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Alkaram Managementt Final Report
 

Alkaram Managementt Final Report

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    Alkaram Managementt Final Report Alkaram Managementt Final Report Document Transcript

    • ALKARAM TEXTILE INDUSTRY MILLS PVT LTD. 1
    • Term Report On ALKARAM TEXTILE INDUSTRY MILLS PVT LTD. SUBMITTED TO: Ma’am Uzma khan PREPARED BY: Gopal das (sp12-bb-0009) Taha shah (sp12-bb-0040) Chandar K (sp12-bb-0011) Farah Naz (sp12-mm-005) Gul-E-Zahra (sp12-mm-03) Kulsoom (sp12-mm-0001) 2
    • Contents ACKNOWLEDGEMENT ....................................................................................................... 4 INTRODUCTION.................................................................................................................... 5 MISSION STATEMENT ........................................................................................................ 6 VISION STATEMENT ........................................................................................................... 6 ALKARAM GROUPS ............................................................................................................. 7 ENVIRONMENT FRIENDLY ............................................................................................... 8 SOCIAL COMPLIANCE ..................................................................................................... 10 FUTURE OUTLOOK ........................................................................................................... 11 HIERARCHAY OF AL-KARAM ........................................................................................ 13 THE RECRUITMENTS PROCESS .................................................................................... 15 PROMOTION POLICIES .................................................................................................... 18 INTERVIEW WITH MANAGER ....................................................................................... 19 LEAVE POLICIES AT ALKARAM TEXTILE MILL..................................................... 21 CONCLUSION ...................................................................................................................... 24 TEACHER’S COMMENTS ................................................................................................. 23 3
    • ACKNOWLEDGEMENT Dear Readers, First of all, we are really great thankful to Allah who gave us this much strength to complete this project. In fact, it was really very tough to work on this project. It is because this was our first project and we did our best to complete this project. We have been helped and dedicated with our teacher Miss Uzma Khan. She supported us and guided. Therefore, we are thoroughly pleased with her and without her help it was not possible for us to make precious project. In addition, we would also thank “ALKARAM GROUP OF INDUSTRY” for providing such detailed information. We here by announce that none portion or information about this project is copied from other resource. It is our own hard work. 4
    • INTRODUCTION Alkaram Commodities was established in 1978 in Houston Texas by our Founder & CEO Mr. Shakeel Ahmad Wasti. The torch of the trading business was passed on to Mr. Wasti from his father many years ago. He also inherited his passion of the trading business from his father and continued his legacy today. The starting point for ALKARAM COMMODITIES INC. after its incorporation back in 1978 was with the acquisition of oil and gas producing properties in United States and Canada in the range of US $10,000,000.Final negotiations over our field of interest, preceded by detailed data collection, in order to secure investment funds. ALKARAM was then classified as an oil and gas producer upon completion of an acquisition, along with title transfers and registration. Until then, we have been involved in screening and evaluating the producing fields for minority share participation. At the same time our professional representative and executives negotiated a contract with the governmental organization of Ministry of Agriculture of Saudi Arabia to supply them with eighteen (18) types of water desalination chemicals for their water treatment plants valued in excess of US $50,000,000 per year. In the same sequence of events a major transportation facilitation contract was also signed with a major company in Saudi Arabia wherein we started with a supply of tankers, truck and trailers from Mack Truck International to Saudi Arabia through the office of Mack Trucks in Chicago, Illinois USA. The Group has its origins in the early 1900s when it started the trade of grains and oil in the subcontinent. Entrepreneurial skills and penetration have always been the driving force behind the success of the Group. Based in Karachi, the Alkaram Group has unfolded its vision of growth and established its multifaceted concerns countrywide and abroad. The Group's history dates back two generations. ALKARAM group has been the pioneers to the textile industry of Pakistan. The Group has introduced many new concepts to the commerce and trade industry of Pakistan. The Company was incorporated on 18th of November 1984 as a private limited company in Pakistan, with the registered office in Karachi, Sind and subsequently converted into a public limited company on 30th of December 1987. The shares of the company are listed on Karachi, Lahore and Islamabad Stock Exchanges. The principal activity of the company is manufacturing and sale of Polyester Staple Fiber. 5
    • MISSION STATEMENT “Our mission is to producing an excellent quality Polyester Staple Fibre, continuously striving for improvement.” VISION STATEMENT “Being a Leading Polyester Staple Fibre manufacturing company, PSL realizes it that and remain responsibility to treat all stakeholders equitably and transparently to be true to their Trust.” 6
    • ALKARAM GROUPS Alkaram Textile Mills Pvt. Ltd: Alkaram is a household name when it comes to Fashion Fabrics. An Alkaram Textile mill creates everything from shower curtains to apparel for men and women. Amana Industries: A completely integrated Spinning and Finishing mill specialized in knitted Fabric Pakistan Synthetics: Producer of PSF Fiber under technology from Teijin japans’, producing 80 Tons per day feeding into the Textile Spinning Sector of Pakistan. PSL Caps: Specializes in producing plastic and crown caps for the Beverage industry, PSL caps is proud to have the most modern and advanced high speed machines. Dhabeji Salt: Producer of salt for Chemical Industries and table salt Setter Ltd: Local Trading House Orient Textile Mills Limited Pakistan Dairy Products (Private) Limited (manufactures Igloo Ice Cream) Gul Agencies (Private) Limited Imran Crown Corks (Private) Limited 7
    • ENVIRONMENT FRIENDLY One of the greatest issues worldwide, and especially in Pakistan, is the efficiency of power usage. Alkaram has undertaken various methods to help Pakistan in its quest to optimize consumption of power: Alkaram has incorporated recycling processes whereby heat that is normally a part of waste from contaminated water is now being put to positive use. Instead, the heat is transferred to the fresh cold stream that's coming into the machines. Alkaram has been actively working to replace all inefficient machines and processes. This has led to the successful outcome of greatly reduced energy bills, a decreased carbon footprint and superior product quality. ~ Our lighting systems are fully configured to switch on or off according to the sunlight outside, thereby ensuring no wastage of energy during the day. All of Alkaram's lighting is now derived from LED light sources which provide high-luminance efficient light. They have a life span of over 50,000 operating hours. Utilization of Efficiency 1 (Effl) AC motors has resulted in millions of USD being saved each year in energy costs. Our air-conditioners are being converted into solar-powered AC units, whidi will result in energy conservation worth approximately USD 1.2 million per year. In 2006, Alkaram participated in the Pakistan-German Renewable Energy Efficiency Program (REEE). Our effort does not stop at the bigger steps. When small steps are taken, the smallest of efforts often add up to a lot more. Alkaram has been actively reusing wasted energy (mechanical, chemical, heat and electrical) in the simplest of areas such as air pressure created from the tuming of a small exhaust fan. Steps such as this are an exceptionally rare practice throughout the country. 8
    • Alkaram understands the importance of monitoring the excess generated from its production process and the potentially harmful effect it can have on the environment. We regularly sample and test our waste water to comply with national environmental quality standards. This is done side by side with monitoring and controlling air pollution at the source and our plant is designed to comply with all discharge requirements. Alkaram has also been working on Better Management Practices Cotton Program (BMP). It entails going to the root of the entire cotton process and educating farmers. It also utilizes efficiency principles in using less water, pesticides, fertilizers & chemicals and better seeds. 9
    • SOCIAL COMPLIANCE Social compliance is a vital part of Alkaram's business strategy. Alkaram complies with social compliance programs for various customers. The Management of Alkaram believes in fair practice. We follow our national laws in letter and spirit and also comply with social compliance code and conduct of Customers. Hence we shun forced labor force, bonded labor, child labor, discrimination and harassment. Realizing the need and importance of the Social and Security Compliance in manufacturing sector of Pakistan, an initiative guided by a multi-stakeholder (Public & Private Sector) Board was formed back in 2004 called the Pakistan Compliance Initiative (PCI). Alkaram Textiles is a founder member of this compliance board. The basic idea of this initiative is to promote an industry-wide understanding of security, social and environmental standards, and provide Pakistan-specific compliance solutions acceptable worldwide. 10
    • FUTURE OUTLOOK Reported in the Annual Report 2002, the prices of Polyester Staple Fiber in the country are expected to be under pressure due to enormous increase in the local production capacity of fiber. On the other hand, the prices of PTA and MEG, the two basic raw materials of fiber industry have shown an upward adjustment and their prices have increased by approximately US$ 100 per ton in February 2003. Consequently, the raw material cost has increased by Rs. 8.50 per kg. of fiber . However, in the second half of February 2003, there was a further increase in the prices of PTA and MEG by US$ 170 per ton and US$80 per ton respectively of their supply for the month of March 2003. The impact of further increase in prices of PTA and MEG on fiber manufacturing cost would be around Rs. 12/- per kg. The sale price of Polyester Staple Fiber was marginally increased by Rs. 3/- per kg. W.e.f. 1 February 2003. However, to reduce the impact of substational increase in the raw material cost, the sale price of Polyester Staple Fiber was again increased by Rs. 7/- per Kg. w.e.f. 16 February 2003. There is still a gap of approximately Rs. 10/- per kg. Due to the increase of the raw material cost of PTA and MEG vies-a-vies increase in the sale price of Polyester Staple Fiber. The downstream industry will be able to absorb the substantial increase in the raw material cost. If Company is not able to pass on the 100% cost push of raw material to the sale price of Polyester Staple Fiber in the coming months, your directors are not hopeful for encouraging results. 11
    • Reported in the Annual Report 2002, the prices of Polyester Staple Fiber in the country are expected to be under pressure due to enormous increase in the local production capacity of fiber. On the other hand, the prices of PTA and MEG, the two basic raw materials of fiber industry have shown an upward adjustment and their prices have increased by approximately US$ 100 per ton in February 2003. Consequently, the raw material cost has increased by Rs. 8.50 per kg. of fiber . However, in the second half of February 2003, there was a further increase in the prices of PTA and MEG by US$ 170 per ton and US$80 per ton respectively of their supply for the month of March 2003. The impact of further increase in prices of PTA and MEG on fiber manufacturing cost would be around Rs. 12/- per kg. The sale price of Polyester Staple Fiber was marginally increased by Rs. 3/- per kg. W.e.f. 1 February 2003. However, to reduce the impact of substation increase in the raw material cost, the sale price of Polyester Staple Fiber was again increased by Rs. 7/- per Kg. w.e.f. 16 February 2003. There is still a gap of approximately Rs. 10/- per kg. Due to the increase of the raw material cost of PTA and MEG vies-a-vies increase in the sale price of Polyester Staple Fiber. The downstream industry will be able to absorb the substantial increase in the raw material cost. If Company is not able to pass on the 100% cost push of raw material to the sale price of Polyester Staple Fiber in the coming months, your directors are not hopeful for encouraging results. 12
    • HIERARCHAY OF AL-KARAM CARDES 1 Board of Director GROUP Chairman ,Inside & outside members (Director) 2 Top Management R.D, T.D, D.T.D, G.M, and D.G.M 3 Management SR.Manager , Manager and managerial status 4 Senior Staff Dy.Manager, Asstt.Manager, Incharges, Officers, Supervisor, Supervisory staff, etc. 5 Junior Staff Other Staff 6 Operative Workforce Workforce 13
    • On next page there is description of each stage. 14
    • THE RECRUITMENTS PROCESS 1. Define Requirements : Job Description Most widely used job description formats contain the following five sections: (1) job identification; (2) job summary or purpose; (3) job duties and responsibilities; (4) accountabilities; and (5) job specifications. The most important thing to remember is that all job descriptions within an organization should follow the same format. Job Specification A job specification describes the knowledge, skills, education, experience, and abilities you believe are essential to performing a particular job. The job specification is developed from the job analysis. Job specification describes the person you want to hire for a particular job. A job specification cuts to the quick with your requirements. The job specification provides detailed characteristics, knowledge, education, skills, and experience needed to perform the job, with an overview of the specific job requirements 15
    • Recruitment Methods The methods of recruitment open to a business are often categorized into:  Internal recruitment is when the business looks to fill the vacancy from within its existing workforce.  External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business.  There are advantages and disadvantages are of both internal and as well as for external staffing. 2. Attract Potential Employees: Job Advertisement Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed (i.e. how far away people will consider applying for the job. 16
    • 3. Select Right People Job Interview An interview is the most common form of selection and it serves a very useful purpose for both employer and job candidate. The main benefits of an interview include: For the Employer: Information that cannot be obtained on paper from a CV or application form Conversational ability - often known as people skills Natural enthusiasm or manner of applicant See how applicant reacts under pressure Queries or extra details missing from CV or application form For the Candidate Whether job or business is right for them What the culture of company is like Exact details of job Ability Tests In this process the candidate is tested that how much he or she is expert in his or her qualification. There might be written of verbal tests for them. If they are able to clear these tests then they will be selected. 17
    • PROMOTION POLICIES A key task of management is to identify how employees in the firm are performing and what is required to ensure that employee performance supports the objectives of the business. Most businesses operate some kind of performance review or appraisal system. This might be relatively informal (particularly in smaller businesses). Large and more complex businesses tend to operate formal and structured appraisal systems. The word appraisal implies making a judgment about how well an employee is doing. However, the appraisal process needs to be more than simply scoring or judging past performance. It needs to look forward too. A suitable appraisal system appraisal can help employees feel that their good work is recognized and that they are valued. It can also provide the opportunity to discuss any weaknesses or problems they may have, and to come up with solutions. There are four key elements to effective employee appraisal; 1. Set objectives - decide what is needed from employees and agree these objectives with them. If appropriate, set timescales for achieving them. 2. Manage performance - give employees the tools, resources and training they need to perform well. If appropriate, set timescales for achieving objectives. 3. Carry out the appraisal - monitor and assess employees' performance, discuss those assessments with them and agree on future objectives. 4. Provide rewards/remedies - consider pay awards and/or promotion based on the appraisal and decide how to tackle poor performance. Many businesses carry out an appraisal after a set period for new employees or those who have changed jobs within the company. After that, appraisals once or twice a year may be enough. 18
    • INTERVIEW WITH MANAGER We had a long session of questions with Mr. Rizwan Sultani, who is the manager of human resource department. He has done a lot for his organization. Q: Sir would you like to tell me something about promotion, whether it takes place and on what bases? A: Yes. It depends on their performance and conflicts. Senior staff sits together and decide who have achieved his or her targets and what extra efforts he/she has put. Q: Sir what sort of media you use for advertisement? A: Different newspapers for external and notice board for internal. Q: What is the ratio of labor turnover? A: It is 6% per year. Q: The technology is changing day by day. You need to provide training to your staff. How you train your employees? A: Good question. Well we hire Chinese experts to provide training when there is need. Some technical staff is sent foreign for training. 19
    • Q: What you look in candidate, qualification or experience? Out of these whom you give more preference, for instance foreign degree holder or Pakistani? A: Well first of all we see their background, from where he/she has completed education; we give first priority to international but of course Pakistani are give same opportunity. At the end if they are fit for our organization then we ask for joining. Q: Do you know why it is called Alkaram Group of Industries? A: No I do not know. I am sorry. Q: What about working condition? A: We do have proper tools which are needed when there is require of emergency. Furthermore, there are also health facilities. Q: When there is conflict between workers of managers then how you solve it? A: When people work together in teams, conflict is inevitable. Too much unhealthy conflict can be destructive, tear relationships apart and interfere with the healthy exchange of ideas and information. Effective communication is one of the best methods managers can use to minimize conflict between employees. The scientific method is another effective way to solve conflict. 20
    • LEAVE POLICIES AT ALKARAM TEXTILE MILL Leave referred to paid or unpaid off work Leave policy table Leave title Annual leave (AL) 14 days per calendar year Casual leave (CL) 10 days per calendar year Sick leave (SL) 08 days per calendar year Maternity Leave (ML) 90 days according to wish Short Leave Once in month Late Coming 21 Allowed leave No deduction
    • CONCLUSION Three of us went to visit the organization. There we welcomed warmly by them. The atmosphere we found there was very environment friendly. The way they behaved with us and gave us permission to visit their different departments. We are really pleased with them. We are really satisfied with them in all the aspects. It is our thinking that the ALKARAM INDUSRTY’S contribution ratio to Pakistan economy is great. And it is not just this they are going to launch many new projects very soon. This will be beneficial for whole nation. In result it will boom the economy of Pakistan. 22
    • TEACHER’S COMMENTS ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. 23
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