Layyah Sugar Mills Ltd

August 11, 2017 | Author: muhammadtaimoorkhan | Category: Performance Appraisal, Recruitment, Employment, Social Security (United States), Wage And Pension
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DEDICATIONS TO: This Holy Prophet (SAW) who taught us “Seek Knowledge from cradle to the Grave”.

My parents whose encouragement, guidance and presence are assets of my life

My teachers who illumined the dark corners of my mind and heart.

PREFACE This report describes the effort made by me for the learning by first hand practical experience about a business organization. Today is the era of experience as is said by quotation “Experience makes a man perfect.” No body can deny the importance of practical training and experience. Through internship students get the first touch of professional exposure of the roles; they have to play during their professional careers. The students not only acclimatize themselves to the corporate environment but also learn to assume responsibility, co-operation and teamwork the hallmarks of modern management. Having experience of sugar industry is really a good experience for me. I am submitting all my experiences. No doubt, omissions and errors are expected but it is requested to ignore the nominal errors. I was lucky enough to have a chance of doing internship in HEAD OFFICE OF LAYYAH Sugar Mills Limited KARACHI. I learnt a lot about the practical business and above all, the mental discipline and awareness, which are the most useful tools for an executive to raise the organizational structure. HASEEB AKHLAQUE KHAN

ACKNOWLEDGEMENT First of all, I want to express all and thanks to ALMIGHTY ALLAH whose blessings are above each and every thing which make me able to present my tiny effort. All prays to HAZRAT MUHAMMAD (PBUH) who is the reason for creation of the universe and whose kindness came to my part. Secondly on the successful completion of my internship program, I whish to express my gratitude and heart worthy acknowledgement to my operation and helped me in completing this report.

professors for full coI feel utmost pride in

acknowledging with sincere gratitude for the valuable guidance I have received from Mr. Hassan buchas and Mr.zubair. They have been a constant source of enthusiastic encouragement through out the internship program. Due to their guidance I have become able to complete internship as well as this report. Their advice, criticism and remarks were of the most value to me.

GROWTH OF SUGAR INDUSTRY IN PAKISTAN Sugar is the important sector of the Pakistan’s economy. Sugar industry plays a vital role for development of any country’s economy. In Pakistan this industry play a significant role for economic development. Its share in the large scale industry is 18% and in GDP is 1.9%.sugar industry contribution to the government exchequer in Federal excise duty is 11.2%.

HISTORY The sugar industry, which is endowed with a strong base of sugarcane, had started its journey from almost non-existence in 1947. The industry has gone through a long way and now possesses 77 sugar mills in all over the country. The Sugar industry not only fulfills the entire local requirement but also sharing out the total foreign exchange earning. At present Pakistan’s sugar industry is facing lot of problems like lesser demand of sugar in the country due to recession in the economy, declining prices into the domestic as well as international markets & huge unsold stock of sugar. Government role in R & D for developing the sugarcane varieties is not very significance; only few private institutions are doing some research in R & D in developing various varieties with higher yield.

Pakistan sugar industries still have 34% un-utilized capacity. Which can be utilized by further developing the 13224 hectares area along the main feeder canal from Indus river in Sindh. By which we can increase our export to 50000 ton. ( this export to Arab World can be exchange of half million barrels of crude oil for Pakistan. In Pakistan present sugar cane varieties are not yielding reasonable production and led to the prevailing sugar crisis. As described by the table. Countries




USA Mauritius India Brazil Pakistan Cuba

77.44 70.33 66.06 62.02 41.55 59.98

76.80 72.83 64.14 61074 43.38 57.04

75.19 71.39 70.30 67.42 43.54 34.83

Source: down EBR July 12-18,2002

GROUP PROFILE The company has been sponsored by SIKANDER GROUP OF INDUSTRIES in ISLAM ABAD. The sponsors comprise of a family of good repute and their friends. They have vast experience of running project as well as manpower administration, monitoring of projects and finance and accounts.

Sr. #Company Name & Location 1


Site: Layyah, Distt. Layyah, Punjab, PAKISTAN.


MANAGEMENT PROFILE Chairman Chief Executive


Managing Director


Director finance

Mr. Bashir Ahmed

Director (HRD&P)

Mr. Noor Ahmed Zaib



General Manager (f)

Mr. Ghulam Hassan shigri

General Manager (plant)

Mr. Mohabbat Ali Khan

Auditors: Mr. Nouman Mehmood, FCA Avais Hyder Zaman Rizwani

Legal Advisors: Mr. Muneeb Akhter Advocate A.K.Brohi & co.


Muslim Commercial Bank Limited National Bank of Pakistan Habib Bank of Pakistan

MISSION OF LAYYAH SUGAR MILLS LIMITED  To produce superior quality White Refined sugar.  To face competition in the Local & International Market.  Total Quality Management.

OBJECTIVES Following are the objectives of company. 1. Total quality focus to meet customer’s requirements. 2. The highest standard of business ethics. 3. To care on the business ethics. 4. To carry on the business at best possible level. 5. To guarantee performance of contracts by members or persons having dealing with the company.

BRIEF INTRODUCTION INCORPORATION LAYYAH Sugar Mills Limited was incorporated on May 26, 1954 as a public limited company. The authorized capital of the share of the company was Rs.350, 000,000/-.Uder the policy of privatization of Govt. of Pakistan under the supervision of Prime Minister Mian Nawaz Sharif, the Layyah Sugar Mills was privatized in May 1992 with the net amount of RS.150,00,000 and an agreement of fulfilling the liabilities of the sugar mill for the compensation of its accounts to the employees and other stakeholders. The previous sponsor of the company could not manage to setup the project and finally on intervention of the BEL shares. The management of the project was transferred to the new sponsors in 1992. The mill is spread over the area of 250 acres land.

NATURE OF BUSINESS Crushing of Sugarcane & Raw Sugar in to White Refined Sugar.

LOCATION LAYYAH Sugar Mills Limited is located at distance of about 3 KM from the city of Layyah.

HEAD OFFICE Head Office of LAYYAH Sugar Mills Limited is located at Fazal Manzil, Gulshan Lahore.

FINANCIAL YEAR The financial year of the company is from 1st October to 30th September.

RAW MATERIAL The main raw material for the mill is sugarcane, which is abundantly available in Pakistan. The second raw material is Baggas. Some of which is obtained by the own crushing the other will be purchased by the Beggas Venders/Suppliers.


Sheikhoo Sugar Mills kot Adu

Fatima Sugar Mills Sanawan

Bhukar Sugar Mills Bhukar

Khan Sugar Mills Faisal Abad

Sharif Sugar Mills Mian Chunnu

WORK FORCE Detail of total working force at site and at head office is as under:

AT SITE Permanent Employees


Temporary Employees


Seasonal Employees

400 (app.)

Daily Wages Employees




AT HEAD OFFICE Permanent employees


Temporary Employees





The main product of the company is White Refined Sugar. The three principle bye-products of a sugar industry are 1. Bagasses 2. Molasses 3. PRESS CAKES (WHICH R ABOUT 40% OF THE WEIGHT OF TOTAL CANE CRUSHED.) 4. MUD

WHITE REFINED SUGAR Major business of the company is to produce white refined cane sugar of intermission standard and from the erased cane and three different components are achieved that are fibber, Pith and Moisture.



BAGGAS: This is also a by-product of the company. Begass is used as source of energy fuel for sugar industry for juice heating. and also used for making medium density fiber board (MDFB). baggasse is sold to the baggasse contractors.

MUD: Mud is also the by-product of the company. It is sold to the Mud Contractors. This is used in making chocolates and other products.

PRESS CAKE: Press cake of sulphitation factories are used as manure and that of carbonation factories are usually burnt.

MAIN DEPARTMENTS Following are the main departments at Site and at Head Office.



ADMIN DEPARTMENT Admin department is the department, which is dealing matters about administration. This department plays very important role for maintaining discipline in the mills. Admin department is working under Admin Officer, who has much more experience about administration matters.

FUNCTIONS The main function of this department is to handle all the administrative matters and maintaining discipline. The main goal of this department is to provide easy working environment. This is very important department of the organization as the name shows; this department has to administrate all the operations of the organization. Sections of this department are divided into offices as under: 

Gate Office

Time Office

Security Guard Office

Labor Office

GATE OFFICE This office has been made to keep the record of each and every thing coming into

and going out of the mills gate. For this purpose gate office clerk maintains two types of registers called; 1. Outward going pass register 2. Inward going pass register. When every thing including raw material, stores supplies, or any other thing comes into the mills premises a document named as I.G.P is made in which information like date of supplier, description, quantity of the material and any other remarks are written. In the same way, O.G.P is prepared for out going things etc.

TIME OFFICE  This office keeps and maintains the time record of all the workers on time cards and pay register for the final costing of the workers salaries.  It keeps the attendance records, which is than used to calculate the salary to be paid to the workers on monthly basis.  It keeps the records of the over time, leaves, number of days worked of all the workers and than calculate their over time on the basis of the basic salary of each worker.  It keeps the records of Social Security, EOBI, Education Cases etc. of each employee / worker payable to government treasury. It keeps the records of Gratuity, Bonus, Pensions and other benefits including CPL (Cash Paid Leave) to each employee / worker of the organization.

SECURITY GUARD OFFICE The main objectives of the security office is to safe handling of the goods from / to the mill premises. For the achievement of such objective a team of security guards has been employed by the company. All the keys relating to the mills office, labor colony, (quarters) are lying into the responsibility of the security officer. 

No out side visitor can come into the mills premises without the permission of the security guards.

Whenever any visitor wants to enter into the mill, security guards firstly contact with the authority in the mill to grant the permission to enter into the mill premises.

Security guards can check each and every person before coming in or going out of the company gate for the security purposes.

They see and check the outward going pass of the certain things when these ought to bring out of the mill premises.

They are in uniforms of dark green color.

They are the guardians of the every thing of the company. The organization also has purchased a human scanning security system, through which the record of each employee and visitor is maintained. This system has reduced the fair of any type of theft.


As required by the labor laws of the Government of Pakistan, this office has been setup to deal with all the matters that are related with labor and other human resources. The Manager (HRD&P) is the head of the H.R.DEPT.  He is responsible to resolve all the disputes, conflicts, misunderstandings and any other hind of matter, which may arise from time to time between the labor and the immediate supervisor, or with any other person in the organization.  It is the duty of the Manager (HRD&P) to inform the legal requirements concerning the labor and company affairs.  It is also the duty of the Manager (HRD&P) to satisfy himself regarding payment of bonus, gratuity, and other benefits to labor and to keep their morale and motivational level high.  It is also a requirement to be a successful Manager (HRD&P) that he should keep his knowledge up to date regarding the rules and regulations of the labor department.  Manager (HRD&P) is responsible for the implementation of the strategies and rules made by the higher authorities.  Manager (HRD&P) also helps the higher authorities in strategic decisionmaking.

Career Management Career planning and development are relatively new concepts in many HR departments. In recent years, these departments have begun to recognize the need for more proactive career-related efforts. As a result, some departments provide career education, information, and counseling. However, the primary

responsibility for career planning and development rests with the individual employee. The planning process enables employees to identify career goals and the paths to those goals. Then, through developmental activities, the workers seek ways to improve themselves and further their career goals. Even today, most developmental activities are individual and voluntary. Individual efforts include good job performance, favorable exposure, leveraging, and the building of alliance. The HR department becomes involved by providing information and obtaining management support to help make career planning a success for both the employees and the organization. Career planning does not guarantee success, but without it, employees are seldom ready for the career opportunities that arise. As a result, their career progress may be slowed and the HR department may be unable to fill openings internally. A Systems view of Career Planning and Development

Career Planning

(Career Paths)

Career Goals

Career Development


Different terminologies which are commonly covered in career management Career: A career is all the jobs that are held during one’s working life. Career Path: A career path is a sequential pattern of jobs that form one’s career. Career Goals: The future positions one strives to reach as a part of career. These goals serve as a benchmarks along one’s career path. Career Planning: The process by which one selects career goals and the path to those goals.

Career Development: Career development consists of personnel improvements one undertakes to achieve personnel career plans. Now we discuss the various human resource activities to the career management in our organization.

Job Analysis and Design Job analysis information provides the foundation for an organization’s human resource information system. Analysts seek to gain a general understanding of the organization and the work it performs. Then they design job analysis questionnaires to collect specific data about jobs, jobholder characteristics, and job performance standards. The job analysis information can be collected through interviews, juries of experts, mail questionnaires, employee logs, direct observation, or a combination of these techniques. Once collected, the data are converted into such useful applications as job descriptions, job specification’s and job standards. Job analysis information is important because it tells HR specialists which duties and responsibilities are associated with each job. This information is used when HR specialists undertake HR management activities such as job design, recruiting, and selection. Jobs are the link between organizations and their human resources. The combined accomplishment of every job allows the organizations to meet its objectives. Similarly, jobs represent not only a source of income to workers but also a means for fulfilling their needs. However, for the organization and its employees to receive these mutual benefits, jobs must provide a high quality of work life. Achieving a high quality of work life requires jobs that are well designed. Effective job design requires a trade-off between efficiency and behavioral elements. Efficiency elements stress productivity; behavioral elements focus on employee needs. The role of managers and HR specialists is to achieve a balance between these trade-offs. When jobs are underspecialized, job designers may simplify a job by reducing the number of tasks. If jobs are overspecialized, they must be expand or enriched. Relative To Career Management 

Provides base for the job orientation that ultimately help in career management.

It helps to reduce reality shock that ultimately minimize the turn over ratio

HR department provides career information that is career path and job description and specification of each job by using the job analysis.

  

It helps supervisor during career counseling. It helps employees to set goals and career planning. It provides information for future training and development of the employee to each his or her career goals.

It helps in career development action of the employees

Organization view Layyah Sugar Mills considers the job analysis. In orientation for career information, to reduce reality shock, career counseling and career development. Employee’s view  First level employees: The orientation is not comprehensive and does

not reduce the reality shock completely. Organization is not providing career information properly.  Middle level employees: They are satisfied with organization effort.  Upper level employees: they think that professional approaches

should be followed.

HR Planning It is a systematically forecasting of an organization’s future demand for and supply of employees. It integrates strategic demands with appropriate staffing levels and also helps in improving the utilization of human resources. To match HR activities and future organizational objectives efficiently and to achieve economies in hiring new workers Most of the organizations are using the tools of HR planning. HR planning helps in making major demands of local markets successfully. In coordinate different HR programs such as affirmative action plans and hiring needs. Different forecasting techniques are used to predict the future demand and supply of employees. Relative To Career Management  It helps in short range and long range plans that outline the future demands and sources of supply. Tight market is the indication of strong career

development and loose market is the indication of weak career management.  HRP helps the organization to manage the training and development program for career development of the employees  It helps supervisor during career counseling.  It helps employees to set goals and career planning.  It provides information for future training and development of the employee to each his or her career goals.  It helps in career development action of the employees  It is the basic requirement of succession planning. Organization view Layyah Sugar Mills is considering HRP once in a year but not considering the succession planning. Employee’s view  First level employees: yes they are conducting the HRP but we think it

is not helping us in our career development.  Middle level employees: They are agreed with above arguments of

first level employees.  Upper level employees: same thinking as above two.

Recruitment and Selection Recruitment is the process of finding and attracting capable applicants to apply for employment. Although operating managers are often involved, much of the recruitment process is the responsibility of professionals in the HR department; these professionals are called recruiters. Recruiters should be aware of the

constraints and challenges surrounding the recruitment process before they attempt to find suitable applicants. Recruiters pursue applicants through a variety of channels. Although walk-ins and write-ins are a common source, the growing diversity in the workforce and changing demographics often require recruiters to be more proactive. Employee referrals and advertisements are other sources. To help recruiters, a variety of public and private organizations exists, such as state unemployment offices, private placement agencies, and search firms. Many institutions—schools, labour organizations, professional associations, military facilities, government and community training programs—also provide placement assistance that recruiters can access. Temporary, leased, and departing employees are other sources of potential recruits. International recruitment faces many of the same issues as domestic staffing except that the issues are often far more complex regardless of whether the recruiter seeks to bring someone to the home country or send that person overseas. Of particular importance, recruiters must be aware of national differences in recruitment practices and employee expectations. The selection process depends heavily on inputs such as job analysis, HR plans, and recruitment. These inputs are used within the context of challenges posed by organizational policies, equal employment laws, Immigration and Naturalization Service rules, a slow-growing supply of labour, credential distortion, and other legal concerns faced by the organization. The key challenge that underlies the entire selection process is to ensure that the steps in the process are valid. In all phases of the selection process, HR professionals also must be concerned about the potential for an adverse impact during the various steps of the process. Even when the overall selection process does not have an adverse impact on members of protected classes, evidence of a discriminatory impact at any stage of the process should be investigated and the discrimination should be eliminated wherever it is found. Steps in the Selection Process

The selection process must take recruits and put them through a series of steps to evaluate their potential. These steps vary from organization to organization and from one job opening to another. In general, the selection procedure relies on testing for many hourly jobs and on interviews for virtually every opening that is to be filled. References and medical evaluations are common aspects of the selection process of many employers.

The supervisor’s role should include participation in the selection process, usually through an interview with job candidates. As a result of this participation, the supervisor is more likely to be committed to the new worker’s success. Growing research evidence supports the use of realistic job previews. Once the hiring decision is made, the HRIS should be updated with detailed information about the new hire. If the department uses valid procedures and ethical behaviors, it can make a substantial contribution to the success of the employer and therefore the bottom line. Relative To Career Management 

It helps in making the good pool of employees and in selection of the appropriate employee for an appropriate job so that the turn over ratio can be minimized which ultimately helps in good career development.

Organization view Layyah Sugar Mills has a comprehensive setup for recruitment and selection. Different techniques like job interview, old job performance, panel interviews etc. References are also obliged.

Employee’s view  First level employees: No, they only make recruitments on the

references.  Middle level employees: They are satisfied with organization effort.  Upper level employees: they think that professional approaches

should be followed.

Orientation And Placement Once the selection process has been completed, new employees must be oriented in order to become productive contributors. Orientation not only improves the rate at which employees are able to perform their jobs but also helps employees satisfy their personal desire to feel they are part of the organization’s social fabric. The HR department generally orients newcomers to broad organizational issues and fringe benefits. Supervisors complete the orientation by introducing new employees to coworkers and others involved in the job. A “buddy” may be assigned to continue the process. Proactive HR departments follow up after the orientation to ensure that the employees do not have any remaining questions and check on the quality of the orientation. When job openings are filled internally, the placement process also should include an orientation, especially placement decisions that involve moving people across international borders. The process of placing current employees in different jobs or separating them from the organization often involves a decision made by line managers in consultation with the HR department. Included here promotion, transfers, and demotion. Although promotions come about in a variety of ways, they usually result from merit, seniority, self-nomination, or a combination of those approaches. Transfers and demotions also call for the advice of the HR department.

Relative To Career Management 

Orientation helps in making the employees able to set their career path and career development.

Placement helps the employee to achieve their career goals and also helps to reduce the stalled career.

Placement is also an important source of increase the motivation and loyalty of the employees.

Organization view

Layyah Sugar Mills is completely fulfilling the above defined goals of placement and orientation. Employee’s view  First level employees: No, they think that placement decisions are

made on the favouratism and personnel influences and we did not get any orientation.  Middle level employees: They are satisfied with organization effort.  Upper level employees: orientation and placement efforts are


Training and Development

After workers have been selected and oriented, they may still lack the skills, knowledge, and abilities needed to perform successfully. Most workers require some training to do their current jobs properly. If the organization wishes to place these employees in more responsible positions in the future, developmental activities also have to take place. For most workers and trainers, individual learning sessions are a blend of training and development. Most large organizations make available a broad array of educational opportunities. However, trainers should conduct a needs assessment to determine if the training is truly needed and, if it is needed, what it should cover. Training and development, or learning, objectives result from the needs assessment. Trainers can plan the content of the course from these objectives and incorporate as many learning principles as is feasible. Merely conducting training—even when a careful needs assessment has been undertaken—is insufficient. Experienced trainers try to evaluate the impact of training and development activities. Often this involves a pretest and a posttest and even follow-up studies to see if the learning was transferred to the job.

HR development prepares individuals for future job responsibilities. At the same time, it attempts to contend with employee obsolescence, international and domestic workforce diversity, technological changes, affirmative action, and employee turnover. Relative To Career Management Training and development programs play a vital role in the career management of the employees. It able employees to achieve their career goals and for career development. It also helps in succession planning. Organization view Layyah Sugar Mills is providing their employees training through different programs but most of the techniques used are on the job. Off the job training is somewhat applies to the higher level management and mechanical staff. Employee’s view  First level employees: yes. They are providing but up to some extent.

Because for training and development is not merit basis & there is no procedure for the off the job training.  Middle level employees: No, organization is not providing good

opportunities for training and development. They are not satisfied with organization effort.  Upper level employees: they think that organization is not following a

professional approach. They are providing us training for only the existing jobs not for the future career.

Performance Appraisal Performance appraisal is a critical activity of HR management. Its goal is to provide an accurate picture of past and / or future employee performance. To achieve this, performance standards are established. The standards are based on the job-related criteria that best determine successful job performance. Where possible, actual performance is measured directly and objectively. Form a wide variety of appraisal techniques; specialists select the methods that most effectively measure employee performance against the previously set standards. Techniques can be selected both to review past performance and to anticipate performance in the future. The appraisal process is usually designed by the HR department, often with little input from other parts of the organization. When it is time to implement a new appraisal approach, those who do the rating may have little idea about the appraisal process or its objectives. To overcome this shortcoming, the HR department may design and conduct appraisal workshops to train managers. A necessary requirement of the appraisal process is employee feedback through an evaluation interview. The interviewer tries to balance positive areas of good performance with areas where performance is deficient so that the employee receives a realistic view. Perhaps the most significant challenge raised by performance appraisals is the feedback they provide about the HR department’s performance. HR specialists need to be keenly aware that poor performance, especially when it is widespread, may reflect problems with previous HR management activities.

1.To improve organizational performance via improving the performance of individual contributors (should be an automatic process in the case of good managers, but (about annually) two key questions should be posed: o

what has been done to improve the performance of a person last year?


and what can be done to improve his or her performance in the year to come?).

2. To identify potential, i.e. to recognize existing talent and to use that to fill vacancies higher in the organization or to transfer individuals into jobs where better use can be made of their abilities or developing skills. 3. To provide an equitable method of linking payment to performance where there are no numerical criteria (often this salary performance review takes place about

three months later and is kept quite separate from 1. and 2. but is based on the same assessment). Relative To Career Management • provide feedback for career development action • it helps in placement decision on the basis of performance. • You can set the targets and standard which becomes the first step for the career development. • Made a standard routine task • it aids the development of talent • can be an effective form of motivation. • It creates or does not create the need for career development. • It describes the training and development needs. Organization view Layyah Sugar Mills strongly applies performance appraisal but there are chances of error bias as halo effect, the affect of central tendency etc. Employee’s view  First level employees: performance appraisal does not measure the

actual performance efficiency. It is not sensitive.  Middle level employees: Same as first level employees.  Upper level employees: Same as first level employees.

ORGANIZATIONAL INCENTIVES NSML has a well-formed human resource department (HRD), due to which a lot had been done and is being done to make the moral of the workers of the Organization high & high.

WPPF (WORKERS PROFIT PARTICIPATION FUND) This is the name of the fund given to workers when company earns profit. It is 5% of the total profits earned during an accounting year. Every workers / Employee whose not pay is up to Rs. 3000/= is eligible for getting this fund.

BONUS POLICY: The company maintains a bonus policy for its workers to initiate the motive to work whole-heartedly for increasing workers and organizational efficiency. According to this policy, company shall give sum equivalent 60% basic salaries of worker at the end of the every accounting year in case of report earning.

SOCIAL SECURITY FACILITY: The company deducts a nominal amount in the account of social security from the salaries of the workers on monthly basis. This deducted amount is submitted to the social security and they allot a social security number with an identification card, which shows that the worker had got the facility of social security. Major advantage

provided through social security number is the free health care including medical and surgery facilities from the specified social security hospitals.

E.O.B.I (EMPLOYEES OLD AGE BENEFITS INSTITUTION) This is an important deduction from the salaries of the workers for the regular income in the old age / post retirement age so that workers have a thought of relief that there would be no financial problem after the expiry of his employment. EOBI is an institution where this deducted amount is accumulated for the future use when these people will not be able for employment.

HOUSING FACILITIES: The workers have provided with the residential facilities and small quarters are provided to the workers. These quarters are often visited by the resident director for the checking of cleanliness and other important matters if raised by any situation from the workers side.

COMPANY CANTEEN: Company has given the provision of a canteen / café-teria for its workers and employees. The quality of the food available in the factory canteen is under the supervision of the labor officer.


According to the scheme, company gives lunch to all its workers / employees once in every month. It also gives two times tea and lunch free to the executive level.



Page #


Growth of Sugar Industry in Pakistan






Main Departments at Site



Mechanical Department



Electrical Department



Chemical Department



Cane Department



Accounting Department



Admin Department



Main Departments at Head Office (Finance)



Accounts Department



Export & Import Department



Purchase Department



Sales Department



Banking Section



Organizational Incentives



Quality Management



Ratio Analysis



Statement of Cash Flow






Problems of Sugar Industry



SWOT Analysis



Comments in Brief and Suggestions


View more...


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