to learn something you should be made respon


will be able to add something to their culture. I would not call it a restriction by company

but to be very precise it is a drawback of internship process.

Page 3 of 83


imperative to have something

For that particular reason I selected the internship so that I can

have a practical experience of what I will be doing for rest of my life. It was a sheer

Before starting the internship I was speculating a tense office environment with no

ally I was absolutely wrong about it as I entered the Honda

Of course there is a big influence of Japanese Culture but still to promote that

It was one of the most important experiences of my life where I

Being internee I was limited to specific departments, material and working procedure. I


learn anything. But if you want to learn something you should be made responsible for


I would not call it a restriction by company

1. ORGANIZATIONAL GOALS & ACHIEVEMENTS

Vision:

Market leader in the motorcycle industry as a global competitive center of production and exports.

Mission: A dynamic, profitable and growth oriented company through market leadership,

maximizing export and excellence in quality and service; to ensure attractive returns to

equity holders; reward employees according to their ability and performance; to foster a

network of researchers and engineers ensuing unique contributions to the development

of the industry; customer satisfaction and protection of the environment by producing

emission friendly green products and to remain a good corporate citizen fulfilling its

social responsibilities in all respects.

Customers: Our customers are the reason and the source of our business. It is our joint aim with our

dealers to ensure that our customers enjoy the highest level of satisfaction from use of

Honda Motorcycles.

Quality: To ensure that our products and services meet

Local Manufacturing: To be the industry leader in indigenization of motorcycle parts

ORGANIZATIONAL GOALS & ACHIEVEMENTS

Market leader in the motorcycle industry as a global competitive center of production and exports.

A dynamic, profitable and growth oriented company through market leadership,

and excellence in quality and service; to ensure attractive returns to



stry; customer satisfaction and protection of the environment by producing


social responsibilities in all respects.

1.1 STRATEGIC GOALS

Our customers are the reason and the source of our business. It is our joint aim with our


To ensure that our products and services meet the set standards of excellence

To be the industry leader in indigenization of motorcycle parts

Page 4 of 83

ORGANIZATIONAL GOALS & ACHIEVEMENTS

Market leader in the motorcycle industry as a global competitive center of

A dynamic, profitable and growth oriented company through market leadership,

and excellence in quality and service; to ensure attractive returns to



stry; customer satisfaction and protection of the environment by producing


Our customers are the reason and the source of our business. It is our joint aim with our


the set standards of excellence

Technology: To develop and maintain distinct business advantages through continuous induction of

improved hard and soft technologies

Shareholders: To ensure health and viability of business and thus safeguarding shareholders interest

by maximizing profit, Payment of regular satisfactory dividends and adding value to the

shares

Employees: To enhance and continuously up

provide an environment which encourages practical expression of the individual

potential in goal directed team efforts and compensate them attractively according to

their abilities and performance.

Corporate Citizen: To comply with all government laws and regulations, to maintain a high standard of

ethics in all operations and to act as a responsible member of the community

To develop and maintain distinct business advantages through continuous induction of

improved hard and soft technologies

To ensure health and viability of business and thus safeguarding shareholders interest


To enhance and continuously up-date each member’s capabilities and education and to



bilities and performance.

To comply with all government laws and regulations, to maintain a high standard of


Page 5 of 83

To develop and maintain distinct business advantages through continuous induction of

To ensure health and viability of business and thus safeguarding shareholders interest


date each member’s capabilities and education and to



To comply with all government laws and regulations, to maintain a high standard of


1.2 MILESTONES OF THE COMPANY

The company is engaged in the manufacturing, sales of motorbikes and auto parts. Since its inception the company has experienced an unprecedented growth in its operations from a small manufacturing company to the leading motorbike manufacturer of Pakistan.the chronological order of the major events in the company's history:

MILESTONES OF THE COMPANY

The company is engaged in the manufacturing, sales of motorbikes and auto parts. Since its inception the company has experienced an unprecedented growth in its operations from a small manufacturing company to the leading motorbike manufacturer of Pakistan.the chronological order of the major events in the company's history:

Page 7 of 83

MILESTONES OF THE COMPANY

The company is engaged in the manufacturing, sales of motorbikes and auto parts. Since its inception the company has experienced an unprecedented growth in its operations from a small manufacturing company to the leading motorbike manufacturer of Pakistan. Following is the chronological order of the major events in the company's history:

� Atlas Honda Limited (AHL) conducts its operations with honesty, integrity and

openness, and with respect for human rights and

respects the legitimate interests of all those with whom it has relationships. AHL

is committed to comply with the laws and regulations of Pakistan.

� AHL is committed to create the working environment where there is mutual t

and respect and where everyone feels responsible for the performance and

reputation of the company. AHL is equal opportunity employer which recruits,

employs and promotes employees on the sole basis of the qualifications and

abilities needed for the w

healthy working conditions for all employees. We will not use any form of forced,

compulsory or child labor. AHL is committed to provide branded products and

services, which consistently offer value in term

and services will be accurately and properly labeled, advertised and

communicated.

� AHL conducts its operations in accordance with principles of good corporate

governance. It provides timely, regular and reliable informati

structure, financial situation and performance to all the shareholders.

� AHL is committed to establish mutually beneficial relations with its suppliers,

customers and business partners.

� AHL strives to be a trusted corporate citizen

fulfills its responsibilities to the societies and communities in which it operates.

� AHL is committed to make continuous improvements in the management of

environmental impact. It works in partnership with others to

environmental care, increase understanding of environmental issues and

disseminate good practice.

1.3 CODE OF ETHICS

Atlas Honda Limited (AHL) conducts its operations with honesty, integrity and

openness, and with respect for human rights and interests of the employees. It



AHL is committed to create the working environment where there is mutual t




abilities needed for the work to be performed. AHL is committed to safe and



services, which consistently offer value in terms of price and quality. Products


AHL conducts its operations in accordance with principles of good corporate

governance. It provides timely, regular and reliable informati


AHL is committed to establish mutually beneficial relations with its suppliers,

customers and business partners.

AHL strives to be a trusted corporate citizen and, as an integral part of society,


AHL is committed to make continuous improvements in the management of

environmental impact. It works in partnership with others to


disseminate good practice.

Page 9 of 83

Atlas Honda Limited (AHL) conducts its operations with honesty, integrity and

interests of the employees. It



AHL is committed to create the working environment where there is mutual trust




ork to be performed. AHL is committed to safe and



s of price and quality. Products


AHL conducts its operations in accordance with principles of good corporate

governance. It provides timely, regular and reliable information of its activities,


AHL is committed to establish mutually beneficial relations with its suppliers,

and, as an integral part of society,


AHL is committed to make continuous improvements in the management of

environmental impact. It works in partnership with others to promote


� AHL make innovations to meet consumer needs. It respects the concerns of

consumers and of society. It works on the basis of sound research, applying

quality standards.

� AHL believes in fair competition and supports development of appropriate

competition laws. AHL and employees conduct their operations in accordance

with the principles of fair competition and all applicable regulations.

� Compliance with business principles is an essential element. The Board of

Directors of AHL is responsible for ensuring that these principles are

communicated to, and understood and observed by, all employees. Assurance of

compliance is given and monitored each ye

subject to review by the Board supported by Audit Committee of the Board. The

Board of AHL expects employees to bring to their attention, or to that of senior

management, any breach or suspected breach of these principles.

AHL make innovations to meet consumer needs. It respects the concerns of

consumers and of society. It works on the basis of sound research, applying

AHL believes in fair competition and supports development of appropriate



nce with business principles is an essential element. The Board of



compliance is given and monitored each year. Compliance with the Code is




Page 10 of 83

AHL make innovations to meet consumer needs. It respects the concerns of

consumers and of society. It works on the basis of sound research, applying high

AHL believes in fair competition and supports development of appropriate



nce with business principles is an essential element. The Board of



ar. Compliance with the Code is




A GLANCE AT ASIAN INDUSTRYTomorrow): Following part of the project has been taken from a research study conducted by

Competitiveness Support Fund (CSF)

Finance (MoF), Government of Pakistan and the United States Agency for

International Development (USAID)

The CSF has been established to support Pakistan’s goal of a more competitive

economy by providing input into policy decisio

administrative frameworks and working to enhance public

the country. The CSF will also provide technical assistance and co

initiatives related to innovation and competitiveness

institutes, universities and business incubators that contribute to creating a knowledge

driven economy.

After showing a compounded growth rate of 58% in the past 5 years, sales of new

motorcycles in Pakistan appear to b

annum. This Report titled “Policy Analysis on the Competitive Advantage of the

Motorcycle Industry in Pakistan: Problems & Prospects” aims at identifying:

• The reasons behind the rapid growth in the past 5 y

• Problems being faced by the key stakeholders, namely the Original Equipment

Manufacturers, the component and parts industry and the final consumers.

• Implement able solutions and their impact.

2. INDUSTRY REVIEW

A GLANCE AT ASIAN INDUSTRY (Yesterday, Today &

Following part of the project has been taken from a research study conducted by

Competitiveness Support Fund (CSF) which is a joint venture of


International Development (USAID) on December 12, 2006.


economy by providing input into policy decisions, working to improve regulatory and

administrative frameworks and working to enhance public-private partnerships within

the country. The CSF will also provide technical assistance and co

initiatives related to innovation and competitiveness, the private sector with research

institutes, universities and business incubators that contribute to creating a knowledge


motorcycles in Pakistan appear to be stagnating at between 750



• The reasons behind the rapid growth in the past 5 years.



• Implement able solutions and their impact.

Page 11 of 83

(Yesterday, Today &

Following part of the project has been taken from a research study conducted by

which is a joint venture of the Ministry of



ns, working to improve regulatory and

private partnerships within

the country. The CSF will also provide technical assistance and co-financing for

, the private sector with research

institutes, universities and business incubators that contribute to creating a knowledge-


e stagnating at between 750 – 775,000 units per





The auto industry of which the

(metals such as steel, aluminum. Copper, rubber, chrome, nickel, plastic, paint, glass,

textiles, electrical, capital equipment, trucking, warehousing) and forward (dealerships,

retailers, banking, credit and financing, insurance, logistics, advertising, repair and

maintenance, petroleum products, services, parts) linkages as such any major shifts in

demand are felt in a variety of other industries.

The industry Worldwide has seen a tremendous growth in t

Production in 2005 has been estimated at 40.0 million units with China producing 17.0

million units. This global surge in demand has also been felt in Pakistan where the

industry in the financial year ending June 2006 manufactured more t

There are currently 43 Original Equipment Manufacturers (OEMs) in the Industry. These

include 6 OEMs who are members of the Pakistan Automotive manufacturers

Association (PAMA) and 37 OEMs who are not PAMA members. These OEMs are

supported by nearly 2,000 parts and component manufacturing units employing close to

50,000 persons.

The development of China as the major player in the global motorcycle industry has

been achieved by linking its strong domestic demand to the abundance of low

technology dependent manufacturing or cloning.

Pakistan faces a similar situation with its current suppressed demand.

other industries in which competitiveness can only be achieved with high levels of

human capital, the motorcycle industry is

human resources and high levels of productivity at all levels, i.e. OEMs as well as parts

and component manufacturers.

2.1 BACK GROUND

The auto industry of which the motorcycle industry is a part has got deep backward



and financing, insurance, logistics, advertising, repair and


demand are felt in a variety of other industries.

The industry Worldwide has seen a tremendous growth in the past two years.



industry in the financial year ending June 2006 manufactured more t




ed by nearly 2,000 parts and component manufacturing units employing close to



chnology dependent manufacturing or cloning.

Pakistan faces a similar situation with its current suppressed demand.


human capital, the motorcycle industry is more concerned with better management of


and component manufacturers.

Page 12 of 83

motorcycle industry is a part has got deep backward



and financing, insurance, logistics, advertising, repair and


he past two years.



industry in the financial year ending June 2006 manufactured more than 750,000 units.




ed by nearly 2,000 parts and component manufacturing units employing close to



Pakistan faces a similar situation with its current suppressed demand. As compared to


more concerned with better management of


2.2

The various steps followed in the completion of this Study

Step 1: Orientation session with the CEO of CSF to develop a better understanding of

the requirements of the study.

Step 2: Secondary Data Collection and review, list of literature reviewed.

Step 3: Primary Data Collection mostly related to foc

by the OEMs, parts and component manufacturers. This involved conducting surveys of

OEMs and vendors as well as having discussions with industry experts and officials of

EDB, PSQCA, CBR and banks.

Step 4: Analysis of the Secondary and Primary data

RESEARCH METHODLOGY

The various steps followed in the completion of this Study include:

Orientation session with the CEO of CSF to develop a better understanding of

the requirements of the study.

Secondary Data Collection and review, list of literature reviewed.

Primary Data Collection mostly related to focusing on the problems being faced



EDB, PSQCA, CBR and banks.

Secondary and Primary data

Page 13 of 83

Orientation session with the CEO of CSF to develop a better understanding of

Secondary Data Collection and review, list of literature reviewed.

using on the problems being faced



2.3 THE

Global motorcycle production increased from 30 million units in 2004 to 40 million units

in 2005 with China alone producing 17 million units. The second largest producer was

India with 7.7 million units while Pakistan came at number seven with a production of

751,000 motorcycles or about 2% of the global total.

The World market for motorcycles is dominated by the Japanese brands, namely

Honda, Suzuki, Yamaha and Kawasaki.

motorcycles, its brands with strong presence in the Low Cost Countries (LCC) like

China, India, Indonesia, Thailand etc., control 50% of the world market.

Even in China where the local Chinese brands control more than two thirds of the

market, the basic designs are still modeled round the popular Japanese models. Indian

companies like Hero Honda and TVS rely heavily on their Japanese partners for basic

designs and model innovations. This is

THE GLOBAL MOTORCYCLE INDUSTRY




751,000 motorcycles or about 2% of the global total.


Honda, Suzuki, Yamaha and Kawasaki. Although Japan itself produced only 700,000






ns and model innovations. This is perhaps because of the fact that R&D for

Page 15 of 83

INDUSTRY





Although Japan itself produced only 700,000






perhaps because of the fact that R&D for

the industry is both expensive and time consuming. The Japanese

manufacturers named above have both the financial muscle as well as the

technical capability to undertake the require

2.4

In Pakistan, motorcycle assembly started in 1964 when the local Atlas Group started

assembling Honda motorcycles in Karachi. Currently in addition to Honda, the other

Japanese brands being manufactured in Pakistan include

most successful design among the Japanese brands has been the Honda 70CC which

enjoys tremendous popularity on account of its fuel economy, resale and low

maintenance features.

The Pakistan Automotive Manufacturers Association (PAMA

Initially three motorcycle OEMs namely Atlas Honda, Dawood Yamaha and Suzuki

Motorcycles Pakistan became PAMA members. The other founding members of PAMA

were OEMs manufacturing Passenger Cars, Tractors and Light Commercial Vehicles

(LCV’s), Truck & Bus manufacturers etc. In the 1990’s, three more OEMs joined PAMA,

these were, Fateh Motors, Pakistan Cycle Industrial Cooperative Society Limited and

Siagol Qingqi Motors Ltd (subsequently renamed Qingqi Motors Ltd.).

The Non-Japanese OEMs entered the Pakistani market in the late 1990’s by introducing

clones of the popular Honda 70CC motorcycle using critical parts and components

imported from China. For the basic frame and other low tech parts they used the local

vendors (part suppliers) whose development had been facilitated by the Government of

Pakistan’s indigenization / localization programs for the motorcycle industry. Other than

the original 3 Non-Japanese OEMs who became PAMA members, the new entrants

preferred to form their own tra

Non-PAMA members.



technical capability to undertake the required R&D.

2.4 PAKISTAN’S INDUSTRY



Japanese brands being manufactured in Pakistan include Yamaha and Suzuki. The



The Pakistan Automotive Manufacturers Association (PAMA) was formed in 1984.




LCV’s), Truck & Bus manufacturers etc. In the 1990’s, three more OEMs joined PAMA,



s entered the Pakistani market in the late 1990’s by introducing



whose development had been facilitated by the Government of


Japanese OEMs who became PAMA members, the new entrants

preferred to form their own trade bodies and as such are referred to in this study as

Page 16 of 83





Yamaha and Suzuki. The



) was formed in 1984.




LCV’s), Truck & Bus manufacturers etc. In the 1990’s, three more OEMs joined PAMA,



s entered the Pakistani market in the late 1990’s by introducing



whose development had been facilitated by the Government of


Japanese OEMs who became PAMA members, the new entrants

de bodies and as such are referred to in this study as

Presently there are 43 OEMs producing various brands of motorcycles. Out of these 6

are PAMA members and the remaining 37 Non

Development Board (EDB)

operations. The Pakistan Standards & Quality Control Authority (PSQCA)

responsible for monitoring the production of quality products by the OEMs. As such both

the EDB and the PSQCA play an important rol

monitoring of the technical operations of the motorcycle assemblers.

The entry of the Non-PAMA OEM’s with a competitive price difference of approximately

25% (Rs.52,000 Vs. Rs.68,000 for the Honda 70CC in 1999) and con

reductions (2006 price for av

Rs.54,000 for a Honda 70CC). This has seen the total motorcycle market increase from

120,627 in 2001 – 02 to 751,667 in 2005

increases in the past 5 years.


are PAMA members and the remaining 37 Non-PAMA members.

Development Board (EDB) issues licenses to the OEMs for undertaking assembly

The Pakistan Standards & Quality Control Authority (PSQCA)


the EDB and the PSQCA play an important role in the establishment, licensing and


PAMA OEM’s with a competitive price difference of approximately

25% (Rs.52,000 Vs. Rs.68,000 for the Honda 70CC in 1999) and con

reductions (2006 price for average Non-PAMA OEM 70CC clone was


02 to 751,667 in 2005 – 06. Following Table shows the sales

creases in the past 5 years.

Page 17 of 83


PAMA members. The Engineering

sues licenses to the OEMs for undertaking assembly

The Pakistan Standards & Quality Control Authority (PSQCA) is


e in the establishment, licensing and


PAMA OEM’s with a competitive price difference of approximately

25% (Rs.52,000 Vs. Rs.68,000 for the Honda 70CC in 1999) and continuous price

PAMA OEM 70CC clone was Rs.40,000 Vs.


06. Following Table shows the sales

Although the number of assemblers has increased from 3 to 43 the PAMA members

continue to hold the dominant market position with 79% of the market share with Atlas

Honda alone accounting for 55% of all new

With the increase in production, the prices of motorcycles have come down

considerably. In 1999 – 2000, the price of a Honda 70CC motorcycle was Rs.68,000.

The same year the Non-PAMA OEMs supplied 70CC clones for Rs.50

order to compete with the Non

members considerably reduced prices. As a result of these price reductions, the Honda

70CC is currently selling at Rs.54,000, Non

Rs.35 – 42,000 range. If this trend in prices continues, the market is likely to expand

further.



Honda alone accounting for 55% of all new motorcycles sold in Pakistan.


2000, the price of a Honda 70CC motorcycle was Rs.68,000.

PAMA OEMs supplied 70CC clones for Rs.50

order to compete with the Non-PAMA OEM products, Atlas Honda and other PAMA


70CC is currently selling at Rs.54,000, Non-PAMA member clones are available in the

42,000 range. If this trend in prices continues, the market is likely to expand

Page 18 of 83



motorcycles sold in Pakistan.


2000, the price of a Honda 70CC motorcycle was Rs.68,000.

PAMA OEMs supplied 70CC clones for Rs.50 – 52,000. In

PAMA OEM products, Atlas Honda and other PAMA


PAMA member clones are available in the

42,000 range. If this trend in prices continues, the market is likely to expand

Following Table shows a positive trend between increases in per capita income and

motorcycle sales. Internationally a positive relationship has been seen between

capita income increase and new motorcycle ownership.


motorcycle sales. Internationally a positive relationship has been seen between

capita income increase and new motorcycle ownership.

Page 19 of 83


motorcycle sales. Internationally a positive relationship has been seen between per

Per capita income in Pakistan has increased in the past 5 years at an average annual

rate of approximately 14.0%. The economy is projected to continue to grow at more

than 7.5% in the coming decade. Assuming an annual decrease in number of persons

per new motorcycle purchased in the next 5 years at 14% demand for new motorcycles

in the coming years may be forecasted as shown in the following Table.



g decade. Assuming an annual decrease in number of persons



Page 20 of 83



g decade. Assuming an annual decrease in number of persons



2.5 ORIGINAL EQUIPMENT MANUFACTURERS

Currently there are 43 Original Equipment Manufacturers (OEMs)

Pakistan’s motorcycle industry. These include 6 OEMS who are members of PAMA

including the 3 Japanese OEMs and 37 OEMs who are non PAMA members. The total

installed capacity of the OEMs is approximately 1.310 million units per year as per the

Engineering Development Board

cities of Karachi (Karachi, Hyderabad & Hub) and Lahore (Lahore, Gujrat and

Gujranwala).

Market shares of the major OEMs are shown in following Table.

ORIGINAL EQUIPMENT MANUFACTURERS STAKEHOLDERS

Original Equipment Manufacturers (OEMs)



ed capacity of the OEMs is approximately 1.310 million units per year as per the

Engineering Development Board (EDB). The OEMs are located in and around the


shares of the major OEMs are shown in following Table.

Page 21 of 83

ORIGINAL EQUIPMENT MANUFACTURERS AND

Original Equipment Manufacturers (OEMs) operating in



ed capacity of the OEMs is approximately 1.310 million units per year as per the

The OEMs are located in and around the


Market Shares of PAMA & NON

The total installed capacity of the industry is 1.31 million units as stated earlier. Above

chart shows distribution of capacity by OEM

Market Shares of PAMA & NON-PAMA Members


chart shows distribution of capacity by OEM membership and Model

Page 22 of 83

PAMA Members:


membership and Model:

2.6 COSTING OF CHINESE MOTORCYCLES

Non- PAMA industry is intensively Chinese oriented and they are managing a price

lower than the PAMA member companies. No doubt price is very low but they lack

quality in big way so let us see how they manage to make such cheap motorcycles.

COSTING OF CHINESE MOTORCYCLES

PAMA industry is intensively Chinese oriented and they are managing a price


let us see how they manage to make such cheap motorcycles.

Page 23 of 83

COSTING OF CHINESE MOTORCYCLES

PAMA industry is intensively Chinese oriented and they are managing a price


let us see how they manage to make such cheap motorcycles.

2.7

Currently there is a very high rate of indirect taxation on the manufacture and sale of

Motorcycles. On a CD70CC the total incidence of Indirect Taxation

as shown in the following Table:

2.7 INCIDENCE OF TAXATION


Motorcycles. On a CD70CC the total incidence of Indirect Taxation is around Rs.17,124

as shown in the following Table:

Page 24 of 83


is around Rs.17,124

2.8 REGIONAL COMPETITORS ANALYSIS CHINA As already stated above, China is the largest exporter of motorcycles.

Some of the advantages which the Chinese industry enjoys are:

� Strong domestic demand of more than 10.0 million units

� Huge investment by Japanese OEMs

� Low cost of infrastructure

� Government support to export industries in general

� Encouragement to component manufacturers who supply to

� Market presence in 200 Countries Worldwide

� Availability of most raw material locally

� China’s indicators are more favorable than all its competitors

INDIA

� The Indian industry enjoys the following benefits in pursuit of its export

� Strong domestic demand of more than 7.2 million units

� Vibrant component manufacturing industry with a strong technical base

� Comprehensive consensus built road map for development of both OEMs and

component sector through both SIAM & ACMA

� Most raw material locally available

� Strong presence in regional and African markets

� Japanese OEMs exporting local JV production, also participating with local

companies in forming JVs in third countries

� Strong manufacturing capability, eyeing the quality conscious European

REGIONAL COMPETITORS ANALYSIS

As already stated above, China is the largest exporter of motorcycles.

Some of the advantages which the Chinese industry enjoys are:

domestic demand of more than 10.0 million units

Huge investment by Japanese OEMs

Low cost of infrastructure – land, utilities are all state subsidized

Government support to export industries in general

Encouragement to component manufacturers who supply to the OEMs

Market presence in 200 Countries Worldwide

Availability of most raw material locally

China’s indicators are more favorable than all its competitors

The Indian industry enjoys the following benefits in pursuit of its export

ng domestic demand of more than 7.2 million units

Vibrant component manufacturing industry with a strong technical base

Comprehensive consensus built road map for development of both OEMs and

component sector through both SIAM & ACMA

locally available

Strong presence in regional and African markets

Japanese OEMs exporting local JV production, also participating with local

companies in forming JVs in third countries

Strong manufacturing capability, eyeing the quality conscious European

Page 25 of 83

REGIONAL COMPETITORS ANALYSIS

As already stated above, China is the largest exporter of motorcycles.

land, utilities are all state subsidized

the OEMs

The Indian industry enjoys the following benefits in pursuit of its export strategy:

Vibrant component manufacturing industry with a strong technical base

Comprehensive consensus built road map for development of both OEMs and

Japanese OEMs exporting local JV production, also participating with local

Strong manufacturing capability, eyeing the quality conscious European markets

THAILAND The Thai industry is being driven by “Detroit of Asia” Vision.

� 3rd largest auto industry and motorcycle producer (3 million units in 2005)

� Aiming to become regional assembly hub, strong infrastructure support program provided by the training, component development etc.

� Preferential exports to ASEAN countries� Japanese brands dominate

VIETNAM The Vietnamese industry has emerged stronger after the recent failure of a large number of smaller came down from 60 to 12. The current export strategy being followed by Vietnam includes:

� Short term strategy aimed at clearing stocks, dumping at below costs in certain instances

� Exporting to ASEAN due to pref

� Some penetration of the African market� Presence of Japanese OEMs and low costs coupled with strong domestic demand of 1.9 million can help make it a major player

The Thai industry is being driven by “Detroit of Asia” Vision.

3rd largest auto industry and motorcycle producer (3 million units in

Aiming to become regional assembly hub, strong infrastructure support program provided by the government including auto clusters, training, component development etc. Preferential exports to ASEAN countries Japanese brands dominate

The Vietnamese industry has emerged stronger after the recent failure of a large number of smaller companies where the number of producing units came down from 60 to 12. The current export strategy being followed by

Short term strategy aimed at clearing stocks, dumping at below costs in certain instances Exporting to ASEAN due to preferential treatment

Some penetration of the African market Presence of Japanese OEMs and low costs coupled with strong domestic demand of 1.9 million can help make it a major player

Page 26 of 83

The Thai industry is being driven by “Detroit of Asia” Vision.

3rd largest auto industry and motorcycle producer (3 million units in

Aiming to become regional assembly hub, strong infrastructure government including auto clusters,

The Vietnamese industry has emerged stronger after the recent failure of a companies where the number of producing units

came down from 60 to 12. The current export strategy being followed by

Short term strategy aimed at clearing stocks, dumping at below costs

Presence of Japanese OEMs and low costs coupled with strong domestic demand of 1.9 million can help make it a major player

2.9 MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN As stated before the total production of motorcycles is likely to reach 1.7 million units by 2010 – 11. Out of this, the local OEMs should aim to export 100,000 units to Bangladesh, Sri Lanka, Afghanistan, the six Central Asian Republics and selected East African coEthiopia, Djibouti, Kenya, Uganda, etc. ATLAS HONDA: In anticipation of being able to export from Pakistan, Atlas Honda has taken the following measures:

� Setup a new world class production facility near Lahore which can assemble a motorcycle in 35 seconds. This is regarded as one of the most modern Honda plants worldwide

� Atlas Honda has successfully negotiated global rights with Honda� Japan to export the 70CC motorcycle and regional rights for the 125CC motorcycle

� Honda Japan has acknowledged the quality standards and commitment of Atlas Honda

� Atlas Honda has helped upgrade capabilities of its component manufacturers to international standards

� Achieved 93.0% localization which gives them a cost advantage� Worked actively components

� As arranged over 20 technical collaborations for its vendors in Pakistan with the Japanese manufacturers Forcefully presenting their case at all forums

DAWOOD YAMAHA Dawood Yamaha is manufacturingtaken the following steps to increase production and start exports:

� Increased plant capacity from about 72,000 units to 100,000 units per annum.

� Negotiated with Yamaha exclusive marketing rights for Afghanistan and exported some units in 2005. Dawood Yamaha has not been

MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN

before the total production of motorcycles is likely to reach 1.7 11. Out of this, the local OEMs should aim to export

100,000 units to Bangladesh, Sri Lanka, Afghanistan, the six Central Asian Republics and selected East African countries like Eritrea, Somalia, Ethiopia, Djibouti, Kenya, Uganda, etc.

In anticipation of being able to export from Pakistan, Atlas Honda has taken the following measures:

Setup a new world class production facility near Lahore which can semble a motorcycle in 35 seconds. This is regarded as one of the

most modern Honda plants worldwide Atlas Honda has successfully negotiated global rights with HondaJapan to export the 70CC motorcycle and regional rights for the 125CC motorcycle

Japan has acknowledged the quality standards and commitment of Atlas Honda

Atlas Honda has helped upgrade capabilities of its component manufacturers to international standards Achieved 93.0% localization which gives them a cost advantageWorked actively with their supply chain to reduce costs of the

As arranged over 20 technical collaborations for its vendors in Pakistan with the Japanese manufacturers Forcefully presenting their case at all forums

Dawood Yamaha is manufacturing the 100 CC Yamaha motorcycles, it has taken the following steps to increase production and start exports:

Increased plant capacity from about 72,000 units to 100,000 units per

Negotiated with Yamaha exclusive marketing rights for Afghanistan xported some units in 2005. Dawood Yamaha has not been

Page 27 of 83

MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN

before the total production of motorcycles is likely to reach 1.7 11. Out of this, the local OEMs should aim to export

100,000 units to Bangladesh, Sri Lanka, Afghanistan, the six Central Asian untries like Eritrea, Somalia,

In anticipation of being able to export from Pakistan, Atlas Honda has taken

Setup a new world class production facility near Lahore which can semble a motorcycle in 35 seconds. This is regarded as one of the

Atlas Honda has successfully negotiated global rights with Honda Japan to export the 70CC motorcycle and regional rights for the

Japan has acknowledged the quality standards and

Atlas Honda has helped upgrade capabilities of its component

Achieved 93.0% localization which gives them a cost advantage with their supply chain to reduce costs of the

As arranged over 20 technical collaborations for its vendors in Pakistan with the Japanese manufacturers Forcefully presenting their

the 100 CC Yamaha motorcycles, it has taken the following steps to increase production and start exports:

Increased plant capacity from about 72,000 units to 100,000 units per

Negotiated with Yamaha exclusive marketing rights for Afghanistan xported some units in 2005. Dawood Yamaha has not been

refunded customs duty by the CBR on CBUs exported to Afghanistan.

� The local sponsors of Dawood Yamaha haveEngineering, a most modern motorcycle component manufacturing unit

SUZUKI MOTORCYCLES

� The Suzuki Motorcycles Pakistan Limited is 84% owned by Suzuki Japan. It is currently producing only 20,000 units of 100, 110, 125 & 150CC capacity.

� The installed capacity of the plant is over 100,000 units which the management is planning to

� Suzuki is currently concentrating on the domestic market where it is investing in developing it dealer network.

� Also the company is investing to develop its vendors� The Company at the moment has no rights for exports, however on country to country basis permission maybe obtained.

refunded customs duty by the CBR on CBUs exported to

al sponsors of Dawood Yamaha have setup Baluchistan Engineering, a most modern motorcycle component manufacturing

MOTORCYCLES

The Suzuki Motorcycles Pakistan Limited is 84% owned by Suzuki Japan. It is currently producing only 20,000 units of 100, 110, 125 &

The installed capacity of the plant is over 100,000 units which the management is planning to utilize in the next five years.

Suzuki is currently concentrating on the domestic market where it is investing in developing it dealer network.Also the company is investing to develop its vendorsThe Company at the moment has no rights for exports, however on country to country basis permission maybe

Page 28 of 83

refunded customs duty by the CBR on CBUs exported to

setup Baluchistan Engineering, a most modern motorcycle component manufacturing

The Suzuki Motorcycles Pakistan Limited is 84% owned by Suzuki Japan. It is currently producing only 20,000 units of 100, 110, 125 &

The installed capacity of the plant is over 100,000 units which the utilize in the next five years.

Suzuki is currently concentrating on the domestic market where it is investing in developing it dealer network. Also the company is investing to develop its vendors The Company at the moment has no rights for exports, however on country to country basis permission maybe

2.10 PROBLEMS FACED BY COMPONENT MANUFACTURERS &

Survey of the component manufacturers supplying to both the Japanese and the

Chinese OEMs revealed a number

paragraphs contain a summary of the problems being faced along with their solutions.

The percentage signs in brackets indicate % of respondents who felt that this was a

major problem.

Problem #1: Utilities like electricity, gas etc., are expensive and their

(100.0%).

Solution: Move component suppliers into Motorcycle Parks or clusters

them electricity through gas powered generation plants.

Problem # 2: Land is expensive (95.0%)

Solution: Move component manufacturers into Motorcycle Parks or

provide them land at affordable prices.

Problem # 3: Non availability of skilled workers (64.0%)

Solution: Upgrade vocational skill centres and setup training facilities

Parks or vendor clusters.

Problem # 4: Cheap under invoiced imports are damaging the local

(95.0%)

Solution: Formulate and implement mechanism for fair valuation of

through a committee comprising representatives o

PAPAAM. The local component industry is

market because of the availability of under invoiced parts. In addition there is no

guarantee that the parts which are imported are of the required qu

manufacturer or importer in most cases cannot be traced in case any

PROBLEMS FACED BY COMPONENT MANUFACTURERS &THEIR SOLUTIONS


Chinese OEMs revealed a number of problems being faced by them. The following



ke electricity, gas etc., are expensive and their

Move component suppliers into Motorcycle Parks or clusters

them electricity through gas powered generation plants.

Land is expensive (95.0%)

Move component manufacturers into Motorcycle Parks or

provide them land at affordable prices.

Non availability of skilled workers (64.0%)

Upgrade vocational skill centres and setup training facilities

Cheap under invoiced imports are damaging the local

Formulate and implement mechanism for fair valuation of

through a committee comprising representatives of EDB, Customs, OEMs and

PAPAAM. The local component industry is effectively out of the Replacement Parts

availability of under invoiced parts. In addition there is no

that the parts which are imported are of the required qu

manufacturer or importer in most cases cannot be traced in case any

Page 29 of 83

PROBLEMS FACED BY COMPONENT MANUFACTURERS &


of problems being faced by them. The following



ke electricity, gas etc., are expensive and their supply is erratic

Move component suppliers into Motorcycle Parks or clusters and provide

Move component manufacturers into Motorcycle Parks or clusters and

Upgrade vocational skill centres and setup training facilities in the Motorcycle

Cheap under invoiced imports are damaging the local vendor industry

Formulate and implement mechanism for fair valuation of imported parts

EDB, Customs, OEMs and

effectively out of the Replacement Parts

availability of under invoiced parts. In addition there is no

that the parts which are imported are of the required quality. The

manufacturer or importer in most cases cannot be traced in case any part fails

Problem # 5: Locally available raw material is expensive as compared

competitors (91.0%)

Solution: Form vendor buying coops to reduce cost by buying in bulk

Problem # 6: Sales Tax and other government departments are

vendor industry (77.0%).

Solution: Increase contacts between component manufacturers and

departments, EDB can act as mediator.

Problem # 7: Engineering Development Board is not monitoring and

localized parts list. This list has not been updated since

Solution: PAAPAM should get the list updated on a quarterly basis by

with EDB.

Locally available raw material is expensive as compared

Form vendor buying coops to reduce cost by buying in bulk

Sales Tax and other government departments are

Increase contacts between component manufacturers and

can act as mediator.

Engineering Development Board is not monitoring and

localized parts list. This list has not been updated since 2004 (59.0%).

PAAPAM should get the list updated on a quarterly basis by

Page 30 of 83

Locally available raw material is expensive as compared to regional

Form vendor buying coops to reduce cost by buying in bulk

victimizing the local

Increase contacts between component manufacturers and relevant

Engineering Development Board is not monitoring and upgrading the

2004 (59.0%).

PAAPAM should get the list updated on a quarterly basis by working closely

DEPARTMENTS UNDER STUDY

INTERNSHIP

1. Human Resource Department2. Administration & I.R3. Spare Parts4. Institutional Sales5. Services


DURING INTERNSHIP

uman Resource Department (3 Weeks)Administration & I.R (1 Week)Spare Parts (3 Days)Institutional Sales (1 Week)

(3 Days)

Page 31 of 83


INTERNSHIP

(3 Weeks) (1 Week) (3 Days) (1 Week) (3 Days)

Human

Resource

Department

Human

Resource

Department

Page 32 of 83

Human

Resource

Department

FUNCTIONS OF HUMAN RESOURCE DEPARTMENT

1. Recruiting & Selection This includes activities like giving ads on appropriate media so that potential candidates

are attracted and after acquiring a pool deserving

merit basis.

2. Training & Development Selecting a good employee is not enough till he is trained to give his best for the

organization. To make him more useful for the organization an induction process is

done at AHL.

3. Performance Appraisal Now when an employee is trained and he has performed his job for a certain period

then company has to identify if that person is doing his work according to job description

so they conduct performance appraisal.

4. Compensation On the basis of performance appraisal employees are compensated according to their

performance. High performing employees get encouragement certificates and cash

rewards.

All above functions are performed by H.R specialist team at Honda both collectively and

individually. Now I will explain who performs what in Honda H.R department


Recruiting & Selection

This includes activities like giving ads on appropriate media so that potential candidates

are attracted and after acquiring a pool deserving candidates are selected purely on

Training & Development

Selecting a good employee is not enough till he is trained to give his best for the


Performance Appraisal

Now when an employee is trained and he has performed his job for a certain period


so they conduct performance appraisal.

Compensation

the basis of performance appraisal employees are compensated according to their

High performing employees get encouragement certificates and cash

functions are performed by H.R specialist team at Honda both collectively and

individually. Now I will explain who performs what in Honda H.R department

Page 33 of 83


This includes activities like giving ads on appropriate media so that potential candidates

candidates are selected purely on

Selecting a good employee is not enough till he is trained to give his best for the


Now when an employee is trained and he has performed his job for a certain period


the basis of performance appraisal employees are compensated according to their

High performing employees get encouragement certificates and cash

functions are performed by H.R specialist team at Honda both collectively and

individually. Now I will explain who performs what in Honda H.R department.

3. RECRUITMENT & SELECTION PROCESS

Requisition Slip

Approval

Advertisment

Pool

Short Listing

/Screening

RECRUITMENT & SELECTION PROCESS

Written Test

1st Interview

2nd Interview

Medical

Induction Plan

Probation Evalation

Confirmation

Page 34 of 83

RECRUITMENT & SELECTION PROCESS

Data Entry

Probation Evalation

Confirmation

3.1 STANDARD OPERATING PROCEDURES (SOPs)RATIONAL

Ad is prepared by Manager HR but the

done by CEO while the final selection of

HR.

CEO issues letters of appointment

and another copy to Corporate

At very first step HR department receives a requisition slip from the department

requiring a new employee this goes to HR manager. HR manager brings this in notice of

GMHR who is the approving authority for the recruitment and selection process.

is approved by GMHR an advertisement is given in the pre decided mediums.

as public gets to know about the vacancy they send in their CVs the pool of these CVs

is short listed and a letter for the written test is sent to the candidates.

Candidates who pass the written test

after first interview candidates are eliminated

subjected to a medical examination and success in that medical examination will make

you on probation employee at AHL.

The induction program for joining employees is necessary as per new training policy

approved by GEC.

Separate induction program is prepared for new employees:

1. Up to grade 11

2. From grade 12 and above

STANDARD OPERATING PROCEDURES (SOPs)RATIONAL FOR RECRUITING & SELECTION

Ad is prepared by Manager HR but the Final selection of staff of grade 11 and above is

CEO while the final selection of staff of grade 12 or below is done by Director

CEO issues letters of appointment and salary documents with a copy to HR Department

and another copy to Corporate Office.



GMHR who is the approving authority for the recruitment and selection process.

is approved by GMHR an advertisement is given in the pre decided mediums.



the written test are then called for two interviews and remember

first interview candidates are eliminated. Whoever passes 2


bation employee at AHL.

a. INDUCTION PLAN


Separate induction program is prepared for new employees:

Up to grade 11

From grade 12 and above

Page 35 of 83

STANDARD OPERATING PROCEDURES (SOPs) & FOR RECRUITING & SELECTION

Final selection of staff of grade 11 and above is

grade 12 or below is done by Director

with a copy to HR Department



GMHR who is the approving authority for the recruitment and selection process. Once it

is approved by GMHR an advertisement is given in the pre decided mediums. As soon



are then called for two interviews and remember

. Whoever passes 2nd interview is



HR Department of every company will find out a mentor from each department who will

organize the induction in his department. There will be an overall mentor who will keep

liaison with new employee to make him comfortable during induction period so that h

can focus on the main objective of this program.

Program- 1

Up to grade 11:

The incumbent’s job will be mostly clerical/repetitive nature so mostly concern

with his job. Following will be the program for this level of employees.

1- Group Video and brochu

2- Organization charts of company and group.

3- HR systems (MBO performance appraisal etc)

4- Staff rules and his grade related entitlement.

5- All necessary info regarding timings, uniform, canteen and transport etc.

6- Introduction to his mana

7- Visit of all the departments for 3 hours each in which specifically the

related employees will brief about his respective departments in routine

business.

8- Job description of the incumbent.

9- Departmental objective and his expected specific role.



liaison with new employee to make him comfortable during induction period so that h

can focus on the main objective of this program.



Group Video and brochure.

Organization charts of company and group.

HR systems (MBO performance appraisal etc)

Staff rules and his grade related entitlement.

All necessary info regarding timings, uniform, canteen and transport etc.

Introduction to his manager, peers and colleagues.

Visit of all the departments for 3 hours each in which specifically the


Job description of the incumbent.

Departmental objective and his expected specific role.

Page 36 of 83



liaison with new employee to make him comfortable during induction period so that he



All necessary info regarding timings, uniform, canteen and transport etc.

ger, peers and colleagues.



Dept. Mgr

Dept. Mgr

Duration of Induction

Other departments

His own department (depends on size and location)

Total duration

The company HR will issue his induction program. The incumbent will submit his

induction experience to HR Manager. His report will be studied and if it is useful will be

presented in Managers meeting after the approval of CEO. Half an hour presentation

will be enough.

The presentation should cover cultural, discipline and technical issues.

Program – 2

For grade 12 and above:

The incumbent’s job will be at middle /senior management level and requires routine

decision making so he should be equipped with

interaction with all his peers and department managers. He should have fair knowledge

of group companies specially related to his job.

1. Group video and brochure

2. Organization charts of company and group

3. Systems (MBO, performance appraisal etc)

4. Staff rules and his grade related entitlement.

HR

Other departments

His own department (depends on size and location)

Total duration





For grade 12 and above:


decision making so he should be equipped with good knowledge of his job and fair


of group companies specially related to his job.

Group video and brochure

Organization charts of company and group

Systems (MBO, performance appraisal etc)

Staff rules and his grade related entitlement.

Page 37 of 83

1 Day

5 Days

1 ~ 7 Days

7 ~ 14 Days






good knowledge of his job and fair


5. All necessary info regarding timings, uniform, canteen and transport etc

6. Visit of all the departments for 3 hours each in which specifically the


business.

7. Job description of the incumbent.

8. Departmental objective and

9. Visit to other group companies located in same area

Specifically he should meet his peers in group companies to department understand

the nature of interaction which will take place between them manager in routine

business will arrange.

Duration of Induction:

HR

Other departments

His own department (depends on size and

location)

Group Companies

Total duration

The Company HR will issue his induction program. The incumbent will submit his/her induction

experience to GMHR of his company. His report will be studied and if it is useful will be

presented in Managers meeting after the approval of CEO. Half an hour p

enough.

All necessary info regarding timings, uniform, canteen and transport etc



Job description of the incumbent.

Departmental objective and his expected specific role.

Visit to other group companies located in same area



Duration of Induction:

1 Day

Other departments 5 Days

His own department (depends on size and 1 ~ D

Group Companies 3 Days

Total duration 10 ~ 11



presented in Managers meeting after the approval of CEO. Half an hour p

Page 38 of 83

All necessary info regarding timings, uniform, canteen and transport etc



his expected specific role.



ay

ays

1 ~ Day

ays

Days



presented in Managers meeting after the approval of CEO. Half an hour presentation will be

4. TRAINING & DEVELOPMENT

AHL is determined to take employee training and development as a continuous process

that eventually will result in performing the employees best at the jobs entrusted to them.

The broad objectives of the training should be to:

• Match the training with specific job assignments.

• Enable the successful trainees to acquire and apply the training lessons in their

work;

• Specify the criteria for acceptable performance;

• Elicit target behavior (acceptable performance) from the trainees.

• Promote continuous employee performance improvement.

• Encourage career-long learning.

• Provide an environment that fosters learning and encourages employee

participation.

• Provide learning exp

reasoning, confidence, judgment, and self

• Cultivate a work culture that provides a balance between organizational goals

and personal development.

4.2 Employee Training and Development Strategies

In an effort to serve employees better and to develop them for the upcoming roles at

AHL, we work to:

TRAINING & DEVELOPMENT



4.1 Training Objectives

The broad objectives of the training should be to:

Match the training with specific job assignments.

Enable the successful trainees to acquire and apply the training lessons in their

Specify the criteria for acceptable performance;

cit target behavior (acceptable performance) from the trainees.

Promote continuous employee performance improvement.

long learning.

Provide an environment that fosters learning and encourages employee

Provide learning experiences that facilitate the improvement of employee

reasoning, confidence, judgment, and self-esteem.

Cultivate a work culture that provides a balance between organizational goals

and personal development.

Employee Training and Development Strategies


Page 39 of 83

TRAINING & DEVELOPMENT



Enable the successful trainees to acquire and apply the training lessons in their

cit target behavior (acceptable performance) from the trainees.

Provide an environment that fosters learning and encourages employee

eriences that facilitate the improvement of employee

Cultivate a work culture that provides a balance between organizational goals

Employee Training and Development Strategies


• Assess employee training and development needs regularly, in an effort to

improve employee performance.

• Provide employees with a reasonable number of eq

training and development opportunities.

The objective to assist supervisors and managers lies in the following area

To assist managers and supervisors to:

• Participate in performance management processes that are collaborative with

your employees, and result in "no surprises" for either of you.

• Develop and manage a performance management process that includes annual

performance planning, employee development

performance evaluation.

• Set clear employee performance goals that align with AHL vision, mission and

goals.

• Provide on-going performance feedback with adequate documentation

throughout the performance management cycle.

Understand and deal effectively with performance management related special

circumstances, as they occur.

a. Objective

To help each individual, in the interest of the Company and himself, to do his present

job more effectively and to help him equip himself for higher responsibility to reach his

optimum potential.

b. Policy

Training is a line responsibility. Each manager is

adequate development opportunity to promote maximum growth in each of his

Assess employee training and development needs regularly, in an effort to

improve employee performance.

Provide employees with a reasonable number of equitable and consistent

training and development opportunities.


To assist managers and supervisors to:

Participate in performance management processes that are collaborative with


Develop and manage a performance management process that includes annual

performance planning, employee development, on-going feedback and

performance evaluation.

Set clear employee performance goals that align with AHL vision, mission and

going performance feedback with adequate documentation

throughout the performance management cycle.

and deal effectively with performance management related special

circumstances, as they occur.

4.3 Training Policy



Training is a line responsibility. Each manager is fully responsible for providing


Page 40 of 83

Assess employee training and development needs regularly, in an effort to

uitable and consistent


Participate in performance management processes that are collaborative with


Develop and manage a performance management process that includes annual

going feedback and

Set clear employee performance goals that align with AHL vision, mission and

going performance feedback with adequate documentation

and deal effectively with performance management related special



fully responsible for providing


subordinates. A Manager’s contribution in this respect is an important consideration in

his own appraisal by his superior. Each General Manager mus

participate in fulfilling the training needs of his subordinates with particular attention to;

• Systematically determining training needs for each subordinate.

• Setting his training objectives and plans to achieve them

• Monitoring the implementation of these plans

• Evaluating the effects and usefulness of the training being given with a view to, if

necessary modify the training plans.

• Motivating subordinates to improve performance and to make full use to training.

• Following above, each CEO is responsible for effective training in his unit.

i. Formal training courses, both inside and out side the company, should only be a

part of a Manager’s over all plan for the development of his subordinates.

Informal day to day on the jo

important part of a Manager’s responsibility in training.

ii. Corporate HR department has an advisory role in providing Line Managers

whatever advice / assistance they may require. In particular, opportunities wil

be provided to line Managers for improving their Training Skills.

iii. Formal training should be in the form of in

as possible.

c. Implementation

This policy shall be implemented by the following four main activities.

1. Each Manager shall review the development needs of his subordinates

constantly but more specifically at the time of annual appraisals when the

development plans of a subordinate should be agreed with him. The CEO

concerned shall be actively involved in the

motivate his subordinates to make full use of the training being provided.

2. Each Manager shall constantly monitor the effectiveness of training being

given and shall provide feedback to Corporate HR Department.


his own appraisal by his superior. Each General Manager must personally actively


Systematically determining training needs for each subordinate.

Setting his training objectives and plans to achieve them

Monitoring the implementation of these plans

Evaluating the effects and usefulness of the training being given with a view to, if

necessary modify the training plans.

Motivating subordinates to improve performance and to make full use to training.

ing above, each CEO is responsible for effective training in his unit.

Formal training courses, both inside and out side the company, should only be a


Informal day to day on the job coaching must be regarded as the most

important part of a Manager’s responsibility in training.

Corporate HR department has an advisory role in providing Line Managers

whatever advice / assistance they may require. In particular, opportunities wil


Formal training should be in the form of in-company courses /seminars as far


Each Manager shall review the development needs of his subordinates



concerned shall be actively involved in the process. The Line Manager shall


Each Manager shall constantly monitor the effectiveness of training being


Page 41 of 83


t personally actively


Systematically determining training needs for each subordinate.

Evaluating the effects and usefulness of the training being given with a view to, if

Motivating subordinates to improve performance and to make full use to training.

ing above, each CEO is responsible for effective training in his unit.

Formal training courses, both inside and out side the company, should only be a


b coaching must be regarded as the most

Corporate HR department has an advisory role in providing Line Managers

whatever advice / assistance they may require. In particular, opportunities will


company courses /seminars as far


Each Manager shall review the development needs of his subordinates



process. The Line Manager shall


Each Manager shall constantly monitor the effectiveness of training being


3. If at any stage the Line Manager wishes to

so after agreement with his CEO and if

Department.

4. Once a year all CEOs shall individually, formally review all aspects of

development activity in their

stage the Line Manager wishes to change the training plan he may

so after agreement with his CEO and if necessary advice from Corporate

Once a year all CEOs shall individually, formally review all aspects of

development activity in their units.

Page 42 of 83

change the training plan he may do

necessary advice from Corporate HR

Once a year all CEOs shall individually, formally review all aspects of

Performance Gap Identified

Cost Benefit Analysis

Training Report

4.4 TRAINING PROCESS

Report by Immediate Supervisor

Training Need Assessme

GM's ApprovalTraining Institute

Selection

Post Training Performance

Analysis of Pre and Post Training

Performance

Page 43 of 83

Training Need Assessment

Training Institute Selection

Analysis of Pre and Post Training

Performance

4.5 STANDARD OPERATING PROCEDURES (SOPs)

RATIONAL FOR TRAINING

Any new employee is never familiar with the culture and working conditions of a new

company, to make him feel at home

socialization is done during the induction stage

employees is done also.

What if an employee is been working for some time and if he starts performing bad,

there should be some measure for that and it is covered under training and

development.

Boss of every employee keeps a check on his performance and when he sees a

continuous decline in his subordinate’s performance he can always identify a gap.

the identification of that gap he extends a report to the

He also conducts a cost benefit analysis to determine the importance of skills lacked by

the employee. He then takes this working to the GM who is the training approving

authority. After training has been approved by GM it is now the responsibility of

Executive HR to select the institution of training.

After employee is done with the training that ranges from 2 weeks to a month he is

supposed to submit a report describing his training experience and how training has

helped him overcome his shortcomings.

Now he is allowed to perform again normal working

his performance is checked again.

see if the training has improved his skills or not.

STANDARD OPERATING PROCEDURES (SOPs)

RATIONAL FOR TRAINING & DEVELOPMENT


company, to make him feel at home socialization and training is important. At AHL

socialization is done during the induction stage while some part of training for new


some measure for that and it is covered under training and


continuous decline in his subordinate’s performance he can always identify a gap.

that gap he extends a report to the Manager HR, who identifies TNA.

a cost benefit analysis to determine the importance of skills lacked by

He then takes this working to the GM who is the training approving

raining has been approved by GM it is now the responsibility of

Executive HR to select the institution of training.



his shortcomings.

Now he is allowed to perform again normal working conditions and after a certain period

his performance is checked again. Pre training and post training data is then matched to

see if the training has improved his skills or not.

Page 44 of 83

STANDARD OPERATING PROCEDURES (SOPs) &

DEVELOPMENT


socialization and training is important. At AHL

while some part of training for new


some measure for that and it is covered under training and


continuous decline in his subordinate’s performance he can always identify a gap. At

Manager HR, who identifies TNA.

a cost benefit analysis to determine the importance of skills lacked by

He then takes this working to the GM who is the training approving

raining has been approved by GM it is now the responsibility of



conditions and after a certain period

Pre training and post training data is then matched to

HUMAN RESOURCE HIERARCHY AT

Executive Human

Resource

UMAN RESOURCE HIERARCHY AT AHL

G.M Human Resource /

Administration

N.M Human Resource

Manager Human

Resource

Executive Human

Resource

Page 45 of 83

AHL

Executive Human

Resource

Following are the staff work

and designation is described with their job descriptions.

Miss Asma Manager Human Resource

Responsibilities:

1. Personal Loans These are the kinds of loan extended to the employees by the AHL. These

given against Provident Fund and are payable in installments.

2. Recruitment She monitors all recruiting activities like:

i) Budget for recruitment

ii) Ad preparation

iii) Selection of Medium

3. Reports She prepares the reports for Management Committee, Group

Whenever a meeting is commenced she takes notes of that and prepares a report later

to be circulated among the concerning authorities.

4. H.R Information System This system includes all work functions regarding H.R and her responsibili

supervise all functions and to make a report for the National Manager.

Following are the staff working at AHL in Human Resource Department


Human Resource

These are the kinds of loan extended to the employees by the AHL. These

given against Provident Fund and are payable in installments.

She monitors all recruiting activities like:

Budget for recruitment

Selection of Medium

She prepares the reports for Management Committee, Group Executive Committee.


to be circulated among the concerning authorities.

H.R Information System

This system includes all work functions regarding H.R and her responsibili


Page 46 of 83

ing at AHL in Human Resource Department. Their name

These are the kinds of loan extended to the employees by the AHL. These loans are

Executive Committee.


This system includes all work functions regarding H.R and her responsibility is to


SOPs & RATIONAL FOLLOWED BY MISS ASMA Being Manager HR she is answerable to NM and GM

she has to make sure of many documents because it involves monetary issues.

an employee comes with a request to take loan against his provident fund following

documents are important:

1. Employees Employment

2. Provident Fund Documents

She consults the matter with NM and with the approval by NM loan is awarded to the

employee.

Designing of recruitment ad and budget determination is also her responsibility. After

preparing ad within the budget limit the ad is shown to

with that then the recruitment ad is given through desired medium.

She maintains the record of management committee reports it is her responsibility to

attend the meetings and make a report within a week and then she sends the c

that report to the CEO and the officials who have attended the meeting.

SOPs & RATIONAL FOLLOWED BY MISS ASMA

Being Manager HR she is answerable to NM and GM. While dealing in personal loans

she has to make sure of many documents because it involves monetary issues.


Employment Record

ent Fund Documents



preparing ad within the budget limit the ad is shown to NM and GM and if both agree

with that then the recruitment ad is given through desired medium.


attend the meetings and make a report within a week and then she sends the c


Page 47 of 83

SOPs & RATIONAL FOLLOWED BY MISS ASMA

While dealing in personal loans

she has to make sure of many documents because it involves monetary issues. When




NM and GM and if both agree


attend the meetings and make a report within a week and then she sends the copies of


Mr. Omer Akram Executive Human Resource: Responsibilities:

1. Insurance Employees at AHL are insured in three dimensions:

i) Life Insurance

ii) Health Insurance

iii) Accidental Insurance

Insurance are covered by two different insurance companies

i) New Jubilee Life Insurance Company (covers Life & Health Insurance)

ii) Atlas Insurance (covers Accidental Insurance)

2. Job Descriptions:

He also maintains a data bank of all

updated as per the requirement of the jobs. Administration and H.R managers ar

responsible for updating J.Ds

3. Training Need Assessment: Immediate boss reports the performance of his subordinates at the t

appraisal. A list of employees needing any kind of training is generated with the

suggestion from the immediate boss of a particular employee. Now this list is handed

over to General Manager and Mangers to identify what kind of training

to which employee. They decide on this Training Need Assessment in the meeting

presided by General Manager Human Resource, Administration & IR.

Executive Human Resource:

Employees at AHL are insured in three dimensions:

Health Insurance

Accidental Insurance

Insurance are covered by two different insurance companies

New Jubilee Life Insurance Company (covers Life & Health Insurance)

Atlas Insurance (covers Accidental Insurance)

Job Descriptions:

He also maintains a data bank of all Job Descriptions of all the employees which is

updated as per the requirement of the jobs. Administration and H.R managers ar

J.Ds.

Training Need Assessment:

Immediate boss reports the performance of his subordinates at the t



over to General Manager and Mangers to identify what kind of training



Page 48 of 83

New Jubilee Life Insurance Company (covers Life & Health Insurance)

Job Descriptions of all the employees which is

updated as per the requirement of the jobs. Administration and H.R managers are

Immediate boss reports the performance of his subordinates at the time of performance



over to General Manager and Mangers to identify what kind of training should be given



SOPs & RATIONAL FOLLOWED BY M

He works closely with the insurance companies to

covered under the promised policy.

company aware of addition and deletion of employees.

Health Insurance. While under accidental insuranc

family members of that rider are not covered.

Addition is done when:

1. A new employee comes in

2. Employee gets married

3. Birth of daughter or son to any employee

In above case Mr. Omer sends following documents to the insur

1. Proof of above three happenings

2. Employees Insurance Number (if any because in case of new employee

there will be no number)

3. Copy of Insurance Plan

All these documents and a letter by National Manager

company through courier.

In response to this insurance company sends an e

as they receive the documents

while the insurance card is sent within next

Second scenario is of deletion so a

1. Employee Leaves

All above addition process will be repeated to cover this deletion.

Atlas Honda follows the concept of MBO management by

emphasizes the importance of

or new year targets are updated then every employee above grade 11 has to meet

Manager Administration to discuss it on mutual basis.

updated this record comes to Mr. O

determine whether every employee is following his J.D in the right direction.

SOPs & RATIONAL FOLLOWED BY Mr. OMER AKRAM

He works closely with the insurance companies to make sure every employee at AHL is

covered under the promised policy. It is a part of his daily routine to make insurance

company aware of addition and deletion of employees. This process is

While under accidental insurance only test riders are covered

family members of that rider are not covered.

A new employee comes in

Employee gets married

Birth of daughter or son to any employee

In above case Mr. Omer sends following documents to the insurance company:

Proof of above three happenings

Employees Insurance Number (if any because in case of new employee

there will be no number)

Copy of Insurance Plan

All these documents and a letter by National Manager are sent to the insurance

In response to this insurance company sends an e-mail of acknowledgement as soon

as they receive the documents. They send the confirmation documents in next 2 days

while the insurance card is sent within next 2 weeks.

Second scenario is of deletion so a deletion is done when:

Employee Leaves

All above addition process will be repeated to cover this deletion.

Atlas Honda follows the concept of MBO management by object;

emphasizes the importance of worker in setting the target. So whenever job description


Manager Administration to discuss it on mutual basis. When all job descriptions are

updated this record comes to Mr. Omer Akram. Now it is the responsibility of him to


Page 49 of 83

r. OMER AKRAM

make sure every employee at AHL is

It is a part of his daily routine to make insurance

This process is same for Life &

e only test riders are covered so the

ance company:

Employees Insurance Number (if any because in case of new employee

sent to the insurance

mail of acknowledgement as soon

They send the confirmation documents in next 2 days

object; this concept

So whenever job description


When all job descriptions are

mer Akram. Now it is the responsibility of him to


Mr. Syed Zeeshan HaiderExecutive Human Resource Responsibilities:

1. Data retrieval from all six attendance machines installed

2. Updating Daily Automated Attendance

3. Generating attendance report of previous day (3 shifts) and presented to

General Manager Human Resource, Administration & IR

4. Twice a month an *“Inconvenience Allowance Report” is generated which

is to be submitted to the finance department.

5. Salary Processing

*Inconvenience Allowance Report:

day or four hours more then the official working hours.


He is mostly responsible for all the attendance issues. Everyday first part of his job is to

retrieve the attendance data from automated machines and then he prepares a report

consisting of the data of all the machines and of all the shifts. GM dem

previous day three shifts.

Workers who go out of the plant have to submit an attendance slip for that at the gate.

Very next day these slips will be on the table of Mr. Zeeshan who has to make sure that

the record of half day leave or full

All his activities help to determine that which employee deserves reward for his

regularity.

Syed Zeeshan Haider Executive Human Resource

Data retrieval from all six attendance machines installed

Updating Daily Automated Attendance

Generating attendance report of previous day (3 shifts) and presented to


Twice a month an *“Inconvenience Allowance Report” is generated which

submitted to the finance department.

Salary Processing

Inconvenience Allowance Report: It includes the list of Grade 16 or above who have worked on an off

day or four hours more then the official working hours.

SOPs & RATIONAL FOLLOWED BY Mr. ZEESHAN



of all the machines and of all the shifts. GM dem



the record of half day leave or full day leave is maintained.


Page 50 of 83

Data retrieval from all six attendance machines installed at plant

Generating attendance report of previous day (3 shifts) and presented to


Twice a month an *“Inconvenience Allowance Report” is generated which

It includes the list of Grade 16 or above who have worked on an off

r. ZEESHAN HAIDER



of all the machines and of all the shifts. GM demands a report of




Mr. Abdul Haq Executive Human Resource Responsibility:

1. Vehicle Insurance Vehicle insurance is covered by Atlas Insurance. These

the employees only.

2. Purchase of Motorcycles by Employees

This purchase is made in two different categories:

i) Installment

ii) Policy

Under installment agreement only motorcycles are given to the employees on

installment basis while under Policy both cars and motorcycles are given to the

employees. But there is a certain criterion for the employees who can get the car on

installment. Grades determine the level on which an employee is eligible to have a car.

SOPs & RATIONAL FOLLOW He deals in vehicle insurance and purchase of vehicles.stays in contact with insurance company to make sure each and every vehicle of employees is insured. If an employee wants to purchase a motor cycle or car from the company he has to go to Mr. Abdul Haq and he will make sure about the presence of following documents.

1. Grade of the employee2. Signed Agreement 3. Approval Letter from GM

Executive Human Resource

Vehicle Insurance

Vehicle insurance is covered by Atlas Insurance. These vehicles are the one owned by

Purchase of Motorcycles by Employees

This purchase is made in two different categories:


ile under Policy both cars and motorcycles are given to the



SOPs & RATIONAL FOLLOWED BY Mr. ABDUL HAQ

He deals in vehicle insurance and purchase of vehicles. Like Mr. Omar Akram he also stays in contact with insurance company to make sure each and every vehicle of

If an employee wants to purchase a motor cycle or car from the company he has to go and he will make sure about the presence of following documents.

Grade of the employee

Approval Letter from GM

Page 51 of 83

vehicles are the one owned by


ile under Policy both cars and motorcycles are given to the



r. ABDUL HAQ

Like Mr. Omar Akram he also stays in contact with insurance company to make sure each and every vehicle of

If an employee wants to purchase a motor cycle or car from the company he has to go and he will make sure about the presence of following documents.

Human Resource During my time in Human Resource Department I was advised by National Manager to

prepare a report on “Is there any room for improvement

Policy”?

I came up with the following points regarding the above statement:

Current Policy 1: As per Insurance Clause:

dead in any terrorism act.

My Suggestion: There should be flexibility in the terrorism clause. At present terrorism

is claiming most of the lives so what will be

against a very common and unfortunate cause of death.

Insurance Company should pay at least 50% of insured amount. State, Companies and

insurance companies should compensate the family of dead against any ki

terrorism. Though it’s not a binding by the law but still it’s an ethical duty of concerning

institutions.

Current Policy 2: As per Insurance Clause:but their wife or children.

My Suggestion: Insurance Company should cover the parents of nonemployees till they are married.

Human Resource Project

During my time in Human Resource Department I was advised by National Manager to

ere any room for improvement in the current Insurance

I came up with the following points regarding the above statement:

As per Insurance Clause: Insurance Company is not liable if the insured person is

There should be flexibility in the terrorism clause. At present terrorism

is claiming most of the lives so what will be the use of a life policy if you are not covered

against a very common and unfortunate cause of death.


insurance companies should compensate the family of dead against any ki


As per Insurance Clause: Insurance Company will not cover the parents of employees

Insurance Company should cover the parents of non

employees till they are married.

Page 52 of 83

During my time in Human Resource Department I was advised by National Manager to

in the current Insurance

Insurance Company is not liable if the insured person is

There should be flexibility in the terrorism clause. At present terrorism

the use of a life policy if you are not covered


insurance companies should compensate the family of dead against any kind of act of


Insurance Company will not cover the parents of employees

Insurance Company should cover the parents of non-married

Current Policy 3: As per Insurance Clause:

treatment of Hepatitis.

My suggestion: Hepatitis is a dangerous disease and suffering due to this is quite

usual these days. Moreover its treatment is not quite affordable that why it should be

covered to some extent to facilitate the insured employees.

As per Insurance Clause: Under Health Insurance there will be no coverage for the

Hepatitis is a dangerous disease and suffering due to this is quite


covered to some extent to facilitate the insured employees.

Page 53 of 83

Under Health Insurance there will be no coverage for the

Hepatitis is a dangerous disease and suffering due to this is quite


ADMINSTRATION & INDUSTRI

Executive Administration

ADMINSTRATION & INDUSTRIAL RELATIONS

HIERARCHY AT AHL

G.M Human Resource /

Administration

Manager Administration

A.M Administration


Page 54 of 83

AL RELATIONS (I.R)


ADMINSTRATION & INDUSTRIAL RELATIONSAHL: This department runs with the co

departments occupy the same office. It

1. Canteen 2. Uniform 3. Traveling 4. Apprenticeship5. Job Contract6. Union 7. Industrial Relations8. Security & Safety9. Transportation

All these functions are performed by Admin. & I.R specialist team at AHL both

collectively and individually. Now I will explain who performs what in

I.R Department.

Following are the staff working at AHL in Human Resource Department. Their name


NDUSTRIAL RELATIONS (I.R) D

This department runs with the co-ordination of Human Resource Department, both

departments occupy the same office. It performs the following functions like:

Apprenticeship Job Contract

Industrial Relations Security & Safety Transportation


individually. Now I will explain who performs what in



Page 55 of 83

(I.R) DEPARTMENT at

ordination of Human Resource Department, both

performs the following functions like:


individually. Now I will explain who performs what in Honda Admin. &


Mr. Rizwan Rasool Executive Administration & I.R Responsibilities:

1. Canteen AHL spends around 1.8 million rupees on subsidized food each month. They have a

promise to provide good quality, mouth watering and cheap food to their employees. For

the food they charge Rs. 50/

ventilators around. Macro & some other suppliers supply all the kitchen items to the

AHL.

2. Visits

At AHL there are two kinds of visits:

i) Japanese & Higher Management Visitsii) Study Visits

3. Stationery Stationery shop at AHL meets the needs of daily stationery. It is opened for two hours

everyday from 8:30 am to 10:30. Personals from different department come with the

Stationary Requisition Book to collect the required items.

4. Uniform

When you enter AHL Sheikhupura plant it is almo

by his grade or rank due to uniform. Concept of equality prevails over AHL with all the

employees dressed in white uniform. This equality is a symbol of AHL and it surely

boosts the culture at AHL.

Executive Administration & I.R

AHL spends around 1.8 million rupees on subsidized food each month. They have a


the food they charge Rs. 50/ month from all employees. Canteen is very spacious with


At AHL there are two kinds of visits:

Japanese & Higher Management Visits

Stationery shop at AHL meets the needs of daily stationery. It is opened for two hours


Stationary Requisition Book to collect the required items.

AHL Sheikhupura plant it is almost impossible to recognize some



Page 56 of 83

AHL spends around 1.8 million rupees on subsidized food each month. They have a


month from all employees. Canteen is very spacious with


Stationery shop at AHL meets the needs of daily stationery. It is opened for two hours


st impossible to recognize someone



Every employee gets three white uniforms including shirt and trousers plus a single pair

of shoes (since it can be of any color) per year. If they need more than three uniforms

then they have to purchase their own from any

Laundry facility is also available at AHL; employees can get their clothes washed in as

low as Rs. 1/wash.


A monthly canteen budget is given to the Admin. &

Department and menu is strictly decided considering that budget limit.

Monthly menu is decided by four member committee on 24

committee includes:

i) Executive Admin. & I.Rii) Executive Admin. & I.R (Union)iii) Production Personaliv) Cost Personal (Finance Department)

Once a menu is prepared it is forwarded to Manager and Assistant Manger Admin. & I.R.

These both gentlemen decide whether to make some changes in the monthly menu.

Any complaints regarding food are fo

them with Manager & Assistant Manager Admin. & I.R.

Visits by Japanese and Higher Management are quite frequent and due to the security

concerns now a days there has to be some security plan for these guests. O

date of arrival of any guest is confirmed either by Fax or E

Administration and Security Department works closely to ensure security protection.

They prepare a visit plan most commonly includes; meeting, lunch session and photo

session.

Study visits are also a very frequent issue; AHL receives many Institutional Visit

Requests daily. Now let us see that how this process takes place.

Institution has to send a formal request of Study Visit in the name of General Manager

Human Resource, Administration & I.R. Once signed by G.M it comes back to Mr.

Rizwan and he sends an acceptance e



to purchase their own from anywhere.

is also available at AHL; employees can get their clothes washed in as

SOPs & RATIONAL FOLLOWED BY Mr. RIZWAN RASOOL

A monthly canteen budget is given to the Admin. & I.R Department by Finance


Monthly menu is decided by four member committee on 24th or 25

Executive Admin. & I.R Executive Admin. & I.R (Union) Production Personal Cost Personal (Finance Department)



Any complaints regarding food are forwarded to Mr. Rizwan Rasool and he discusses

them with Manager & Assistant Manager Admin. & I.R.


concerns now a days there has to be some security plan for these guests. O

date of arrival of any guest is confirmed either by Fax or E-mail or Phone, the




Requests daily. Now let us see that how this process takes place.


ce, Administration & I.R. Once signed by G.M it comes back to Mr.

Rizwan and he sends an acceptance e-mail, letter or phone. He also makes a schedule

Page 57 of 83



is also available at AHL; employees can get their clothes washed in as

r. RIZWAN RASOOL

I.R Department by Finance


or 25th each month. This



rwarded to Mr. Rizwan Rasool and he discusses


concerns now a days there has to be some security plan for these guests. Once the

mail or Phone, the





ce, Administration & I.R. Once signed by G.M it comes back to Mr.

mail, letter or phone. He also makes a schedule

for the visit and makes institution aware of it as well. AHL tries to schedule the visits on

the days when plant is open and working because it makes the educational trip more

meaningful.


plant is open and working because it makes the educational trip more

Page 58 of 83


plant is open and working because it makes the educational trip more

Miss Humaira


Responsibilities:

1. Traveling Related Services

2. Apprenticeship Recruitment & Selection

SOPs & RATIONAL

Traveling services include air tickets, hotel rooms and traveling. Higher Management

and Japanese Official move through the airplanes so her first responsibility is to see

who wants to travel and where. For that she contacts the t

tickets and hotels as well for the stay purpose. This traveling privilege is not for every

one, only Assistant Mangers and above can enjoy this luxury. These officials travel in

business class and stay in five star hotels. For la

conditions the AHL officials started using economy class which costs almost half of

business class.

In case the cancellation of the ticket is required she makes sure right amount is

deducted with right refund.

Apprenticeship lies under 1962 ordinance which makes it compulsory for the firms to

offer candidates the apprenticeship. It can also be called an agreement b/w the

company and candidate. AHL each year takes 25 students for apprenticeship and gives

them in house training for 3 years. During that time they attend institutes for six months

to complete two batches of study. Apprenticeship candidates are paid half of the basic

salary of permanent employees. A gradual increase is awarded as:

1st Year 50% of Basic Salary o


Traveling Related Services

Apprenticeship Recruitment & Selection

SOPs & RATIONAL FOLLOWED BY MISS HUMAIRA



who wants to travel and where. For that she contacts the travel agencies to book the



business class and stay in five star hotels. For last year or so due to bad economic



deducted with right refund.

ship lies under 1962 ordinance which makes it compulsory for the firms to



ning for 3 years. During that time they attend institutes for six months


salary of permanent employees. A gradual increase is awarded as:

50% of Basic Salary of Permanent Employees

Page 59 of 83

ISS HUMAIRA



ravel agencies to book the



st year or so due to bad economic



ship lies under 1962 ordinance which makes it compulsory for the firms to



ning for 3 years. During that time they attend institutes for six months


2nd Year 60% of Basic Salary of Permanent Employees

3rd Year 70% of Basic Salary of Permanent Employees

When the apprentice agreement takes place, three copies are generated;

i) Copy For Company

ii) Copy For Candidate

iii) Copy For *Apprenticeship Directorate

*It is the apprenticeship governing body of the government




Copy For Company

Copy For Candidate

renticeship Directorate

*It is the apprenticeship governing body of the government

Page 60 of 83


Mr. Shahzad Sarwar


Responsibilities:

1. Industrial Relations

2. Union

3. Job Contract


Industrial relation is very vast in its definition but precisely it’s about the relations within

the industry and employees. Difference of opinion or any dispute can take you to the

court straight away so you got to have some one to take a look at

the basic purpose of I.R.

Following are the AHL legal consultants;

Naeem Bukhari, Islamabad (Supreme Court Matters)

Bukhari Aziz & Kareem, Lahore

When ever the court calls AHL to the court then a “Power of Attorney” is given to the

Manager Administration & I.R by the General Manager. Some years ago Plant Manager

used to enjoy “Power of Attorney”. This power means that the AMIR will act on the

behalf of the company.

If an employee takes a plea in court against the company then comp

decision over that matter. They can not straight away terminate some one but they have

to show the procedure they have followed in doing so. At internship I just came across a


Industrial Relations

SOPs & RATIONAL FOLLOWED BY Mr. SHAHZAD



court straight away so you got to have some one to take a look at

Following are the AHL legal consultants;

Naeem Bukhari, Islamabad (Supreme Court Matters)

Bukhari Aziz & Kareem, Lahore




If an employee takes a plea in court against the company then comp



Page 61 of 83

r. SHAHZAD SARWAR



court straight away so you got to have some one to take a look at that. Thus it defines




If an employee takes a plea in court against the company then company has to justify its



case of “Absent without permission”. An employee was term

without any permission or intimation. He went to the court against AHL now court

ordered AHL to show that how his termination was done. This procedure follows as:

Union:

Union is made to protect the employee right and it falls u

Act 2008. Union leader negotiates on the behalf of employees.

Union leader is elected by the elections and union is supposed to be in the power for

the period of two years.

Security & Safety:

At AHL five Japanese rules are

can be called 5’s.

1. Seiri is the sorting out and discarding of unnecessary items in the work

place.

2. Seiton is the arrangement of necessary items into good order so that they

can be easily selected for

3. Seiso is cleaning up ones work place completely so that there is no dust

on floors, machines and equipment.

4. Seiketsu is maintaining ones work place so that it is productive and

comfortable by repeating Seiri

5. Shitsuke is training people

observation of work place rules.

It is not necessary to follow them only in case of security and safety but they can be

followed at the work place at any time.

case of “Absent without permission”. An employee was terminated because of absents



Union is made to protect the employee right and it falls under the Industrial Relations

Act 2008. Union leader negotiates on the behalf of employees.


At AHL five Japanese rules are followed when it comes to the security & safety. These

is the sorting out and discarding of unnecessary items in the work

is the arrangement of necessary items into good order so that they

can be easily selected for use.

is cleaning up ones work place completely so that there is no dust

on floors, machines and equipment.

is maintaining ones work place so that it is productive and

comfortable by repeating Seiri-Seiton-Seiso.

is training people to follow good work habits and strict

observation of work place rules.


followed at the work place at any time.

Page 62 of 83

inated because of absents



nder the Industrial Relations


followed when it comes to the security & safety. These

is the sorting out and discarding of unnecessary items in the work

is the arrangement of necessary items into good order so that they

is cleaning up ones work place completely so that there is no dust

is maintaining ones work place so that it is productive and

to follow good work habits and strict


Security:

Theft at AHL plant and DCC store was once an

have improved to such a level where there is almost zero theft possibility. It has become

possible sheer because of effective “Security Guard Patrolling” and very impressive

“RFID Reader”. Now let us go into the deta

that how it works.

Total Number of Guards = 38

Guards Patrolling at Plant = 26

Guards Patrolling at DCC Store = 12

Guards at Plant are divided in 3 shifts (8 hours each) as:

Shift A: 7 Guards

Shift B: 9 Guards

Shift C: 10 Guards

To rotate these guards in effective manner a “Monthly Duty Chart” is prepared which

shows the duties of all guards for all shifts. In case a guard has to be absent on a

particular day, security officer will make sure next shift guard

shift as well. In this case a guard will be doing a double duty so he will be compensated

accordingly.

Night time at plant is a challenge for security and that is when they use this device

RFID reader. Patrolling guards keep t

They go around the plant on a mapped track and on their way they use this RFID device

on electric booths which notes the time. At morning RFID device is scanned to get the

night data recorded by guards. It i

is sent to the Manager Administration & I.R.

Theft at AHL plant and DCC store was once an issue but with the passage of time they



“RFID Reader”. Now let us go into the details of this “Security Guard Patrolling” system

Total Number of Guards = 38

Guards Patrolling at Plant = 26

Guards Patrolling at DCC Store = 12

Guards at Plant are divided in 3 shifts (8 hours each) as:



particular day, security officer will make sure next shift guard will be available on current



RFID reader. Patrolling guards keep this device with them during their duty at plant.



night data recorded by guards. It is then feed into the computer and a generated report

is sent to the Manager Administration & I.R.

Page 63 of 83

issue but with the passage of time they



ils of this “Security Guard Patrolling” system



will be available on current



his device with them during their duty at plant.



s then feed into the computer and a generated report

Safety:

AHL has generated its own “Manual for Safety & Environment” that explains every thing

in case of some emergency.

“Pakistan Institute of Quality

institute conducts fire training sessions at AHL plant to make employees aware of the

dangers not visible. During training sessions they:

Define all Terminologies

Chemistry of Fire (i.e. Oxygen, Fuel

How It Expands?

Prevention Methods

FASTAC (Fire & Security Training Center) offers First Aid Training Course which was

attended by the relevant employees of AHL.

Recently “Rescue 1122” were invited to AHL Sheikhupura Plant to give some know how

about First Aid to all the employees.

Not only AHL arrange such activities but also they have also ensured safety measures

to get ISO certification.

Transportation:

AHL plant is at 26/27 km Lahore

employees to reach there at time. For the convenience of their employees they run 80

vans on 121 different routs covering Lahore, Sheikhupura, Sanglahill, Ferozabad. AHL

charges Rs. 125/month for the transportation.


in case of some emergency.

“Pakistan Institute of Quality Control” is the safety training institute for AHL. This


dangers not visible. During training sessions they:

Chemistry of Fire (i.e. Oxygen, Fuel, Heat)


attended by the relevant employees of AHL.


bout First Aid to all the employees.


AHL plant is at 26/27 km Lahore – Sheikhupura road so it is very hard for the

o reach there at time. For the convenience of their employees they run 80


charges Rs. 125/month for the transportation.

Page 64 of 83


Control” is the safety training institute for AHL. This





Sheikhupura road so it is very hard for the

o reach there at time. For the convenience of their employees they run 80


They make sure that the employees reach at plant a

start working at 7:45 am for this reason they prefer drivers who live near the starting

point of the route.

They not only make sure that employees reach the destination but also that they reach

safely and they have made a co

i) A particular driver can not drive more than a shift

ii) Driver can not go above 80 km/h

iii) In case of rainy weather it’s not necessary for the driver to abide by the time.

Late arrival will be no issue since the weath

iv) At morning pick up driver can not leave some one before the committed time

and he would not wait even a minute after that time.

v) Monthly check up is ensured to keep the vans in good condition.

vi) Smoking, eating and using abusive language is

Now the question arises how they make sure that no violation is going on, for that they

nominate a traveling employee to be the monitor. Monitor makes sure that driver and

travelers are following code of conduct.

They make sure that the employees reach at plant around 7:30 am so that they can



safely and they have made a code of conduct for the travelers and drivers;

A particular driver can not drive more than a shift

Driver can not go above 80 km/h

In case of rainy weather it’s not necessary for the driver to abide by the time.

Late arrival will be no issue since the weather was dangerous.

At morning pick up driver can not leave some one before the committed time

and he would not wait even a minute after that time.

Monthly check up is ensured to keep the vans in good condition.

Smoking, eating and using abusive language is strictly prohibited in the vans.



travelers are following code of conduct.

Page 65 of 83

round 7:30 am so that they can



de of conduct for the travelers and drivers;

In case of rainy weather it’s not necessary for the driver to abide by the time.

er was dangerous.

At morning pick up driver can not leave some one before the committed time

Monthly check up is ensured to keep the vans in good condition.

strictly prohibited in the vans.



Mr. Zaheer Minhas

National Manager Institutional Sales

This includes four types of sales:

1. CSD (canteen sales department)

2. Government Institutions

3. Private Businesses

4. Exports

5.1 SALES & SPARE PARTS HIERARCHY

National Manager

PARTS

Regional Manager

Karachi

Region

Regional Manager

Multan

Region

5. INSTITUTIONAL SALES

Manager Institutional Sales

This includes four types of sales:

CSD (canteen sales department)

Government Institutions

SALES & SPARE PARTS HIERARCHY

Vice President

Marketing

National Manager

National Manager

SALES

National Manager

Dealers Dev.

Regional Manager

Multan

Region

Regional Manager

Lahore

Region

Page 66 of 83

SALES & SPARE PARTS HIERARCHY

National Manager

Institutional Sales.

Regional Manager

Rawalpindi

Region

5.2 INSTITUTIONAL SALES PROCESS

5.3 SOPs & RATIONAL FOLLOWED

At first step purchasing institute inquires

probably he asks for the quotation. This quotation is prepared and signed by Manger

Institutional Sales which shows all the terms and conditions.

Once the customer is ready to purchase he send in a p

of specifications he requires.

On receipt of pay order motorcycles are booked for that institution and delivery is made

within stated time or two weeks.

Personal Inquiry

Delivery

INSTITUTIONAL SALES PROCESS

SOPs & RATIONAL FOLLOWED IN INSTITUTIONAL

SALES

At first step purchasing institute inquires about the prices and


which shows all the terms and conditions.

Once the customer is ready to purchase he send in a pay order along with

of specifications he requires.


within stated time or two weeks.

Quotation

Pay OrderBooking

Page 67 of 83

INSTITUTIONAL SALES PROCESS

STITUTIONAL

and product and most


order along with a document


Purchase Order

Pay Order

Mr. Hassan Cheema

Regional Manager Parts

Responsibilities:

Meeting the demand of the spare parts in the market and to make new dealers by

exploring new markets.

Functions of Spare Parts Department:

Sales department works with dealers who are at the same time working as the

distributor and the retailer also.

Dealers from respective areas send their orders in quantity that contain delivery period

with advance payment with marketing department.

Payment is sent to accounts department or dealer’s respective accounts. When

payment becomes clear then demand is sent

delivery to dealers.

If dealer has sent some extra amount then it is separately shown as a pending payment

in his account. This is adjusted after next delivery.

Spare Parts Sources:

AHL gets these spare parts from three

1. In House

2. Vendors

3. Import

Vendors occupy the market because there are thousands of different vendors providing

industry with required components. Vendors lead the market share with a big lead.

6. SPARE PARTS

Regional Manager Parts

the demand of the spare parts in the market and to make new dealers by

Functions of Spare Parts Department:


distributor and the retailer also.


with advance payment with marketing department.


payment becomes clear then demand is sent to marketing department to ensure


in his account. This is adjusted after next delivery.

AHL gets these spare parts from three sources:



Page 68 of 83

the demand of the spare parts in the market and to make new dealers by




to marketing department to ensure




6.1 SOPs & RATIONAL FOLLOWED

5s DEALERS:

AHL’s dealers deal in five categories:

In the past Honda allowed the dealership even for 1s but now they want to strengthen

their dealership network so they now only form 5s dealerships as:

1s Sales

2s Service

3s Spare parts

4s Special sales (installments or leasing)

5s Exchange facility

These 5s dealers deal in all the above categories and the reason for that is customer

can get all the facilities regarding Honda motorcycles under one roof.

a. HUMS STRATEGY

5s – Exchange Facility:

It is relatively a new concept in automobile industry it works under a concept known as

HUMS Dealers.

Developing “HUMS” Dealers (Honda Used Motorcycles Sales):

SOPs & RATIONAL FOLLOWED IN SPARE PARTS

AHL’s dealers deal in five categories:


their dealership network so they now only form 5s dealerships as:

Special sales (installments or leasing)



HUMS STRATEGY

ility:



Page 69 of 83

IN SPARE PARTS






CONCEPT

A lot of customers want to purchase new motorcycle, in exchange of old

Motorcycle and they want to pay balance payment in terms of Cash or Installments.

These kinds of customers mostly go to used motorcycle market for exchange purpose.

We want to create ‘Best 2nd hand Sellers’ as our representatives of 5

2nd hand market, who bring these

motorcycle on mutual understanding.

The HUMS will get the commission from the 5

Customers and further get the profit after selling of old motorcycle.

BENEFITS TO AHL

Phase-I

At present, the contribution of exchange in sales is 4%, and by introducing HUMS, it will

raise to 6%. We are linking 20 HUMS with 5

Phase-II

We will increase HUMS in further 10 towns in

300 to 325 Sales Dealers

36 to 50 SSP

145 to 155 Warranty Dealers




We want to create ‘Best 2nd hand Sellers’ as our representatives of 5

hand market, who bring these kinds of Customers to 5-s Dealers and provide new

motorcycle on mutual understanding.

The HUMS will get the commission from the 5-s Dealers and also from

Customers and further get the profit after selling of old motorcycle.


raise to 6%. We are linking 20 HUMS with 5-s Dealers in 15 cities during 2008

We will increase HUMS in further 10 towns in 2009-10

145 to 155 Warranty Dealers

Page 70 of 83




We want to create ‘Best 2nd hand Sellers’ as our representatives of 5-s Dealers in the

s Dealers and provide new

s Dealers and also from


s Dealers in 15 cities during 2008-09

b. CRITERIA FOR DEALER MAKING

The criterion is very clear and that is the expa

we have to find the answers to these questions:

WHY, WHERE, WHEN, WHO

WHY?

There can be countless reason ns to this Why but at most of the time it’s about

capturing the market. Success comes when we keep a track of our competitor so any

move from competitor can also bring an answer to this Why.

WHERE?

This will include some research work because we have to inspect and analyze the data

of potential markets we are intended to intrude.

A survey of market potential, competitor analysis and the need of customer will help us

in a big way.

It will also include the location of our dealership as demographics plays an important

part in sales activities.

WHEN?

There is always a specific perfect time of doing something or most commonly we say

there is a right time for right thing. This aspect spreads from our social live

business activities. In the case of dealership our dealer is most concerned about it but

at the end of day we are worried since the dealer carries our name

WHO?

Now the dealer comes into the equation, we have to find what kind of potential deale

should have to be our part.

His past experience business wise?

What is his personality attributes?

What is his background?

What is his potential in the market?

CRITERIA FOR DEALER MAKING

The criterion is very clear and that is the expansion of business so before any

we have to find the answers to these questions:

WHERE, WHEN, WHO



move from competitor can also bring an answer to this Why.

will include some research work because we have to inspect and analyze the data

of potential markets we are intended to intrude.


location of our dealership as demographics plays an important


there is a right time for right thing. This aspect spreads from our social live


at the end of day we are worried since the dealer carries our name.

Now the dealer comes into the equation, we have to find what kind of potential deale

His past experience business wise?

What is his personality attributes?

What is his potential in the market?

Page 71 of 83

nsion of business so before anything else



will include some research work because we have to inspect and analyze the data


location of our dealership as demographics plays an important


there is a right time for right thing. This aspect spreads from our social lives to the


Now the dealer comes into the equation, we have to find what kind of potential dealer

Dealer Facilities:

AHL is always ready to facilitate its Dealers to expand their business

they have launched a new facility for its dealers in co

Bank will provide them the facilities like:

1. Account

2. Limit to Loan

3. Purpose of Loan

4. Security

5. Mark Up Rate

6. Payment

7. Basis Qualification

AHL is always ready to facilitate its Dealers to expand their business

they have launched a new facility for its dealers in co-operation with Allied Bank Limited.

Bank will provide them the facilities like:

Running Finance

Mark up will be charged on the money used

1 million to 50 million

Amount can be 30% of last year’s sale

To buy the motorcycles or stock from AHL

a. Stock through hypothecation

b. Mortgage

c. Personal Guarantee

14%

Payment on quarterly basis

a. Dealing relationship with company should be more

than 5 years

b. No bank default history

c. Value of Mortgage Property should be 25% more

than the loan amount

d. Firm or Company’s Accounts

Page 72 of 83

AHL is always ready to facilitate its Dealers to expand their business for this purpose

operation with Allied Bank Limited.

Mark up will be charged on the money used

Amount can be 30% of last year’s sale

To buy the motorcycles or stock from AHL

Dealing relationship with company should be more

Value of Mortgage Property should be 25% more

Regional Manager

Lahore

4 Territory Inch.

7.1

7.2

A proactive approach to enhance customer satisfaction and add value to AHL brand

How will the centre work

• Will supplement and coordinate the present departments and systems rather

than replace them

• The centre will be as effective as the support it

• Will depend on the data base of customers generated by dealership and sales

team

�ational manager Service

Regional Manager Rawalpindi

Regional Manager

Multan

4 Territory Inch. 4 Territory Inch..

7. SERVICES

7.1 SERVICES HIERARCHY

CUSTOMER CARE CENTRE


How will the centre work?

Will supplement and coordinate the present departments and systems rather

The centre will be as effective as the support it gets from the allied departments

Will depend on the data base of customers generated by dealership and sales

Page 73 of 83

Regional Manager

Karachi.

4 Territory Inch.


Will supplement and coordinate the present departments and systems rather

gets from the allied departments

Will depend on the data base of customers generated by dealership and sales

How will the centre achieve its goals?

• To reach each & every new customer

company provide information and solution to his problems

• Introducing services and products

• Adding to the MIS system to improve marketing effort

Why is a proactive approach required?

• To reach out to those who are

customers

• To give customers confidence that AHL cares

• Too nurture loyalty through grievance management

• To improve company

areas.

ow will the centre achieve its goals?

To reach each & every new customer creating a trust between him and the

company provide information and solution to his problems

Introducing services and products

MIS system to improve marketing efforts

hy is a proactive approach required?

To reach out to those who are – or have the potential to be dissatisfied

To give customers confidence that AHL cares

oo nurture loyalty through grievance management

To improve company – customer relationship and to use it to improve sales in all

Page 74 of 83

creating a trust between him and the

r have the potential to be dissatisfied

customer relationship and to use it to improve sales in all

SWOT Analysis:

Strengths:

� Backed by a big and financially strong group Atlas Honda Limited

� Enjoying 55 to 60% market share at present

� Exporting to some countries in Asia

� CD 70 is a symbol of success which is already enjoying a big market

share

� Honda Japan and Atlas Group are working together in a close

connection

Weaknesses:

� Cost cutting is becoming a serious problem in presence of Chinese

Manufacturers

Opportunities:

� Japanese technology is considered a bench mark in relation to quality. So this Japanese quality fame is still attracting customers. At the introduction stage of Chinese Motorcycles customers were interested in low price but with the passage of time they realized the quality difference. That’s why there is so much opportunity for conscious companies like Atlas Honda Limited.

� Only company producing 4 stroke 100 CC bike. CD 100 has good economy as compared to the competitors.

Threats:

� Political instability, Govt. Taxes and Chinese companies are a threat but these are usua

Backed by a big and financially strong group Atlas Honda Limited

Enjoying 55 to 60% market share at present

Exporting to some countries in Asia

CD 70 is a symbol of success which is already enjoying a big market

Honda Japan and Atlas Group are working together in a close

Cost cutting is becoming a serious problem in presence of Chinese

Japanese technology is considered a bench mark in relation to quality. his Japanese quality fame is still attracting customers. At the

introduction stage of Chinese Motorcycles customers were interested in low price but with the passage of time they realized the quality difference. That’s why there is so much opportunity for conscious companies like Atlas Honda Limited. Only company producing 4 stroke 100 CC bike. CD 100 has good economy as compared to the competitors.

Political instability, Govt. Taxes and Chinese companies are a threat but these are usual threats for any business.

Page 76 of 83

Backed by a big and financially strong group Atlas Honda Limited

CD 70 is a symbol of success which is already enjoying a big market

Honda Japan and Atlas Group are working together in a close

Cost cutting is becoming a serious problem in presence of Chinese

Japanese technology is considered a bench mark in relation to quality. his Japanese quality fame is still attracting customers. At the

introduction stage of Chinese Motorcycles customers were interested in low price but with the passage of time they realized the quality difference. That’s why there is so much opportunity for a quality

Only company producing 4 stroke 100 CC bike. CD 100 has good

Political instability, Govt. Taxes and Chinese companies are a threat

RECOMMENDATIONS & CONCLUSION

1. Glasses always appear suspicious with regard to cleanliness.

2. Canteen should be paints in more cheerful colors.

3. Intrusion from outside can be best stopped by electric fences.

4. Too many contractors

5. Personally I fear CNG cylinders in company like ICI they avoid using CNG

cylinders in their vans.

6. Instead of so many vans and routes we can have coasters or other buses. It will

give two benefits: spacious, AC will

7. If we just stick with these vans then we should make them stand under a shed or

its becoming like a “journey to the hell” instead of home.

8. Vans are overcrowded which makes this long journey to home very

uncomfortable.

9. Smoking should not be

be a specific smoking place, room or area for smokers.

10. There should be more variety in the menus means freedom of choice.

11. Safety board and plant map is in the security office while it should be appea

near the main gate so that even the visitors can know the place well.

12. Office computers are a bit problematic and soft wares are not up

13. LCD’s should be there to protect the eyes. People spend most of the time on

their computers so it is necessary

lessen the stress.

14. Conservation of energy is near to nil, when it comes to turning off monitors,

everybody can use monitor auto power off option for that.

15. Stationary should be given to each shop or department

some emergency requirements. There should be a chart of expected demand of

each department.


Glasses always appear suspicious with regard to cleanliness.

Canteen should be paints in more cheerful colors.

Intrusion from outside can be best stopped by electric fences.

Too many contractors are like too many cooks spoil the broth.

Personally I fear CNG cylinders in company like ICI they avoid using CNG

cylinders in their vans.

Instead of so many vans and routes we can have coasters or other buses. It will

give two benefits: spacious, AC will not be required.

If we just stick with these vans then we should make them stand under a shed or

its becoming like a “journey to the hell” instead of home.

Vans are overcrowded which makes this long journey to home very

Smoking should not be allowed in canteen area or other premises. There should

be a specific smoking place, room or area for smokers.

There should be more variety in the menus means freedom of choice.

Safety board and plant map is in the security office while it should be appea


Office computers are a bit problematic and soft wares are not up

LCD’s should be there to protect the eyes. People spend most of the time on

their computers so it is necessary to protect their eyes that will also help to

Conservation of energy is near to nil, when it comes to turning off monitors,

everybody can use monitor auto power off option for that.

Stationary should be given to each shop or department once in the month till


Page 77 of 83


Glasses always appear suspicious with regard to cleanliness.

Intrusion from outside can be best stopped by electric fences.

are like too many cooks spoil the broth.

Personally I fear CNG cylinders in company like ICI they avoid using CNG

Instead of so many vans and routes we can have coasters or other buses. It will

If we just stick with these vans then we should make them stand under a shed or

Vans are overcrowded which makes this long journey to home very

allowed in canteen area or other premises. There should

There should be more variety in the menus means freedom of choice.

Safety board and plant map is in the security office while it should be appearing


Office computers are a bit problematic and soft wares are not up date.

LCD’s should be there to protect the eyes. People spend most of the time on

to protect their eyes that will also help to

Conservation of energy is near to nil, when it comes to turning off monitors,

once in the month till


16. On Friday there is a break from 1:00 pm to 2:00 pm for lunch and to offer the

prayer. Time is sufficient but in such a large group like Atl

a mosque inside the factory

17. We should ensure different suitable types of Recruitment i.e. Col

Recruitment

18. For this purpose need to

Authorities i.e. directors. Head of

Cards, Letters, Phone calls, Visits etc

19. Have Seminars in different universities

20. Offer visits to different universities

21. Offer internships to different universities

22. Ensure our participation in different Exhibitions and Functions encompasses

industrial sector in different universities and Associations.

23. Job Advertisement on Website

24. For this purpose need to up

our website to Convey career path and growth at EDMF to our Applicants

25. Inform current opportunities for job, internships, apprenticeships etc

26. For online Resume submission time to time to have excellent application pool

not only at the time of Job postin

27. Give detail for every advertisement of job opportunities along with detail about

job description and career path, status of advertised job opportunities along with

compensation packages to manifest potential candidates because this all

not possible through newspaper advertisement and we have competitive edge of

offering excellent compensation package to Mgt. Trainees so we should get

benefit of this strength.

28. Applicant's ratio should be of (4:1) in short listing. Test, 1

final interview to have purely potential candidate by following successful

Recruitment Pyramid

29. Need to improve our newspaper advertisement format and style.

On Friday there is a break from 1:00 pm to 2:00 pm for lunch and to offer the

prayer. Time is sufficient but in such a large group like Atlas Group, there will be

a mosque inside the factory.

We should ensure different suitable types of Recruitment i.e. Col

For this purpose need to develop Liaison with Intellectuals and Higher

Authorities i.e. directors. Head of departments etc through Exchange of E

Cards, Letters, Phone calls, Visits etc

Have Seminars in different universities

Offer visits to different universities

Offer internships to different universities

Ensure our participation in different Exhibitions and Functions encompasses

industrial sector in different universities and Associations.

Job Advertisement on Website

For this purpose need to upgrade our website with an addition of career tag on

ur website to Convey career path and growth at EDMF to our Applicants

Inform current opportunities for job, internships, apprenticeships etc

For online Resume submission time to time to have excellent application pool

not only at the time of Job posting even before it.

Give detail for every advertisement of job opportunities along with detail about


compensation packages to manifest potential candidates because this all



benefit of this strength.

Applicant's ratio should be of (4:1) in short listing. Test, 1st in


Recruitment Pyramid

Need to improve our newspaper advertisement format and style.

Page 78 of 83


as Group, there will be

We should ensure different suitable types of Recruitment i.e. College

evelop Liaison with Intellectuals and Higher

departments etc through Exchange of E-Mails,

Ensure our participation in different Exhibitions and Functions encompasses

grade our website with an addition of career tag on

ur website to Convey career path and growth at EDMF to our Applicants

Inform current opportunities for job, internships, apprenticeships etc

For online Resume submission time to time to have excellent application pool

Give detail for every advertisement of job opportunities along with detail about


compensation packages to manifest potential candidates because this all detail is



interview and (3:1) in


Need to improve our newspaper advertisement format and style.

30. A 15 minutes pre-

time.

31. Define the behavioral characteristics of the person you feel is your ideal

candidate. Finally, list your five

will use to screen out your Applicants initially because some time in 1

we find applicant is good but we are bound to reject them on the basis of

limit, Expected salary

32. Some time even in final interview no candidate is selected.

33. There is need to have well defined standard of Written Test and n

very sincere and pure attentions and contribution of relevant department

managers to develop an excellent test which later on evaluated by Manager HR

as per test standards then recommended to proceed or modify it.

34. Induction plan/Orientation

below.

35. There is need of separate place or Room along with equipments, which is

purely reserved for newly hired applicant's Selection, Orientation procedure and

preexisting employees training

36. There should be complete pre

and contents supposed to be highlighted and discussed by every department.

37. HR department require to develop Orientation program and specific course

contents for every department along with

department managers, discussed and highlighted during orientation training and

upgraded with the passage of time as for as changes takes place. And should be

handover to every department and its one copy will remain to HR de

orientation program file

38. Every department Manager or Asst. Manager will deliver lecture in training room

by keeping in regard course contents given to their department and then followed

by their department visit to ensure complete practical e

department role and practices.

screening phone call can save hours of our organization'

efine the behavioral characteristics of the person you feel is your ideal

candidate. Finally, list your five - ten key responsibilities and characteristics you

will use to screen out your Applicants initially because some time in 1

e find applicant is good but we are bound to reject them on the basis of

Expected salary, Cultural misfittiness etc

ome time even in final interview no candidate is selected.

There is need to have well defined standard of Written Test and n




Induction plan/Orientation process demands a lot of improvement as suggested

There is need of separate place or Room along with equipments, which is


existing employees training

ld be complete pre-defined program along with orientation module


HR department require to develop Orientation program and specific course

contents for every department along with co-ordination of every relevant



handover to every department and its one copy will remain to HR de

orientation program file

Every department Manager or Asst. Manager will deliver lecture in training room


by their department visit to ensure complete practical exposure about their

department role and practices.

Page 79 of 83

ours of our organization's

efine the behavioral characteristics of the person you feel is your ideal

ten key responsibilities and characteristics you

will use to screen out your Applicants initially because some time in 1st interview

e find applicant is good but we are bound to reject them on the basis of Age

There is need to have well defined standard of Written Test and need to have




process demands a lot of improvement as suggested

There is need of separate place or Room along with equipments, which is


defined program along with orientation module


HR department require to develop Orientation program and specific course

ordination of every relevant



handover to every department and its one copy will remain to HR department in

Every department Manager or Asst. Manager will deliver lecture in training room


xposure about their

39. Every department's representative will give assignments to new hires followed

by lectures and visits of that department and in response they will make sure

submission of assignments next day which depict

40. There should be very accurate time division of orientation process as per

requirement of every department.

41. First two days of orientation should be based on lectures only given by T

Manager and MHR

aspects. Organizational strategic vision, mission, policies and procedures,

workplace environment. Employee compensation, motivation, career path,

promotional policies, and behavioral aspects. Etc

42. Rest of the days should be divided as per requirement of departments.

43. Head of every department makes sure exact implementation of orientation

program concerning their department by taking feedback in the form of report.

44. New hires are supposed to give a

process arrange and co ordinate by HR department to know about their

understanding and their abilities, performance for any future objectives.

45. According to us our job description is very clear but our all empl

doing work purely within their job description, JD is not enough for any employee

to keep them motivated. Because Job description provide an opportunity to

clearly communicate direction and where the employees fits inside of the big

picture Job description

Whether you are recruiting new employees or posting job for internal applicants,

job description tells the candidate exactly that what you want your selected

person Well-written job de

with the person hired, understand the boundaries of person's responsibilities.

46. Job description becomes dated as soon as you write them in a fast

changing customer-driven work environment.

47. Poorly written job description can work as evidence of wrongdoing or wrong

telling.

48. For effectiveness you must regularly look and use job description as part of your

day-to-day work.

Every department's representative will give assignments to new hires followed


submission of assignments next day which depicts their understanding after visits.

There should be very accurate time division of orientation process as per

requirement of every department.

First two days of orientation should be based on lectures only given by T

Manager and MHR based on detail introduction and history of AHL, cultural



promotional policies, and behavioral aspects. Etc

e days should be divided as per requirement of departments.

Head of every department makes sure exact implementation of orientation


New hires are supposed to give a comprehensive exam at the end of orientation



According to us our job description is very clear but our all empl




description set clear statement for what you expect from your people



written job description help organization employees, who must work


Job description becomes dated as soon as you write them in a fast

driven work environment.

orly written job description can work as evidence of wrongdoing or wrong

For effectiveness you must regularly look and use job description as part of your

Page 80 of 83

Every department's representative will give assignments to new hires followed


s their understanding after visits.

There should be very accurate time division of orientation process as per

First two days of orientation should be based on lectures only given by Training

tail introduction and history of AHL, cultural



e days should be divided as per requirement of departments.

Head of every department makes sure exact implementation of orientation


comprehensive exam at the end of orientation



According to us our job description is very clear but our all employees are not




set clear statement for what you expect from your people



scription help organization employees, who must work


Job description becomes dated as soon as you write them in a fast-paced,

orly written job description can work as evidence of wrongdoing or wrong

For effectiveness you must regularly look and use job description as part of your

49. Job description that is unused in a drawer, or worst filed in HR offi

of time, they must be integral in your hiring process.

50. So if we want to say our employee is suppose to be familiar all work of his

department this is fact we enforce him/her to do work beyond his/her job

description so there is solution fo

flexibility so individual "can work outside the box".

51. Make different job description for one employee encompasses all areas of

his/her department but for work he or she can do and let him/her to do work by

following one job description for one time or specific period of time, until unless

he/she becomes proficient in his/her work and then replace his/her job

description with another one you have developed already for him/her, in this way

he/she will be familiar with work of whole department and there will be no burden

of additional work as well which may create de

52. Performance Appraisal programs should be revised by following changing trend

and employee’s behavioral elements etc.

53. There is gap in training of employees especially for worker level of employee,

there is need to ensure behavioral and technical training of workers by following

performance appraisal after every six months.

54. On Friday there is a break from 1:00 pm to 2:00 pm



55. Although AHL gives leadership strategies in the market as 5s but there is need

to improve dealers perception, t

accordingly and adopt some type of motivation tools to boost up his morale and

loyalty level to company. In this situation dealership given criteria must be so

strict to qualify to generate good dealer network whi

or sales pillars

56. As there is not a beaurocratic culture in AHL management is flexible then one

drawback is cross rides one cross his immediate boss and report of upper level

boss which create disturbance so in this management

Job description that is unused in a drawer, or worst filed in HR offi

of time, they must be integral in your hiring process.

So if we want to say our employee is suppose to be familiar all work of his


description so there is solution for that Make certain job description has enough

flexibility so individual "can work outside the box".

Make different job description for one employee encompasses all areas of


ollowing one job description for one time or specific period of time, until unless



ar with work of whole department and there will be no burden

of additional work as well which may create de-motivation for him/her.

Performance Appraisal programs should be revised by following changing trend

and employee’s behavioral elements etc.

re is gap in training of employees especially for worker level of employee,


performance appraisal after every six months.




Although AHL gives leadership strategies in the market as 5s but there is need

to improve dealers perception, towards customer, need is to educate dealer



strict to qualify to generate good dealer network which are the back bone of AHL

As there is not a beaurocratic culture in AHL management is flexible then one


boss which create disturbance so in this management style feedback should be

Page 81 of 83

Job description that is unused in a drawer, or worst filed in HR office, are waste

So if we want to say our employee is suppose to be familiar all work of his


r that Make certain job description has enough

Make different job description for one employee encompasses all areas of


ollowing one job description for one time or specific period of time, until unless



ar with work of whole department and there will be no burden

motivation for him/her.

Performance Appraisal programs should be revised by following changing trend

re is gap in training of employees especially for worker level of employee,


for lunch and to offer the


Although AHL gives leadership strategies in the market as 5s but there is need

owards customer, need is to educate dealer



ch are the back bone of AHL

As there is not a beaurocratic culture in AHL management is flexible then one


style feedback should be

vertical but communication in AHL should be horizontal and one should be

answerable to his superior only

57. In AHL environment use of computer is pre requisite but we must try maximizing

to develop paperless environment with in an

AHL like vendors, or dealers to generate computer generated reports.

58. AHL is a leader in motor bike industry in Pakistan but it should not be proud

enough but to be used on the continuous improvement theory in all its p

59. System, procedure even it should about after period modification to make them

stylish and according to the trends of the market.

60. AHL must create economies of scale in order to develop good quality and

standardized products and to need is to enh

demand

61. On plant there is need to make AHL environment more attractive and

landscaping is to be made to make it dream organization

62. In AHL there should be separate research and development department R and

D for the continuous improvement in all aspects of the business of AHL

63. Employee rotation from one department to th

multiple tasks and to train them for emerging situations

64. Technological upgrading within. Short span of time so that

strategic advantage or competitive edge not only in Pakistan but in Asia

65. Instead of all AHL is performing its best in Pakistan. AHL under pin the

economic system and provide it with the required strength and vigor. AHL has

shown strong commitment and response, great confidence in Pakistan. The

operations of the bank are carried on latest computers network, which has

increased the efficiency of the AHL manifold. On the whole the services pr

by the AHL are fantastic

are happy from the services provided by the AHL and they are satisfied. There is

need for reduction in expenditure for the maximizing of profit. The savings should

be invested in the growth of the AHL. Although AHL is p

invest in other to become the leader in Pakistan economy.


answerable to his superior only

In AHL environment use of computer is pre requisite but we must try maximizing

to develop paperless environment with in an organization and the people link to


AHL is a leader in motor bike industry in Pakistan but it should not be proud

enough but to be used on the continuous improvement theory in all its p

System, procedure even it should about after period modification to make them

stylish and according to the trends of the market.

AHL must create economies of scale in order to develop good quality and

standardized products and to need is to enhance its production level as per

On plant there is need to make AHL environment more attractive and

landscaping is to be made to make it dream organization

In AHL there should be separate research and development department R and

continuous improvement in all aspects of the business of AHL

Employee rotation from one department to the other department for handling

multiple tasks and to train them for emerging situations

Technological upgrading within. Short span of time so that


Instead of all AHL is performing its best in Pakistan. AHL under pin the


commitment and response, great confidence in Pakistan. The


increased the efficiency of the AHL manifold. On the whole the services pr

by the AHL are fantastic, as I have worked in AHL it seems that the customers



be invested in the growth of the AHL. Although AHL is performing well it should

invest in other to become the leader in Pakistan economy.

Page 82 of 83


In AHL environment use of computer is pre requisite but we must try maximizing

organization and the people link to


AHL is a leader in motor bike industry in Pakistan but it should not be proud

enough but to be used on the continuous improvement theory in all its policies

System, procedure even it should about after period modification to make them

AHL must create economies of scale in order to develop good quality and

ance its production level as per

On plant there is need to make AHL environment more attractive and

In AHL there should be separate research and development department R and

continuous improvement in all aspects of the business of AHL

e other department for handling

Technological upgrading within. Short span of time so that plant must to be a


Instead of all AHL is performing its best in Pakistan. AHL under pin the


commitment and response, great confidence in Pakistan. The


increased the efficiency of the AHL manifold. On the whole the services provided

d in AHL it seems that the customers



erforming well it should

PAMA – Pakistan Automotive Manufacturing Association (official website)

Research Paper: US Aid Agency & Ministry of Finance

Hand Book: Human Resource

Printed Material: Broachers & Literature at AHL

REFRENCES

Pakistan Automotive Manufacturing Association (official website)

US Aid Agency & Ministry of Finance

Human Resource Department at AHL

Broachers & Literature at AHL

Page 83 of 83

Pakistan Automotive Manufacturing Association (official website)

Atlas Honda Internship by Salman Awan

Documents

Transcript of Atlas Honda Internship by Salman Awan