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Definition
1. The manufacturing or technically productive enterprises in a particular field, country, region, or economy viewed collectively, or one of these individually. A single industry is often named after its principal product; for example, the auto industry. For statistical purposes, industries are categorized generally according a uniform classification code such as Standard Industrial Classification (SIC). 2. Any general business activity or commercial enterprise that can be isolated from others, such as the tourist industry or the entertainment industry. 3. Combination of different related firms.
Classification of Industry
Industries can be classified in a variety of ways. At the top level, industry is often classified into sectors: Primary or extractive, secondary or manufacturing, and tertiary or services. Some authors add quaternary (knowledge) or even quinary (culture and research) sectors. Over time, the fraction of a society's industry within each sector changes.
Sector
Primary
Definition
This involves the extraction of resources directly from the Earth, this includes farming, mining and logging. They do not process the products at all. They send it off to factories to make a profit. This group is involved in the processing products from primary industries. This Secondary includes all factoriesthose that refine metals, produce furniture, or pack farm products such as meat. This group is involved in the provision of services. They include teachers, managers Tertiary and other service providers. This group is involved in the research of science and technology. They include Quaternary scientists. Some consider there to be a branch of the quaternary sector called the quinary Quinary sector, which includes the highest levels of decision making in a society or Sector economy. This sector would include the top executives or officials in such fields as government, science, universities, nonprofit, healthcare, culture, and the media.
Cement industry Chemical industry Jute industry Ship building industry Woolen and worsted textile industry
Textile Industry
It is the largest company of Pakistan. There was only 17 units of textile in Pakistan at the time of share. The production of textile was very low and a large quantity of textile had to be imported to meet the domestic, requirements. Now, Pakistan is a prominent country for the production of textile. The textile industry accounts for 17.3% of value added, 32.2% of industrial employment and 60% of total exports. Various steps have been taken by the Government for the growth of the textile industry e.g. the provision of incentives, freedom to acquire technical assistance from abroad, directly financing institutions and improvements in management and labour efficiency etc.
Sugar Industry
In 1947, there were only 2 sugar factories in Pakistan, but at present there are 77 sugar factories in the industry. Revolutionary steps are required to expand the working capacity of this industry, which must be expanded and facilities should be provided to farmers for the production of better crops.
Fertilizer Industry
There are 10 fertilizer units (6 in the public sector and 4 in the private sector) in the country, having an installed capacity of 42,98,000 N. Tonnes (16,74,000 N. Tonnes in the public sector and 26,24,000 N. Tonnes is the private sector). The low production was caused, by operational difficulties, decline in working hours and power failure/load shedding. A number of concessions are provided for the growth of this industry.
Cement Industry
At present 24 cement factories are operating in the country, out of these 4 factories are in public sector and 20 are in private sector. This industry has been allowed duty free import of plant and machinery.
Chemical Industry
There are 12 chemical factories in the country producing, soda ash, sulphuric acid, caustic soda, chlorine gas and other chemicals. The contribution of the chemical industry towards GNP is only 3%. This industry is not fulfilling domestic requirements, so a large amount of foreign exchange is spent on the import of different chemicals every year.
Jute Industry
At the time of independence there was not a single jute factory in Pakistan. By the cooperation of PIDC, 32 factories were setup in East Pakistan and one in West Pakistan by the time of separation of East Pakistan in 1971. At present there are 12 Jute mills in the country. Now a large quantity of Raw Jute is imported from China and Bangladesh every year to meet the domestic requirement.
living standards of more than 70% of the inhabitants of Pakistan which re having the agriculture sector as an only source of their survival. Pakarab fertilizer Limited (PFL) is playing a pivotal role in providing the farmers of Pakistan with the coveted fertilizer needs. PFL was earlier on owned by the National Fertilizer Corporation (NFC) but in the recent past it has been taken over by the Fatima Group of Industries. Now as it has been privatized, one can hope that it will meet the appropriate standards and produce quality products for its customers.
Company Profile
INTRODUCTION Pakarab Fertilizers Limited was established as a result of protocol concluded and signed on November 15, 1972 by the Government of Pakistan to further strengthen and develop fraternal ties between Islamic Republic of Pakistan and State of Abu Dhabi. A Memorandum of Understanding was concluded between Pakistan Industrial Development Corporation (PIDC) and Abu Dhabi National Oil Company Limited (ADNOC) on March 7, 1973. A participation
agreement emerged on November 1, 1973 to establish a joint venture for the expansion and modernization of the old Natural Gas Fertilizer Factory (NGFF) at Multan. The Company was incorporated on November 12, 1973. Subsequently, PIDC assigned 52% of its shares to National Fertilizer Corporation (NFC) of Pakistan and ADNOC assigned 48% of its shares to International Petroleum Investment Company, with a paid-up capital of PKR743.061 million. Under the new management, Pakarab Fertilizers Limited has undergone extensive modernization and new improved processes have been introduced to maximize the output while minimizing the negative impacts on the environment. For this a Clean Development Mechanism (CDM) plant was installed, which is the first project of this kind in Pakistan. Basic aim of this project is the abatement of N2O and NOX emissions from the stack gases of Nitric Acid plant. The reduction of greenhouse effect of these gases shows the new management's commitment towards a cleaner environment. PRIVATIZATION OF PAKARAB Pakarab has been privatized under privatization policy of Government of Pakistan. Management of the company has been handed over to Reliance Exports (Pvt) Ltd a joint venture of Fatima Group and Arif Habib Group on July 14, 2005.
ISO-9001:2000 CERTIFICATION
20% 0.5%
UREA
Total Nitrogen Moisture 46% 0.5%
POWER GENERATION
The company has its own power plant. It has three generators having capacity of 7.5 MW each.
FUNCTIONAL DIVISIONS
Major Functional departments in the organization are: Marketing Division Human Resource Division Finance Division Production Division Marketing Division is performing following functions: Marketing Development New markets are explored and existing market position is strengthened. Technical Services Technical services such as conveyance of employees are managed. Distribution In this operation activity relating to distribution of fertilizer is managed.
Sales Efforts are done to estimate and increase sales. Marketing Division is providing technical services to the farmers under the supervision of Dr. Maqbool Akhtar. He has done his PhD from Hawaii (USA) in sugar cane development. Marketing Division has divided its market into nine regions; Multan , Faisalabad, Lahore, Bahawalpur, Sahiwal, Rahim Yar Khan, D.G.Khan, Hyderabad and Sukkur. There are 920 sales point and 2262 Bussiness Associates in these regions.
Seminars For mass communication of our messages, seminars are organized in each territory. Technical services staff, fertilizers dealers and sales team is involved in this activity. Farmers from within the territory are invited to attend. Seminars are arranged prior to the planting season of each crop. Farmers are appraised on the latest crop management techniques, fertilizer requirements and its application strategies to get maximum benefit & output. Usually 2-3 seminars are arranged in each territory on each major crop.
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decision making power gradually loses interest in his job and is de-motivated that effects his performance. So there should be delegation of authority up to certain extent that enables manager to take timely decisions at the spot with confidence. When they take decisions they feel themselves more involved and responsible for the job and in turn their efficiency increases. LESS VALUE ADDITION PFL is quantity conscious rather than the quality, while FFC with almost the same plant and machinery is giving the same standards. After viewing the marketing analysis we see that product quality is not up to standard The efficiency of the employees is not up to the mark in some departments, because of the traditional working style of the company. Centralization in decision making should be eliminated for timely decision making. There is a need for more hiring especially in order to expand the marketing network. Product quality, especially of Urea needs to be improved. The management and employees relations should be friendly. Due to this environment the unity and discipline between the management and employees will establish. The efficiency and productivity also increase. Plants should be operated at full capacity to meet the market needs. PFL has to make its position stronger in this growing environment. It should appoint servicing staff apart from sales men on the outlets who can listen to the claims of people. Similarly, the R and D department should conduct research for promotion of its products and for exploring new ways of fascinating customers towards PFL products. Seminars and various functions should be organized to assist farmers for their agricultural problems and to make them familiar with PFLs products. This could help gaining the confidence of farmers and establishing a goodwill among business associates.
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