Internship Report at FFC

The Islamia University Of Bahawalpur Rahim Yar Khan Campus
Rahim Yar Khan Campus
Internship Report on FFC
Presented By:
Muhammad Irfan
Roll # 31
MBA (Finance)
Morning
Presented To:
Sir Tariq Javed
Department Of Management Sciences

PREFACE
“Practice makes one Perfect “and “Theory without practice is sterile” are
the commonly Known proverbs. If Education is meat for Knowledge,
Training is there to make one Perfect. Taste is checked not told. Training
always helps people to prove what the real Essence of education is. That is
why, internship in our MBA program is set as an Integral part and must for
all the students so that they can check the difference between what is
taught and what is actually practiced in the market.
Different student are giver assignments of internship at different industries

in different Cities. I have been given the assignment of doing internship in
Fauji Fertilizer Company Ltd, Goth Machhi, Sadiq Abad, and Distt.Rahim
Yar Khan. I started Internship out there On SEP 8, 2009 and at the end of
Expiry of FOUR Weeks, I left it on Oct 02, 2009 with attaining almost all
of my goals and Objective.
I have tried my level best to gain whatever was possible in this short span
of internship Period. This report is having all the information about the
Company.

DEDICATION
I dedicate this internship report to my

Beloved Parents and Respected Teachers.

“Learning and change is the second thing that differentiates man
from animal. Learning and change is the law of life. BE open for
new ideas and change”.
By the grace of Almighty God I have been able to convert my
knowledge into practical implementation. For the achievement of
this goal many personalities have helped me out.
First I am highly indebted toFauji fertilizer company limited who
allowed me for internship. I am also very grateful to Mr. M.
Akhlaq Hasan Khan, Mr. Zubair Murtza, Mr. Rehan
Asgar,Mr.Ijaz Mahdi, Mr.M Ashfaq, Mr. M.Naeem Rashid, M.
Saleh, Mr.Atif and all staf members in finance department, who
guided and helped me a lot through out this internship duration.
Without their help my report would have been incomplete.

Executive Summary:
FFC was incorporated in 1978 as a private limited company. This was a joint venture
between Fauji Foundation (a leading charitable trust in Pakistan) and Haldor Topsoe
A/S of Denmark.
The initial authorized capital of the company was 813.9 Million Rupees. The present
share capital of the company stands at Rs. 3.0 Billion. Additionally, FFC has Rs. 1.0
Billion stakes in the subsidiary Fauji Fertilizer Bin Qasim Limited (formerly FFC-
Jordan Fertilizer Company Limited).
FFC commenced commercial production of urea in 1982 with annual capacity of
570,000 metric tons.
Finance Department Goth Machhi has three main sections which are General
Accounting Material Accounting and Cost and Reporting. The most important section
is cost and reporting section which deals with the budget of the company. Its main
responsibility is to prepare yearly budget. Capex proposals are prepared by each
department and they submit their proposals to Cost and reporting department which
then prepares the yearly budget. The material accounting section deals with the record
of fixed assets and inventory status. It also calculates depreciation monthly of fixed
assets. General accounting is further divided into employees’ payments book keeping
tax suppliers and contractors payments and payroll .Employees payments include
reimbursement of medical bills CAT and company maintained car maintenance
charges.

INTRODUCTION OF FFC
NATURE OF THE BUSINES
The company is a public company incorporated in Pakistan under the Companies Act,
1913, (now the Companies Ordinance, 1984 and its shares are quoted on the stock
exchanges in Pakistan. The principal activity of the company is manufacturing,
purchasing and marketing of fertilizer, including investment in other fertilizer
manufacturing operations.
History
With a vision to acquire self - sufficiency in fertilizer production in the country, FFC
was incorporated in 1978 as a private limited company. This was a joint venture
between Fauji Foundation (a leading charitable trust in Pakistan) and Haldor Topsoe
A/S of Denmark. The initial authorized capital of the company was 813.9 Million
Rupees. The present share capital of the company stands at Rs. 3.0 Billion.
Additionally, FFC has Rs. 1.0 Billion stakes in the subsidiary Fauji Fertilizer Bin
Qasim Limited (formerly FFC-Jordan Fertilizer Company Limited).
The Company was listed on Karachi and Lahore Stock Exchanges in 1991 and on
Islamabad Stock Exchange in 1992. Company employees were also allotted shares for
motivation and promoting a sense of participation. Based on related criteria of Karachi
Stock Exchange, primarily quantum of dividend payout, FFC has been placed in the list
of top 25 companies of Pakistan consecutively for seven years since 1994, topping the
list in 1997.

FFC has many landmarks to its credit. Since commencement of its commercial
production in mid June 1982 till December 2000, the Company has sold 22.89 million
tons of fertilizers. This includes 17.79 million tons of Sona urea and 0.52 million tons
Sona DAP in the domestic market and 0.39 million tons urea exports to China, Iran,
Philippines, India, Bangladesh, Sri Lanka, Thailand and Tanzania. The remaining 4.19
million tons include imported fertilizers i.e. urea, DAP, NP, etc. Presently, it is
marketing over 2 million tons of fertilizers annually and holds 44% share of the urea
market. It has saved the country around US $ 3 billion through import substitution and
contributed almost Rs. 30 billion to the Government by way of taxes, levies, custom
duties, excise duty/ surcharge on gas purchases besides providing employment to
hundreds of individuals.
FFC together with Fauji Foundation from Pakistan and Jordan Phosphate Mines
Company from Jordan sponsored the establishment of a urea/ DAP complex at Port
Qasim, Karachi. FFC-Jordan Fertilizer Company Limited (FJFC) was incorporated in
November 1993 as a public limited company. FFC's shareholding is 30% of the paid up
capital of FJFC. Under an agreement FFC is marketing the entire production of FJFC
under its own brand name Sona.
FFC has progressed well from its inception till to-date. Three projects in a span of less
than 20 years have been set up each incurring over US$ 300 million is a performance
record unparalleled in the country. Building on its foundations the Company is
confident to take on new challenges. FFC's vision for the 21st century is diversification
and establishing projects beyond the territorial limits of the country in collaboration
with world famous international industrial holdings.
The manufacturing facilities, located in Goth Machhi near Sadiqabad in Rahimyar
Khan consist of two ammonia/ urea plants with a designed production capacity of 1.33
million tons of urea based on natural gas from Mari Gas Fields.

Machi Goth is a village in Sadiqabad, Pakistan.
It is a sparsely populated area. Fauji Fertilizer Company (FFC) is located near the
village which derives its name from Machi ("fisherman") & Goth (village). There are
no fishermen living in this village. Machi is the name of the tribe settled in the area.
FFC is operating two plants (named as Plant-1 & Plant-2) located at Goth Machi & one
plant located at Mirpur Mathelo, approximately an hour drive from machi goth. Plant-
1 was comissioned in 1981 with the name plate capacity of 1785MeT Urea/ Day.
While plant-2 was comissioned in 1993 with a name plate capacity of 1925MeT/ day.
So, far both of the plants are working extremely well over the years, the plants have
demonstrated operational excellence which serves as a reference for the related process
technology engineering concerns. Delegations from China, Middle East and Far East
have visited the Plant site to acquire knowledge for their investment decisions.
Product quality is accorded high priority and ISO-9002 certification confirms the
excellent operational and maintenance skills of the employees and their level of
performance.
Great emphasis is placed on safe operations. Many awards of honor from National
Safety Council, U.S.A. reflect strict compliance of plant safety standards.
FFC commenced marketing operations in April 1979 with a pre-production
programmed called the Seeding Programmed. With the commencement of commercial
production in June 1982, FFC launched its product under the brand name "SONA".
Since inception, a growth oriented marketing strategy has been adopted keeping in view
future expansions. FFC operates in all the four provinces of the country and Azad
Kashmir. The marketing area has been divided into 3 sales zones, 11 sales regions and
61 sales districts with a network of over 3,000 well trained dealers. This network is
spread over 1400 locations. Due to seasonality of fertilizer consumption, the Company
has established a network of 120 field warehouses to meet its storage requirements.
Company's sales activities are well supported by planning, distribution and
warehousing, advertising and sales promotion, finance, administrative and farm
agronomic services.

From the very beginning FFC was able to meet the challenges. It was able to market its
entire production and capture the desired market share. Sona urea was accepted by the
farming community and Sona brand was established as a premium brand. With the
start-up of its plant, the country became not only self sufficient but also surplus in urea.
FFC exported urea to many countries from 1983-86. However, when local demand
again exceeded production in 1986 the country again started importing urea. FFC once
again came forward and put-up another urea manufacturing facility at Goth Machhi to
meet the growing demand. The new plant commenced commercial production in March
1993.
The Government of Pakistan deregulated the trade and prices of phosphatic fertilizers
in Aug 1993. Subsequent to this decision FFC started self imports of these fertilizers
and as a result timely imports were arranged. Farmers were provided quality product in
bags with guaranteed correct weight. This brought a very positive qualitative change in
the phosphatic fertilizer business.
FFC believes in selling a programme rather than just products. To this end, the
Company has adopted a customer oriented strategy by marketing quality products
backed by efficient and effective support services with emphasis on developing the
market through practical and innovative farmer education. Farmer Advisory Service
with well qualified agronomists was established by the Company in 1981, a year before
the commencement of commercial production. This free of cost and on the spot service
to the farmers is provided in the form of crop demonstrations, field days, farmer
meetings, group discussions, farm visits and distribution of technical literature in Urdu/
Sindhi on important crops. The farmers are also provided highly subsidized soil/ water
testing facilities through three laboratories equipped with the state of art equipment and
computerized recommendation systems. The Company pursues an innovative education
oriented advertising policy utilizing electronic/ print media and roadside advertising.
Radio commercials are developed in regional languages.

FFC has conducted four international seminars on core agricultural issues. Through
these seminars which were attended by various local and foreign luminaries, special
recommendations were developed to address the issues and enhance agri. production.
Fauji Fertilizer Company Ltd. remains committed to continue to play its role in the
development of agriculture in Pakistan by not only supplying high quality fertilizers but
also technical services to the farmers in the years to come for improving agricultural
productivity and increasing their income.

Vision Statement
FFC is focused on harmonizing its capabilities and maximizing
its potential. FFC's vision for the future envisages
diversification and undertaking ventures at home and abroad
in collaboration with leading international partners.

Mission Statement
FFC's mission is to sustain its role as the leader in

industrial and agricultural advancement of
Pakistan by setting and achieving new and higher
goals, and taking initiatives. The Company is
committed to ensuring safe and conducive work
environment, providing high quality products and
allied services to its customers and profitable
returns to its shareholders.

Objectives of the company
The broad objectives of the company are,
• To sustain its role as market leader in urea production and marketing.

• To deliver exclusive values and services to the shareholders and customers
through its strategies
• To place great value on social responsibilities and welfare
• To develop a culture based on principles of honesty, integrity, faireness and
respect.
• To create the agricultural awareness in farmers through media and training.
• To provide farmers technical services through technical services department
free of cost.
• To hire and retain satisfied workforce
• To play a vital role in agricultural development of the country
• To provide the quality products
• To set high standards for production and sale and achieve these objectives
• To be environment-friendly organization
• To promote education in the farmers community by awarding merit
scholarships.
• To help upgrade the capability of fertilizer research, extension and marketing
personnel in the transfer of fertilizer technology.
• To provide a neutral common platform to resolve contentious issues in fertilizer
sector.

ISO-9002 certification
Another major landmark for Fauji Fertilizer Company is ISO-9002 certification for its
manufacturing division 1st Goth Machhi. Quality in all areas has been a hallmark of the
Company right from the beginning and our product “SONA UREA” has already
established its rightful place in the market.
Therefore to bring their system in line with internationally recognized quality
standards, they decided to go for ISO-9002 certification. To achieve a total quality
management system, FFC surpassed the requirement of ISO-9002 standards by
including all support services like Admission, personnel, Finance Hospital, Schools and
Management Club etc. also in the certification scope. They selected Bureau of Veritas
quality international (BVQI), England, a leading certification agency as our registrar.
BVQI is honored by various accreditation authorities of the world. Quality management
system of FFC got ISO certified in its first attempt during November 1997 with the
honor of being the 1st Fertilizer Plant in Pakistan. Since then they have not looked back.
They have passed all surveillance audits with commendable remarks from their
registrar.
Since 21 February,2001 Quality Management system of FFC now stands recertified

(ISO 9002) by BVQI after successful completion of initial certification period of 3
years.

The Central Board of Directors
• Lt. Gen. Syed Arif Hassan (chairman)

• Dr. Haldor Topsoe
• Mr. Qaisar Javed
• Mr. Tariq Iqbal Khan
• Mr. Khawar Saeed
• Dr. Nadeem Inayat
• Mr. Istaqbal Mehndi
• Brig. Arif Rasul Qureshi SI(M) Retired
• M a j o r G e n . M o h h a m ad T a h i r H I ( M) R e t i r e d
• B r i g . R a h a t K h a n S I ( M ) R et i r e d
• Mr. kamal Afsar
• Mr. Tariq Bajwa

MANAGEMENT
CHIEF EXECUTIVE AND MANAGING DIRECTOR

• Lt. Gen. Malik Arif Hayat HI(M) (Retired)
GENERAL MANAGERS
General Manager Technology & Operations
• Mr Syed Iqtidar Saeed
General Manager Finance (Operations)

• Mr. Shahid Hussain
General Manager Marketing
• Mr. Asa Sultan Chaudhry
General Manager (M&O) (Goth Machhi)

• Mr. Tahir Javed
General Manager Plant (Mirpur Mathelo)
• Mr.Naeem –ur-Rehman
COMPANY SECRETARY
• Brig. Khalid Kibriya (Retired)
Plant Description:
Plant location : Goth Machhi Sadikabad

Product: Sona Urea Fertilizer
Plant- I

Commencement of Commercial production: June 14. 1982.
Project cost: Rupees 3300 Million
Production capacity:
Ammonia-1 : 1220 Tones per Day
Urea-1: 2105 Tones per Day
Plant-II
Commencement of Commercial production: March 21,1993
Project cost: Rupees 7215 Million
Production capacity:
Ammonia-II: 1100 Tones per Day
Urea-II: 1925 Tones per Day
AMMONIA PLANT DESIGNED BY

Holder Topse A/S Denmark
Urea Plant Designed By

Snamprogetti SPA, Italy
Urea Product Quality:
Nitrogen: 46.0 %( maximum)

Moisture: 0.3 %( maximum)
Biuret: 0.9 %( maximum)
Raw Material:
 Natural Gas
 Air
Intermediate Products:
 Ammonia
 Carbon Dioxide
Plant Sites

The year witnessed exceptional performance at every level . plant operating
efficiencies surprised all previous records with large margins. Cost effective and
professional solution are adopted to address any major potential reliability threats.
Plants reliability improvements projects remained of prime importance and significant
progress has been achieved by addressing major unreliable areas and chronic problems.
System implementation through enforcement of FFC,s operational, maintenance, plant
monitoring, housekeeping and safety practices remained in the lime –light and
deficiencies were overcome utilizing the gap analysis approach.
The continued with selective investments necessary to sustain profitability , improve
operations and maintain its position at the leading fertilizer manufacturer in the
country.
Plants Goth Machhi
Operational performance of the plants 1&2 Goth Machhi was excellent during the year
with a total “SONA” urea production of 1458 thousand tonnes. Plant 1 created a new
record of daily urea production this year.
Annual maintenance turnarounds of both plants were carried out in the first quarter of
2004 and were executed safely and successfully within the stipulated time.
Comprehensive inspection and major overhauls of equipment and machines were
carried out in house . various modification jobs were also executed to improve
operational efficiencies. With on going efforts to improve plant reliability and
performance, maintenance turnarounds are now schedule on bi-annual basis.
The continious decline in natural gas supply pressure from Mari gas field poses a new
challenge with a direct impact on production . general water shortage in the country
with frequent canal closures and declining water fliw in the rivers in the past few years
has also put more strain on our water supply wells. Dedicated booster compressor have
been planned to be commissioned in the first quarter of 2005 to boost gas supply
pressure and further expansion of raw water resources and its optimization is currently
under way to meet water requirements.In our endeavour of self reliance in areas of

critical maintenance activities, refurbishment of old bimetallic stripped of plant 3 was
successfully completed in the fabrication shop which made this expensive equipment
operational again at plant 1. detailed engineering of energy revamp project of plant 1
Ammonia unit is under process and commissioning is expected in 2006. this
implantation would result in an energy saving of 0.3 Gcal/ Met ammonia. Utilization of
the safe natural gas would also result in 18 thousand tonnes of additional urea
production.
]evaluation of existing BFW heat exchanger E-211 was carried out for vibration and
leakage estimation. The exchanger has completed its useful life and order has been
placed for a new exchanger with modified design.
Plant Mirpur Mathelo
Taping the potential of our recently acquired plant Mirpur Mathelo has resulted in a
noteworthy efficiency of 125% of name plate capacity with annual production 716
thousand tonnes, 14% in excess of last year output.
We are pleased to report that the company was able to achieve the required “SONA
urea” quality level for”FFC urea” produced by the plant 3, which was formally declared
As “SONA urea” on March 2004. we are confident that benefits will continue to
acquire to the company by providing value added quality products to our customers.
To fulfil our commitment with the GOP for enhanced urea production, annual
maintenance turn around of the plant was deffered to 2006 after careful technical
review of efficiency maintained during tge period of meet the increase in demand.
To meet its commitment to the Govt . FFC has also planned de- bottlenecking of its
plant three for increasing nameplate production capacity to 725 thousand tonnes
annually in a normal year.
Almost all the piping isometrics of Urea Hydrdolyzer projects have been approved and
most of the piping / equipment erection work has been completed. The project is ready

for commissioning after turnaround 2006 and will help reduce NH3 contents of effluent
water and provide additional urea production of 17 MTPD. Cooling tower packing
replacement for another two cells shall be completed before the onset of next summer
season and is expected to yield a saving of Rs. 12.50 million per annum through
improved energy efficiency.
Information technology culture was successfully inculcated at the plant in order to
reduce and simplify routine workload and to keep pace with modern technology. the
marks are modern fiber optic network , new inventory management system and
computer training of all employees.
Managerial Policies:
AUDIT PRACTICES
A number of excellent manuals are available for the professional auditor or the member
of a director’s examining committee who wishes to familiarize himself with specific
audit techniques. Good auditing can be said to consist of substantial verification of the
accuracy and completeness of a FFC records and of the safety and efficiency of its
operations. In FFC most direct form of auditing is simple rechecking have a second
person redo what someone else has already done. In addition to this, some direct spot-
checking has an important place in the audit program even where controls are well
developed.

POLICIES FOR ATTRACTING DEPOSITS
Although management and directors of FFC do have absolute control over the level of
their deposits, they can never the less influence the amount the FFC hold. Because
deposits are so important to the profitable operation of FFC, the FFC tends to compete
aggressively for them.
Among the factors determining the level of deposits in a FFC are some that the FFC
usually cannot affect significantly, some of the leading are monetary and fiscal policy
and the level of general economic activity.
POLICIES REGARDING EMPLOYEES
Some of the policies adopted by the FFC regarding employees and personnel are
as:
RECRUITMENT
The standards set by FFC when it first selects its employee largely determine the
caliber of the staff in the future. The FFC urges the recruitment of several young
MBA’s at competitive salaries.
There is a known need for officer replacements in five or 10 years, it behooves
management to look for prospective employees who are believed at the outset to have
officer potential because of their education, aptitude, interest or previous experience for
clerical personnel, the FFC maintains close relationships with guidance directors of
local high schools and colleges it also encourages employees to bring in their friends
and it see to it that students have opportunities to visit the FFC and head about some of
the advantages of working there.

The FFC allows summer employment programs to allow college students to see the
challenges of fertilizer careers and are always alert for able and interested people
employed at other companies or in other fields.
TRAINING
The newly hired employee generally starts as a clean state on which nothing has yet
been written. The employee’s attitude towards the FFC and job are shaped by the first
few weeks of experience. In the process of learning the first few simple tasks the
employee grasps the relationship between what he is doing and the work of the
department or the FFC as a whole.
New employees have a fundamental need for a broad idea of their job- in short for
orientation.
As we can say, good training is an art if not a science and should be entrusted only to
those within an organization who have an aptitude for it or who have received special
training in the instruction of others. Thus FFC emphasizes both cases i.e. to challenge
the employees so that they will continue to be interested in FFC and will realize the
need for continued training as their responsibilities become greater.
SALARY (PAY SCALES)

The principal criteria for a well considered salary policy are, first, the relationship of
the FFC salary scale to salaries paid for comparable jobs in the community and the
industry and, second, the relationship of the salary paid to one person to that paid to
others for jobs of comparable difficulty within the FFC.
The salary administration of FFC is reasonable as at many factors contribute towards

the working conditions job security, prestige and opportunity for advancement all enter
into the competitive package.

FFC provides fringe benefits to or better than those offered in other industries pension
plans, hospitalization, and group life insurance are the rules prevailing in the FFC. A
more effective incentive is a well designed profit sharing plan with benefits that vary
from year to year in direct proportion to the financial success of the FFC operations.
COMMUNICATION
A good deal of verbal interchange takes place in FFC each day. It is a two way street.
The competent officers discuss rather than directs, listens as well as interacts. The FFC
makes the communication channel more effective by staff meeting eventually it is an
extent ion of the conversational or discussion technique but embraces a larger segment
of the organization. Such meetings are regular features of efficiently operated FFC and
take a wide variety of forms, ranging from daily or weekly officers meetings to annual
weekend conferences.
The major portion of communication necessary for the day to day operations of a FFC
consists of simple person to person conversation more complex ideas, however, gain
clarity if they are put in writing. Thus the FFC is talented in the ability to write clearly
which is an invaluable management talent that needs constant practice and
development.
EDUCATION:
FFC focuses on the higher quality of education. The officers employed in the FFC are
mostly graduated from either foreign universities or some of the leading universities in
the country.
MOTIVATION LEVEL
Job design for motivation is another personnel approach that has been increasingly
emphasized in recent years. Job contents, methods and relationships are structured not
only to satisfy technological and organizational requirements but also to accommodate

human needs for meaningful and self-fulfilling work. Jobs are being designed to fit the
people who hold them in the hope that greater employee motivation (which is essential
to higher productivity) will result.
Sensitivity training and / or organizational development programs have been used to aid
in the broad development of Top executive talent and teamwork.
RETIREMENT
The FFC does not emphasis on having regular employees. Mostly the employees are
hired on contractual basis, making them feel insecure about their jobs. Therefore most
of the time the employees are interested in finding secure and more appropriate job.
GROWTH OPPORTUNITIES
FFC provides growth opportunities to its employees and officers, as it deals with many
leading institutions.

Major managerial policies, practices/styles
FFC has the strong management system to run the business. Today FFC is one of the
most successful companies and its all due to its superb managerial policies. There are
many planned policies which are adopted by the company.
Human Resource Policy
FFC has strong human resource policy. The management believes that their employees
are major assets of the company. Just because of this policy the company continues to
benefit from the efforts of its valuable people, who are actually, the strength of FFC
through training and development activities the human resource policies aim at the
improved working conditions all over the organization. The various personnel strategies
can be that the employees are chosen solely on the basis of merit and they are given
monetary rewards and incentives with a view to increasing the commitment and
motivation of the employees. Although the salaries are not really competitive if you
look at the market scenario yet the employees are quite satisfied as they are working in
an excellent environment and enjoying as an employee of a market leader.
Marketing and Sales Policies
Marketing and sales departments serve as backbone in the company. FFC has fully
planned and organized marketing and sale policies. Meetings are held where decisions
are taken for the efficient functioning of the company’s marketing and sales areas
because the company depends a lot on its marketing and sale policies. Marketing
budget is carefully determined and sales people incentives and salaries are reviewed
from time to time. There are certain other essential things about the sales strategies.
Products are sold throughout Pakistan with no change in prices anywhere. In case of
consumer products the freight are born by the company. The customers are offered no

discount and also products are sold on cash basis. In case of industrial products freight
are the responsibilities of the customer. Moreover, the cost of change in design is
charged to the customer. Marketing, however, supports all these sales strategies by
product development through the creation of public awareness, promotion and customer
contacts.
Backward Integration Strategy
FFC follows the backward integration to support their business. They try to acquire the
related companies or part of business to give a boost to the business growth.
Financial Policies
FFC has the well established rules for their financial transactions. One of the most
important strategies in this regard is of investment. Before making investment future is
seen rather than the present i.e. investment is made only in the projects, which will
increase the sales in the future.
Customer Relationship
FFC adopts the strong customer relationship policy. They think customer as the king.
They are following 20 – 80 strategy in dealing with the customers.
Internal Strong Relationship
Packages maintain a strong relationship between the departments. All departments are
interrelated. It is one of the main aspects of strategic management that all the various
functions performed in the company by the different departments must

haveinterrelation and collaboration if company wants to achieve success. Thus synergy
is given a lot of importance.
FFC has many other policies to run their business. These all contribute to the success to
the success of the FFC.
MANAGERIAL STYLES
Management is process of utilizing material and human resources to accomplish
designated objectives. It involves the organization, direction, coordination and
evaluation of people to achieve these goals. The role of manager is to assemble the best
work team he can obtain and then to provide a supportive motivational environment to
guide that team to accomplish agreed upon objectives. The essence of management is
the activity of working with people to accomplish results. It involves organizing,
motivating, leading, training communicating with and coordinating others.
MANAGING THE ORGANIZATION

The management of the FFC focuses on some of the objectives that it wants to achieve.
The way managers treat and deal with their subordinates in order to accomplish the
multiple objectives of the organization is determined primarily by management system
of beliefs about the nature of man and about the determinants of cooperation in an
organized endeavor.
IMPACT OF MANAGEMENT STYLES ON EMPLOYEES:
MOTIVATION
The term motive implies action to satisfy a need. Motivation can be defined as a
willingness to expend energy to achieve a goal or a reward.
The management styles adopted by the FFC affect greatly, and employees are
motivated in order to enhance their performance and achieve the derived goals.

MORALE AND PRODUCTIVITY
The employees of the FFC possess high morale, and thus exhibit high productivity. The
employees are happy and are also productive workers. Job attitudes and morale are
quite positive for two reasons.
Firstly employees gain social satisfaction from interactions at the work place. Working
conditions and supervision good, secondly high morale result from high motivation to
produce. In other words we can say, that management should put its eggs in the basket
that creates a high-motivated work force.
PROMOTION
FFC decisions about promotions are decided upon the basis of merit in one’s present
position and ability and potential to assume the impossibilities of higher level positions.
Sometimes other factors are considered such as length of service, education, training
courses completed, previous work history and the like.
The guiding principles for Recruitment
FFC encourages the recruitment of fresh graduates than experienced once, except for
high managerial posts where experience is must. The management believes in
developing the employees according to the requirements of the organization.
Recruitment and Selection Criteria
FFC has designed a sound but easy method of recruitment. When any department needs
an employee, it sends its requirement to the Human Resource Department, which in
turn advertises the vacancy in the leading newspapers and asks for the qualified people.
In case of the posts requiring some experience, only interview method is used to select
the best candidate.

Recruitment of Workers
Minimum qualification for the post of the workers is Matriculation 2nd Division with
science subjects. The workers should not be more than 21 years old and must be
medically fit. These are employed as "Apprentice Trainee". If the performance of the
worker is satisfied during the probation period, he is hired. Normally workers get
promotion after two years on the recommendation of their supervisors. This post is not
advertised.
Recruitment of Executives
Job Identification
When any department requires an employee, it sends its requirement to the Human
Resource Department.
Recruiting & Hiring

For recruiting and hiring some factors are taken into consideration. These factors are as
follow:
 Nature of the job; and

 Time required filling the vacancy.
Keeping in view the time constraints, advertisements are given in the newspapers.
Otherwise if the vacancy has to be filled immediately, the Human Resource Department
contacts the authorized institutions, universities etc.
 Budget constraints
 Process

The recruiting and hiring process starts from the applications submitted by the degree
holders. They provide their CVs along with the applications. These applications and
CVs are screened out on the basis of:
 Merit;
 Institute; and
 Experience etc.
After this, approximately 50% of the applicants are selected for the further process.
Then the H.R Department lists out the salient features of the CVs (only the accepted
CVs). Then the H.R. Manager takes a test based on:
 English comprehension;
 Basic mathematics;
 Data sufficiency;
 I.Q. and
 Some questions about the particular job, for which the applicants have applied.
After taking the test, the top 10, 20 or 30 applicants (according to the job requirement)
are chosen for the first interview. At this stage the selection of applicants also depends
on the H.R. Manager and the departmental head. Normally 30% of the applicants, who
have given the test, are selected for interview. Through telephone calls or letters, the
selected applicants are informed about the date and time of the interview. Normally two
interviews are taken. H.R. Manager and the departmental head take first interview. In
this interview they observe:
• Alertness;
• Confidence;
• Leadership skills;
• Relevant knowledge;
• Social acceptance;

• Interests;
• Communication skills;
• First impression; and
• Maturity
According to these observational factors rating or grading is made. Normally 5% rating

in each factor is acceptable. Then successful candidates are called for final interview
which is taken by:
• General Manager
• Deputy General Manager
• Human Resource Manager
• Departmental Head (sometimes)
Previous traits or factors are once again examined. After the final interview, the
selected applicants are sent for medical test and then the Industrial Relations Manager
issues them the appointment letters.
Training & Development*
Appointed persons are trained for six months; they are given the title “Management
Trainee”. In the Consumer Products Division after one year they are given the
designation of “Assistant Manager Sales”.
The trainee is given a brief view (orientation) of the company, various processes, rules
& regulations etc. this orientation is two months. After the orientation program, the
participants may ask to put forward a short report or presentation

After the 6 months training, the trainee goes to H.R. Manager and tells him what he has
learnt in this program. Some external courses may be offered not only to the existing
employees but also to the new trainees. These courses are held in,
• LUMS
• PIM
• British Council
• Informatics
• Employers Federation of Pakistan

FINANCE DEPARTMENT:
Finance department has three sections that are
1. MATERIAL ACCOUNTING
2. COST & REPORTING
3. General Accounting
FFC-GM has current accounts in Head Office, FFC-MP (Mir Pur) and Marketing
Division Lahore. In FFC-GM Trial Balance is the final document. Balance Sheet and
income statement is prepared in the Head Office at Rawalpindi. The Trial Balance is
prepared in oracle. All the entries recorded in oracle by various departments of the
Finance department are posted by the Book Keeping section at the end of the month.
1) Material Accounting:
The Material Accounting is one of the most important sections of the finance
department. This section deals with the record keeping of all kinds of material,
inventory and assets. This department records the assets at their actual value because
value of an assets falls down due to wear and tear and efflux of time. To continue to
show an asset at
its original cost in the Balance Sheet will be to over-estimate the value of asset. The
Material Accounting department can be further divided into main parts:

1) Inventory Control
2) Asset Accounting
1) INVENTORY CONTROL:
An inventory is a stock or store of goods. Firms typically stock hundreds or even
thousands of items in inventory, ranging from small things such as pencils, paper clips,
screws, nuts and bolts to large items such as machines, trucks, construction equipment,
etc. Fauji Fertilizer Company carries supplies of raw materials, purchased parts, spare
parts, tools and other supplies. At the end of six months schedule of every material is
prepared with stock code description. It includes the following items
 Description
 Unit of measurement
 Opening-Quantity Amount
 Receipt-Quantity, Amount
 Consumption-Quantity, amount
 Closing Balance- Quantity Amount
The statements of bags, diesels, petrol’s and gases are prepared monthly.
Material Receiving Report (MRR):

When the suppliers supplies the material at the warehouse the end user
inspects the material for specifications and a report is prepared called “Material
Inspection Report” when the unit manager finds that the end user is satisfied with the
material supplied he prepares “Material Receiving Report”. Then this report is sent to
Material Accounting section of the Finance department along with other supporting
documents.
1) Date
2) Name of supplier
3) Order no.
4) Item code
5) Description

6) Unit price
7) Location on warehouse
8) Unit of measure
.Material Issue Voucher (MIV):
The material is issued to plant and other department as per
requirement. The department who needs any material from the warehouse issues a
voucher called “Material Issue Voucher”. That voucher is duly signed by the department
manager. That issued voucher contains three copies. The unit manager at warehouse signs
it and sends one copy en user keeps one copy for warehouse and sends one to the Material
section. The Material section records that how much material has been issued during one
month.
MIV contains the following information:
o Date of issuance
o Quantity
o Unit of measure
o Item code
o Description of items
Stock Movement report(SMR):

At the end of each month the department prepares a “Stock Movement
Report” which tells about the transaction of stock during the month. The report includes
the following items
• Date
• Description
• Item Code
• Quantity
• Unit
• Price
• Debit Value

Stock Status Report (SSR):
This report tells the status of stock at the end of each month, quarter and at the end of
each year. This report is then sent to Head Office for further analysis and control
purposes. This report is then sent to Head Office for further analysis and control
purposes. This report is basically prepared by compiling the various closing inventory
reports from the plan which states the opening balance, receipt, usage and closing
inventory. It includes the following items
• Serial No
• Item Code
• Type
• Unit of Measurement
• Price
• Stock on Hand
Warehouse location
• Stock Reserved
• Stock In order
• Order Number
• Value
The accountant prepares a journal voucher (JV) in which the stock consumed is expensed
out and debited where as store account is credited.
Reconciliation of stock/store:
The accounts are reconciled with the balance as per books and as per stock status
report. The difference is due to the computer variance as the computer calculates up to
4 decimal places. The balance in the Stock Status Report is more accurate than the
balance in the books. If the balance in books is less then SSR then respective entries
are passed and the account is reconciled.
Physical Inspection of Inventory:

The Material department inspects the inventory in the warehouse. The items in the
books are matched with the items physically present in the warehouse. The items are
identified by the stock codes, which are mentioned on the racks. In case of any
discrepancy, the unit manager of the warehouse is responsible. It may occur due to
unavoidable condition. The loss of item is written off by debiting loss account and
crediting stock account. The inspection report includes the following items
 Class
 Item Code
 Unit Of Measurement
 Physical Balance
 SSR Balance
 Variance
The Inspection report is checked and signed by the Finance Manager.
Foreign/ Imported Material:
Some times the material is purchased from abroad. Such material includes tools,
machinery, equipment, chemicals, catalysts, vehicles, etc. In this case Letter of Credit
(LC) is opened in the name of the vendor. FFC has bank accounts of Head Office at
Rawalpindi whom pays on the behalf of the company. That transfers amount to the
foreign bank of the vendor. After payment the Head Office sends the debit note to the
Finance department to record the expense.
When the vendor receives the amount, he supplies the goods/ material through ship or
by air. There is a clearing agent of FFC in Karachi who receives the consignment from
the port. He clears the material and pays clearance charges, custom duty and other
expenses. The

freight and cost is paid by the Head Office at Rawalpindi. The clearing agent also
arranges transport to transfer the material to Plant site at FFC Goth Machhi.
When the material reaches the warehouse the end user inspects the material for
specifications and a report is prepared called “Material Inspection Report” (MIR).
When the unit manager finds that the end user is satisfied with the material supplied he
prepares “Material Receiving Report” (MRR). Then this report is send to the Material
Accounting Section of the finance department along with other supporting documents.
The accountant at this section records the entry in the inventory control system
prepared in Oracle. The Material section receives all the details of expenses which are
debited to the purchase order and goods in transit account are credited.
2) Assets Accounting:
Assets accounting is the second important part of the material accounting section of the
Finance department. This section maintains the records of all assets either fixed or
current. The actual value of the asset is calculated because the value of every fixed
asset falls with the passage of time due to wear and tear, this fall in the quality or value
of an asset is called “depreciation”. To calculate the depreciation of all assets is the
main function of this section.
What Is Deprecation?
Depreciation means expiration of the cost of the fixed assets concerned during the
period for which accounts are being prepared. In other words it means cost of the fixed
used up in the period. To continue to show an asset at its original cost in will be to
over-estimate the value of any asset. Depreciation, therefore, must be accounted for in
order to present the assets at their proper value.
The amounts debited in the profit and loss account are retained in the business. These
are available for the replacement of assets when its life is over. The factors that cause
depreciation are:

1) Wear and tear due to actual use.
2) Efflux of time-mere passage of time will cause a fall in the value of an
Asset even if it is not used.
3) Obsolescence- a new invention or a permanent change in demand may render
the asset uses less.
4) Accidents, and
5) Fall in the market price
Method for providing depreciation:
In FFC straight line method is used for changing depreciation which is charged on
monthly basis. Under this method, a suitable percentage of original cost is written off.
For calculating depreciation, the basic factors are:
o The cost of the asset.

o The estimate residual or scrap value at the end of the life.
o The estimated number of years of its life.
Cost- Estimated scrap value

Estimated life
Material accounting department prepares fixed assets schedule in which the amount of
depreciation as lessened from its cost to arrive at the actual value of an asset. The
column of cost includes the following:
o Opening
o Additions/ Transfers In
o Deletions/ Transfer Out
o Net amount
The column of depreciation includes:
o Opening

o For the period
o Deletion
o Addition
o Written down value
o Depreciation rate
Controlling Documents:
Controlling documents means the documents through which the Material
Accounting department comes to know that the company has certain lists of items.
These controlling documents are:
o RAICE
o DCMR
o MRR
The cost and reporting department sends the list of completed work In progress items
that have been completed. The material Accounting department capitalizes it and debits
it as asset whereas capital work in progress account is credited.
TYPES OF MATERIAL RECEIVING REPORT
• FOREIGN
It includes all the material purchased from abroad. The code series used for
foreign is from 3001 onwards.
• LOCAL
There are further two types in Local MRRS
o Yard Section: It includes chemicals bags gases and electrodes. The

code series is from 6501 and onwards.

o Main Window: It includes all the material except foreign material.
The code series starts from 4001 and onwards.
COST & REPORTING:

The Cost and Reporting section deals with the budget of the company and reporting. It
prepares the budget plan yearly wise and then the budget is sent to the head office for
approval. There are two types of expenditures:
a) Capital expenditure
b) Revenue Expenditure
a) Capital Expenditure:
The expenditures for the purchase of any fixed asset are called as capital expenditure. It
includes the following
:
• Purchase of fixed asset
• Improvement of fixed assets
• Increasing the earning capacity
• Increasing the capital
• Development expenditures
• Expenditure for attaining rights

b) Revenue Expenditure:
The expenditures done for daily operations of the company are called rev expenditures.
For example payment of salaries, telephone bills, and stationary bills. etc
Types of budgets:
The cost and reporting section prepares budgets for both types of expenditures. The
budgets are:
• CAPEX Budgets
• Expense Budget
1) CAPEX budget:
The CAPEX budget as the name signifies is prepared for the capital expenditures.
Following are the steps for preparation of the CAPEX budget:
Issuance of circular:
Finance GM issues a circular before end of June, inviting the capital expenditure
proposal for the next calendar year. The departments submit proposal by 15 august.
These proposals should be comprehensive and should include the following:
• Project title
• Deptt./ Section
• approximate time of project initiation
• working capital requirement
• justification
• cost estimate basis
Complaints and approvals:

Finance department prepares a list of projects received from various departments
. A capital expenditure proposal meeting is called in last weak of August by GMP to
decide the opportunities of each proposal. The list of proposed new projects for the next
year is finalized in this meeting. The General Manager finance consolidates the list of
proposals for GMP’s signatures and submits one copy to head office and GMT&O.
After review of GMF and GMT&O the proposal is sent back to the GMP for further
review. The revised proposal is discussed in management review meeting around mid
of October. Then all the agreed proposals are submitted to head office for board of
director’s review. After their approval head office forward list approved proposals to
finance department.
Distribution of approved plan:
After receiving CAPEX plan from head office, the finance department distributes
approved plans to cost controller
Request for authorization to incur capital expenditure (RAICE):

Concer
ned sections submit a RAICE to finance for final appropriation of funds. They also
submit justification, drawings and sketches and comparative statements of bids along
with RAICE form. RAICE for projects included in approved CAPEX plan bearing cost
up to rs.100 k shall be submitted to GMP for approval, whereas the plans bearing cost
above Rs.200 k is sent by GMP directly to management for approval after local finance
review. All RAICE above 200 k shall be forwarded to CED (Central Engineering
Department)-Rawalpindi and to Finance head office. The RAICE no will be affixed
after approval of RAICE by management.
Accounting procedure of RIACE:
All payments relating to RAICE are debited to capital work in progress account. All
issues of material from material warehouse and expenses on imports against RAICE
are also debited to the capital work in progress account. This account is updated on
monthly basis and a statement is prepared which reflects the monthly expenditure
incurred. When a project is completed, a certificate is received named “RAICE

Completion certificate”. On the receipt of this certificate the work in progress account
is capitalized.
CAPEX Reporting:
The purpose of this report is to communication the progress of CAPEX projects to cost
controllers and to management on quarterly basis. The scope involves reviewing and
incorporation data given by cost controllers and as per books of accounts in CAPEX
reports files maintained on computers and issuing various reports for analysis and
control purposes.
2) Expense Budget:
The expense budget is prepared for the revenue expenditure of the company. The cost
and reporting section of the finance department issues a letter to all cost controllers to
submit budget proposals by 15 August for collating overall plant budget by the due
date. These proposals are also knows as “Budget Inputs”. Finance department in order
to facilitate cost controllers in developing budgetary proposals also sends work sheets
of the respective cost
centers showing actual data for the previous years. The guidelines of the Head office
for developing the proposals are also enclosed.
Thy are advised not to inflate their proposals by arbitrary additions to cover
inflation as it will be taken care by the cost and reporting while finalization the overall
budget plan. Any variance exceeding 10% of the historical trend in all charge accounts
should be properly justified. The budgetary inputs should be completed in all respects
including all detailed supporting computations, justifications and basic assumptions
used.
Budget Reporting:
All the end of each quarter expense wise budget variance report is prepared which
shows the difference between the budgeted amount and the actual expense incurred.
Any variance up to 10% is acceptable but when this exceeds the maximum limit, a

letter is issued to that particular cost controller and is asked for the reasons of the
variance.
They submit a justification letter to the finance letter supporting computations,
justifications and basic assumptions used. The cost and reporting section then send this
letter to the head office.
Reporting:
Progress Report of General Accounting section
The cost ant reporting section of the finance department also sends reports to the head
office. The purpose reporting is to communicate the progress of the finance department
on monthly, quarterly and annual basis. These reports are then used for analysis and
control
purposes. The progress report is prepared for all the sections of the finance department.
These reports are:
1. Progress Report of General Accounting section
2. Progress Report of Material Accounting section
1. Progress Report of General Accounting section:
The progress reports of General accounting section sent to head office includes:
1) Bank Reconciliation Statement

2) Debit / Credit advice sent to Marketing division at Lahore
3) Pay and allowances budget variance report is sent to head office.
4) E-summary statement u/s 26(5) of the sales Tax Act 1990.
5) Monthly statement u/s 165 of the income Tax ordinance 2001.
6) Employees recoveries amount
7) Summary of income tax deducted at source along with copies of Challan.

8) The account pertaining to advances to suppliers and employees.
9) Number of bids or quotation or bids opened during the month.
10) The status of suppliers and contractors bills received and processed during the
year.
2. Progress Report of Accounting section:
The progress report of the material accounting section includes:
1) Material Receiving Report (MRR)
2) Material Issuance Report (MIR)
3) Material Returns Report
4) Direct Charge Material Receipt (DCMR)
5) Insurance claim status
6) Insurance premium status
7) Opening balance of inventory
8) Closing balance of inventory
9) Additions/ deletions in fixed assets
Other reports:
For Nightly reports:
• Production status report
• Gas consumption status report.
Monthly report:

• Vehicle expense report
• Telephone expense report
• Chemical consumption report
Quarterly report:
• Budget variance report
• Medical expense report
• Training expense report
• CAPEX status report
• Performance report
3) GENERAL ACCOUNTING:
The general accounting section has further sub sections
• Employee Payments
• Contractors/ Suppliers Payments
• Tax
• Bookkeeping
• Pay Roll
EMPLOYEES PAYMENTS:
It is also one of the important sections of general accounting. It includes all the
payments made to the employees for their claims. Employees are reimbursed for
different claims which are as follows
o Medical Bills
o Company Assisted Travel
o Telephone bills
o Company maintained car fuel and service charges
MEDICAL BILLS

According to the company policy all its employees and their wife
and children are given facility of medical services. For children there are few
conditions. Sons are only given medical facility till the age of 25 and daughters till
marriage. For reimbursement of medical bills payment order is filled by the employee
who should be attached with the following documents
o Referral of Doctor
o Medicine bills
o Consultancy Fee receipt
The payment order is sent to the finance department. The Finance department sends the
payment order to the chief medical officer of medical centre. After CMO approval the
payment order is sent to the Human resource department which checks the employee
status. After HR verification it is again sent to the finance department. After the
punching of the payment order and posting it to general ledger software built in oracle.
The Bank disbursement report is printed. A Bank payment voucher is made for the
payment and then a cheque is made for the total payment. The cheque is sent to the
bank which credits the required amount into the account number of the respective
employees and after a bank transfer is received by the finance department that the
amount has been transferred intimation slips are sent to employees to inform them that
the payment has been credited in their accounts.
COMPANY ASSISTED TRAVEL
According to company policy 9 CAT are given only to the

management employees of the company. There are two types of Cat
Simple CAT:
9 cat are given to each employee for the whole year. Incidental charges of
Rs-1000 are also given for each cat. If you travel from RYK-Khi and then return back
from KHI
to RYK then one cat is complete. The employee has the option to travel by air train or
by car. If he travels by car then RS 5.5 per km is given to the employee. The total
number of kilometers traveled by the employee are multiplied with the per km charge
and the total amount is reimbursed. If he travels by air then the payment order should
accompany the air
ticket boarding pass and Request for travel booking form if the employees purchase the
ticket thru company representative. The employee can also purchase air ticket on his
own.
Education CAT:

4 cats are given to the children of the management employees who are studying
in universities. No incidental charges are given for education cat. A verification letter
from the University of the Child who is studying in the university has to submit to the
human resource department. When the payment order is made and it is sent to HR
department it verifies it thru its records and the verification letter of the university.
OFFICIAL TA/DA VISIT:

When the employees are sent abroad for official purpose
he is given official daily allowance and out of pocket allowance for the duration of his
visit. The allowance is according to company policy which is made according to the
designation of the employees.
TELEPHONE BILLS
The company also gives telephone bill facility to some employees. Their phone bills
can be reimbursed to a certain limit as according to the company policy.
Reimbursement also includes their mobile bills.
Recoveries:
Recoveries are also done through the salary of the employees. Following
are the deductions made through employee payroll
 Amenity Transport Bill

 Management Club Bill
 School Fees of Children
CONTRACTORS SUPPLYER PAYMENTA:
The company has different contractors and

some are monthly paid and some are paid annually. The contracts are given to company
approved contratctors.For any contract a job request is made by the concerned
department. It is then sent to finance department for the approval. If the job request is
within the prescribed budget then it is sent to planning department. After the approval
of Planning
department request for quotations is issued to the contractors. The contractors send their
quotations and bids to the company. A comparative statement is made and the
contractor who has the lowest bid is issued the contract. The bids are opened in
planning department and there is a bid opening committee which has members from
finance admin planning and

the end user. After the contract is issued a job order is issued which has the details of
the contract, the duration period and the total cost of the work order.
Job Order:
A job order is issued to the successful contractor after awarding of contract.
Job order has five copies. The white copy is for the contractor. The pink copy is for the
planning department. Blue copy for finance department before commencement of work
and yellow copy to finance department after completion of work. The green copy is for
the end user. Following documents are required with job order
1) Contractor’s Bills
2) Workmen Compensation insurance
3) Yellow copy of Job Order
4) Blue Copy of Job Order
5) Original Job Request
6) Original Comparative Statement
Types of Job Order:

 Company approved rates:
The contractors are paid according to the company approved rates.
2) Lump Sum Basis:
Following are the contractors that are being done on lump sum basis.
 Bus for Employees(GM-RYK)
 Buses for apprentices
 Security of gas pipelines
3) Unit Rate Basis:

Following are the contractors that are based on unit rate.
1) Loading/ handling of Bagged Products
2) Welding Jobs
3) Air Conditioners and Refrigerators
4) Polish Works
5) Washerman Services
6) Painting jobs
7) Rewinding of motors
4) Previous Rate
5) Single bid Basis
Payment to Chemicals Supplier:

Payments are also made to those suppliers who
supply gas petrol diesel and urea bags .For the payment three documents are required
 Material receiving report from warehouse

 Purchase order
 Contractors Original Invoice
The quantity mentioned on the invoice and material receiving reports are tallied and
the unit rate is verified by the purchase order. After verification a payment summary is
made for each contractors and it is signed by the authorized finance officer. Then a
bank cash voucher is made and then a cheque is issued which is sent to the bank and
the amount is credited to the account of the supplier.
TAX:
Following are the tax rates applied by the general accounting section
• Sale of Goods---- 3.5 %

• Services---------- 6%
• Commission----- 10%
• Transport of urea---- 2%
COMPUTER PURCHASE RECEIPT:
After the tax deduction of the different company’s general accounting section sends the
cheque of the payment to the bank with the list of companies which mention the
amount of tax deducted. The bank transfers the amount and a computer purchase
receipt is issued. The CPR is given to the tax payer as a proof that his tax has been
deducted at source and he can show it to CBR when he files his income tax returns. A
copy of CPR is kept in the finance department. The CPR contains the following items
o The Company name

o The company National Tax Number
o Amount of Tax deducted at source
o The account number of the company
o Bank name
o Name of company which deducted the tax
o Company National Tax Number who deducted the tax

o Signature of Finance officer
NATIONAL TAX NUMBER VERIFICATION
Verification of the National Tax number of different companies is done through

Central Board of Revenue Online Verification system. When we enter the NTN
number on the
website it gives the name of the company its correct NTN number the address and its
computerized national identity card number. It is very important to have the correct
National tax number of the company as the CBR has made it mandatory for all tax
payers to have a national tax number.
MONTHLY INCOME TAX REPORT PART-1

A monthly income tax report Part-1 of those companies is generated whose payments
have been made after the deduction of tax at source. It contains the following
o Serial number
o Name address and NTN of the person
o Nature of Payment
o Section No of income tax ordinance under which tax has been deducted
o The amount on which tax has been deducted
o Amount of Tax Deducted
o Rate at which tax collected and deducted
o Amount of tax deposit
o Date of deposit
o Computer Purchase Receipt number
MONTHLY INCOME TAX PART-2

It includes all those companies whose payments have been not made and their tax
has been not deducted. The report contains the reason for which tax has been not
deducted. Tax is not deducted from those companies who have tax exemption
Certificate issued by the commissioner income tax. Tax deduction is also exempt on
foreign items imported from abroad such as computer accessories.
TAX DEDUCTION CERTIFICATE

A yearly tax deduction certificate is issued by the general accounting section to the
concerned company. There are two types of certificate one for suppliers and one for
services. It includes the following items
o Company name
o NTN number
o Section under which tax has been deducted
o Amount of tax deducted
o For the period
o Total amount on which tax was deducted
o Amount deposited in the particular bank
o Name address and NTN of FFC
o Signature of the authorized finance officer
DEBIT ADVICE AND CREDIT ADVICE
The marketing department Lahore makes the payment of the expenses incurred on
behalf of ffc Goth machhi.they send a debit advice to ffc gm for recording
purposes.FFC Gm has current accounts with head office Rwalpindi marketing
department Lahore and FFC mirpur mathelo. Expenses incurred in marketing
department Lahore include guest house
Charges, material transportation charges and other expenses. Head office also sends
debit advice to FFC GM.expenses incurred in head office are salaries of officers,
foreign import which includes cost of freight which is paid by head office on behalf of
FFC GM and gas payment. Head Office sends a debit advice to finance dept FFC GM
for recording purpose. Marketing department Lahore also sends a credit advice to FFC
GM.Credit advice includes all the receipts and income details incurred on behalf of
FFC GM.Karachi office sends a bank statement to FFC GM which includes the debit
advice and credit advice and supporting documents. The bank statement which is sent
to FFC GM from Karachi office includes the following items

o Bank charges
o Clearing charges
o Advances to employers
o Advances to suppliers
RECONCILIATION OF ACCOUNTS
At month end thru fax FFC gm reconciles its accounts with FFC Mirpur mathelo
head office Rawalpindi and Karachi office. A confirmation fax is received at FFC
Gm confirming the accounts. All the debit and credit advices are also counted.
Accounts are reconciled every month.
BOOKKEEPING:
It is the one of the important section of general accounting. Trial balance is made in
FFC GM.Income statement and Balance sheets are made in head office Rawalpindi.
It is the last stage. Its main task to keep a record of all transactions.
PAYROLL SECTION
Payroll section is one of the most important sections of general accounting section. It
calculates the salaries of all staff employees working in FFC GM. Following monthly
allowances are given to the staff employees
1. Cost Of Living Allowance

2. Conveyance Allowance
3. House Rent Allowance
4. Washing Allowance
5. Ad Hoc Allowance
6. Site Allowance
7. Utility Allowance
8. Meal Subsidy Allowance
9. Educational Allowance
Conditional Allowances:
There are few conditional allowances which are given to only few employees
1) Technical Allowance:
It is given only to the technicians and supervisors.

2) Shift Allowance:
It is given to only those staff employees who work in shifts.
3) Out Of Living Allowance:
Yearly Allowances:
Following are the yearly allowances given to staff employees
 Bonuses
 Leave Fare assistance
SWOT

Analysis
Strengths
 FFC is the market leader in the fertilizer having 65% of the market share.
 FFC is using a single brand name SONA for its products like SONA urea,
SONA DAP helping farmers to remember the name.
 Company being the market leader sets standards for the industry
 FFC devotes considerable time and efforts to promote awareness regarding

good farmers techniques and methods among growers community
 The company continues to enhance the facility of providing farmers free

farm advisory services through farm advisory centres. Currently company is
having 5 FACs all over the country.

 FFC peruses an innovative education oriented advertising policy utilizing
electronic/ print media and road side advertisement
 FFC is only fertilizer company in the industry conducting seminars on core

agricultural issues. Inviting local and foreign luminaries
 In 2004 FFC had record urea production of 2174000 tons from all the plants
 Company is having strong dealer network all over country that helps in
proper availability even in far-flung areas.
 FFC has developed a well [planned network of 170 field warehouses to

ensure that fertilizers is available to the farmers uninterrupted
 Company has employed well-trained, disciplined and motivated workforce

to facilitate to achieve desire targets
 FFC is offering best package of salaries to its employees comparable with

any multinational organization
 FFC is among one of the top taxpayers in country
 FFC is introducing Farmer Friendly Culture
 SONA being the farmers first choice
 ISO certificatio
Weakness
 Size of the company is very large which produces administrative problems.
 The promotion of the management employees is made after the period of

three years.

 Sales force has to face a tough time when moved to far- flung areas equally
in other provinces.
 Transfers are made after the period of three years , which cause the lack of
performance of policies.
 The high differences between the salary packages of the executives and the
employees.
 The ideas from the bottom are not welcomed; for the most part orders are
assigned from higher authorities.
 Lengthy organizational hierarchy.
 Non- availability transport during peak season.
 Dumping of fertilizer by the dealers
Opportunities
 Having a strong financial position company can start production of the new
product line.
 Adding some new unit can enhance the production capacity of the plants.
 Company is in a position to set up a new plant in the country.
 FFC can participate in the acquisition of their companies being privatized

by the government.
 If FFC decides for the export of Urea it can earn much better revenues.

 Being an agriculture country and due to increasing awareness about the
balanced use of fertilizer, demand for the fertilizer will increase.
 Company can start over sea investment like that one of PAKISTAN
MARCO PHOSPHORSE-SA.
 The increasing governmental support for meeting the demand pf fertilizer in

the country.
 FFC can export Urea to Afghanistan and other neighbouring countries.
 Availability of natural gas from Iran can helping setting up a new Urea plant
in that vicinity and thus meeting the demand of Urea in the country at cheap
rates.
Threats
 Natural gas
 Farmer’s liquidity
 Weather conditions
 Future fertilizer demand
 Availability of raw material
 WTO challenges

 Fertilizer supply in remote areas.
 Dumping of under priced imported urea in local markets
 Inconsistent governmental policies
 Importing urea due to rising demand
 Changing fertilizer prices
 Difficult coexistence between public and private fertilizer

producer/importer
 Lack of education in grower community
 New competitors in the industry
 Long of gas supplies
 No availability of railway wagons
 Unbalanced use of fertilizer
 Phenomenal increase in the prices of basic feedstock’s
Internal Factor Evaluation (IFE) Matrix

KEY INTERNAL FACTORS
Internal Strengths Weights Rating Weighted Score
1. Larger fertilizer Producer .05 3 . 15
2. Highest Market share .04 4 . 16
3. Growing Sales .10 3 .30
4. Countrywide location of plants .05 4 .20
5. Goodwill in market .05 3 .15
6. Strong Financial Position .03 3 .09
7. Corporate Culture .05 3 .15

8. Strong Distribution Channel .03 4 .12
9. Wider Product line .09 4 .36
10. ISO Certification .10 3 .30
Internal Weaknesses
1. Dumping of the fertilizer by dealers .04 1 .04
2. Insuffiency of technical sales officers .04 2 .08
3 The administrative problems due to large .03 2 .06
size of the company
4. Centralized authority .05 1 .05
5. Non availability of transport during peak .05 2 .10
season
6. Low advertising campaigns .10 1 .10
7. Sales force has to face tough time in remote .03 2 .06
areas
8. Very frequent transfers .04 2 .08
9. Lengthy hierarchy .03 2 .06
TOTAL 2.61
0.0 = Not Important 1.0= Important

1 = Major Weakness 2 = Minor Weakness
3 = Minor Strength 4 = Major Strength
External Factors Evaluation (EFE) Matrix
KEY EXTERNAL FACTORS

External Opportunities Weights Rating Weighted Score
1. Adding some new units can increase .08 4 .32
the production capacity of the plants
2. having strong financial position .07 3 .21
company can introduce new products
3. the increasing govt support for meeting .05 2 .10
the fertilizer demand in country
4. Opening new marketing office in .05 3 .15
foreign countries to improve the
marketing campaign

5. Advertising in international media and .06 3 .18
magazines to increase the market share
6. Increasing sales by implementing the .04 1 .04
credit policy strategies
7. WTO in 2005 (no quota Restriction) .10 3 .30
more chances of export
8. Strong demand of products in future .05 2 .10
9. Increasing the customer satisfaction by .03 3 .09
improving the quality of products
10. Availability of gas from Iran can .05 3 .15
increase the production of plants
External Threats
1. Natural gas prices .10 3 .30
2. Domestic Competition, entry of new .05 4 .20
and well financed organization in
fertilizer sector
3. Farmers liquidity .03 3 .09
4. Per unit cost in increasing, reduction in .06 2 .12
profits
5. Instable political situation in country .03 2 .06
6. WTO challenges .03 2 .06
7. Availability of raw material .02 2 .04
8. Weak economic structure of Pakistan .03 2 .06
9. Weather conditions .05 3 .15
10. Increase in prices of raw material .02 1 .02
TOTAL 2.74
Competitive Profile Matrix
Critical FFC Engro NFC

Sr
Success
.# Weight Rating Score Weight Rating Score Weight Rating Score
Factors
Customer
1 .20 3 .60 .20 3 .60 .20 2 .40
Loyalty
2 Market share .10 4 .40 .10 3 .30 .10 3 .30
Price
3 .10 3 .30 .10 3 .30 .10 3 .30
Competitiveness
4 Management .10 4 .40 .10 4 .40 .10 2 .20

Financial
5 .15 4 .60 .15 3 .45 .15 2 .30
Position
6 Advertising .10 3 .30 .10 4 .40 .10 2 .20
Global
7 .20 4 .80 .20 1 .20 .20 2 .40
Expansion
8 Product Quality .05 3 .15 .05 2 .10 .05 2 .10
Total 3.55 2.75 2.50
The Rating values as follows:

1= major weakness, 2= minor weakness, 3= minor strength, 4= major
strength
SHARE,S VALUE
FAUJI FERTILIZER COMPANY LIMITED FLUCTUATION FOR THE YEARS
1996-2008
YEAR DATE HIGH DATE LOW
1996 25-JUN-96 90.75 01-JAN-96 50.50
1997 22-OCT-97 100.00 09-JAN-97 66.00
1998 14-APR-98 89.00 21-OCT-98 31.55
1999 15-MAR-99 57.30 08-FEB-99 39.30
2000 21-JAN-00 67.50 19-OCT-00 36.50
2001 02-FEB-01 50.00 24-SEP-01 28.40
2002 26-DEC-02 73.95 22-May-02 38.85
2003 29-AUG-03 105.95 28-FEB-03 69.15
2004 29-DEC-04 143.90 01-JAN-04 95.75

2005 16-MAR-05 180.00 27-JUN-05 118
2006 31-JAN-06 144.90 29-DEC-06 105.50
2007 13-JUL-07 131.90 05-JAN-07 103.00
2008 02-APR-08 149.85 31-DEC-08 54.30

CLASSIFICATION OF RATIOS
Ratios may be classified in a number of ways keeping in view the particular purpose.
To achieve the above purposes effectively ratios may be classified as:
1. Liquidity ratios:
 Working Capital
 Current Ratio
 Account Receivable Turnover
 Accounts Receivable Turnover in days
 Inventory Turnover
 Inventory Turnover in day
 Sales to Working Capital
 Operating Cycle
 Acid -Test Ratio
2. Leverage /Solvency Ratios.
 Debt ratio
 Debt Equity Ratio
 Time Interest Earned Ratio
 Fixed Coverage Ratio
3. Profitability ratios.
 Gross Profit Margin
 Operating Profit Margin
 Net Profit Margin
 Total Asset Turnover
 Return on Assets
 Operating Asset Turnover
 Return on Operating Assets
 Sales to Fixed Assets
 Return on Total Equity

 Return On investment

 Current Ratio:
Current Ratio =
9764587
2006 = 10883988
= 0.90
2007
10811435
=
11476393
= 0.94
2008
= 9709511
11823641
= 0.82
Interpretation
The current ratio is the ratio of total current assets and total current liabilities. The
current ratio of a firm measures its short-term solvency, i.e. its ability to meet short-
term obligations. As a measure of short term/current financial liquidity, it indicates the
rupees of current assets available for each rupee of current liability / obligation. The
higher the current ratio, the large the amount of rupees available per rupee of current
liability, the more the firm’s ability to meet current obligations and the greater the
safety of funds of short term creditors. Company's Current ratio has been decreasing gradually over the year’s right from
the 2006 to 2008.

 Acid -Test Ratio
Acid -Test Ratio= Current Assets- Inventory

Current liability
9764587000 - 3154958000
2006 =
10883988000
= 0.61
2007 = 10, 811, 435000-30508224000
11476393000
= 0.67
2008
= 9709511000-3292362000
11823641000
= 0.54

Interpretation
 Accounts Receivable Turnover:
Account Receivable Turnover =
Years 2006 2007 2008

Ratio result 36.95 times 21.19 times 27.58 times
 Accounts Receivable Turnover in days:
Average Gross Receivables

= Net Sales /365
Years 2006 2007 2008

Ratio result 10 days 17days 13days
Interpretation
 Accounts Receivable Turnover:
Receivables turnover ratio measures the average length of time it takes a company to collect credit sales in
percentage terms. So Receivables is better in 2006 is 36.95 times as compare to 2007, which is21.19 times but in
2008 it improve to 27.58 times .there is fluctuation in Receivable.
 Accounts Receivable Turnover in days:

This ratio indicates that how many days’ receivables are collected. It shows credit
collection management ability that how much they capable to get receivables. in days
Receivable increases from 2006 to 2007 but it decreases in 2008.

 Inventory Turnover:
Inventory Turnover =
Years 2006 2007 2008

Ratio result 29.25 times 25.54 times 55.20 times
INTERPRETATION:
This ratio reveals the number of times finished stock is turned over during a given
accounting period. In other words this ratio indicates that how many times in a year
inventory can be converted into sales. High inventory turnover ratio is better than a low
ratio. A high ratio implies good inventory management. In FFC inventory turnover
decreases from year 2006 to 2007 but in 2008 a great improvement.

 Inventory Turnover in days:
= Average
Inventory
CGS/365
 Inventory Turnover in days =
Years 2006 2007 2008

Ratio result 12 days 14 days 7 Days
INTERPRETATION:
This ratio shows us that for how many days the inventory remains with the company
after its conversion from raw material and work in process to finished goods. The lower
the ratio better it is. This is calculated by dividing the 365 by inventory turnover. The
standard of day inventory in stock is that lower the days the higher the performance. In
FFC the inventory turnover in day’s first increases from 2006 to 2007 but it decreases
in 2008.

 Debt Ratio:
Debt Ratio =
Years 2006 2007 2008

Ratio result 0.52 0.56 0.615
INTERPRETATION:
Debit ratio is calculated to check the total asset financed by the firm creditors. This
ratio shows relation between total assets and total liabilities. In FFC this ratio shows a
minor increase from 2006 to 2007, and in 2008 improves or increases.

 Debt To Equity Ratio:
 Debt To Equity Ratio: = Total liabilities
shareholders, Equity
Years 2006 2007 2008

Ratio result 1.117 1.29 1.59
INTERPRETATION:
This ratio indicates the proprietor’s claims of owners and outsiders against the company’s assets. The purpose is to get
an idea of the cushion available to outsiders and the liquidity of the company. The interpretation of the ratio depends
upon the financial and business policy of the company.
Debt Equity shows the relationship between the external equities or outside funds and internal equities and shareholder’s
funds. The debt equity ratio of the company has been decreasing over the years from 2006 to 2008.
Debt Equity ratio increment is a negative point to management that the more of their business is financed by debts this
will increase their financial charges or interest expense and company’s liquidity and hence decreasing the company’s
profit. The lower the ratio the higher the company’s financing that is provided by the shareholders and larger the
creditors cushion (margin of protection) in the extent of shrinkage of assets values or outright loss.

 Time Interest Earned Ratio:
= Profit before Interest and Taxes
interest expense
Years 2006 2007 2007

Ratio result 14.94 12.22 15.44
INTERPRETATION:
The interest coverage ratio is a very important from the lender point of view. It indicates the number of times interest is
covered by the profit available to pay interest charges. It is an index of the financial strength of the enterprise. A high
ratio assures the lender a regular and periodic interest income. But weakness of the ratio may create some problems for
the company’s financial manager in raising funds from the debts sources.The no. of times the company earns its interest
fluctuates from over the year’s right from 2006 to 2008.

Gross Profit margin = *100
Years 2006 2007 2008

Ratio result 32.42% 35.59% 40.40%
INTERPRETATION:
Gross profit margin or gross profit ratio is the ratio of gross profit to net sales expressed as percentage. In 2006 it
increased slightly to 32.42% and in 2007 it increased to 35.59%.and in2008 it further increase to 40..40% The gross
profit is sufficient to recover all operating expenses and to build up reserve after paying all fixed interest charges and
all dividends.

 Net profit Ratio = *100
Years 2006 2007 2008

Ratio result 15.48% 18.88% 21.33%
INTERPRETATION:
This used to show the overall profitability and hence it useful to the proprietors. Higher the ratio betters for the
organization .It shows the company’s ability to turn each rupee of sale into profit. In 2006 the net profit ratio is 15.48 %
and in 2007 the net profit ratio is 18.88%. In 2008 net profit ratio increase to 21.33%.

Return on Assets = *100
Years 2006 2007 2008

Ratio Result 25.47% 26.73% 31.76%
INTERPRETATION:
The purpose of this ratio is to calculate the return that the business is providing on total
assets. This is important from owner’s point of view that what the business is earning
on its assets, how their funds are being utilized. This ratio also provides an indicator of
overall effectiveness of management in generating profit with the available assets .If
utilization of assets is productive the return would be high and position would be good
this ratio from 2006 to 2008.

 EARNING PER SHARE
EPS= net income-Preferred dividend

No. of common stock Outstanding
Years 2006 2007 2008
Ratio Result 9.36/ share 10.86/ share 13.22/share
INTERPRETATION:
Company’s earning per share is increasing from 9.36 in year 2006 to

13.22 in year 2008. This increase will strengthen the company’s
position in the eyes of the present as well as the potential investors.
 PRICE EARNING RATIO:

Price earning ratio= Market price per share
EPS:
Years 2006 2007 2008

Ratio Result 11.23 10.93 4.44
INTERPRETATION:
These ratios results show that in 2007 Rs.10.93 were to be spent in order to earn Rs.1 profit. But in year 2008 the position is comparatively good as
shown that Rs4.44. has to be spent in order to earn Rs.1 of profit.
CONCLUSION:

Fertilizer industry occupies an important place in Pakistan’s economy. Pakistan
is basically an agrarian economy. Fertilizer is one of the key inputs used in agricultural
production and is thereby the backbone of agriculture. Agriculture contributes to 23%
of the country’s GDP and accounts for approximately 42% of employment and is the
largest source of foreign exchange earnings by serving as the base sector of the
country’s major industries like textiles.
.
Fauji Fertilizer Company Limited (FFC) is the largest fertilizer manufacturer in
the country with a designed production capacity of 1,887 thousand tonnes of urea
(including the production capacity of Pak Saudi Fertilizer. With the commencement of
commercial production in June 1982, the company started marketing of its own urea
under the brand name "Sona". The company markets not only Sona urea and DAP but
also imported nitrogenous, phosphatic, potassic fertilizers and micronutrients. When
FFC came into the market with its production in June 1982, the other manufacturers.
The Government of Pakistan deregulated the trade and prices of nitrogenous fertilizers
in 1986. FFC met the challenge by capturing the desired market share of urea and in the
process, enhanced the image of its brand name, which has now become the number one
brand in the country.
Fauji Fertilizer Co. Ltd. reported earnings results for the year ended December
31, 2006. For the year, the company reported profit before taxation of PKR 6.985
billion, as compared to PKR 7.214 billion in the year 2005 and reported profit after
taxation of PKR 4.636 billion against PKR 4.897 billion during previous year,
registering earning per share at PKR 9.39 in 2006 versus PKR 9.92 in 2005. The
company reported net sales of PKR 29.950 billion against PKR 25.481 billion a
year earlier. The company also announced the final cash dividend at PKR 3.90 per
share that is 39% for the year ending on December 31, 2006. This was recommended
by the board of directors of the company at their meeting. Final dividend if approved by
the shareholders will be paid/issued to the shareholders whose names appear in the
register of the members on February 22, 2007.

So we can conclude to say that Fauji Fertilizer Company is the asset of our
country because it serves as a major source of earning foreign exchange for the country.
An agri-based country like Pakistan needs such a resource from where the
farmers can get best quality urea for their crops an FFC has served this need very well.
That is the reason the government supports FFC in a very good manner. FFC believes
in selling a programme rather than just a product. For this the company has adopted a
customer oriented strategy, marketing quality products backed up by efficient and
effective support services with emphasis on developing the market through practical
and innovative farmer education.
Financial analysis of FFC show that the performance of FFC is increasing
But FFC need to go for diversification ant integration .consumption of fertilizer is
increasing 5 % per year so to meet the domestic need it is necessary to set up the new
operation and plants in different areas
FFC believes and says that:
Our products give earth the energy to fill

up our lives with green. At FFC we make sure
that we give earth our trust, our zeal, our
faith as much as we can to keep it fertile.

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Internship Report at FFC

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The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Rahim Yar Khan Campus

Internship Report on FFC

Department Of Management Sciences

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Different student are giver assignments of internship at different industries

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

I dedicate this internship report to my

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

NATURE OF THE BUSINES

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

FFC's mission is to sustain its role as the leader in

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The broad objectives of the company are,

• To sustain its role as market leader in urea production and marketing.

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Since 21 February,2001 Quality Management system of FFC now stands recertified

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

• Lt. Gen. Syed Arif Hassan (chairman)

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

CHIEF EXECUTIVE AND MANAGING DIRECTOR

General Manager Finance (Operations)

General Manager (M&O) (Goth Machhi)

Plant location : Goth Machhi Sadikabad

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

AMMONIA PLANT DESIGNED BY

Urea Plant Designed By

Nitrogen: 46.0 %( maximum)

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Plants Goth Machhi

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Plant Mirpur Mathelo

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

POLICIES REGARDING EMPLOYEES

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

SALARY (PAY SCALES)

The salary administration of FFC is reasonable as at many factors contribute towards

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Human Resource Policy

Marketing and Sales Policies

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Backward Integration Strategy

Internal Strong Relationship

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

MANAGING THE ORGANIZATION

IMPACT OF MANAGEMENT STYLES ON EMPLOYEES:

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

The guiding principles for Recruitment

Recruitment and Selection Criteria

The Islamia University Of Bahawalpur Rahim Yar Khan Campus

Recruiting & Hiring

 Nature of the job; and