Motivation Assignment

HAILEY COLLEGE OF BANKING AND FINANCE
University of the Punjab, Lahore
Submitted By:
Hafiz Muhammad Amer Nisar
Roll # 20
Date: May 06, 2009
By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 1 of 18

Assignment # 03
Topic: Motivation
Objective of Assignment:
To determine how the multi national companies and Domestic
companies are motivating their people, what are the motivation
Factors among the employees and what factors are being provided by
MNCs and Domestic companies?
Its Constituents are

Three Multi national companies’ data and three Domestic companies
that how they are motivating their employees.
Three multi national companies are

Nestle Pakistan
Unilever Pakistan
Telenor Pakistan
and three domestic companies are

ICI Pakistan Limited
Sapphire Fibers Limited
Fauji Fertilizers Company Limited
sources for the data presented are as below.

Sources: http://www.nestle.pk/index/about-us.aspx
http://www.nestle.pk/community/corporate-social-responsibility.aspx
http://www.unilever.pk/ourvalues/
http://www.unilever.pk/ourvalues/purposeandprinciples/default.asp
http://www.telenor.com.pk/about/history.php
telenor\visionValues.php.htm
http://www.telenor.com.pk/careers/whyTelenor.php
http://www.ici.com.pk/index.html
http://www.ici.com.pk/careers/whats_new.html
http://www.sapphire.com.pk/home.htm"
http://www.ffc.com.pk/index.html
www.ffc.com.pk/contents/qualitypolicy.htm
www.ffc.com.pk/contents/HR.htm
Also given under the heading of each organization discussed.

Motivation
PRELUDE:
Motivation is an inner drive resulting in doing a job. The inner drive is affected
by various human needs. Need also includes psychological or physiological desires.
Stephen P.Robbin says

“Motivation is the willingness to do something and is conditioned by this action’s ability to
satisfy some need for individual.”
Motivation = Valance X Expectancy
Maslow’s Hierarchy of Needs
Self
.
Actualization
Needs
Esteem Needs
Love Needs
Safety Needs
Physiological Needs
Maslow’s theory explains level of needs human have across the world. If we talk about the
motivation factors, Employer must fulfill these needs to motivate the people. The above
mentioned level of needs describe that the importance must be given to Physiological Needs.
Maslow’s theory applies to our situation in Pakistan as well.

PIM Survey in Pakistan
Pakistan Institute of Management, Karachi undertook a survey on motivation relating to
business executives in Pakistan. Two hypotheses from survey, i.e. employees of Pakistani
organizations consider “Compensation” as the most important and employees with different
demographic characteristics have same set of motivators.
But both above hypotheses rejected and motivation factors resulted in the following priority
list.
• Organization Image
• Job Security
• Compensation
• Good relationship
• Team Work
Here in this assignment we will discuss about the motivation factors which are in practice
now days in Pakistan. We will study here three Multi national companies working in Pakistan
and three Domestic organizations. We will study here that how these companies are
performing or motivating their people.
Multi National Companies
Nestle Pakistan
Unilever Pakistan
Telenor Pakistan
Domestic Organization
ICI Pakistan Limited

Sapphire Fibers Limited
The above mentioned companies are operating their business in the jurisdiction of
Pakistan and imparting in the growth and development of the country.
How they motivate their people to incorporate and what are strengths and weaknesses
they are facing and we will discuss here with its remedies.
First of all, here it is a brief introduction of MNCs working in Pakistan and then the
Domestic organizations carrying out their business.

Multi National Companies
1. Nestle Pakistan
Sources: http://www.nestle.pk/index/about-us.aspx
INTRODUCTION
NestlÃ© has been serving Pakistani consumers since 1988, when our parent company, the
Switzerland-based NestlÃ© SA, first acquired a share in Milkpak Ltd.
Today we are fully integrated in Pakistani life, and are recognized as producers of safe,
nutritious and tasty food, and leaders in developing and uplifting the communities in which we
operate
Financial Statements (Nestlé Pakistan Limited)

Profit and Loss Account
For the Year Ended December 31, 2008
2008 2007
(Rupees in ‘000)
Profit after taxation 1,552,894 1,805,212
Earnings per share – basic and diluted (Rupees) 34.24 39.81
34.24 per share earning show that the company is working very well, although it is less
than the previous year but not poor. The enterprise is committed to gain for the
shareholders and they are utilizing their recourses efficiently to gain the desired goals.
Defined contribution plan

The Company operates a recognized provident fund for all its regular employees, excluding
expatriates. Equal monthly contributions are made to the fund both by the Company and the
employees at the rate of 12% of the basic salary plus cost of living allowance
The company is contributing in recognized provident fund for the welfare for their employees
and they have intention for the betterment of them. The employees knowing that the
company is contributing for their future, they invest their energy for the sake of organization.

Our commitment to sustainable development will be accomplished by integrating
occupational safety, health and risk management programme at all workplaces to provide a
healthy and safe work environment for employees, contractors and visitors. Exercising this
commitment and reflecting its benefit to the community remains central to our business
strategy for today and tomorrow.
Therefore, we value our people and environment and are committed to

Develop and implement the SH&E (Safety Health and Environment Policy) Management
System at all workplaces and incorporate all applicable SH&E Standards.
Identify and reduce hazards and environmental aspects in order to:
- Prevent injuries and damage to health of employees, contractors, visitors and our business.
Establishing measurable objectives and targets for SH&E that are reviewed periodically to
ensure continual improvement aimed at:
- Eliminating work related injuries and illness.
- Preventing pollution and improving environmental performance.
Nestlé regards its personnel as its most valuable asset. Involvement at all levels
starts with open communication, whether on specific aspects of the business, or about
the activities of the Company in general. Suggestions for changes and proposals for
improvements of Nestlé’s practices are encouraged.
Here if we talk about the five basic factors of motivation among employees of Pakistan i.e.
Organization Image, Job Security, Compensation, Good relationship, Team Work
We conclude that Nestle Pakistanis committed and getting results from its employees by
providing them these motivation factors.
Nestle Pakistan is a renowned organization all over the Pakistan and employees of this
organization are satisfied and feel job security. Their compensation levels are higher
than the market that’s why employees motivated to their work and strive their best to
achieve the strategic goals of the organization. The organization having good
relationship with employees and their practices are really appreciable and they believe
in Team work rather individuals.
Other than these factors Nestle also providing their employees many other facilities in order
to motivate them and feel happy to work for the organization.
A list of other benefits working as motivation factors among the employees of Nestle
Pakistan.

• Higher salary
• Job Security
• Gratuity
• Bonuses
• Old age benefits
• Residence facilities
• Transportation
• Health and safety
The entire above are the motivation factors for the employees and due to these factors they
are committed to their work and imparting to achieve the organization goals.
2. Unilever Pakistan
Sources: http://www.unilever.pk/ourvalues/
Mission
“Unilever's mission is to add vitality to life. We meet everyday needs for nutrition with brands
that help people feel good, look good and get more out of life.”
Summary of Financial Performance

2008 2007
Rupees in million
Sales 30,956 23,332
Gross Profit 10,935 9,083
Gross Profit as a % of sales 35.32 38.93
Profit from Operations 3,391 2,639
Profit before tax 2,925 2,529
Profit after tax 1,984 1,687
EPS- basic (Rupees) 149 127
Our People
Unilever takes pride in its people. The performance of the business in such difficult times
demonstrates the caliber and talent of our people. There is a focused approach to talent
management and developing leadership skills. Our personal vitality health passport initiative
has consistently delivered results in terms of employee well-being. We continue to place
emphasis on work life balance and provide gym facility and healthy eating options through a
vitality menu at our cafeteria.
We believe that continuous and consistent communication is vital for engaging our
people. Two internal pulse surveys conducted in 2008 showed further strengthening of
employee engagement reflected in higher level of pride, satisfaction and passion for
working for Unilever. The Chairman’s quarterly web cast remains an important platform to
engage employees, share business initiatives, performance and to reiterate our vision. This is
re enforced each Monday in the values meetings. Unilever Standards of Leadership (SOL), a
set of behaviors that are deemed vital to be a good leader are well embedded. We have
taken personal development to another level of excellence through coaching, mentoring and
the appraisal system we call ‘Performance Development Planning’. We continue to
leverage our parent company’s wealth of knowledge to develop talent in leading edge
marketing, sales, supply chain, finance and human resource management. Unilever globally
has transitioned training from classroom to virtual. E-Learning provides latest international
training modules online. This has also helped to reduce travel costs. We have kept talent
retention as a top priority and with less than 2% regretted loss rate, our efforts will be focused
on sustaining it in 2009.
“Unilever a community not an organization”
In many respects, we think of Unilever as a community, rather than an
organization. This community is shaped and led by its people, who
operate creatively within a framework of shared values and business
goals.
Central to our business

Because our people are fundamental to the way we do business, they’re at the centre
of everything we do. Their professional fulfillment, their work/life balance, their ability
to contribute equally as part of a diverse workforce… these are all issues to which we
give priority.
“We grow by growing our people”

We grow as a company by growing our people. This insight is behind all our efforts to
keep our people fulfilled and committed. It’s also why we stay connected with – and
connect together – our employees around the world, conducting surveys and ‘pulse
checks’ which then feed into the future direction of our business.
Purpose & principles

Our corporate purpose states that to succeed requires "the highest standards of corporate
behavior towards everyone we work with, the communities we touch, and the environment on
which we have an impact."
Always working with integrity

Conducting our operations with integrity and with respect for the many people, organizations
and environments our business touches has always been at the heart of our corporate
responsibility.
Positive impact
We aim to make a positive impact in many ways: through our brands, our commercial
operations and relationships, through voluntary contributions, and through the various other
ways in which we engage with society.
Continuous commitment
We're also committed to continuously improving the way we manage our environmental
impacts and are working towards our longer-term goal of developing a sustainable business.
Setting out our aspirations

Our corporate purpose sets out our aspirations in running our business. It's underpinned by
our code of business Principles which describes the operational standards that everyone at
Unilever follows, wherever they are in the world. The code also supports our approach to
governance and corporate responsibility.
Working with others

We want to work with suppliers who have values similar to our own and work to the same
standards we do. Our Business partner code, aligned to our own Code of business principles,
comprises ten principles covering business integrity and responsibilities relating to
employees, consumers and the environment.
It is concluded from all the given above that Unilever Pakistan is integrated in the
development of the country and its people. They believe in that we are not an
organization but a community of people. That’s the reason they are keen to their
employees needs and their social life as well. Their compensation levels are very good
and people are happy and motivated to achieve the goals they are assigned.
Unilever is providing safety and hygiene environment to their people and walking with
them for the better future. That is why Unilever growing day and night.
3. Telenor Pakistan
Source: http://www.telenor.com.pk/about/history.php
PRELUDE:
Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia
together with Thailand, Malaysia and Bangladesh.
Telenor Pakistan launched its operations in March 2005 as the single largest direct European
investment in Pakistan, setting precedence for further foreign investments in the telecom
sector. The company has crossed many milestones and grown in a number of directions,
making Telenor Pakistan a leading telecom operator of the country.
We are the fastest growing mobile network in the country, with coverage reaching deep into
many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the
hilly northern areas to the sprawling deserts in the south, at times we are the only operator
connecting the previously unconnected.
We are keeping ahead by investing heavily in infrastructure expansion. With USD2 billion
already invested, we have extended agreements with our vendors for network expansion and
services until 2009. The agreements, with a potential to result in USD750 million worth of
orders from Telenor Pakistan, are some of the biggest of their kind in the industry.
We are spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment
opportunities. We have a network of 23 company-owned sales and service centers, more
than 200 franchisees and some 100,000 retail outlets.
Our Values
Be Respectful
We acknowledge and respect local cultures. We do not impose one formula worldwide. We
want to be a part of local communities wherever we operate. We believe loyalty has to be
earned.
Why Join Telenor
Telenor offers exciting and challenging careers with competitive pay, excellent benefits
and exceptional advancement opportunities. We care about our employees and
provide them with a relaxed and enriching working environment. Our training and
further education programs ensure a high professional standard amongst our
employees. We believe that a talented and loyal workforce plays a crucial role in the
organization ongoing business success. We strongly hope that after joining Telenor
you will become an enthusiastic and valuable member of our family.
Equal opportunities for all
Telenor maintains a policy of non-discrimination towards all employees and applicants for
employment. All aspects of employment with Telenor are governed by merit, competence,
suitability and qualifications, and will not be influenced in any manner by gender, age, race,
color, religion, national origin or disability. Today, our workforce proves that; with 18% women
working at all levels in the organization, both foreign and local educational backgrounds.
Focus on management development
Telenor's management and organization is imbued with joint values. The Group Management
has devised five leadership requirements that apply to all managers in the Group, and all
management groups shall discuss what these requirements mean to them. The demands
are:
• Passion for business
• Change and constant renewal
• Operational excellence
• Empower people
• Integrity
All managers are subject to annual evaluations based on these management criteria.
Human Capital @ Telenor Pakistan
Human Capital Division at Telenor believes in continuous improvement and is taking the
standards of service to the utmost levels of excellence.
From providing the best administrative support to facilitate employees work life to
creating benchmark security solutions, we are a team of enthusiastic, energetic young
people who are geared to perform the best always!
From being the best in providing benefits to our employees to the best in providing
development opportunities, we have managed to create a culture of passion for
business, operational excellence and constant renewal.
We are committed to assisting employees in exploring, developing and maximizing

their full potential, encouraging continuing education through internal and external
training and development opportunities.
Together with your commitment, we will deliver positive results and create opportunities that
will benefit the Telenor family.
Employee well-being
Telenor Pakistan cares for employees' well-being and works to create a healthy work
environment.
Systematic management

Telenor holds itself responsible for supporting a working environment characterized by high
job-satisfaction, opportunities for personal and professional development, and low rate of sick
leave and injuries.
Health and Safety Related Training:
Telenor Pakistan regularly carries out trainings related to health and safety. This year, a
number of workshops on AIDS prevention, drug-free workplace, anti-stress campaign, fire
safety and allergy lookouts were carried out. Besides that safety training has been imparted
to 255 drivers supplemented with drive test and eye vision tests.
Trainings related to safety at work, designed to ensure safety while working on towers are
also carried out regularly. It is mandatory for everyone to use safety gear while working with
towers and equipment erected on towers.
Safe business continuity
• Health, Safety & Environment unit recognized in Group
• Business contingency processes and advanced crisis management
• 24/7 Safety & Security hotline, home medical service
• Emergency response trainings
• Health awareness workshops
• Contractual staff trained regularly
• Internal Value Creation feedback survey
HIT Project:
Recently, Telenor Group has launched a new project by the name of HIT (Health Safety
Security Environment In Telenor), this project is being carried out simultaneously over a
number of Operating Companies, including Telenor Pakistan, to ensure compliance with
Social Responsibility (SR) and Health, Safety &Environment (HSE) principles, guidelines
based on National laws, ISO 14001, OHSAS 18001, SA 8000, ILO codes and the Telenor
Group standard. Through this initiative, Telenor Pakistan has become first in the industry to
focus on work environment and conditions of supply chain partners, vendors and contractual
hires. Through the HIT project, supply chain partners are made aware of legal and social
obligations for work place safety and related standards. The aim of the project is to bring
partners at par with the health, safety, security and environment related standards of Telenor
Pakistan.
What Telenor People say
I am extremely thankful to Telenor Pakistan and specifically the
Corporate Responsibility team for providing me with the opportunity to
gain valuable hands on experience in a truly world class organization. I
am sure of the success of this initiative looking at the eagerness of
organization to embrace people like myself.
Shabbir Awan,
Visually Impaired Intern
at Telenor Pakistan.

All the given above data shows that Telenor is a renowned organization and they are
providing much more to motivate their people.
Telenor Pakistan is committed to employee well being and that’s why people are eager
to work in the organization. Their compensation is high and they addition many things
for their people.
Conclusion:
It is concluded from the study that MNCs are working very well in Pakistan and contributing to
development of Pakistan. People of Pakistan prefer to work in Multi national companies
rather to work in domestics organizations because of compensation.
Domestic Organization
1. ICI Pakistan Limited

Source: http://www.ici.com.pk/index.html
Mission Statement
“To be the partner of first choice for customers and suppliers, ensuring sustained
leadership position in the markets where we compete, delivering long-term business
value through a high performance culture, innovation, ethics and responsible care.”
To achieve our mission we will:

● Give highest priority to Health, Safety, Environment and Ethical matters.
● Ensure our products deliver maximum value to customers by maintaining dependable
supply, consistent quality, and reliability.
● Uphold excellent service levels to foster long-term relationships with customers and
suppliers.
● achieve the highest possible operating efficiencies and lowest costs, and expand the
business through selective capacity increase and new product launches.
● Develop and retain a team of highly capable people dedicated to delivering the
mission.
2008 Highlites
No major injury to Company employees, supervised or other contractors

● Net sales income and gross profit up by 21% and 17%
● operating result up by 12%*
● Profit after tax at Rs 2,068.9 million crosses the Rs 2 billion mark for the first time. This was
up 16% over 2007
● Earnings per share were up by 16%
● Dividend declared at Rs 6.5 per share
(2007: Rs 6 per share).
We believe in:
1. Focusing on our customers’ future first
2. Embracing entrepreneurial thinking
3. Developing the talents of our people
4. The courage and curiosity to question
5. Integrity and responsibility in our actions
These values give us standards to measure ourselves by, particularly in our dealings
with customers, suppliers, our own people and the wider world. The values have real
meaning for us and the way we behave. Here’s what each of them means in practice:
Focusing on our customers’ future first we can guarantee our future only by giving our
customers products and services that improve their future. So this value comes first. It’s our
priority and the reason why we exist.
We’ve always met the needs of our customers – that’s why we’ve grown. But now we make it
very clear: it’s the basis of everything we do.
Embracing entrepreneurial thinking

New thinking and new ideas are everything – if we’re to compete. So we need an
environment and a mindset that encourages new ideas from individuals and teams.
“Yes”, not “Yes, but...”
“Why not?” not “Why?”
We might fail occasionally, but we’ll get great ideas to market more quickly as a result. And
we’ll keep more people with truly original ideas within the company.
Developing the talents of our people

Our business will grow if our people grow too. So we’re committed to professional and
personal development. We’ll do all we can to develop existing talents, nurture new skills and
progress within AkzoNobel. Through this commitment, we’ll attract and retain people of the
highest quality to develop the business.
The courage and curiosity to question

AkzoNobel isn’t one of those companies with a set way of doing things. We dislike
rigid hierarchies and we want our people to take a broad, interested view of the world.
We like them to ask questions. “Is there a better way?” There generally is a better way,
if we challenge ourselves and our customers to look at things differently. It’s the way
we improve.
Integrity and responsibility in our actions

Business needs to work within a framework. Our employees have to be aware of rules and
regulations that they must comply with, in whatever part of the world they work. But integrity
and responsibility go deeper than that. They’re about doing things in the right way, as
individuals and as a company.

Ethical and responsible behavior matters to our business. If we do the right things, people will
know we’re a company that can be trusted. They’ll then be more likely to work with us and
invest in us – which is good for our long-term growth.
Conclusion
it is concluded from the given above data that ICI Pakistan is providing better
compensation as well as they are involving their people into their planning, decision
making and all other matters of the organization.
They encourage their people to ask the questions and participate, in other words they
are working on MBO (Management by Objective) and it’s a basic reason that their
people are motivated and goal oriented.
2. Sapphire Fibers Limited

Sources: http://www.sapphire.com.pk/home.htm"
Sapphire at a Glance
One of the largest manufacturers and exporters of textile products in Pakistan, Sapphire
technology comes from Europe, Japan and USA. Capitalizing on the region’s principal crop,
cotton, we source this locally, and augment our offerings by providing imported fiber from the
world’s best crops. We work with specialized fibers bringing in the newest innovations from
major fiber and chemical producers, and our manufacturing from yarn to finished fabric is
performed in our facilities in Pakistan. Synergies are formed with offshore garment
manufacturing companies. Our products are marketed to the industry's biggest names in
Asia, Europe, Australia, and North America.
Over 14,000 employees

Annual turnover US $ 435 Million
Why Pakistan
• Pakistan has one of the largest canal irrigation systems in the world.
• Fourth largest grower in the World.
• Textile accounts for over 60 % of the total exports.
• Most modern and organized textile production setup.
• More than 50 years history of accumulated textile know-how.
• Well-established infrastructure of textile management and skilled labor.
Our Mission

To build flexible manufacturing capabilities in the textile industry to cater to the growing and
evolving global demands, keeping a lead position in our business, maintaining our values
based on good business and ethics, and at the same time contributing in the development of
the community in which we work and live in.
Our Values
• P eople
• R elationship
• I ntegrity
• D iversity
• E nvironment
Look at the above one “People” the most important factor for the Sapphire Group of
companies. They believe that they are at this position with the help of their people and
in return of this they compensate their people in a very good manner. Sapphire group
is paying good salaries and other motivation factors to their employees. People feel
comfort and secure working in this group.
Sapphire Group is the No.1 of textile sector in compensating their employees. Their
competitors are Nishat, Faisal, Blessed, Bhanero, (in weaving units).
3. Fauji Fertilizers Company Limited

Sources: http://www.ffc.com.pk/index.html
INTRODUCTION
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).
FFC commenced commercial production of urea in 1982 with annual capacity of 570,000
metric tons.
Through De-Bottle Necking (DBN) program, the production capacity of the existing plant
increased to 695,000 metric tons per year.
Production capacity was enhanced by establishing a second plant in 1993 with annual
capacity of 635,000 metric tons of urea.
FFC participated as major shareholders in a new DAP/Urea manufacturing complex with
participation of major international/national institutions. The new company Fauji Fertilizer Bin
Qasim Limited (formerly FFC-Jordan Fertilizer Company Limited) commenced commercial
production with effect from January 01, 2000. The facility is designed to produce 551,000
metric tons of urea and 445,500 metric tons of DAP.
This excellent performance was due to hard work and dedication of all employees and the
progressive approach and support from the top management.
In the year 2002, FFC acquired ex Pak Saudi Fertilizers Limited (PSFL) Urea Plant situated
at Mirpur Mathelo, District Ghotki from National Fertilizer Corporation (NFC) through
privatisation process of the Government of Pakistan.
This acquisition at Rs. 8,151 million represents one of the largest industrial sector
transactions in Pakistan
Mission Statement
FFC is committed to play its leading role in industrial and agricultural
advancement in Pakistan by providing quality fertilizers and allied
services to its customers and given the passion to excel, take on
fresh challenges, set new goals and take initiatives for development
of profitable business ventures.
Quality Policy:
is committed to attaining excellence in all areas of
its operations.
We continue to strive for improvement through

coordinated efforts, feedback, training and employee motivation.
We are determined to ensure customer satisfaction, company’s

productivity & profitability, occupational health, safety and care
for our environment and continue playing our role in the industrial
and agricultural development of Pakistan.
Managing Director
Human Resources
The FFC Management, acknowledging the importance of human resources has always
placed personnel management at the top of its priority list. The functions of Human
Resources Department vis-à-vis personnel management and human resources development
are going side by side and it is due to the progressive approach and dynamic philosophy of
the management that Personnel Management remains abreast with the latest style of
management ensuring high level of motivation and satisfaction of the work
force under varied situations. Personnel policies are kept updated and are periodically
modified to respond to the latest socio-economic changes and market trends of the country.
Hiring quality manpower, keeping them happy, satisfied and motivated are the
pillars of the Human Resources Department; justice, fair play and merit oriented treatment
are some of the ingredients of processing cases by the Human Resources Department.
For Human Resource development, another aspect which receives its due share is training.
The employees are exposed to various kinds of cross training, technical courses,
management courses, workshops and seminars both at home and abroad. At Plant site, the
Company has a Technical Training Centre, which is unique, and the only centre in Asia
having a true replica of the Plant for providing realistic training as far as possible, to the
employees.
Employees' welfare has all along received due consideration by the Management. A number
of agreements have been signed with CBA Workers Union, resulting in handsome
remuneration packages to employees. The company, since its inception, has
undertaken five salary revisions for Management employees, to remain amongst the
top paying organizations of the country. It is due to the sheer sincerity, welfare
oriented policies and concern for every single employee that there has never been any
strike, lock out or go slow in FFC.
Sources:
http://www.nestle.pk/index/about-us.aspx
http://www.unilever.pk/ourvalues/
http://www.telenor.com.pk/about/history.php
http://www.ici.com.pk/index.html
http://www.sapphire.com.pk/home.htm"
http://www.ffc.com.pk/index.html

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HAILEY COLLEGE OF BANKING AND FINANCE

University of the Punjab, Lahore

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 1 of 18

Its Constituents are

Three multi national companies are

and three domestic companies are

sources for the data presented are as below.

Also given under the heading of each organization discussed.

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 2 of 18

Stephen P.Robbin says

Motivation = Valance X Expectancy

Maslow’s Hierarchy of Needs

Maslow’s theory applies to our situation in Pakistan as well.

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 3 of 18

Multi National Companies

ICI Pakistan Limited

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 4 of 18

Multi National Companies

Financial Statements (Nestlé Pakistan Limited)

Defined contribution plan

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 5 of 18

Therefore, we value our people and environment and are committed to

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 6 of 18

Summary of Financial Performance

Central to our business

“We grow by growing our people”

Purpose & principles

Always working with integrity

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 8 of 18

Setting out our aspirations

Working with others

We are committed to assisting employees in exploring, developing and maximizing

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 11 of 18

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 12 of 18

1. ICI Pakistan Limited

To achieve our mission we will:

No major injury to Company employees, supervised or other contractors

Embracing entrepreneurial thinking

Developing the talents of our people

The courage and curiosity to question

Integrity and responsibility in our actions

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 14 of 18

2. Sapphire Fibers Limited

Over 14,000 employees

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 15 of 18

3. Fauji Fertilizers Company Limited

We continue to strive for improvement through

We are determined to ensure customer satisfaction, company’s

By: Amer Nisar MBA (IRM) – Roll # 20 Sec (A) Page 18 of 18

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