DHFL-Sales Manuals OK

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DH FERTILIZERS LIMITED
Agribusiness Division
Marketing Manual
ROUTE Name: Date: Design/Sign:
PREPARED BY: Muhammad Umair Najeeb
REVIEWED BY: Hamad Raza Jamshed
APPROVED BY: Nadeem Tariq
REFERENCE QMS :
Business Analyst
Marketing Manager
Senior General Manager Agri Business
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1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.
DHCL AGBD MM RO RM DM TM MR OC CC B&S MA DMA SMA BG LC DO
DH Fertilizers Limited Agri.Business Division Marketing Manager Regional Offices Regional Manager District Manager Territory Manager Marketing Region Own Carriage Company Carriage Bagging & Shipping Marketing Allowance Defer Marketing Allowance Special Marketing Allowance Bank Guarantee Letter of credit Distribution officer
REFERENCE QMS :
Business Analyst
Marketing Manager
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Purpose and scope:

This document covers the procedures and practices employed for marketing of products and services at DH Fertilizers Limited. To assign responsibilities and define methods for different activities involved in the marketing function.
Distribution List:
Agri. Business Lahore Distribution Department Lahore All Regional Offices All Warehouses All District Manager (DM), Sales Manager based away from Regional Offices Finance Division Corporate Audit Department Legal Department/ Division
Issue and Control of Departmental Manual:

This Manual is the property of Agri. Business Division (AGBD) of DH Fertilizers Limited (DHFL). It is not to be reprinted or duplicated without the permission of AGBD, DHFL Management Representative and/or respective departmental head. Departmental Heads or their nominated designations are responsible to maintain their respective Departmental Manuals and the revision status of its each procedure/section and Form. They are also responsible to ensure that all the copies are updated and current. Whenever a need to change in any departmental manual arises, departmental head is responsible to initiate the change in co-ordination with department/divisional heads. Revisions are made by replacing a changed section (Procedure/Form) or page. The changed section/page is given a new revision number (where applicable). In the case where document does not contain Revision Number, Departmental Head is responsible to retrieve all old copies of the document from all points of use and issue an updated copy (in such cases the date of approval will be used to identify the revision status. One copy of approved forms with the signature of approving authority and date shall be maintained in the Departmental Manual). The revision status shall also be updated at the Amendment Record of the Manual. A formal review of the manual is carried out after every five years, in such a case the new revision number will be given to the manual and revision status of all sections will become Zero (0).
ROUTE Name: Date: Design/Sign: Business Analyst Marketing Manager Senior General Manager Agri Business PREPARED BY: Muhammad Umair Najeeb REVIEWED BY: Hamad Raza Jamshed APPROVED BY: Nadeem Tariq REFERENCE QMS :
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This document is not to be duplicated. Any one desirous of having a copy for informational purposes should contact Marketing Manger who shall issue an UNCONTROLLED copy. The controlled copies are clearly indicated by a red stamp stating CONTROLLED DOCUMENT, placed on each page of the manual, while the uncontrolled copies are indicated by the words UNCONTROLLED COPY written boldly on each page. Uncontrolled copies shall not be updated. Compliance with the requirements of this Manual and its referenced documents is mandatory on everyone within the scope of this Quality Management System.
REFERENCE QMS :
Business Analyst
Marketing Manager
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Table of Contents:
(1) (2) Safety Policy Safety Reporting (2.1) (2.2) (2.3) (2.4) Section A: Safety (3) Motor Vehicle Accident Guidelines (3.1) (3.2) (4) Issues of Settlement Important 14 15 15 16 16 16 17 17 18 19 19 19 20 20 20 21 22 23 23 23 Why to report a safety Incident? What is reportable? Basic Safety Definition Communication Channels Reportable Injuries for 12 12 12 13 13 14
Dos & Donts of Defensive Driving (4.1) (4.2) (4.3) Dos Donts Use of safety Belts & Helmets
(1)
Security in the field (1.1) (1.2) In the field At Home
(2) Section B: Security
Security in Regional Offices (2.1) (2.2) Unauthorized Persons/Materials Office Security
(3)
Air Travel Guidelines (3.1) (3.2) Suggested Travel Habits Suggested Behavioral Habits
(1) Section C: Business Ethics (2)
Policy Statement on Business Ethics Business Ethics Dos & Donts (2.1) (2.2) Personal Dealings Business Dealings
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(2.3) (2.4)
How to evaluate a questionable practice Some areas to watch for field marketing personnel
23
24
(3) (4)
Policy Governing Conflicts of Interest Irregularity Reports (4.1) (4.2) (4.3) Definition of an Irregularity Reportable Irregularity Reporting Requirements
24 25 25 25 26
(1) Section D: Anti-Restrictive Trade Practices (2) (1)
Statement of Anti-Restrictive Trade Practice Policy Anti-Restrictive Trade Policy Donts Product Quality Monitoring Program (1.1) Product Quality
26
27 27 27 28 28
Section E: Product Quality
(2)
Product/Package Quality Complaint Procedure (2.1) (2.2) Product Quality Input Form P.Q Reports PQ Follow up and conclusion
29
(1) Section F: Marketing Area
Marketing Regions & Marketing Districts (1.1) Marketing Districts
30 30 30
(2) (1)
Administrative Districts Statement relations (1.1) of Policy regarding customer
31
Section G: Dealers Customer (Channel Management) (2)
Marketing Excellence Commitment Statement
32
Dealer Selection Criteria Appointment of Dealer

REVIEWED BY: Hamad Raza Jamshed APPROVED BY: Nadeem Tariq
32
(3)
ROUTE Name: Date: Design/Sign: Business Analyst PREPARED BY: Muhammad Umair Najeeb
33
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(3.1) (3.2) (3.3) (3.4)
Procedure for Dealer Appointment Authorization Contact with the Dealer Instructions for Execution of Dealer Agreement In case the BA is a limited Company In case the Dealer is a registered partnership Inclusion of a new point on the approved freight list Ex-DH
33 33 34 35 35 35
(3.5) (3.6)
(3.7)
35 36 36
(4) (5) (6)
Allocation of Additional Sales Point Reallocation of Sales Points Changes in Dealer (Name/Address/Other) Particulars
37 38 38 39 39 39 39 39 41 41 41
(7) (8)
Dealer Performance Monitoring & Review Dealer Termination (8.1) (8.2) (8.3) Termination of Dealer Procedures Resignation of Dealer Customer Complaints
(9)
Repeat Buying Farmers Appointment (9.1) (9.2) Contact with the Farmer Instructions for Execution of Repeat farmer buyers agreement Other terms & conditions In case the farmer is a limited company In case the farmer is a registered partnership
(9.3) (9.4)
(9.5)
41 42
(10)
One Time Sales to Farmers
REFERENCE QMS :
Business Analyst
Marketing Manager
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(1)
Customer Order Generation & Supplies (1.1) (1.2) Customer order generation Supplies Ex-plants & redistribution hubs Supplies Ex-port Order generation & supplies exwarehouse
43 43 44 44 45 46 47 48 48 50 50 50 51 51 52 52 52 53 53 53 53 55 55 56 56
(1.3) (1.4)
(2)
Handling of Consignment Shipments (2.1) Ex-plant/ Ex-port Consignment
(3) Section H: Sales Operations
Handling of Rail Order (3.1) (3.2) (3.3) RR (Railway Receipt) through Bank Retirement of the RRs RR (Railway Receipt) through the concerned DMM/TMM Tech
(4)
Marketing Allowance (4.1) (4.2) Handling of Marketing Allowances Deferred Marketing Allowance
(5) (6) (7) (1)
Amendments in Customer Order Suspension of Order Product Allocation Procedure Bank Guarantee (1.1) (1.2) (1.3) (1.4) (1.5) Objective Policy Dealer Bank Guarantee Procedure Buyer Bank Guarantee Procedure Letter of Credit Procedure
Section I: Sales on Secured Credit
(2)
Retirement of the Bank Guarantee (2.1) Policy

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Marketing Manager
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(2.2) (2.3) (2.4) (2.5) (1) (2) Section J: Controls (3) (4)
Procedure Payment through Bank Payment through Region Unsecured Credit
57 57 57 58 58 58 59 59 59 61 61 61 61 62 62 62 62 63 64 64 65 65 65 66
Limits of Authority Checking Warehouse Invoices by DMM/TMM Tech Disclosure of Possible future allowances Fixed Assets Control (4.1) Areas of Activity
(1)
Travel Planning (1.1) (1.2) (1.3) Safety Marketing Objectives Complete knowledge of geography & loops Overnight stays Cost Control
Section K: Time & Territory Management
(1.4) (1.5) (2) (3) (4) (1) (2)
Weekly Itinerary Report Travel Loops Business Associate Contact Books Development of Sales Forecast Expense Budget Investment Plan District Operating Plan Stewardship Maintenance of Area Travel Sheet for POL, Repair & Reimbursement
Section L: Planning & Stewardship
(3) (4) (5)
Section M: Vehicles
(1)
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(2)
Vehicle Maintenance (2.1) (2.2) Why need for vehicle maintenance Guidelines/Tips maintenance Daily Inspection Monthly Inspection Weekly checks Quarterly Inspection on vehicle
67 67 67 67 68 68 68 68 69 70 permanent travel 70 70 70 71 71 71 71 72 72 73 73 73 Company 73 73

REFERENCE QMS :
(2.3) (2.4) (2.5) (2.6) (3) (4) (1)
Registration & Taxes Car Insurance Permanent Travel Advance (1.1) Procedure advance for
(2)
Petty Cash Funds (2.1) (2.2) (2.3) (2.4) (2.5) Introduction Objective Creation/Changes in Petty Cash fund Change in Custodian Reduction & Abandonment of the PC Fund Use of Petty cash fund Petty cash disbursement Voucher & its reimbursements Reimbursements General Ledger Accounts Verification of PC Funds for Safeguarding
Section N: Administrative Procedure
(2.6) (2.7)
(2.8) (2.9) (2.10) (3)
Procedures Information (3.1)
Classification of DH information
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(3.2)
Authorization to classify information as DH prosperity or DH Restrictions on disclosure of DH information Restrictions on opening envelopes containing DH classified information Protection & handling of DH classified information Transmission information Declassification information of DH classified
75
(3.3)
75
(3.4)
75
(3.5)
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(3.6)
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(3.7)
of
DH
classified
77 77 78 78 78 78
(3.8) (3.9) (3.10) (3.11) (3.12)
Disposition & Destruction Area controls Loss or unauthorized disclosure Unclassified information NonCompany generated information
Annexure
REFERENCE QMS :
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Marketing Manager
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Section 'A': Safety (1) Safety Policy

The Company gives the highest importance to safe operations and safe work practices in the conduct of its business. It is, therefore, company policy to take actions to prevent as far as possible, injury and ill health to employees and damage to Company assets and the environment. The Company will adhere to the following principles to achieve safe operations and a healthy working environment: a. Top management will provide continued support and commitment to the implementation of this policy. b. Safety will be given highest priority (ahead of production, sales, and profits) in arriving at business decisions. c. Safety is a major responsibility of every manager, supervisor, worker and other employees and will be considered as such in personal performance appraisals d. The Company will provide and maintain adequate protective equipment and safeguards for hazardous jobs and will educate employees in their proper use. e. Training programs will be provided to all employees to enable them to recognize unsafe situations and to be conscious of safety, both on and off the job. f. The company will select and provide the necessary tools to perform work safely and will train employees in the proper use of these tools. It is the employees responsibility to keep these tools in safe operating condition and be sure that the tools are fit prior to use. g. A good standard of housekeeping will be maintained at all company facilities. h. The Company will operate its facilities in a manner that protects the environment and the surrounding communities. i. The Company will develop safety rules, regulations and procedures. The employees are responsible for carrying out their work in a safe and efficient manner within the framework of these guidelines. j. The company will encourage contractors to abide by its safety standards and regulations whilst performing tasks for the Company. k. The Company will encourage off-the-job safety amongst employees and their families. l. Management will, from time to time, test the effectiveness of its safety programs to ensure adequacy, compliance and continuous improvement in standards.
(2)
Safety Reporting
(2.1) Why to Report a Safety Incident? a. To increase safety awareness by sharing key learning from safety incidents with all employees. b. To timely monitor the trend of injuries and initiate measures to eliminate them altogether.
ROUTE PREPARED BY: Muhammad Umair Najeeb REVIEWED BY: Hamad Raza Jamshed APPROVED BY: Nadeem Tariq REFERENCE QMS :
Name: Date: Design/Sign:
Business Analyst
Marketing Manager
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c. To identify areas for improving and developing safety programs. d. To inculcate safety habits, among employees. A specimen of the standard reporting format is enclosed as Annexure 2-1 (2.2) What is Reportable?
Any incident, on or off-the-job, resulting or likely to result in: a. Fatality b. Injury leading to i) Lost Work Day ii) Restricted Work iii) Medical Treatment. c. Damage to Company assets/vehicles A specimen of the standard reporting format is enclosed as Annexure 2-2 (2.3) Basic Safety Definitions a. Fatality: A death resulting from a work injury or occupational illness. b. Lost Work Day (Unable to Work): An injury or occupationally-induced illness which results in the employee being away from work on any workday following the incident. Note that when calculating time lost, the day of the injury is not counted. Counting starts with the following lost workday. Such injuries are also referred to as disabling injuries. For cases which are not clear-cut, the following test should be applied: In some cases, an injured or an ill employee will miss one or more scheduled days or shifts besides the day of injury or onset of illness, but it will be uncertain whether the employee was truly unable to work on the days missed. The employer should not solely rely on the physicians opinion. He should make the final judgment himself based on evidence at his disposal. c. Lost Workday Case-Restricted Duty: An injury or occupationally induced illness which prevents the employee from performing the normal duties of his regularly assigned job on any workday following the incident. When calculating time lost, the same considerations apply as noted above. d. Non-Lost Workday Cases: All other medical treatment cases, except simple first-aid cases. The basic guideline is that treatment must be given by a doctor, not a nurse (e.g. stitches). e. Contractor unable to Work: Same definition as (b) above. f. Off the Job Unable to Work:
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Marketing Manager
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Any injury sustained in the employees own time which results in the employee being away from work on any workday following the incident. Absenteeism due to illness is excluded. (2.4) Communication Channels for Reportable Injuries Deadline for Reporting to Lahore Head Office: This is immediate, after administering medical aid which should be the first priority. For field conditions, where immediate communications may pose a problem, efforts should be made to report the incident not later than within 10 hours of occurrence. Communication Responsibility Line: The primary responsibility line, for communicating reportable incidents, will flow as follows: i) Advisor/RMMs/MM ii) Marketing Manager iii) Functional Executive (Sr GM Agri. Business) iv) CEO In the absence of the functional departmental manager, the functional executive (Sr GM Agri. Business) should be informed. If the functional executive is not available, the CEO may be informed. In case persons with primary responsibility are out of town, on vacation or not available, the reporting line will move down as follows: i) Chairman, Non-Manufacturing Safety Committee ii) HR Manager iii) Any other Department Manager
(3)
Motor Vehicle Accident Guidelines

In case of an accident or injury to a person, or animal, or damage to property, it is the duty of the driver of the vehicle involved in that accident, to:a. Make every possible effort to secure medical attention for the injured person. If it is necessary to take the injured person to a hospital then he should be taken to the nearest hospital unless the injured person (or guardian in case of a minor) desires otherwise. b. Endeavor to locate the owner and report the injury caused to an animal and take all reasonable steps to secure medical attention for the animal. c. Report damage caused to property to the party sustaining the damage. (The word Property will include a parked vehicle without a driver). If no police officer or any person from the authorities is present at the place of the accident, then the accident (all three categories as above) must be reported to the nearest police station as soon as possible but not later than 24 hours of the accident. It is obligatory on the driver or the owner of the vehicle involved in an accident to:
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Supply on demand all information relating to the accident to the police officer or any other officer authorized by the government in this respect. Assist in inspection of the vehicle involved in an accident by any person authorized by the government and for that purpose, that person may enter at any reasonable time the premises where the vehicle is kept and remove the vehicle for inspection.
However, the person removing the vehicle must inform the owner of the place to which the vehicle is removed and must return the vehicle without delay and not later than 48 hours of removal. Punishment for non-complying with the legal requirements as mentioned above (taken from the Provincial Motor Vehicle Ordinance 1965) can extend to a fine or imprisonment under the Motor Vehicles Ordinance. (3.1) Issues of Settlement Sometimes, a settlement is reached between the driver and the injured person or a guardian of the deceased or of an injured person as the case may be. In that case, a. A proper receipt for the amount thus given should be taken from the other party. b. The receipt should be in the form of a release from further legal action and in full and final settlement of the claim. c. Once a settlement is reached, the driver and the aggrieved party both should bring this fact to the knowledge of the police officer present at the spot or at the police station as the case may be. d. The statement of the aggrieved party to the police that they have been adequately compensated and have no action against the driver will be helpful in resolving the matter and the police may not wish to proceed against the driver. e. It should be clearly realized that this settlement will be a private arrangement between the parties and would not absolve the driver or the owner of the vehicle from legal obligations like reporting and criminal action. f. Other passengers traveling in the vehicle involved in an accident are not obliged to record their statements at the time when the matter is reported. They may however be called upon later to give evidence if a case is filed. (3.2) Important: A person driving a motor vehicle is under a duty to control it. The negligence of one party cannot excuse negligence on the part of the other party. All accidents/incidents whether major or minor, involving Company vehicles or other transport resulting in injury to the employee/third party or damage to Company property/ property of third party should be reported immediately within 46 hours of occurrence through the Marketing Manager to the Chairman, DH, NonManufacturing Safety Committee.
REFERENCE QMS :
Business Analyst
Marketing Manager
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(4)
Dos and Donts of Defensive Driving

The most important safety factor is competent driver paying attention to the task behind wheel. Below are some tips on defensive driving in the form of DOs and Donts. The objective is to focus on the most important specific areas of driving (habits and situations) having risk potential and to draw conclusions for defensive and safe driving. (4.1) DOs a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s. t. u. v. When driving, practice the three Cs: Control, Concentration and Courtesy. Have well planned schedules, leave early and complete the day before dark. Ensure personal fitness before traveling. Lock your car and lock the steering while parking. Wear seat belts at all times and ensure that the passenger in the front seat also wears them. Drive at safe speeds even on clear open stretches or good highways. When there is light or initial rain, apply brakes carefully/gently as the road surface is greasy and slippery. Be careful of tractor trolleys whether moving or parked. When you see people who intend crossing the road, slow down considerably and watch their movements Allow speeding buses or trucks to overtake you. Be careful of cyclists and pedestrians. Blow your horn when you intend to overtake to alert the other driver. When traffic from the opposite has full lights on, dip your lights and be extra cautious if overtaking other vehicles. When approaching a town, drop to a safe speed (say 20-50 km/hr as needed) When nearing small towns always slow down and be extremely careful to watch out for speed-breakers. When passing a stationary bus, reduce speed, use the horn and be careful of passengers crossing the road from in front of the bus. On the road, beware of animals and animal-driven carts. Park the car away from moving traffic. Carry a torch in your vehicle at all times. Slow down considerably under wet conditions. Make allowances for the mistakes and poor driving habits of others. If it is raining very hard and you cannot see properly, pull over to the side of the road and wait till the rain decreases.
(4.2)
Donts a. Do not overtake on curves and bridges and if a solid line is on your side of the road. b. Minimize driving after dark. c. Avoid deserted roads and risky short cuts. d. Do not give lift to strangers including women.
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Business Analyst
Marketing Manager
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Do not carry firearms. Do not flaunt money at petrol stations or other public places. Do not drive if under the influence of strong medical drugs or alcohol. Do not race with other drivers. Try not to smoke while driving and never smoke at petrol stations. Do not overtake when there are two vehicles ahead of you and one is trying to overtake the other. k. Never tailgate, keep two vehicle lengths for each 10 km of speed between you and the vehicle in front of you. Or 3 second distance l. Do not use cell phone while driving. If it is necessary stop your car off the road and attend the call. (4.3) Use of Safety Belt and Helmets All company cars provided to employees are equipped with safety belts for the driver and the co-passenger on the front seat. It has been established that the use of a safety belt by the driver of a vehicle and co-passenger considerably diminishes the risk of injuries or fatalities in case of road accidents. Recognizing the usefulness and importance of safety belts as a critical safety tool, DHFL has made it mandatory for its employees to use safety belts while driving company as well as private vehicles. It is also the responsibility of the driver to ensure that the co-passenger at the front seat also uses the safety belt. The Company provides the facility of sharing half the cost of seat belts (if not already present) to employees who do not have a company car and drive their own car. Motorcycle drives in the organization are required to wear helmets while driving. Similarly, the company shares half the cost of helmets for employees who use their own motorcycles.
Section 'B': Security (1) Security in the Field

Definition: Security can be defined as counter measures adopted by a person or group of persons to safeguard company personnel, assets and information. Field personnel are often exposed to situations involving potential risk to their security. This is mainly because of the following reasons: a. Their job involves substantial traveling on highways. b. The law and order situation may become really bad in some suburban towns/highways where we operate.
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c. A field officer of DHFL, because of his background, has relatively higher visibility in the town where he lives. The following are some possible hazards to which field personnel are exposed during the course of business: a. Hold up or robbery on the road. b. Kidnapping c. Sabotage d. Political and ethnic disturbances Field personnel as such should be extremely careful and should watch out for any potential situation involving security. It is always better to anticipate and take preventive measures well in advance. Prevention and avoidance of security risks is paramount. Since a Field Officer operates from his residence, he receives a number of visitors at his home. His residence, as such becomes accessible to strangers. Below are some guidelines which may help avoid a possible security related situation in the field as well at home. (1.1) In the Field: a. Park your car off the streets at night and, if possible, keep it in a locked garage. b. Always lock your car, even when parked in a garage. Always engage the steering lock when the car is parked. c. When approaching your car, be attentive to any signs indicating it could have been tampered with (doors, windows, hood, trunk, wheels, etc.) d. Keep windows up and doors locked from the inside. e. Know your city well f. Avoid civil disturbances and crowds. g. Do not give lifts to strangers h. If you have a driver, do not distract him with conversation. i. Stay alert and know what is going around you. Do not read or be excessively engrossed in your thoughts enrooted. j. Keep the volume of the stereo down k. To the extent possible, avoid routine in the routing and timing of your movements to and from work and in the field. l. If possible, drive through well-illuminated and much-used routes. m. When you must stop due to traffic conditions, try to leave yourself space for maneuverability. n. If you believe you are being followed by another car, do not drive into your driveway or park in a deserted area. Try to drive to the nearest place where you can get help, such as a police station, fire station, etc. and call peoples attention by sounding the horn.
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Business Analyst
Marketing Manager
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o. When you are not at home or the office, leave word of where you are and be in contact with any one over the telephone. Let your family know at what time you should be expected, back. p. Avoid late night travel. (1.2) At Home: a. Have your doors and windows locked at all times. Make sure your locking devices are effective. b. An optical peephole is very useful on the front door. c. Have exterior lights on at night. There should be no dark areas in the perimeter. d. Keep all drapes closed at night. e. Keep at hand emergency telephone numbers (police, fire station, hospital, etc.) f. Investigate the background of domestic servants before hiring them. g. Do not open the door to strangers until you are certain they have a valid reason to see you. Even if they are in police or messenger uniform in case of doubt, call the police station before opening the door. h. Report any suspicious packages, bicycles, cans, jars or other objects left in or near your home. Do not touch or attempt to touch any object yourself. i. Refuse to accept unsolicited packages, or require the bearer to open it as far away from you as possible. Instruct your family and servants to do the same. j. Do not keep valuable jewelry or excessive cash at home.
(2)
Security in Regional Offices

Given below are some guidelines relating to the aspect of security in regional offices. (2.1) Unauthorized Persons/Materials: a. Do not allow any stranger to come inside the office unless his credentials are known or checked and confirmed by office inmates through the national identity card or DHFL identity card. b. Do not allow anyone to bring firearms, axes or knives inside the office premises. c. Do not allow anyone to bring or place petrol, kerosene oil or any combustible liquid or explosive material inside the office premises. d. Do not allow any visitor to leave handbags, packets, briefcases or suitcases in the office premises during their absence from the office. e. Do not attempt to search, touch or dislocate a strange or suspicious object or package/case/box yourself. Inform the local police immediately. f. Do carry out periodic physical inspection of the office to familiarize all concerned with the areas where a device (bomb/explosive) might easily be concealed. Keep such areas under your constant observation. g. Do keep a sharp lookout to detect any new suspicious item in or around office premises.
Business Analyst
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Some Dos and Donts a. Dos lock your office door, desk, credenza, filing cabinets and steel almirahs securely, before leaving your office even for a short while. b. Dos check all desks, credenzas, filing cabinets and steel almirahs for being properly locked before locking the main door of the office after office hours. c. Dos ensure padlock arrangements on those filing cabinets which are used for PRIVATE AND PROPRIETARY information/correspondence d. Dos be careful in safe keeping of your office keys. e. Dos keep valuable portable materials and equipment like typewriters, calculators, projectors, etc. which is easily removable, in properly secured desks or almirahs. Dont leave these items lying around on the table when you are not in the office. f. Dos keep a duplicate set of the office keys at home. g. Dos get your office cleaned by janitors during working hours to avoid opening up of your offices after working hours. h. Dos report any cases of loss or theft of items from your office premises to your supervisor immediately on occurrence. i. Dos check the doors of all offices for being securely locked if you are the last person to leave the premises after working hours. j. Dos ensure that your window air conditioners have an iron grill on the outside. This will prevent anyone from removing the AC from outside. k. Dos switch off the AC and office lights before locking the office front door after office hours. This will eliminate any chances of short-circuiting and outbreak of fire. l. Dos switch on the lights fixed outside the office building before leaving the premises after office hours. m. Dos ensure that all areas outside and around your office premises are adequately lighted at night. Remember, adequately-lighted buildings from outside are difficult to break into. Lights also compensate for the absence of security watchmen. Donts a. Dont keep keys of filing cabinets, credenzas, and steel almirahs in your office. Keep these keys with you on your person. b. Don't keep cash in your desk or credenza etc. in the office. Don't leave your wallet, gold ring or other valuables on your desk.
(3)
Air Travel Guidelines

(3.1) Suggested Travel Habits a. Be a low profile traveler. b. Avoid identifying yourself as being associated with DHFL. Company travel bags, stickers, etc. should not be visible on any of your luggage.
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c. Avoid carrying sensitive company documents or any document that could be construed by hostile eyes as government documents or intelligence material. If there are sensitive papers vital to your trip, consider mailing them to your destination. d. Always inform your office and host of your travel plans and report promptly any deviation from your initial plan. e. Reduce to a minimum your presence in those airport sections which are open to the general public. While in those areas be vigilant and alert. Report immediately to airport staff anyone or anything which looks suspicious. f. Try to travel light. This will reduce exposure at the check-in counter which is open to the general public. g. Register well in advance of the regular minimum deadline time and proceed as quickly as possible to the departure lounge area which is the airports secure zone. h. Seek non-stop carriers to your destination. i. Avoid airlines which represent countries identified by terrorists as likely targets. (3.2) Suggested Behavioral Habits a. In any hijack situation, it pays to be inconspicuous. b. Do your best to control your emotions. Fear of the unknown, apprehension and concern for the uncertainty of events are to be expected. Prepare yourself to cope with them. c. Try not to be consumed by worry for your family. Have confidence that a positive, supportive effort will be made to keep your family posted and assisted. d. Be judicious in your consumption of food and beverage. The opportunity to take care of normal bodily functions is known to be severely restricted in the early stages of hijack episodes. e. It is important that you promptly try to do what your captors insist on in order not to make your ordeal any worse than it already is. f. When the opportunity presents itself, do your best to show your captors that you are a caring human being, not the stereotype they think you are. g. When your captors ask you questions, try to answer as simply and directly as possible. This is not the time to play games, and its not the time to talk too much either. h. Control any temptation to act as a negotiator. There is little reason to think such an effort has much chance of succeeding. You just risk complicating the situation further. i. Fight temptation to embark upon a heroic adventure without clear evidence that such a plan can succeed. To further endanger yourself and others as the result of an unsuccessful attempt is foolhardy. j. If shooting starts or an explosion occurs hit the ground and maintain the lowest possible profile and stay that way until the rescue force gives you instructions on what they want you to do. Expect blinding flashes of light and frightening
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explosive noises - but do not get up to and run or look around at whats happening, it could cost you your life. k. Do not get trapped into any debates or arguments on political or religious issues with your captors or fellow hostages. l. Brooding is to be avoided. Figure out what constructive thoughts can occupy your mind.
Section C: Business Ethics (1) Policy Statement on Business Ethics

The policy DHFL, as stated over the years by the Board of Directors, is one of strict observance of all laws applicable to its business. Our policy does not stop there. Even where the law is permissive, DHFL chooses the course of the highest integrity. Local customs, traditions and modes differ from place to place, and this must be recognized. But honesty is never subject to criticism in any culture. Shades of dishonesty simply invite demoralizing and reprehensible judgments. A wellfounded reputation for scrupulous dealings is itself a priceless company asset. An overly ambitious employee might have the mistaken idea that we do not care how results are obtained, as long as he gets results. He might think it best not to tell higher management all that he is doing, not to record all transactions accurately in his books and records, and to deceive the Companys internal and external auditors. He would be wrong on all accounts. We do care how we get results. We expect compliance with our standards of integrity throughout the organization. We will not tolerate an employee who achieves results at the cost of violation of laws or unscrupulous dealing. By the same token, we will support and we expect you to support an employee who passes up an opportunity or advantage which can only be secured at the sacrifice of principle. Equally important, we expect candor from managers at all levels and compliance with accounting rules and controls. We do not want liars for managers, whether they are lying in a mistaken effort to protect us or make themselves look good. One of the kinds of harm which results when a manager conceals information from higher management and the auditors is that subordinates within his organization think that they are being given a signal that company policies and rules, including accounting and control rules, can be ignored whenever inconvenient. This can result in corruption and demoralization of an organization. Our system of management will not work without honesty, including honest book keeping, honest budget proposals, and honest economic evaluation of projects. It has been, and continues to be DH Fertilizers Limited policy that all transactions shall be accurately reflected in its books and records, and any off-the-record bank accounts are strictly prohibited. This policy is in accord with the previously stated policies of DH Fertilizers Limited.
(2)
Business Ethics Dos and Don'ts

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There will be quite a few situations in our daily work related to business ethics which may require a company employee in the field to exercise his best judgment to act strictly in line with the business ethics policy. Although it is difficult to enumerate each one of these situations, some of the common ones related to our personal and business dealings/operations are given below with required action guidelines. (2.1) Personal Dealings: Giving or taking gifts should be avoided to the maximum. However, if confronted with an unavoidable gift-giving or gift-taking situation, please make sure that gifts exchanged are of nominal value not exceeding US$ 15 as defined in DHFLs Gift policy. a. It is preferred that all such receipt of gifts be reported to the immediate supervisor seeking his guidance on whether the gift can be retained by the employee or will need to be surrendered to DHFL Audit department for future course of action. b. Entertainment should only be related to business and the cost should be small in relation to salary of the person being entertained. c. Accept in entertainment only what you are able to return. (2.2) Business Dealings All employees are expected to be scrupulously honest in business dealings. For example: a. Never do a job or get a job done through payoffs/bribes. b. Always do accurate reporting of all facts. c. Never let anyone else act unethically on your behalf. Do not provide misleading, incomplete and inaccurate information documentation. For example: a. Show all discounts on the invoice (if deferred, indicate so) b. Provide correct data on customer documentation. c. Provide clear, accurate description of transactions on all documents. d. Follow company policy and get the changing policy in written for record. (2.3) How to Evaluate a Questionable Practice: When confronted with a questionable practice, the following questions help in evaluating it in relation to business ethics; a. Do we know all the facts? b. Is it lawful? c. Why is it being done this way? d. How would it appear to an outsider? e. Are we trying to get an advantage not available to others? f. How would it look, if it appears in a newspaper?
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Some Areas to watch for Field Sales Personnel: a. b. c. d. e. f. g. Diversion of product to be properly reflected in all records Invoice the actual customer who gets the product from the warehouse Dont allow product dumping specially under OC shipping mode Sell to company Dealer and farmers, meeting the specified criteria. Clearly advice Dealer approved terms of sale. Supply properly weighed (full weight) bags to Dealers In case of sales from a warehouse, ensure that invoicing is done at the time of sale and not before or after the sale, i.e. strictly according to the Warehouse Operations Manual. h. Ensure that warehouse operations are in accordance with law and policy. i. Authorize overtime which is factual and within limits j. Give equal opportunity/preference to all customers. k. Avoid committing sales when not sure of supplying the product. And above all... Follow company policy on all matters. However, if confronted with a questionable practice, immediately communicate facts as far as possible before the event, to your supervisor/Sales Manager and seek guidance on how to act.
(3)
Policy Governing Conflicts of Interest

The policy of Dealer (Company) with respect to conflicts of interest requires that officers and employees avoid any conflict between their own interests and the interests of the Company, in dealing with suppliers, customers, and all other organizations and individuals doing or seeking to do business with the Company or any affiliate. Moreover, policy requires that all such persons should avoid any conflict between their own interests and the interests of the Company in the conduct of their personal affairs, including transactions in securities of DHFL of any affiliate, or of any unaffiliated corporation having a business relationship with DH Fertilizers Limited interests. While it is not practicable to list all situations which might give rise to a violation of this policy, the examples given below indicate some which, while perhaps justifiable, involve the appearance of conflicts of interests and they should be carefully weighed. It is considered to be in conflict with the Companys interest if: a. For an employee or any dependent member of his or her family to have an interest in any organization which has or is seeking to have, business dealings with the company or any affiliate where there is an opportunity for preferential treatment to be given or received, except With the knowledge and consent of top management. Where such an interest comprises securities in widely held corporations, which are quoted and sold in the open market, or in private corporations where the interest is not material.
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c.
d.
e.
f.
For an employee or any dependent member of his or her family to buy, sell or lease any kind of property, facilities or equipment from or to the Company or any affiliate or to any company, firm or individual who is or is seeking to become a contractor, supplier or customer, except with the knowledge of top management. For an employee or any dependent member of his or her family to acquire and hold oil, gas or mineral leases, royalty interests or oil payments, except with the knowledge of top management. For an employee to serve as an officer or director of any other company, or in any management capacity for, or as a consultant to any individual, firm or any other company or any affiliate, except with the knowledge and consent of top management. For an employee, without proper authority, to give or release to anyone not employed by the company any data or information of a confidential nature concerning the Company or any affiliate, such as that relating to decisions, plans, earnings, financial or business forecasts, discoveries or competitive bids or otherwise use such information which is not generally known to the public, for personal advantage and not in the best interests of the Company. For example, the acquiring and selling, or inducing others to acquire or sell, any interest in securities of DHFL or any other company involved in any transactions with the Company or any affiliate. For an employee or any dependent member of his or her family to accept commissions, a share in the profits, gifts in cash, gift certificates, travel or other payments, loans or advances (other than from established banking or financial institutions on normal commercial term), materials, services, repairs or improvements at no cost or at unreasonably low prices, excessive or extravagant entertainment, or gifts of merchandise of more than nominal value from any organization, firm or individual doing or seeking to do business with the Company or any affiliate, or for personal advantage and not in the best interest of the Company and to provide any of the foregoing to any such organization, firm or individual.
(4)
Irregularity Report
(4.1) Definition of an Irregularity: Irregularities are conditions or events which raise the question whether there has been a deviation from the Policy on Business Ethics or the occurrence of fraud, unauthorized use or appropriation of company assets, or use of position or information received in trust in performance of duties by an employee for personal gain in conflict with the Companys interest. (4.2) Reportable Irregularities: Irregularities described below should be reported even though the full amount involved has been or will be recovered. a. Any condition or event where there has been a violation or a probable violation of DHs policy of Business Ethics. For example, intentional or negligent violation of laws applicable to the companys business, improper payment to government
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officials or others, concealment of information from the companys internal/external auditors. b. Misappropriation of cash, inventories, plant or equipment or other company property by employees or agents. c. Losses suffered as a result of dishonest acts by suppliers, contractors or others; for example falsification of their records such as billing for labor or material. d. Thefts, burglaries, robberies and hold-ups involving company property. e. Disappearance or unexplained loss of company assets. f. Losses or suspected losses of company proprietary information. g. Losses suffered by those with whom the company does business (customers, suppliers, contractors) due to dishonest acts by company employee or agents. h. Conflicts of interest and other significant or unusual irregularities which may not necessarily involve the loss of Company assets. A specimen of the standard reporting format is enclosed as Annexure 4-1 (4.3) Reporting Requirements When an irregularity is discovered, a report of Irregularity should be prepared by the Manager or Supervisor of the concerned section and submitted immediately to his Supervisor who will then process it further. The initial report should be prepared and forwarded as soon as the irregularity is discovered. This should be based on whatever information is available at the time. If additional data or information becomes available, this should be provided in a subsequent report.
Section 'D': Anti-Restrictive Trade Practices

(1) Statement of Anti-Restrictive Trade Practices Policy: It is the policy of DH Fertilizers Limited that all of its directors and employees shall, in carrying out their duties to the Company, rigidly comply with the Monopolies and Restrictive Trade Practices (Control and Prevention) Ordinance, 1970. No director or employee should assume that the Companys interest ever requires otherwise. Moreover, no one in the Company has authority to give any order or direction that would result in a violation of this policy. It is recognized that on occasion there may be legitimate doubt as to the proper interpretation of the law. In such circumstances, it is required that employees refer the case through appropriate channels to the Legal department for an opinion.
(2)
Anti-Restrictive Trade Policies - Donts:

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There are certain things that the employee of a Company may not do. This is not an exclusive list but states the basic rule with which all the employee should be familiar. We may NOT a. Make any formal agreement with any competitor regarding the price or other terms for which the company will sell products to its customers. b. Discuss with any competitor the Companys future intentions regarding prices or other terms of sale for its products, nor may the company participate in or even attend trade association meetings if such matters are to be discussed. c. Agree formally or informally with any competitor to divide individual customers, a class of customers, or a geographic market. d. Agree formally or informally with any competitor to establish quotas or otherwise limit the supply of any product sold by the Company. e. Agree formally or informally with another company to boycott or blacklist a customer, a competitor or supplier.
Section 'E': Product Quality (1) Product Quality Monitoring Program

For the pursuance of a regular product quality monitoring program, field officers are required to monitor the product quality of DH Chemicals Limited and Competitors Urea on monthly basis in the field. Following is the procedure for monitoring product quality in the field. (1.1) Product Quality: Every month one field officer/district/territory manager from each region sends 01 sample of DHFL Urea and 01 sample of each Competitors Urea (drawn simultaneously on the same day) to laboratory incharge, DH Fertilizers Limited. Details of the sample are documented on the ample data sheet. Copies of this data sheet are sent to the regional office (for record). The samples received at laboratory, DHFL are analyzed physically and chemically for prill size, prill strength, fines, caking, nitrogen percentage, biurate contents, moisture contents etc. The results are then conveyed by laboratory incharge, DH Fertilizers Limited to Marketing Manager, who tabulates them for management information/action. To ensure the regular dispatch of samples to DH Fertilizers Limited, the regions maintain a roster and DMM/TMM/TMM Tech by rotation are required to send samples according to that roster. These samples should reach DH Chemicals Limited by 25th of each month.
(2)
Product/Package Quality Complaint Procedure

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Field staff is confronted from time to time with complaints regarding our product quality and/or package. In the interest of striving for higher customer satisfaction, it is imperative to take cognizance of these complaints. It may be noted that complaints are to be recorded by all individuals who have a regular interface with the customers. A product quality complaint (PQC) can trigger from various sources- farmer, dealer, warehouse, port, plant, field, regions etc. The process to lodge a complaint is as follows: a. PQC Input Form will be filled by the originator as a hard copy. b. The department concerned will investigate the complaint and provide feedback to the RMMs/MM. c. The RMMs/MM will issue a letter to the originator of the complaint in light of the feedback. (2.1) Product Quality Input Form:
Detail of the quality complaint will be documented on the PQC Complain Input Form specimen of the standard reporting format is enclosed as Annexure 1-1 & 1-2 a. Territory Manager/Admin officer/RMMs/MM b. Technical Services Officer c. Warehouse Assistant The following process shall be followed: a. Product Quality Complaint Input Form is to be forwarded to the RMMs/MM. It has to be ensured that the PQC Input Form is completely filled and all relevant information is provided. The following particulars should be specifically included. i) Name of dealer /Farmer/WH/Others ii) Sales Point iii) Product and Origin iv) PER # and Date (if raised) v) Shipment Details invoice #, Truck # etc. b. Ensure that nature of Product Quality Issues have been marked. The severity and extent (# of bags) has to be specified. i) In case of weight complaints the total kg under/over from the specified number of bags must be mentioned. ii) In case of under/overweight bags (bags not affected) the weight shortage/excess details per bag should be recorded in the comments section. c. All PQC Input forms from warehouses must be filled and sent to Regional Office within a week of receipt of the product. d. On submission of the electronic complaint the addressee will automatically be intimated about the new Product Quality Complaint through e-mail. The complaint will instantly appear on the Intra net database for monitoring and action. e. Following points to be ensured while responding to the complaint:
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i) Action taken/planned to be taken. ii) Specific comments shall be given explaining the cause of complaint and remedial actions contemplated and taken. f. The feedback shall be provided and accessible to the respective RM within seven days. g. On receipt of the response, RM will issue a letter to the customer/originator. The complaint will be removed from the list of pending complaints. (2.2) PQ Reports:
All interfaces and their managers will be able to generate customized reports on the Product Quality Complaints for analysis and comment. The Planning Officer, Lahore will issue a quarterly report summarizing the status of all complaints for review by the Marketing Managers for stewarding purposes. A non compliance report is issued to record all cases where PQ complaints remained unaddressed for quarterly review by the marketing management. A specimen of the standard reporting format is enclosed as Annexure 2-1
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Section 'F': Marketing Area (1) Marketing Regions and Marketing Districts
Presently, the marketing area of DHFL comprises of two Marketing regions, each region segmented into a number of sales districts. These are as follows: Region Marketing Districts Gujrat Gujranwala Sialkot Sheikhupura Lahore Okara Faisalabad Jhang Karachi
Lahore (North)
Lahore (South)
The locations appearing in the first column are the defined Marketing Regions (MR) of DHFL. Each region is looked after by Regional Marketing Manager (RMM) to facilitate the RMM and effective use of resources, management will announce 1-2 teams with in the region. These teams will be comprised on 1-2 TMM&TM Tech. This team will be lead by senior team member. The RMM/Supervisors of the three regions report to the Marketing Manager in the Head office. (1.1) Marketing Districts: Each marketing region is divided into several Marketing Districts (MD). A marketing district is looked after by a .The MDs have been worked out keeping in view the geography of the area and the functional convenience in operations. One MD may cover one or more political districts wholly or partially. These MRs and MDs have been and will be modified from time to time based on the environment, geographical alignments, and business needs.
(2)
Administrative Districts
DH MD is covering one or more political district either wholly or partially. For better perception, following is a list of marketing districts comprising of political districts covered by them.
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Marketing Districts
Political Districts
Gujrat Gujrat Mandi Baha ud Din SGD Sialkot Narowal Gujranwala Hafizabad Sheikhupura Nankana Sahib
Lahore (North) Sialkot Gujranwala Sheikhupura
Faisalabad Chiniot Faisalabad Jhang Toba Tek Singh
Jhang
Lahore (South)
Okara Sahiwal Pakpattan Okara
Karachi
Sindh Province Baluchistan Province
Section 'G': Business Associate / Customer (Channel Management) (1) Statement of Policy regarding Customer Relations
DHFL recognizes that customer satisfaction is of primary importance for its success. Mindful of this responsibility, the company strives to understand customer requirements
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and concerns and to merit their business by responding energetically and effectively. Specifically, it is the companys policy to: a. b. c. d. Provide high quality products that meet or exceed specifications and needs under all reasonable circumstances. Furnish services which reliably meet responsible standards of performance, efficiency and courtesy. Price the products and services competitively, explain terms of sale and send accurate understandable bills promptly. Assure that products and services are compatible with the safety, health and environmental standards of the community and beyond that continuously evaluate safety and health aspects and give appropriate warning of known potential hazards. Furnish accurate and sufficient information about its products and services so that a customer can make an informed purchasing decision, are scrupulously truthful in advertising and all other communications. Respond promptly and constructively to suggestions, requests for information and complaints. Recognize the importance of meeting community standards of appearance in designing and maintaining company facilities. Participate constructively in the debate of public issues affecting customers and consumers, encourage governmental policies conducive to adequate supplies. Comply rigorously with applicable laws and regulations. Marketing Excellence Commitment Statement: We believe that Marketing is the responsibility of all employees and is vital to our success. We will: a. Value our customers and make their satisfaction our first priority. b. Ensure the effectiveness of all customer interfaces. c. Perform as a well-motivated, superior marketing team. d. Encourage and recognize innovation in marketing.
e.
f. g. h. i.
(1.1)
(2)
Dealer Selection Criteria A Dealer should be; a. Financially sound party. (Should be able to invest according to the business requirement). b. Having good reputation in the area. c. Has established contacts with the farming community. d. Has experience of fertilizer and/or associated business (e.g., seed, pesticides, agricultural implements, commission agent, ginning factory/rice mill owner) e. Owns a shop/go down which can accommodate a minimum of 1000 bags of fertilizer. f. Business set-up is located at a prominent site easily accessible to farmers. g. Go down/shop must be accessible to 10 and 20 ton trucks/30 ton trailers
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Dependant upon the EYC (market potential) of the sales point the prospective party should have potential to adequately represent DHFL in the market in terms of annual volume upliftment and should have a positive impact on sales and market share i. In case of Dealers specifically appointed for secured credit sales, the EYC of Dealer will be equal to the type and quantity of fertilizer depending on the approved secured credit limit. j. Willing to keep adequate quantity of all products k. Willing to participate in Company-sponsored activities e.g. farmer meetings, group discussions, demonstration plots, etc. l. Should be able to enhance DHFLs image in the area by virtue of ethical operations. m. Should provide reliable competitive market intelligence and maintain confidentiality when needed. RMMs/MM/ in their respective areas are responsible to ensure that the Dealers are evaluated on the above mentioned criteria prior to their selection. RMMs/MM also ensure that all the legal/regulatory requirements are identified and met. After the evaluation the data of BA is entered in SALES SYSTEM. The necessary evidences are maintained at regional offices. The authorization of the RMMs/MM in SALES SYSTEM is considered as evidence of the evaluation.
(3)
Appointment of Dealer
The appointment of a BA is made through the execution of a formal Dealer agreement by the BA and the Company on the standard Dealer agreement. A specimen of the standard reporting format is enclosed as Annexure 3-1 (3.1) Procedure for Dealer Appointment: All DM submit to their RMMs/MM and the RMMs/MM in turn present to the Marketing Manager, a Dealer /Sales Point analysis and channel management plan for the coming year. The analysis covers; a. Current DHFL and competitors Dealers presence at all present and target sales points. b. DH s current market share, c. DHs desired market share, d. Strategic Dealer appointments and their estimated impact on DHFL market share at these sales points. e. Quarterly plan for the Dealer appointments. With review and approval of the Marketing Manager, the data is then finalized as the plan for Dealer appointments, by sales points and Marketing districts. In this way, all the strategic replacements and new Dealer appointments are agreed upon as a plan in advance of the coming year. (3.2) Authorization: RMMs/MM have the authority to appoint new Dealer, and terminate and replace the old ones, remaining within the agreed upon plans with the MM. Any deviation
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from the plan can be made only with the prior consent of the MM. The progress on Dealer appointments is monitored along with the monthly and quarterly stewardships. (3.3) Contact with the BA: Appointment of a new Dealer is a mutual need of the Company and the potential Dealer, depending on the supply/demand situation and our market participation at a particular location. Contact with the Dealer is established in any of the following ways: a. The DMM/TMM/TMM TECH interested in appointing a new Dealer at a particular location use his contacts and judgment in identifying a suitable party desirous of DHs dealership. b. The person desirous of obtaining Dealer visits the concerned DM. Step 1 The DM investigates the financial position, business reputation, and contact with farmers and banking operations, etc. of the applicant. The DMM/TMM/TMM TECH also ensures that the location of the sales outlet is suitable and that adequate storage space is available with the Dealer. He evaluates the party thoroughly and then recommends the case to the Admin officer for Dealer appointment. Step 2 The concerned DMM/TMM/TMM TECH is advised to send following documents to the Regional office for Dealer appointment: i) Dealer agreement (duly signed by the Dealer and witnesses) (Annexure 7.3-1) ii) Security deposit bank draft or pay order drawn on a Lahore branch of a scheduled bank for Rs. 600000, 1200000, 1800000 (for Silver, Gold and Platinum category respectively) made out in favor of DH. iii) Specimen signature card, duly signed by Dealer and contact men and verified by the DMMs/TMMs/TMMs Tech (Annexure 7.3-2) iv) Photocopy of the Computerized National Identity Card of the Dealer issued by NADRA. Step 3 The RMM/MM initials all hand written insertions/deletions on each page of the agreement and also initials on the bottom of each page. He then puts his full signatures on the last page of the agreement, after getting signature of DH witnesses. After the RMs initials/signatures on the Dealer agreement, the Dealer ship documents are processed as follows: i) Business Analyst HO issues a customer code. This customer code is issued according to sales districts and civil districts.
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ii) Following that customer code, Dealer is appointed and security DDs are sent to finance for further action. The following documents are kept at the concerned regional office for record: i) Dealer Certificate duly signed by the General Marketing Manager. ii) Copy of the Dealer Agreement. iii) Security DD #, date, Name of the issuing Bank. (3.4) Instructions for Execution of Dealer Agreement: a. The Agreement is affixed with a special adhesive stamp of Rs.50 from the government treasury/stamp office. b. All insertions/deletions must be initialed by the Dealer on the agreement. c. The full name, postal/business address of the Dealer must be written in the appropriate paragraphs of the agreement. d. The Dealer must sign the agreement himself. (3.5) In case the Dealer is a limited company: a. Obtain an attested copy of the certificate of registration issued by the Registrar of the Joint Companies b. Obtain a certified copy of the Memorandum and Article of Association together with a list of directors. c. Obtain a true copy of the board resolution authorizing the execution of dealership agreement by the director who will be signing the dealership agreement. (3.6) In case the Dealer is a registered partnership: a. Obtain an attested copy of the certificate of registration issued by the Registrar. b. Obtain an attested copy of the partnership deed. c. Obtain a letter signed by all partners and addressed to DH Fertilizers Limited stated that the partner named therein has been authorized to enter into the dealership agreement with DHFL. On the last page of the agreement insert the names of the RMM/MM, Dealer, names and addresses of the witnesses at the space provided. They will sign above their names. Note: Effort should be made to sign Dealer agreements as sole proprietorships as they are easy to handle and suit our requirements. All other types of Dealer agreements may involve legal complications. (3.7) Inclusion of a new Sales Point on the Approved Freight List Ex-DHFL When a Dealer has to be appointed at a new sales point which is not already included in the approved freight list, the following procedure is adopted:
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a. A request for inclusion of the new sales point is forwarded to RMM/MM by the respective DMM It includes all the logistics-related details of the new sales point, i.e. its distance from supply source, primary and secondary serving warehouses, truck route, road condition, chances of back load for incoming truck, maximum truck size that can reach to the sales point, etc. b. RMM/MM reviews the proposed inclusion of new sales point and forwards it to Regional Admin Officer with his comments and recommendations. c. Admin Officer inserts this new sales point in the Dealer list. d. Sales Assistant at Plant inserts the data (from the detail of the Dealer list sent in by the region) and activates the approval of the new sales point in SALES SYSTEM Note: Appointment of the new Dealer at a new sales point will only be subjected to the activation of approval of the RMM/MM
(4)
Allocation of Additional Sales Point

If the Dealer desires to have an additional sales point, he gives an application to the requesting for this, explaining why he wants the additional sales point. The reviews the BAs request, investigates the need and if this is warranted, he sends the following documents to the regional office. a. Dealers application b. DMM/TMM/TMM TECHs recommendation c. Specimen signature card for the additional sales point. The RMM/MM reviews the request, and if he agrees, approves the additional sales point. RMM/MM forwards the recommendation for the additional sales point to the Admin officer. By this procedure, an additional sales point other than the primary sales point is incorporated in the Dealer list with the same customer code. The documentation for allocation of an additional sales point is processed in the following sequence: a. An exchange of letters takes place between the Dealer and DH to amend the agreement. b. BA list is forwarded for the additional sales point to the Distribution department for delivery to the Dealer. This information will be conveyed to the Distribution department by the Regional office. c. BA specimen signature card is filed in the Dealers record at the regional office.
(5)
Reallocation of Sales Points

a. The BA submits an application requesting for the change. There must be solid justification as to why the Dealer wants to change the sales point. b. The application will be recommended by the DMM/TMM/TMM TECH who sends the following documents to Regional office, after his recommendation.
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i) Dealers application ii) DMM recommendation iii) Specimen signature card for the sales point to be reallocated. The RMM/MM reviews the request, if considered appropriate; he approves the reallocation of sales point by activating his approval. RMM/MM forwards his recommendation to the Admin officer. By this procedure, the primary sales point of the BA will be replaced by the new sales point in the Dealer List with the same customer code. The documentation for reallocation of the sales point is processed in the following sequence: a. An exchange of letters takes place between the Dealer and DH to amend the agreement. b. Dealer list is forwarded to the Distribution department for dispatch on the new sales point to the Dealer. The information will be conveyed to the Distribution department by the Regional office. c. Dealer specimen signature card is filed in the Dealers record at the regional office.
(6)
Changes in Dealer Particulars (Name/Address/Other)

The Dealer submits an application as to why he needs to have the name of the Dealer changed. If the grounds are sound, the DMM/ TECH recommend the same to the RMM/MM for his review and approval with the following documents: a. b. c. d. Dealers application DMM recommendation Dealer agreement duly stamped and signed by the Dealer Specimen signature card with the new name/address.
The RMM/MM reviews the request, if considered appropriate, he activates his approval. By this procedure, the particulars i.e. name/address/others of the Dealer will be replaced by the new ones in the Dealer list with the same customer code. The documentation for change in Dealers particulars is processed in the following sequence. a. The RMM/MM will sign the new Dealer Dealer agreement. b. The original Dealer agreement is filed at Regional office for record. c. Dealer specimen signature card is filed into the Dealers record at the Regional office. Note: Change in proprietorship/ownership is treated as the appointment of new Dealer and in this case process for appointment of new Dealer (section 7.3) will be followed
(7)
Dealer Performance Monitoring and Review Before the end of each year, the annual sales plans for each product for the next year is prepared by the regions and submitted to the Management for approval. Once these plans are approved, all the DM prepare their sales districts Dealer wise monthly sales plans for each product which is essentially a Dealer wise breakdown of the approved sales targets for each product.
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The DM monitors each Dealers performance on monthly, quarterly, half yearly and on annual basis against the assigned targets. In the instances where Dealer s performance is found below par compared with the targets, the decision to continue with the Dealer by the DMM/TMM/TMMTECH officer will depend upon the following guidelines: a. Assess the past performance b. Likelihood of good performance in future by the existing Dealer c. Market supply/demand situation d. Non availability of new party which can suitably replace the existing Dealer The DMM/TMM/TMM TECH may issue warning letters and eventually initiate termination against Dealers not improving their performance.
(8)
Dealer Termination Dealer termination is initiated in following conditions: a. Not meeting volume targets consistently for six months. b. Any breach of contractual requirements as specified in Dealer Agreement. (8.1) Termination of Dealer Procedures: The DM will initiate Dealer termination process by sending a termination proposal giving out the Dealers performance over the last 6 months against his targets for all the products, reasons for non performance, a replacement plan for review and approval by the RMM/MM. The RMM/MM reviews the proposal based on following guidelines: a. Assess the past performance b. Potential of the party identified as replacement c. Market supply/demand situation d. Likelihood of good performance in future After receiving the approval from the RMM/MM, the Admin officer prepares the Dealer Termination case. RMM/MM after retrieving the request under proposed status from the above mentioned module will seek confirmation of; a. Any pending Dealer orders from Customer order query screen in SALES SYSTEM b. SALES SYSTEM will block all shipment to Dealer after receipt of letter from Regional office. c. Any recoverable balance form the Dealer in SALES SYSTEM and if no pending orders and recoverable balance are found shall approve the same and get the termination notice printed (Annexure 7.8-2). After the RMM/MMs approval and printing of termination letter following steps are taken: i) Letter of termination of the Dealer agreement is prepared at the concerned Regional office by the Admin officer.
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Marketing Manager
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iv) v)
vi)
The termination case is recommended by the RMM/MM and forwarded to the General Marketing Manager for approval. After the approval of the Marketing Manager, copies of this case are forwarded to distribution and Finance department to stop the any shipments to the Dealer and to prepare DD for security refund, respectively. The Security DD is then sent to the DMM/ TECH for onward dispatch to the Dealer after taking back all companys material. The DMM/ TECH must ensure collection of following companys material from the terminated Dealer before handing over the security deposit demand draft. Dealer board/large signboard Dealer certificate Stock register POS material (to be destroyed later on) Copies (termination letter) of the case are kept at Regional office for record.
(8.2)
Resignation of Dealer: In case of Dealers resignation the procedure mentioned in Section 7.8 for Dealer termination is followed on the submission of resignation request from the Dealer. The Dealer resignation is kept in the Regional office for record. Note: Resignation once processed and approved in SALES SYSTEM cannot be withdrawn.
(8.3)
Customer Complaints: All customer complaints arising out of issues relating to contractual obligations between DHFL and the Dealer network are to be documented and reported to the marketing management. Such report will provide complete details about nature and cause of the complaint giving out suggested actions to address the complaint. Similarly, customer complaints made directly to the RMM/MM are to be recorded, because investigated and the suggested remedial action is sent for marketing management's review.
(9)
Repeat Buying Farmers Appointment

(9.1) Contact with the Farmer: Sales to the farmers are a mutual need of the Company and the potential farmer, depending on the needs and our market penetration at a particular location. Contact with the farmer is established in any of the following ways:
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a. The DM want to introduce/enhance the brand image at a particular location uses his contacts and judgment in identifying a suitable farmer to sell DHs products. b. The desirous farmer meets/visits the concerned Technical services officer or DM. c. To introduce DHFL products in the weak segments A specimen of the standard reporting format is enclosed as Annexure 9-1 Step 1 The DM investigates the financial position, reputation, connections with farmers and banking operations, etc. of the applicant. The DM also ensures that the location of the farm is suitable/accessible by trucks. He evaluates the party thoroughly against the Farmer selection Criteria. The DM then fills out a Farmer Selection Form after necessary inquiries and recommends the case to the RMM/MM for his review, endorsement and approval. The RMM/MM reviews the application and examines the following: Present status of the BA network of the sales point. The presence of DH and other BAs at the sales points. Need for promoting any specific product Step 2 After approval of the application by the RMM/MM, the concerned DM is advised to send following documents to the Regional office. Repeat Buyer Farmer agreement (duly signed by the farmer as per instructions) Specimen signature card duly signed by farmer and contact men and verified by the DM Photocopy of the Computerized National Identity Card of the farmer issued by NADRA. Step 3 The RMM/MM initials all hand written insertions/deletions on each page of the agreement and also initials on the bottom of each page. He then puts his full signatures on the last page of the agreement, after getting signature of DHFL witnesses. After the RMM/MM initials/signatures on the BAs agreement, the BA documents are processed as follows; Regional Admin officer enters the relevant data in the Dealer list and a customer code will be issued to the farmers. This BA list is forwarded to Sales Assistant to enter the relevant data in the SALES SYSTEM. RMM/MM after retrieving the data punched in by the sales assistant in SALES SYSTEM will approve the agreement and insert DH witnesses.
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The following documents are kept at the concerned regional office for record and for handing over to the newly appointed farmer: Photocopy of farmers NIC issued by NADRA. Copy of the Farmer Agreement. Farmer selection and questionnaire form The Regional office makes one copy of Farmers Agreement which is handed over to the concerned DM. The DM passes on the agreement to the concerned. (9.2) Instructions for Execution of Repeat Farmer Buyers Agreement: a. The Agreement is affixed with a special adhesive stamp of Rs. 50 from the government treasury/stamp office b. All insertions/deletions must be initialed by the farmer on the agreement. c. The full name, postal/business address of the farmer must be written in the appropriate paragraphs of the agreement. d. The farmer must sign the agreement himself. (9.3) Other terms and conditions: a. Pricing will reflect just the TRANSFER PRICE. No allowances, commission or freight will be allowed. b. Net price to the farmer will be same as net price to the Dealer. However, the company reserves the right to keep a different price for the farmers as it deems fit. c. There will no tax implications for the farmers since no allowances are being allowed. d. DHFL in this case will act as a distributor. e. Security Deposit will not be charged to the farmers. (9.4) In case the farmer is a limited company: a. Obtain an attested copy of the certificate of registration issued by the Registrar of the Joint Companies b. Obtain a certified copy of the Memorandum and Article of Association together with a list of directors. c. Obtain a true copy of the board resolution authorizing the execution of agreement by the director who will be signing the agreement. (9.5) In case the farmer is a registered partnership: a. Obtain an attested copy of the certificate of registration issued by the Registrar. b. Obtain an attested copy of the partnership deed. c. Obtain a letter signed by all partners and addressed to DHFL stated that the partner named therein has been authorized to enter into the agreement with DHFL.
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On the last page of the agreement insert the name of the RMM/MM, farmer, names and addresses of the witnesses at the space provided. They will sign above their names.
(10)
One Time Sales to Farmers

a. b. c. d. To be extended to farmers only - recommended by DMM/TMM/TMM TECH. DHFL will act as a distributor to make such sales directly to the farmers. Agreement of any sort will NOT be prepared to record such sales. Payment receipt by DHFL and product receipt by farmer to be recorded on order and invoice. e. The customer order/invoice shall contain full name and address along with NIC number of the farmer along with a legible copy of his NIC which will be attached with the invoice and shall be sent to head office for record. f. The sales should be made at Gross Price less FA and shall be called as a transfer price. g. Example: Gross Net Dealer Price Net Farmer Price 425 425 M.A 10.00 Nil F.A 2.50 2.50 Net Price/Transfer Price 412.50 422.50
h. Product will be supplied from Warehouse only. i. Pricing should only be reflective of the "Transfer Price" - NO Commission or MA will be applicable. j. No Tax certificates or implications for the farmer. k. One CC for "Farmer Direct Sales" should be created and all sales booked to this individual customer code. l. Separate CC for each sales district to record sales in respective district. m. SALES SYSTEM will generate the macro number of sales to farmers in each district. n. Manual Customer Order/Invoices will contain the data of each farmer. o. The individual invoices, however, should contain the name of the farmer along with his signatures and address along with other routine inscriptions. p. Mode of payment will either be collection accounts or the normal payment instruments acceptable to the company.
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Section 'H': Sales Operation (1) Dealers Order Generation & Supplies
There are three sources of supply for our products as follows: a. The plant at Sheikhupura/Chicho ki Malian b. Port Karachi/Karachi warehouse c. The procedure for order generation and its processing through SALES SYSTEM for supply of product from each source of supply is followed in the sequence given below: A specimen of the standard reporting format is enclosed as Annexure 1-1 (1.1) Customer Order Generation: The Dealer /customer contacts DHFL representative (DMM/ TECH/warehouse assistant) to place the order of the product he intends to buy. DHFL representative identifies all the customer requirements and after mutual agreement receives the payment in the form of demand draft and pay order drawn on Lahore branch, made in favor of DHFL from the Dealer for further processing of the order. In some instances, however the demand draft or other payment instruments are received from the Dealer by hand or through mail at the DMM/ TECHs base or Regional office or field warehouses. a. The DH representative checks the payment instrument for correctness of the amount, wording of the companys name and make sure that the instrument is drawn on Lahore. The DMM/ TECH then prepares Manual Customer Order (Annexure 8.1-1) by inserting all relevant details of payment instrument, order and Dealer s preferences. This customer order has four copies as below: i) DM Warehouse copy ii) Customer acknowledgement copy iii) Sales Accounting copy iv) Regional office copy/ plant Copy b. DM warehouse copy is for record purpose of DM Warehouse. Customer acknowledgement copy is handed over to the Dealer for his own record. The other two (sales accounting and regional offices) copies along with payment instruments are sent to concerned Regional office/Head office. c. Upon receipt of customer order Sales Assistant inserts the data on payment instrument and other relevant detail in SALES SYSTEM. Once the payment is entered the amount will be credited into the BAs account. Sales Assistant then logs the customer order. This entry is considered as evidence for the review of customer accounts. SALES SYSTEM will retrieve customer order detail from Payment information screen and update the Dealer Account Balance appearing in Customer Order Screen. Hence forth, the Dealer s account balance will be updated on entry of every new payment and becomes the basis of payment for product ordered from all supply sources, by the respective Dealer. Both the manual customer orders as well
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as the SALES SYSTEM can accommodate multiple products provided the shipment mode for all products in same (i.e. OC or CC). A specimen of the standard reporting format is enclosed as Annexure 1-2 , 1-3 & 1-3.1 (1.2) Supplies Ex-Plants and Redistribution Hubs: a. The respective Distribution Officer retrieves Customer Order Log Sheet in SALES SYSTEM. This sheet is generated on daily basis. Customer Order Log Sheet carries the update on all orders logged by Sales Assistant. b. The Distribution Officer then gets the order detailed through Detailing screen in Product Handling System of SALES SYSTEM. On the basis of detailed order, Truckers Backlog Report is generated through B&S. This report contains the list of all the orders detailed for shipment. The Distribution Officer then hands over the Truckers Backlog Report to the Trucking Contractor at Plants and the Shipment section at Redistribution hubs generate invoice against the order for which the truck is provided and loaded for shipment. B&S Officer and Distribution Officer at Redistribution Hubs get the print out of the Invoice for: i) Dealers acknowledgement. ii) Dealers own record iii) Gate pass c. After delivering product at the Dealer outlet, the trucker takes the acknowledgement of the Dealer on the acknowledgement copy of the invoice and also gets it stamped. This copy of the invoice is the evidence of the delivery of product to the Dealer. This copy is later attached by the trucking contractor to his freight bill as the supporting document. (1.3) Supplies Ex-Port: a. The Distribution Officer, Port, retrieves Customer Order Log Sheet through the Product Handling System in SALES SYSTEM. This sheet is generated on daily basis. b. The Distribution officer then gets the order detailed through Detailing screen in Product Handling System of SALES SYSTEM. On the basis of detailed order, Truckers Backlog Report is generated through PH&S. This report contains the list of all the orders detailed for shipment. The Distribution Officer then hands over the Truckers Backlog Report to the Tally Contractor and Trucking Contractors at Port. The Trucking Contractors arrange transport for shipment of detailed customer orders. Whereas, the Tally contractor monitors truck loading operation at port according the Truckers Backlog report. c. The Tally contractor then generates invoice/PSA manually against the order for which the truck is provided and loaded for shipment. Invoice/PSA is issued in 04 copies for: i) Dealers acknowledgement. ii) Dealer s own record iii) Gate pass for Port Authorities
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iv) Distribution Officer Port d. Sales Assistant at Plant, logs the data in SALES SYSTEM from the manual copy of invoice to generate the same through the system. e. After delivering product at the Dealer outlet, the trucker takes the acknowledgement of the Dealer on the acknowledgement copy of the invoice and also gets it stamped. This copy of the invoice is the evidence of the delivery of product to the Dealer. This copy is later attached by the trucking contractor to his freight bill as the supporting document. (1.4) Order generation and supplies ex-Warehouse: The basic operational difference between a Plant/Redistribution Hubs/Port order and a Warehouse order is that the product of former is shipped through company arranged transportation while in the case of later transport is arranged by himself. For supplies dispatched through Company arranged transportation, it is the companys responsibility to ensure that the product is finally delivered at the Dealer outlet. In case of warehouse supplies, the company's responsibility ceases as soon as the truck is loaded and the Dealer or his authorized representative acknowledges the product receipt on the invoice. The steps from order generation till supplies ex-warehouse are as follows. a. The Dealer or his authorized representative brings the payment instrument for the requisite amount covering the payment for quantity to be shipped. b. The warehouse assistant raises an order for the required quantity and then prepares Manual Invoice/Sales Tax Invoice (Annexure 8.1-2) against the quantity ordered. He inserts relevant details (truck #, quantity, pricing) on the Invoice/Sales Tax Invoice. c. The Dealer or his authorized representative arranges transport and brings a truck to the warehouse. d. The warehouse incharge arranges loading of the product in the presence of the Dealer or his authorized representative. e. The Dealer or his authorized representative then acknowledges receipt of the product on the Invoice/Sales Tax Invoice. f. The warehouse incharge then matches the signatures of the Dealer or his authorized representative/contact man with the Specimen Signature card of the respective Dealer This step is followed in order to ensure that the shipment is made to the Companys authorized BA or his authorized representative. g. The Dealer copy of the invoice is handed over to him. The companys responsibility now ceases and the product is transported to the destination at the Dealer own responsibility. h. The payment instruments are recorded on the DD listing by the warehouse incharge and both are mailed to the Regional office on daily basis. i. Production and shipments are recorded in daily shipment status report on daily basis.
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(2)
Handling of Consignment Shipments

Scope: The procedure is basically developed to entertain the needs of customers, who at times fail to service the end consumers due non availability of product at their outlets. It is sort of an arrangement between the customers and Company by which the Company may ship the product as consignment on prevailing price to facilitate them to address the need of end consumers. However, at any date as given by the company, if the customer does fail to sell the product then he has the option either to return the product to company or get this invoiced at prevailing price. This procedure of consignment is envisaged both warehouses and plant shipments and is applicable to all products on need basis as and when approved by Marketing Manager. Transaction is allowed against a Bank DD. Procedure:
a.
Ex- warehouse consignments i) ii) Consignment shipment is made against DDs. Bank Guarantees are, however, not entertained in consignment shipments. This agreement is executed on stamp paper of Rs. 100/- or special adhesive stamps of same amount may also be used. The cost of special adhesive stamps is born by the company as we normally do in the Seller Buyer agreements. Agreement is signed by both customer and Companys authorized representative (DM Incharge, office assistants and RM, those who normally can sign the invoices) in the presence of two witnesses. To entertain such customers, warehouse Incharges record consignments transactions at warehouses in separate STRs and this is done by shifting the stocks from regular STRs to Consignment STRs. The record of all consignment agreements along with details of DDs is maintained at warehouse and DDs are kept as security deposit till products get invoiced. Acknowledgment of consignment shipments from customers is taken. All such consignment shipments are reported as sales, however, these shipments are reported separately by warehouse to Regional and Regional office to head office for record purpose. Bin cards are not updated against consignment shipments. Once price is given, all consignment shipments are invoiced and bin cards are updated.
iii)
iv)
v)
vi) vii)
viii) ix)
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Ex-Plant / Ex-Port Consignment Steps at Regional Office i) Consignment Agreement is prepared as per procedure explained above. ii) Regional Office Assistant generate/makes a physical order thru system or manually. In the case of manual order sales assistant, HO locks the manual order information in the system. iii) In case of system updation at RO. RMM/MM separately information Distribution on details of DDs received against each consignment through e-mail's (consignment order #, quantity of product, amount and DD #) and region keeps the hard copy of such e-mail for record. In case of e-mail failure this information is faxed to the Distribution department. iv) Regions are responsible to keep the record of consignment agreements along with DDs as security deposit (in fire proof cabinet under lock and key), and log these DDs in system once pricing is issued and match the payments against the PSAs on which consignment orders were serviced. v) It is sole responsibility of region to have matched all the PSAs served against consignment orders. vi) This is done by generating the PSAs report of consignment orders and recalling the individual PSA in system to have details of shipment thru query and finally matching the payments (already entered once price is issued) by pressing the button as given on SALES SYSTEM screen. This ends up the operation and system will automatically pick up the price both in above referred customer order (consignment order and PSA/invoice). Steps at Plant and Karachi Port Distribution i) Upon receiving the consignment orders (DDs details separately thru email/fax from regions), Plant and Karachi Distribution enters the data in SALES SYSTEM for detailing as they normally do in system. The rest process is followed as normal for shipment of product and generation of PSAs as normally done to entertain the WHs orders. ii) No excess shipment. Steps B&S Plant and Karachi Port Distribution i) The B&S Section at plant/plant and Karachi Port Distribution generate against the consignment orders for which the truck is provided and loaded for shipment. B&S plant and Karachi Port Distribution gets the print out of such PSAs. Dealer acknowledgment. Dealer own record Gate pass Trucker copy (in case of Lahore only) Head office copy (in case of Lahore only)
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Steps at Truckers end After delivering product at the Dealer outlet, the trucker takes the acknowledgment from the Dealer on PSAs and also get it stamped as he normally does in case of normal delivery and submit this to Plant and Karachi Port Distribution for billing purpose. Steps at B&S Plant and Karachi Port Distribution (once price is issued) Both Plants and Karachi B&S generate the PSAs report of consignment orders for their record. As soon as regions confirm the data entry on log of payments and updating the PSAs for pricing, both Plant and Karachi B&S once again generate the PSAs report to flag out if any PSAs pricing is not made. This will serve as double check in system and help to reconcile the data on shipment as well. If there seems any PSA/invoice without pricing then concerned region is informed and invoice get updated.
(3)
Handling of Rail Order

The quantum of rail shipments from the supply sources (plant, port) during any period (month) is decided by the Marketing Manager based upon which he allocates the number of rakes among the regions. Subsequent to this, the RMM/MM issues the intra regional allocation among the various sales districts/rail heads. The handling procedure for rail shipment differs from that of road shipment. The payment against the order placed through rail, is collected on the basis of Cash on Delivery instead of advance payment. Orders through rail as a mode of shipment are handled in two ways: a. RR (Railway Receipt) through Bank (held in abeyance, however procedure is defined) b. RR (Railway Receipt) through the concerned DMM/TMM/TM TECH (3.1) RR (Railway Receipt) through Bank: DM or concerned DH representative raises the rake order based on quantity demanded by the Dealer. The Customer Order is placed through Order Entry in SALES SYSTEM. In this case however no payment information is entered in the system before the generation of customer order. The following procedure is adopted for generation and handling of the rail order: a. During the input of the relevant data in manual Customer Order Entry screen of SALES SYSTEM, Rail is selected as the Delivery Mode. The DH representative is also required to specify highlight the Rail Head and the Bank through which the Dealer has desired to retire the RRs for the release of product. The exact address and code number of the bank branch is to be specified in the Remarks cell of the Order Entry screen.
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Marketing Manager
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The concerned DHFL representative generates customer order on SALES SYSTEM in triplicate. The DM then gets the signature and stamp of the Dealer on all the four three copies of the customer order. i) Warehouse/DM copy ii) Acknowledgement copy for the customer iii) Sales Accounting copy iv) Regional Office copy This customer order is then sent to Regional Office/HO where all relevant detail is entered into the SALES SYSTEM. The Sales Assistant at the concerned supply source retrieves Customer Order Log Sheet through the Product Handling System in SALES SYSTEM and places the demand for rake train (for the concerned destination/railhead) with the Pakistan Railways. On the arrival of empty rake train at the supply source, Sales Assistant, details the order through Detailing screen in Product Handling System of SALES SYSTEM. On the basis of detailed orders, Rail Shipment Plan Report is generated through B&S in SALES SYSTEM. This report contains the particulars on all order numbers, quantity, number of wagons detailed for shipment etc. The Rail Shipment Plan is then passed on to PM&S or the concerned Shipment Section. After the empty wagons are staged for loading, PH&S or the shipment section gets the loading done and generates the PSA/invoices through B&S in SALES SYSTEM. On completion of the loading, the Railway Receipts are issued by Pakistan Railways and are handed over to DH Distribution. A separate invoice is generated for each wagon on the basis of the detail given in Rail Shipment Plan Report. However, there can be a single RR against more than 01 wagon. PM&S or the shipment section then sends the PSA/Invoices to Plant Accounting in case of plant orders and SAG, in case of port orders. Plant Accounting or Sales Accounting matches the detail on PSA/invoices with the RRs sent in by the Distribution Section and generates promissory note and voucher against each RR through SALES SYSTEM. Set of the documents comprising original RRs, copy of the PSA, Promissory note and voucher is passed on to Banking Section, Lahore for forwarding to DH remitting bank. The Distribution section sends the detail on PSAs and RRs to the concerned Dealer and DMMs/TMMs/TMMs Tech/RMM/MM. If the Dealers account holding bank branch (specified in the Remarks cell of Customer Order) is of the remitting bank, then the bank sends the complete set of documents to the respective branch. If the Dealers account holding branch is of some other bank, then the branch of remitting bank at that sales point sends the documents to that non-remitting bank branch under a covering note.
c. d.
e.
f.
g.
h.
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Retirement of the RRs: If the rail shipment arrives at the destination Railhead after the arrival of the RRs at the respective bank branch, the concerned Dealer makes the payment covering the invoiced amount to the bank, retires the RRs from bank and gets the product released from the railways on the basis of RRs. In case if the rail shipment arrives before the original RRs are received by the respective bank branch, then the DM collects the Demand Draft covering the invoiced amount from the Dealer and gets the product released for the Dealer by signing the Railway Indemnity Bonds against the RRs on behalf of DH. The DM ensures that the concerned Dealer intimates the bank branch to return the RRs to the remitting bank on arrival in this case. In both of the above mentioned cases the grace period for the retirement of RRs is 10 days from the branch of remitting bank and 14 days from the branch of Nonremitting bank. This grace period is allowed for the transition of documents and starts on the date of the generation of promissory note. If the rail shipment arrives after the expiry of the grace period then the interest born by the Dealer can be claimed by the Dealer and reimbursed from the Company. The cost of interest charged by the bank as follows: a. Interest charged by the bank for first 20 days from the expiry of grace period at the rate of 39 paisa per Rs.1000/= of the amount invoiced. b. Interest charged by the bank for additional days to that of the above from the expiry of grace period at the rate of 41 paisa per Rs.1000/= of the amount invoiced. Note: In the above scenario, DMM/TMM/TMM TECH are advised to get the RRs retired from the bank, definitely within 45 days of the expiry of the grace period.
(3.3)
RR (Railway Receipt) through the concerned DM The first five steps of the procedure essentially remains unchanged except that remarks RRs through DM instead of the name of the bank need to be entered in Order screen at the time of order logging in SALES SYSTEM. After the loading of rake, the concerned Distribution Section forwards the PSA/invoices along with the original RRs to the DMM/TMM/TMM TECH. The DM hands over the RRs to the BA after the collection of DD covering the invoiced amount and gets the BAs acknowledgement on PSAs.
(4)
Marketing Allowance
Marketing allowance (MA) is paid to our BA/direct customer to assist them to promote the usage of fertilizer. The amount of MA can be a function of the sales volume promoted by the Dealer. MA payable to Dealer direct customer is usually defined in three forms as follows:
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Base Marketing Allowance (MA) allowed and adjusted up front in each invoice (in abeyance) Special Marketing Allowance (SMA) allowed and adjusted up front in each invoice (in abeyance) Deferred Marketing Allowance (DMA) allowed and adjusted separately at end of a defined period (month) on the basis of volume lifted. Handling of Marketing Allowances: The need for marketing allowance is identified by the DM to work out the net price based on the assistance needed by Dealer to; a. Actively promote fertilizer usage by the farmers. b. Sell on credit to farmers to encourage greater usage. c. Match the pricing of the competitors. These considerations are reviewed by the RMM/MM who examines the situation from a regional perspective. He then develops a proposal for consideration of the MM. The MM accords approval through a serially controlled letter of pricing. After this approval pricing with new MA allowed then becomes applicable to all the orders generated OR shipments made during the period in which the MA is allowed. This MA can be allowed on orders generated or shipments made, depending on the approval accorded by the MM.
(4.1)
(4.2)
Deferred Marketing Allowance: a. If the MA is allowed in the form of Deferred Marketing Allowance, the Marketing Manager accords his formal approval through a serially controlled letter of pricing. The Admin assistant then logs into DMA Definition module in pricing screen of SALES SYSTEM. He then defines the different volume slabs against which the various DMA slabs are allowed per ton, as a part of pricing approved by the General Manager. DMAs allowed from separate sources of supply are to be entered in separate pricing in SALES SYSTEM. b. On completion of this transaction in SALES SYSTEM, the system generates another serial number known as SALES SYSTEM-DMA number assigned to the pricing allowed. c. At the end of DMA period, Admin Assistant selects the names of the BAs (qualifying for various DMA slabs against defined volumes lifted) through the system. This is done on the basis of DMA applicable to BA/sales point/sales district/region, defined for the specific supply source in step 2. Completion of this transaction in SALES SYSTEM in turn concludes the definition and claim of DMA. d. The last and final step is the final calculation of DMA and issuance of DMA note through system. On the completion of the DMA period, the Sales Accounting runs the DMA Calculation process through DMA Calculation module in pricing screen of SALES SYSTEM. The system automatically completes the DMA
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Business Analyst
Marketing Manager
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process by retrieving the required data from DMA definition and selection modules and generates the DMA note for the concerned Dealer . e. DMA note thus generated is sent to the concerned DMM/ TECH. The amount against this DMA note becomes available in Dealer TAR balance in SALES SYSTEM. The Dealer can either request for refund of his DMA or get this amount adjusted in his next order. f. All Deferred MA adjustments through DMA Calculation process in SALES SYSTEM should be completed within 15 days from the date of expiry of the contracted period.
(5)
Amendments in Order
An order once it is logged in SALES SYSTEM can be amended or cancelled as per the request of the customer subject to its status in SALES SYSTEM. a. If the status is pending then it can be cancelled and money refunded. Or the balance thus available may be used for ordering any other product. b. If the status is partially shipped then the pending quantity may be cancelled.
(6)
Suspension of Order
An order once it is logged in SALES SYSTEM can be suspended up to 75% of total order amount, upon written request of the customer subject to its status in SALES SYSTEM. a. If the status is pending then it can be suspended and order for any other product can be raised. b. Original order will remain as suspended in the SALES SYSTEM for 15 days and afterward in case of no payment it will be cancelled automatically. c. In case of price change new price will be effective on original order activation. d. NO BG ORDERS CAN BE SUSPENDED.
(7)
Product Allocation Procedure

In peak consumption seasons, scenarios could emerge at times when the availability of the product becomes lower than demand i.e. short supply situations. In such situations all regions are put on allocation. Orders are then generated in accordance with the following procedure. a. The allocation of the regions are worked out by the respective Marketing Managers on the basis of the feed back from the regions in light of the performance of distance Market Share trend, industry forecast and various other factors contributing towards fertilizer consumption in the area. b. The RMM/MM divides his allocation into his marketing districts on the basis of the above criteria. c. The DMM/TMM/TMM TECH further breaks down his allocation for his Dealer network, based on the same parameters as used by HO/RO. Month allocation will be communicated in writing to Dealer in the coordination book. d. Each DMM/ TECH is communicated his allocation for that month
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e. The RMM/MM monitors/controls the order generation of his Marketing districts to keep the order flow of his region in line with the sales allocation worked out for each Marketing district.
Section 'I': Sales on Secured Credit (1) Bank Guarantee

(1.1) Objective:
The Company has made available the use of secured credit facility within a certain allocation/quota to Dealer s/buyers. This facility is extended to the Dealer /buyers in order to stimulate and promote sales volume. The main instruments of this credit are the Bank Guarantee (BG) and Letter of Credit (LC). A specimen of the standard reporting format is enclosed as Annexure 1-1 (1.2) Policy: Marketing Division authorizes the Marketing Deptt. to manage credit within a maximum limit during a specified time period. Marketing Division further allocates the credit limit (amount outstanding against quantity ordered at any point in time) to the regions. The regions ensure that the amount outstanding for quantity uplifted against BG/LC should not exceed their allocation at any point in time. Bank guarantees can be issued from any of the scheduled banks, which include HBL, UBL, ABL, MCB, BOP, BAF, ACB, and NBP. Additionally, Dealer may also issue BGs from any of DHs relationship banks, which include ABN AMRO, ANZ Grind lays, SCB, Citibank, Faisal Bank, and Bank of America. Letter of Credit can be advised only through HBL Lahore. The credit facility is applicable for all DHs product viz. Urea and DAP. Essentially, this credit is extended through the bank guarantee by way of two modes. These are: a. Single Credit Sales for Dealer /buyer (Annexure 9.1-1) b. Multiple Credit Sales for Dealer (Annexure 9.1-2) (1.3) Dealer Bank Guarantee Procedure: a. The Dealer submits the Bank Guarantee, prepared by the issuing bank on a verified stamp paper according to the text as per the DH-specified Bank Guarantee format. The DMM/TMM/TMM TECH should ensure payment of appropriate stamp duty as follows: Sindh 0.05% of the BG amount
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b.
c.
d.
e.
f.
g.
h.
i. j.
k.
Punjab Rs. 100.00 (Flat rate) The DMM/ TECH makes sure that the text/wording of the Company name, BG no., name of issuing bank, P.A. number of signing officers, terms, amount, credit period, etc. are correct. The DMM/TMM/TMM TECH also checks for the credit due date of the BG which should not be less than six (06) working days ahead of the bank guarantee period allowed to the Dealer. Additionally, the BG is signed by; i) Two attorneys from the issuing bank, who are executing officers duly authorized by the bank to sign on the document. DMM/TMM/TMM TECH should ensure that their respective power of attorney numbers are explicitly mentioned with the signatures. In case of a single attorney branch, the document still needs to be signed by two officers of the branch. ii) Two male witnesses with a note of their respective NIC numbers (NADRA issued) and addresses. One of the witnesses is preferred to be an DHFL employee. The DMM/ will ensure that any corrections/modifications/cancellations in the text of the bank guarantee must be accompanied by the bank stamp and the initials of the bank executing officer. The DMM/ may send the BG along with a written request for verification to the Zonal/Regional office of the issuing bank or to the Regional office for arranging verification. Upon receipt of the original BG document from the DMM/, DH Regional office seeks independent verification of the issuance of this BG document from the Zonal/Regional office of the issuing bank branch through fax or letter. Upon receipt of authentication through a verification letter from the Zonal/Regional office of the issuing bank. Sales Accounting, will calculate the last shipment date falling within the BG expiry period. This will also be automatically calculated by SALES SYSTEM on entry of the BG data in the system. In case the credit period is for 90 days then the expiry date of BG must be thirty one (31) days ahead of the last shipment date; In case the credit period is for 120 days then the expiry date of the BG must be one hundred thirty (130) days ahead of the last shipment date, else SALES SYSTEM will not accept the data in BG detail field. All other particulars of BG are then logged into Dealer Bank Guarantee detail screen of SALES SYSTEM by Sales Accounting. The DMM/, while filling out the Customer Order form manually, ensures that the sales quantity does not exceed the amount allowed in the BG as calculated on the basis of the applicable price of product, enhanced by the applicable amount on account of bank guarantee charges. The DMM/ TECH/warehouse in charge makes a note of the BG no., SALES SYSTEM no., and date of issue, amount, and issuing bank name on the customer order form. In case of plant shipment DMM/ send the customer order to the regional office.
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Extra care should be taken while punching the data of customer order and invoices into SALES SYSTEM by Regional Assistant, so that the quantity of order, invoices and other particulars may not get wrongly punched. Verification should be made with the amount of product and the amount available for BG. m. The customer order form is sent to the DO, who will generate the Product Shipment Advice (PSA) and the invoice through the system on the basis of customer order logged against the particular BG in SALES SYSTEM. n. In case the Dealer lifts product from a warehouse, customer order is raised at warehouse and invoice is prepared once product is delivered to the Dealer. (1.4) Buyer Bank Guarantee Procedure: a. This type of Bank Guarantee is generally allowed for single sales for a credit period ranging from 210-240 days (depending upon Managements approval). b. The person desirous of obtaining Buyer Bank Guarantee approaches the concerned DMM. Checking the availability of credit facility DMM/TMM/TMM TECH allow buyer to initiate the process of preparing Bank Guarantee in the Bank. c. DMM/ submits following documents to Regional office for approval from RMM/MM. i) Buyer Agreement is affixed with special adhesive stamps of Rs.100 duly signed by buyer and two witnesses. The cost of stamps is born by the Company. (Annexure ) ii) Specimen Signature Card duly signed by buyer and contact men and verified by concerned DMM/ iii) Copy of Computerized National Identity Card issued by NADRA. d. Upon receipt of these documents RMM/MM approves buyer by signing the buyer agreement. After approval from RM regional staff is advised to enter the relevant details into the SALES SYSTEM as done in Dealer Appointment e. No BA certificate will be issued in this case f. The buyer submits the Bank Guarantee, prepared by the issuing bank on a verified stamp paper according to the text as per the DHFL-specified Buyer Bank Guarantee format. g. The DMM should ensure payment of appropriate stamp duty as follows: Sindh 0.05 % of the BG amount Punjab Rs. 100.00 (Flat rate) h. Rest of the procedure is same as mentioned above for BA Bank Guarantee. (1.5) Letter of Credit Procedure: a. Marketing Division to provide Performa invoice to the customer to establish LC. The Performa to be issued will be signed by the Marketing Staff Officer/or any person authorized by the Marketing Manager, evidencing the fact that following has been approved by Marketing Division. (Annexure 9.1-3)
ROUTE Name: Date: Design/Sign: Business Analyst Marketing Manager Senior General Manager Agri Business
Customer
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Product Quantity Price Credit Period Shipment Dates i) Performa invoice to clearly state that drafts to be required - with cost of stamp duty on applicants account. ii) Letter of Credit to be advised through HBL WAPDA House Lahore. (Annexure 9.1-4) iii) Performa invoice to bear unique number for identification purpose. b. Once Letter of Credit received by the Marketing Division it is routed to the Finance Department for approval of credit. Finance Department will check the following before authorization: i) Authenticity of LC message (FAX/Original) ii) LC amount to be consistent with Performa invoice iii) LC to allow at least 30 days negotiation period. iv) LC validity to be at least up to the negotiation period v) Within documents required, only the following standard clause to be present: Commercial invoices to be presented in original. Bill of exchange to be drawn on Applicant/Applicant Bank Delivery order Credit Period as per the Performa Invoice c. Marketing Division will provide the following documents (before shipment) to the Finance Department. i) Commercial invoice marked original ii) Original Letter of Credit received from customer d. Finance Department to submit the documents received to the Advising Bank along with the bill of exchange as per the LC. e. Upon receipt of acceptance from the Bank, the copy of LC and acceptance will be forwarded to SAG department. f. SAG department will intimate Sales Department for shipment after receipt of acceptance. A specimen of the standard reporting format is enclosed as Annexure 1.5-1
(2)
Retirement of the Bank Guarantee

The procedure for collection of Bank Guarantees is as follows: (2.1) Policy: a. This procedure should be followed for collecting payments of all Bank Guarantees issued by any bank. (Single sales as well as multiple sales). b. Credit period will be calculated on first shipment against a particular BG. c. The responsibility of monitoring the expiry dates and credit period shall be with Sales accounting.
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d. If due date falls after expiry date, expiry date shall be construed as the due date. e. Collection of BGs through Bank shall be monitored by Banking Manager. (2.2) Procedure: a. Sales accounting intimates the relevant region of the BG due date on a fortnightly basis in the following manner: b. Payment due in the second half of the month through e-mail on the 1st day of the month. c. Payment due in the first half of the month through e-mail on the 15th day of the preceding month. d. Regions will have seven (7) clear days from date of issue of e-mail as stated above to ascertain the mode of collection of BG payment after consulting the customer. Mode of payment being: i) Through Bank (to be handled by Head Office, Lahore) ii) Through Regional Office. e. In case of request received for collection through bank or in case no reply is received within seven (7) days (as mentioned in point#2), the procedure for Payment through Bank will be followed. (2.3) Payment through Bank: Sales accounting hands over the original BG (for single sales BG and final payment against multiple sales) and the call notice six (6) days before the due date to the Finance Department. a. On behalf of Finance Manager Banking, acknowledges receipt of BG after ensuring that the instrument has been received in the manner stated above. b. BG shall be accompanied by a covering note addressed to contact person in the collecting bank. This note is signed by the Banking Supervisor. c. When BG is received before 12:00 noon, Finance department ensures that BG is sent and received by the bank the same day. d. When the BG is received after 12:00 noon, Finance department ensures that BG is sent and received by the bank latest by the next working day. e. Upon receipt of realized funds, Finance department informs of payment and issues cash receipt immediately. (2.4) Payment through Region: a. For Interim Payments: In case of payment is not received 10 days after the due date, BG is routed through bank and procedure set out above is followed. The ten (10) days period is grace period to the customer available only in the case of interim payments. For final payment (single sale and multiple sales BGs): In case payment is not received six (6) days before the due date, payment is routed through Finance. The only exception is in case there is a cushion period1 of at least six (6) days
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c.
between due date and expiry date, in which case collection through bank will not be triggered until the due date. As per market practice, due dates and expiry dates fall on the same day, thereby if the customer defaults, DHFL will not have any recourse on the customer. However, if customer desires to pay through DMM/, he must pay five days in advance so DHFL has adequate time to en cash the Bank Guarantee.
(2.5)
Unsecured Credit.
The company has one shipment source that is plant v/s well spread field warehousing network of competitors. To maintain the shipment timing and service factor competitive and avoid additional cost of field warehousing the company has provided credit facility to dealer .Main objective is to economically improve shipment lead time from plant to the dealer and effective product placement in target market segment Credit limit maximum upto Rs 2.5 million per dealer, recyclable DM will allow trust Dealer to placed order against allowable credit limit and communicate to Lahore Agri. Division. Agri. Division Lahore will generate order and process for shipment. The dealer will make payment between order placement to product received list outlet Dealer account will be updated in DAP on receipt of payment at Lahore
Section 'J': Controls (1) Limits of Authority

Limits of Authority in the Company are reviewed and updated from time to time. These are issued by CEO and CFO, Finance and Administration and contained in the LIMITS OF AUTHORITY MANUAL. Certain Limits are further delegate able. Limits of Authority so delegated in the Marketing Division for RMM/MM/ Incharge, Business Analyst, and DM are enclosed as (Annexure 10.1-1).The Business analyst has the responsibility to send a copy to RMM/MMs/Field personnel whenever it is revised. The above Limits of Authority are to be followed in the course of all business transactions.
(2)
Checking Warehouse Invoices by DM

For all warehouse sales, DH requires that the DMM/ preferably generates the customer order and based on all the data in the customer order, the warehouse assistant should then generate the sales invoice. This segregation of duties are necessary for effective alternate controls. It is recognized however, that the DMM/ cannot always prepare the customer orders since they are away from the warehouse location on tour. In addition to that Customer order is a
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system generated document and at the time of data entry into the SALES SYSTEM, all errors are identified instantly. Consequently, the warehouse assistant prepares both the customer order and the sales invoice. However, it is still the responsibility of the DMM/ to ensure correct data input of the customer order and the sales invoice as they pertain to customers name, address, pricing applicable and other terms. Therefore, at least once a week in peak season and fortnightly in slack season, the DMM/ must visit the warehouse and check all the system generated copies of customer orders which were prepared by the warehouse assistant during the preceding period and also check the corresponding invoices for their correctness. RMMs/MM should check and verify that this procedure is being followed whenever they visit warehouses both on planned and surprise visits. RMMs/MM should make unplanned/surprise visits to warehouses from time to time to check this, check stocks and other operational matters. Managers/Section heads/Distribution officer warehousing and audit personnel from Head Office, when visiting warehouses on a planned or surprise basis, are also required to check that these procedures are being followed.
(3)
Disclosure of Possible Future Allowances

SALES SYSTEM clearly ensures that all allowances given to our Dealer or other customers, be fully reflected on all invoices according to DHs disclosure policy. This applies to correct statement of the net price payable, the freight and marketing allowances if applicable, and any other allowance that may be authorized from time to time. If a marketing allowance (MA) has been authorized, it sometimes becomes necessary for marketing reasons to break this into a base MA plus a deferred MA. The deferred MA is paid at the end of the contracted period to ensure that the Dealer in question fulfils his volume deal/commitment or his time/volume commitment. In all such cases, the system generated copies of the invoices must bear the notation Marketing Allowance subject to adjustment if any. This notation must appear on all three copies of the invoice. All invoicing locations must therefore always have a legible, clear rubber stamp saying Marketing Allowance subject to adjustment if any. These instructions apply across the board to all invoicing locations i.e. field warehouses, plant accounting for all DH manufactured products orders and Lahore Accounting for imported fertilizers, and for all other purchased products i.e. phosphates, potash when such products are shipped from Karachi/Bin Qasim port.
(4)
Fixed Assets Controls

(4.1) Areas of Activity: a. b. c. d. e.
ROUTE
Acquisition of new equipment Transfer of existing equipment Surplus equipment Equipment write-off Regional audit
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a.
Acquisition of new equipment New equipment is justified by the regions each year in 4th quarter as part of the Investment Plan process. After approval of the Investment Plan by Management, this becomes the basis for acquiring new equipment in the following year. The procedure is as follows: The originating RMM/MM forwards a request for the desired equipment along with a justification and the desired timing to the MM /Sr.GM on Purchase Requisition. ii) The request is reviewed and approved by MM/Sr.GM the desired equipment is then purchased by the Purchasing Section and inspected by a representative of the department for acceptability. iii) Finally, the desired equipment is dispatched to the relevant department with the following control documents: Plant Equipment Transfer Advice (PETA) Plant Equipment Completion Advice (PECA) iv) After receiving the equipment, the assignee acknowledges the receipt on a PECA form which is then sent back to the Marketing Manager for his final approval of the transfer and distribution of copies. i)
The Completion Advice is mailed to the originating RMM/MM by the Marketing Division independently for confirmation of receipt of the equipment. A specimen of the standard reporting format is enclosed as Annexure 4.1-1 b. Transfer of Existing Equipment When equipment is required to be transferred from one employee to another or from one Region to another, the Region originally possessing the equipment raises a PETA. The recipient acknowledges the receipt of the equipment on the PETA. The complete set of PETAs is sent to the concerned department head for his final approval and distribution of PETA copies to the concerned departments/sections. A specimen of the standard reporting format is enclosed as Annexure 4.1-2 & 4.1-3 c. Surplus Equipment In most cases this activity takes place when old equipment is being replaced. This activity is adequately covered by the current format Surplus Property and Asset Advice. A PETA should also be raised and reference made to the Surplus Property and Asset Advice which is presented for the approval of management before the actual transfer.
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d.
Equipment write-off In case any equipment becomes damaged to the extent that it cannot be used again, a Surplus Property and Asset Advice format should be raised by the region concerned. In the remarks column, the condition of the equipment is to be maintained, with a recommendation and request for write-off. A complete set of the Surplus Property and Asset Advice is sent to the concerned department head for approval.
e.
Regional audit of Fixed Assets All assets in a region (including those with field staff and in warehouses) should be listed down with serial numbers. RMMs/MM should arrange for physical verification of all equipment once a year in their respective regions and submit a report to the concerned Department Manager for marketing related equipment and to the Technical Services Advisor for their equipment. This report should be as of December 31 of the closing year.
Section 'K': Time & Territory Management (1) Travel Planning

Travel planning is one of the major activities of a DM. For an effective tour plan, DM should keep the following primary guidelines in mind (1.1) Safety: Personal safety takes top most priority. DM should plan their visits in a manner that the days traveling is accomplished before sunset. They should avoid areas where the law and order situation is or could be alarming or where they foresee possible disturbances during a particular day or period. They should also evaluate road conditions and keep a margin for possible breakdowns of the vehicle. (1.2) Marketing Objectives: DM should plan his itinerary in such a way that he is able to complete his travel loop and meet his travel objectives of that day. (1.3) Complete knowledge of geography and loops: A DMM is expected to possess complete knowledge of his area and the different loops that have been worked out on the basis of distance covered and the number of Dealer visited. He should also carry a road map of his district. Travel loops must be developed in a way that reach sales point should be covered on specific day of week.
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Overnight stays: Overnight stays can be useful and productive during market travel as: a. It helps in covering more than one loop in a single outing b. It reduces overall travel in case of a longer loop c. It allows more time for business discussions/objectives d. It promotes good relationship with customer
(1.5)
Cost Control: While making a travel plan, a DM should always consider his travel budget a basis for the cost involved in traveling (local travel expense, POL and Repairs and maintenance). He should plan his travel in such a way that unnecessary travel and backtracking is avoided and the optimum use of the time involved is ensured.
(2)
Weekly Itinerary Report

Objectives: a. To develop own work plan keeping in view the objectives and priorities on a weekly basis b. Objective must be clear and measurable. c. To review last weeks achievement Responsibility:
All DM Frequency: It should reach the Regional offices on for review by the supervisor (RMMs/MM) A specimen of the standard reporting format is enclosed as Annexure 2-1
(3)
Travel Loops
Objectives: a. To split marketing district in to smaller units b. To develop a proper travel loop for effective resource utilization. c. To make a set visit plan based on specific day for each loop Responsibility: All DMM Frequency: It should prepared once a year and can be revised on need basis. Each Dealer must be informed about the frequency of visits and day of the week allocated for the loop. This detail must be documented on BA contact book.
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Dealer sale point can be categorized in to A and B Category depending on volume of business (See Annexure 11.3-1) A specimen of the standard reporting format is enclosed as Annexure 3-1
(4)
Dealer Associate Contact Books Objectives: a. To ensure transparent communication b. To have better understanding with Dealer Responsibility: All DM Usage: It is responsibility of DM to provide the Dealer contact books to each Dealer Ensure the safe and accessible custody by Dealer Document the summary of each visit DH products inventory with Dealer at each visit.
Section 'L': Planning & Stewardship (1) Development of Sales Forecast

Subsequent to the agreement of the key planning bases by the Management Committee at the start of fourth quarter for the ensuing year that activates to develop the annual Corporate Plan commences. In order to develop a sales forecast for the next year, Marketing Division provides all regions the updated forecast on DHFL production, industry demand and supply of all products nitrogen/phosphates/potash/compound fertilizers. Based on this information and various other factors influencing the fertilizer industry i.e. changes in cropping pattern, irrigation set-up etc. the RMMs/MM submit a grass roots forecast for all products for their regions, by marketing district, by month and by product, for the following year. The process is initiated by Planning Basis meeting held in Head Office in which Companys Plans are developed for production as well as avails and sales for the next year. These numbers are then segregated into regional number. On the basis of regional sales numbers regions hold meeting with their respective DM and analyze each marketing district potential by discussing the area under cultivation, cropping pattern, historical sales data, growth patterns, etc. and finalize marketing district wise sales numbers for all products. These numbers are then thoroughly discussed in subsequent Regional Mangers meeting. Once plan numbers are agreed upon these are communicated to each district. DMM then distribute these numbers among his Dealer on the basis of previous
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performance, Dealer potential, sales point potential, envisaged market share, etc. Finalized Dealer wise numbers are then entered by regional assistant in respective Regional office for each marketing district in the Annual Sales Plan (SO) module of planning screen in SALES SYSTEM. The RMM/MM reviews these numbers for all products. The RMM/MM then forwards the Regional Sales Plan to the Marketing Manager, consolidated through Annual Sales Plan (RO) module of planning screen in SALES SYSTEM. The finally agreed upon corporate sales objectives, by regions and by product, are then approved by General Marketing Manager. The regions then generate these sales numbers as objectives down by marketing district and convey these to concerned DM. These numbers are used by Controllers, for incorporation in the Corporate Plan and Variable Expense Budgets. All of this has to be accomplished as a pre requisite to variable expense budgeting. A specimen of the standard reporting format is enclosed as Annexure 1-1
(2)
Expense Budget
RMMs/MM are responsible for the development and stewardship of their annual fixed expense budgets. The expense budget cycle starts in beginning of 4th quarter. Such budgets are developed in consultation with the DMM and Regional Admin Officer. Normally following steps are required:a. DMM takes the lead in consultation TM under the guidance of RM/team leader b. This will be a team effort and all marketing related activities will be covered like sales, market development etc. c. RM will consolidate the budget and will send it to Marketing Manager for divisional consolidation and approval. d. Admin officer will prepare budget for warehousing with RM consultation. It will be forwarded to D&I Manager. A specimen of the standard reporting format is enclosed as Annexure 2-1
(3)
Investment Plan
The Investment Plan encompasses new equipment required, or replacements needed, for the proper and efficient conduct of company business. Every year at the start of 4Q, each region submits to the marketing sales, Technical services and distribution manager, their need for capital equipment in the ensuing year. After detailed review by the Department Managers and their staff a final recommendation is developed for review with the MM. The plan is presented to the Management Committee and the finalized Investment Plan for the ensuing year is adopted after approval from the Management Committee and ratified by the DHFL Board of Directors. The Investment Plan can be modified or updated once every quarter. However, in DHFL this will be done once each year in the month of October concomitantly with the development of expense budget for the next year.
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(4)
District Operating Plan

RMMs/MM discuss and agree on key operating parameters with individual DMM/ in the 4Q of every year and finalize quarterly targets for them for the ensuing year. The following are the key operating parameters being considered currently for performance evaluation: DM i) Safety and security ii) Marketing Sales (DHFL) vs plan and last year Sales of purchased products iii) Marketing Channel Dealer network Dealer mix Dealer performance Warehouse performance (turn over and control) iv) Market Development Product development (Direct contact and Localized A&SP) Customer service (Farmer and Dealer) Institutional sales v) Cost effectiveness Travel - kilometers per ton of sales Direct deliveries to Dealer s - ex-plant and ex-port sales. Controllable costs vi) Communication and reporting Quality and timeliness of reporting (internal and external) vii) Team building The above parameters may change from time to time depending on the marketing environment and business needs. DMM submits a report on the prescribed form after each quarter reflecting performance against targets for each parameter during the quarter. This report should be received in the Regional office in the first week of the month following each quarter. RMMs/MM review these reports and then send them to the Marketing Manager along with a consolidated report for the region. These reports are due in Head office on the seventeenth day of April, July, October and January for each of the quarters of the year.
(5)
Stewardship
DM and RMMs/MM are required to send a monthly stewardship report on the performance of the region during the previous month. This report focuses on the following aspects of performance: a. safety b. Major objective set c. Sales (all products source of supply)
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d. Comparison of the current month and month-to-date sales with those of the previous year. e. Market environment and competitors activities f. Market development activities and crop conditions g. Personnel related matters The report is based on individual reports of the DM data from market. DM report is due on 5th of every month at RO and Regional report must be reached with Marketing Manger on 10th of every month. A specimen of the standard reporting format is enclosed as Annexure 5-1
Section 'M': Vehicles (1) Maintenance of Area Travel Sheet for POL, Repairs and Reimbursement
All field staff who have been assigned company cars, are required to maintain log book. Following fields are filled in vehicle whenever an official travel is made: Date Odometer Closing Official Travel Location Km traveled officially The log book is serialized document in the shape of a book. Each page of log book has provision for inserting Date, Odometer Closing, Official travel location, km travelled, Serial No, Employee Initial, vehicle number, month/year, location, fuel/service/misc., repair and parts major repairs if any and remarks, etc. Every individual with an assigned company car in the field is allowed a personal mileage of 200 kilometers that he can use in a month for which the applicable standard deduction is made on a monthly basis by the paymaster. Any private travel exceeding 200km/month has to be accounted for and the employee is required to pay to the company, at the applicable rate for the use of the excess mileage. This will be calculated as per following formula: Private millage rate = Total value of Petrol + CNG Expenses x Excessive private use km. Total Km traveled At the end of the month, the mileage on the companys account must be total along with the total expense of gasoline, oil and the total cost spent on repair and maintenance. This is recorded on the log book In case of any major repair information related to the repair is provided with date, nature and cost of repair in the log book. To claim the amount of expense incurred on POL, repair and maintenance of the car and other district expenses, the procedure is to submit Replace with DHFL Employee code Designation
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Date Location (District and Region) Reference number Purpose Cost center wise expense detail
The DES has a column to reflect, the date/dates when the expenditure was incurred, nature (explanation) of the expense, voucher number, cost centre, character of expense and amount. All relevant detail is filled by the originator. If the DES is related to POL and repair expenses, the originator needs to enter the details in Log Book, and the copy of log sheets are to be attached with DES for reimbursement. There are two rows on the lower side of the DES in which detail of all advances (like tickets, hotel bills, cash) are reflected date wise. After filling out all details originator will send the DES to supervisor for approval. After approval DES is sent to Sales Accounting along with all relevant vouchers to MM, on the verification of which payment is processed and remitted to employees account. A specimen of the standard reporting format is enclosed as Annexure 1-1
(2)
Vehicle Maintenance
The company assigned car is an effective tool provided to field staff by the company for achievement of business objectives, vehicle maintenance, as such, is an important responsibility of all field personnel. (2.1) Why need for vehicle maintenance? a. to keep the car in a road worthy condition all the time b. to ensure that the vehicle always remains mechanically fit for long distance traveling c. to avoid breakdowns and loss of valuable time on the road d. to enhance the life of the vehicle (2.2) Guidelines/Tips on vehicle maintenance: The following guidelines/checks will help you in keeping your vehicle in perfect condition all times. (2.3) Daily Inspection Check the following in your car before starting the engine everyday: a. level of engine oil (check for oil spots on the floor as they are indicative of leakage) b. level of coolant in the radiator c. level of brake fluid d. condition of the fan belt e. tire pressure (visual inspection)
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Also clean your car daily especially the front windshield and rear window.
Monthly Inspection: a. b. c. d. e. f. g. Complete check of lights (front, rear, indicators, brake, reversing hazard lights) Service (washing, cleaning, greasing) Gear oil/differential oil level Tuning AC Steering and Door locks Central Locking
Engine oil change, if due (oil filter should be replaced with every oil change). Always use good quality multi-grade lube oil which is along drain oil and can be used for 5000 kilometers under field driving conditions. i) ii) iii) iv) (2.5) Battery water and gravity (also battery terminals for deposits) Wiper operation. Test operation A/Cs in winter as recommended Seat belts for adjust ability and bolts when secured
Weekly Checks: a. Wiper water b. Brake pedal c. Tyre pressure (including spare)
(2.6)
Quarterly Inspection: a. b. c. d. e. Once every three months, get the following checked from a standard workshop Tie-rod ends Front and rear suspension/shock absorbers Brakes Get your engine tuned up (some parts e.g. spark plugs, distributor points may require replacement).
Do consult Your CAR MANUAL FROM TIME TO TIME FOR GUIDANCE.
(3)
Registration and Taxes

All vehicles in Pakistan by law are required to be registered with the relevant Excise and Taxation Authority. There is a yearly Road Tax fee payable either quarterly or on a yearly basis. All company cars assigned to field marketing and other staff is registered in with the local Excise and Taxation Authority. The Marketing Division, through the administration department arranges payment of the above tax on a yearly basis.
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The payment of road taxes is accepted by designated banks in Lahore and the payment receipt from the bank is presented to the Registration Authority representative available in the same premises. On presentation of the original vehicle registration book along with the bank deposit receipt, the Excise and Taxation representative endorses and stamps the registration book. A road tax sticker, showing the period for which the road tax has been paid, is also given which is to be displayed on the left side of the front wind screen. The Purchasing and Administrative Services Department returns the original registration books and tax sticker to the field staff after payment. All individuals who have been assigned company cars are required to prominently display the tax sticker on the left of the front wind screen and always keep the registration book in the car to be produced if required by police or taxation authorities.
(4)
Car Insurance
By law all vehicles are required to be insured comprehensively or Third Party'. All DHFL assigned cars are comprehensively insured. The insurance is arranged on a yearly basis by the Corporate Tax and Insurance Section, Lahore. The insurance certificate is then sent to the field. All individuals who have been assigned company cars are required to keep the insurance certificate at all times in the car and produce it to the relevant authorities if required. GUIDELINES/PROCEDURE REGARDING INSURANCE CLAIMS IN THE EVENT OF AN ACCIDENT a. b. c. d. e. Do not admit any liability at the time of the accident. Obtain a police report on the accident. Notify the Corporate T&I section of the accident immediately. Fill out the Incident Report Form. This form can be obtained from the T&I section. Obtain an estimate of the cost of repair from a reliable workshop and forward it along with the completed incident report form to concern. f. T&I will then send the documents to the insurance company. Upon receipt, the insurance company will do one of two things. g. It may immediately authorize DHFL to carry out the repairs. In this case the concerned employee will have the necessary repairs carried out. i) Obtain in the repair bill from the workshop and have it processed and get it reimbursed from the company. ii) Send a copy of the bill to T&I so that we may lodge a claim against the insurance company h. .Alternatively, the insurance company may wish to survey the car. In this case they will appoint a surveyor who will contact the concerned employee directly to arrange for a mutual agreeable time for the survey T&I will advise the concerned employee before to expect such a call). Once the insurance company is satisfied they will authorize repair. From that point on the procedure detailed in 6(a) (ii) and 6(a) (iii) will be followed. i. Upon satisfactory completion of repair, fill out a satisfaction voucher (copy attached) and forward it to T&I.
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Section 'N': Administrative Procedure (1) Permanent Travel Advance

The company recognizes that management employees operating in the field will have to incur expenses on behalf of the company during the course of conducting the companys business such as: a. Petrol Oil and other Lubricants (POL) b. Maintenance and repairs of the assigned vehicle c. Meals and hotel expenses during travel d. Tickets for travel e. Tips and baggage In order to ensure that reasonable funds are available with such individuals, the company extends to them a Permanent Travel Advance amounting to a maximum of Rs.15, 000/at the present time. In case of separation of the employee from the company or his transfer to some other department within the company, this amount is refunded to the company and is adjusted by General Accounting. The following positions eligible to the above facility are: i) RMMs/MM ii) Sales Advisors based in the field iii) DMM iv) Technical Services advisor based in field v) TM Technical vi) Admin officers based in the field (1.1) Procedure for Permanent Travel Advance: The permanent travel advance is issued against a payment order. Relevant details as shown on the specimen are to be provided by the originator. The employee should then sign in the column Payment requested. The form is then forwarded to the RMM/MM for approval of the payment. Demand draft is made in the name of individual receiving the payment through accounts.
(2)
Petty Cash Funds

(2.1) Introduction: Petty Cash (PC) Funds generally consist of cash, both notes and coins, or funds in bank account etc., or a combination thereof. The funds are limited in number and size consistent with operating needs and the time required to obtain reimbursements. PC is kept in a safe under lock and key. One key is kept with the custodian at all times and the other kept with an MPT employee (for dual lock
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system at DH Fertilizers Limited) designated by Finance. In addition duplicate keys in sealed envelopes are kept with the supervisors of the custodians. A specimen of the standard reporting format is enclosed as Annexure 2.1-1
(2.2)
Objective: PC Funds are established in order to provide an expeditious, practical and relatively inexpensive means of making small value payments to meet incidental expenditures incurred by the company employees for official purposes.
(2.3)
Creation/Changes in Petty Cash fund: a. It is the responsibility of the concerned departmental manager to prepare and send a written justification to the controller for obtaining the required approval in accordance with Limits of Authority Manual (LOAM). After the approval, justification is sent to General Manager Accounts for processing the payment. General Manager Accounts will arrange payment to the custodian through online transfer. A declaration establishing that the funds in the bank account are the property of the Company should be signed by the custodian where the bank account is in the name of the custodian(s). The custodians department supervisor should initiate the process of obtaining this declaration form.
b.
(2.4)
Change in Custodian: a. Where the custodianship of an imprested fund is to be changed, the custodians supervisor will ensure that the outgoing custodian hands over the balance of the fund to the new custodian, obtains acknowledgement from him for the receipt of funds, forwards it along with the latest PCDV to General Accounting under a covering letter and arrange intimation of the new custodians name to the bank. The new custodian will be required to fill in the blank declaration form where the bank account is in the name of the new custodian, and forward it to their respective supervisors.
b.
(2.5)
Reduction and Abandonment of the PC fund: a. If the fund is to be reduced, the custodian will be required to refund the excess amount to the Head Office/Plant Cashier. The amount of the fund will be adjusted and a receipt for the new amount of the fund will be obtained from the custodian in lieu of the old receipt. In case the fund is to be abandoned, the custodians supervisor will ensure that the custodian remits the balance amount of the fund to Head office/Plant Cashier (obtains proper cash receipt for the same), prepares a PCDV for amount disbursed and forwards it to General Accounting.
b.
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On receipt of the acknowledgement copy of Cash receipt and PCDV, General Accounting will check the documents and confirm its accuracy by sending a written note to the custodians supervisor stating that the accounts are in order or otherwise.
(2.6)
Use of Petty Cash fund: Disbursements from PC fund must only be made against approved bills/payment orders/daily expense statements (DES) duly filled out and in accordance with the LOA. The following are some examples of the types of expenses met through the use of the PC funds: a. Approved transportation costs (e.g. use of personal transport for official purposes) b. Medical bills for doctors consultation and prescription are reimbursed as per companys medical benefit policy. c. Approved DES amounts due to employee for entertainment expense, meal bills, hotel bills, airfare, etc. d. Approved low value purchases up to a maximum of Rs. 500 cheque e. Payment of wages to temporary employees and casual labor charges. f. Advances for business travel and low value purchases, etc. g. Accommodation cheques: These are en-cashed from petty cash fund for DH Fertilizers Limited employees only, up to a maximum limit of Rs. 5000 per employee per day. The cheques cashed should pertain to the employees bank account or employees joint account, but under no circumstances accommodation cheques presented for encashment should belong to anyone other than the employee or be an out-station cheque. A specimen of the standard reporting format is enclosed as Annexure 2.6-1
(2.7)
Petty Cash Disbursement Voucher and its Reimbursements: a. All the disbursements (along with the supports) made from the fund may be stamped as paid and are to be recorded promptly on a P (Annexure 14.2-2) which will be prepared in triplicate showing the attachment number, charge account code and the amount. b. Each disbursement entry on a PV is to be supported by the original of the payment document and is to be numbered serially along with the supportive documents. If several payments bearing a common charge account code have been made at the same time, they may be tape-listed or totaled on a piece of paper and entered as one item on the PCDV. c. At the time of submission of the Pads for reimbursements, the petty cash custodian totals the entries and signs all three copies of the Pads. Triplicate copy is retained by the custodian for record and follow up for reimbursements. The supportive documents are attached with the duplicate copy of the voucher and the complete set is forwarded to the appropriate authority who verifies the transaction and puts his approval on all copies of the PCDV.
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After approval, original and duplicate copies of the voucher are sent to General Accounting for arranging reimbursement. (2.8) Reimbursements: Reimbursement of funds to the custodian is made upon submission of duly approved PCDV as discussed above. The PCDV is submitted by the custodian when the balance in the fund reaches a level which is enough to cover the normal expenses during the expected time taken to replenish the funds. The custodian and the approving authority is primarily responsible for ensuring that all the disbursements are fully supported with duly approved documents, cost and calculations have been checked, and the copies of the PCDV are signed by the custodian and approved by an authorized person. (2.9) General Ledger Accounts: Each PC fund is recorded separately in the General Ledger in accounts, representing temporary and permanent PC fund accounts respectively, clearly identifying the location, custodian and the amount of the fund. (2.10) Verification Of PC Funds: At the close of business hours, the custodian of the Petty Cash Fund prepares a Verification of Petty Cash fund report (Annexure 14.2-3) in duplicate. This form comprises of an itemized summary of currency/coins, cash at bank, revenue stamps, employees accommodation cheques, etc. Discrepancies, if any, are to be immediately reported by the custodians to their supervisors and to the controllers.
(3)
Procedures For Safeguarding Company Information

Most information which is generated, received and filed in the offices of the Company requires only the exercise of good judgment to assure an appropriate degree of safeguards. However, certain types of sensitive business and personal information hereafter referred to as DH Fertilizers Limited Classified Information require special protective measures in order to prevent unauthorized disclosure. These procedures establish the means for determining whether particular information is to be considered as DH Fertilizers Limited Classified Information, and also provide the specific measures necessary to assure its protection. The Legal Advisor may be contacted for advice or guidance regarding these procedures. (3.1) Classification of DH Fertilizers Limited Information: There are two types of DHFL Classified Information: a. DH Fertilizers Limited Proprietary
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This designation is to be used when the document contains proprietary operating, financial or Technical information intended for the Companys use. In general, a document with this designation will contain valuable data or information not otherwise available to competitors or other outside interests. This designation should only be used if loss or unauthorized disclosure would be detrimental to the Companys best interests. Access to this type of information should be on a need-to-know basis. By way of examples, but not by way of limitation, this classification would normally be considered appropriate to documents or other written or graphic material containing the following types of information: i) New business ventures or investments, extensions of existing business activities into new areas, and plans for disinvestment and disengagement from existing activities or areas ii) Assessments of the companys competitive position and data which would enable a competitor to make such an assessment iii) Commercial data or Technical information not otherwise available to competitors or other outside interests iv) Earnings statement prior to public release and, financial forecasts v) Exploration data vi) Negotiation strategies and limits vii) Data which indicate the direction magnitude or results of research activities viii) Inventions not yet protected by patents ix) Un-patentable designs and construction Techniques not generally available to the industry or engineering profession. Special Handling: The importance, sensitivity and timeliness of certain of the companys proprietary documents, as measured by the consequences of their unauthorized disclosure, may require that they have a very restricted distribution. In such cases, persons responsible for classification of proprietary documents will add the designation Special Handling to the documents. Distribution will be made on a controlled basis as determined by the office of origin. b. DHFL This designation is to be applied when the contents relate to personal information rather than the Companys operating, financial or Technical information. It primarily pertains to data going from one person to another which refers to one or more third person(s). As implied by the term PRIVATE, it is aimed at preserving the confidentiality of personal information, and is not intended to inhibit a manager or supervisor from discussing these matters with a subordinate. This classification should be applied to: i) Personnel records
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ii) All matters pertaining to individuals salaries and other compensation as well as salary administrative procedures iii) Performance appraisals, development plans, position or personnel replacement plans, disciplinary actions and related information. iv) Benefits plans transaction statements, i.e. retirement estimates, beneficiary designations, notices of eligibility to certain benefits, etc. v) Employee relations policies and plans while under development.
(3.2)
Authorization To Classify Information as DHFL
a. DHFL This classification, including when necessary the SPECIAL HANDLING restriction will be assigned by the originator who would normally be expected to be aware of any detrimental consequences which could occur to the companys interests if loss or unauthorized disclosure were to occur. b. DHFL This classification will normally be assigned by the originator. (3.3) Restrictions on Disclosure of DHFL a. Internally Classified information should ordinarily be disclosed to persons within the Company only when access to that knowledge or possession of that knowledge is necessary and desirable in meeting the requirements of the position, or where knowledge of such information, while not directly related to the requirements of the position, will increase a persons overall knowledge or Companys understanding of the performance in meeting the requirements of the position. Employee status alone does not confer a right to all categories of information. b. Externally DHFL Classified information shall not be released to persons outside the company except on approval of the originator of the document or of the information contained therein, or by a more senior executive, and only after a determination has been made that such a release will serve the best interests of the company. (3.4) Restrictions on Opening Envelopes Containing DHFL Envelopes or containers marked DHFL or DH FERTILIZERS LIMITED are so identified by the originator to alert the recipient or his office to the senders desire
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that the enclosures be afforded particular safeguards and/or personal attention. Therefore, they should be opened only by the addressee or an employee whom the addressee has designated to perform this function. Particular attention is afforded opening procedures when the envelope or container bears the phrase TO BE OPENED BY ADDRESSEE ONLY.
(3.5)
Protection & Handling of DH FERTILIZERS LIMITED Classified Information: Documents containing DH FERTILIZERS LIMITED PROPRIETARY or DH FERTILIZERS LIMITED information shall be marked in the following manner to distinguish one from the other, and protected as follows: a. DHFL These documents shall be plainly marked or stamped, not typed, on the face of or at the top of the first page or cover of each document, chart, map, etc. When not in use, they shall always be stored in a locked container, the security for which will be appropriate to the particular documents sensitivity. The SPECIAL HANDLING designation is added to DHFL PROPRIETARY document or matter to make it clear that distribution is to be on a limited and controlled basis. When so marked, reproduction by any medium is not permitted without permission of the originator. Distribution shall be recorded in a Special Handling register which will be administered by the originator of the special handling designation. This register should normally include the following: i) Title, date and name of the originator ii) Number of copies produced iii) Date of dispatch iv) Number of copies distributed v) Names and addresses of individuals to whom dispatched vi) Location of copies retained The recipient of documents and other matter designated SPECIAL HANDLING will maintain similar prohibitions on reproduction, restrictions on dissemination and safeguards on control, including a Special Handling Register. b. DHFL these documents shall be marked or stamped in a manner similar to DH Proprietary documents. When not in use, they shall be locked up in a reasonably secure storage container.
(3.6)
Transmission of DHFL
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DHFL PROPRIETARY documents including those designated SPECIAL HANDLING may be hand-carried by an authorized employee, transmitted internally through the normal interoffice mail system, or dispatched via first class mail. Two envelopes with classification markings on the inner, but not on the outer, must be used for dispatch to all foreign addresses (and to other addresses) when desired as an extra precaution by the sender. In locations that experience reliability problems, highly sensitive information may be sent by special courier at the discretion of the originator. b. DHFL DH FERTILIZERS LIMITED documents may be hand-carried by an authorized employee, transmitted internally through the normal interoffice mail system, or dispatched via first class mail. Outside classification markings with a single envelope are permissible for internal transmission at the discretion of the sender. However, for any overseas transmissions or for inland transmission via mails, two envelopes with classification markings on the inner side, but not on the outside, must always be used. (3.7) Declassification of DHFL Declassification of classified information may be authorized by the originator or an individual at a higher organizational level who is familiar with it. Where classification is only of temporary importance and the originator is able to specify in advance a date beyond which the material no longer needs to be classified, he should accomplish this whenever possible by stamping or typing immediately beneath the classification marking of the document the notation UNTIL _____________ (Date). (3.8) Disposition & Destruction: Documents will be disposed off in accordance with established office services procedures. When retention of company classified documents, including waste materials such as drafts, legible carbon sheets, typewriter ribbons and similar items, are no longer necessary, they shall be torn or shredded beyond reconstruction or deposited in a classified waste container for burning or pulping. This shall be accomplished by the holder unless the originator, in the case of especially sensitive documents, has specified that the document must be returned to him when no longer needed by the recipient.
(3.9)
Area Controls:
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Area Controls shall be established when it is not possible to provide adequate security to document storage by other means. Admittance to such areas shall be controlled through use of locked or supervised entrances and shall be on a needfor-access basis. Access to the DH Telex/Fax room is limited to the Telex/Fax operator. Entry by other personnel is only with the permission of the Admin. Service Manager. Access to the computer centre is limited to authorized personnel. Entry of other personnel is only with the permission of the Systems Advisor or the Treasurer. (3.10) Loss or Unauthorized Disclosure: In the event of loss of documents or unauthorized disclosure of classified information, the person discovering the loss or unauthorized disclosure shall immediately report the incident to his supervisor and the Legal Advisor. (3.11) Unclassified Information: Most Company information will be of an unclassified nature and will not bear classified markings. The release or loss of such information may not be detrimental to the Companys best interests; however, it is information pertaining to the Company and is probably intended for internal use only. All employees are cautioned to use good judgment and common sense in the protection and in the release or discussion of this information. (3.12) Non-Company Generated Information: Documents which originate outside the company, but which are in the companys possession, should receive the same protection as internally generated documents. They should be marked with the appropriate classification stamp and handled in the same manner as provided herein. Examples of such documents would include sensitive research data which has been purchased or licensed from another company, and memoranda of information provided by outside sources when either the source or the information is deemed sensitive.
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Annex # 2-1 2-2 4-1 1-1 1-2 2-1 3-1 3-2 3-3 9-1 1-1 1-2 1-3 1-3.1
Formats Safety Preliminary Incident Report Detailed incident Report Security Irregularity Report Product Quality Customer Feedback Fertilizer Customer Feedback Ammonia Customer Complain Fertilizer Business Associate / Customer (Channel Management) Dealer Agreement Specimen Signature Card Complete Customer Specimen Signature Card Farmer Agreement / Buyer seller agreement Sales Operation System Generated Customer order Sales tax invoice manual System Generated Sales tax invoice System Generated Sales tax invoice Sales on Secured Credit BG single credit sales specimen / Performa Letter sales specimen / Performa Controls Purchase Requisition Indents Receiving Report Time & Territory Management Itinerary format/specimen Travel loop format/specimen Planning & Stewardship Marketing Planning Calendar Expense Budget Format Stewardship report format/specimen Vehicle Travel Expense Report Administrative Procedure PCDF Memorandum PCDF format
Pg. No. 80 82 83 84 86 87 88 92 93 94 95 96 97 98 99 101 102 103 104 105 106 107 108 109 113 114 115
1-1 1.5-1 4.1-1 4.1-2 4.1-3 2-1 3-1 1-1 2-1 5-1 1-1 2.1-1 2.6-2
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Detailed Incident Report Date of Incident: Title: Unit / Area of Incident: a. Actual or Potential Injury/ Fatality Occupational Illness DH Customer b. Process Safety Incidents Process Release Human Error LWI RWC Contractor Others Inoperable Safety Equipment Management System Failure Operational Upset Fire MTC Time of Incident: Hour(s)
Use Scoring Criteria in Sheet IR 5 for Process Incident Classification (Attach completed sheet to this report) Safety Incident (Less than 75 point) Process Safety Incident (75 point or higher) Vehicle Incident Environmental Incident Date of occurrence of incident serious process incident (130 points or higher) PSM: Points Total ___________ Serious Process Incident Process Incident Electrical Failures Other:_____________
c. Miscellaneous Incidents
Equipment Failure HSE Incident _________ Report due on
(based on 07 working days): (based on 15 working days):
Reasons for sending the report late (if applicable): Name: (Section Head / UEIC ) Please Tick the Basic Activity in Progress at the time of incident Normal Operation Plant Startup Plant Shutdown Management System failure Management Commitment Line Management Accountability & Responsibility Procedures & Performance Standards Motivation & Awareness Management of Change Personnel Pre-start-up Safety Reviews Process Safety Information Emergency Preparedness and Contingency Planning Root Cause(s) Policies & Principles Goals, Objectives, & Plans Training & Development Audits & Observations Contractor Safety Management Mechanical Integrity Management of Change Technology Operational Discipline Integrated Organization Structure Safety Personnel Effective Communication Incident Investigation Quality Assurance Management of Change Facilities Risk Assessment and Process Hazards Analysis Lifting (Mech.) Lifting Manual Commissioning Chemical Handling Material Handling Cleaning Maintenance Loading / Unloading Road Travel Others___________________ Signed: Date:
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Contributory Cause(s) Sequence of Events: (if applicable)
Investigation / Interviews: (if applicable)
Key Findings: (list in logical order, pertinent facts uncovered in the investigation) Conclusion:
Recommendations 1. 2. 3. 4. Incident Investigated by; Name: (Team Leader): Name: (Team Member) Name: (Team Member) Report prepared by: Distribution of the Report Section / Unit only ________, Production Engineering ________, Signed Signed Signed
Responsibility
Target Date
Date Date Date
________, ________, ________, ________, ________ HR HSE T&ISO Total Site
Technical
Others_______________________________________
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Annexure #2 -2
Preliminary Incident Report IR-1 Incident Category Injury Occupational Illness Equipment Failure LWI RWC Contractor Time of Incident ________________Hours Process Safety Incident Violation of Safety Procedures
Vehicle Incidents Injury Fatality Category First Aid Case DH Date of Incident: Title: Unit / Area of Incident: A) What Occurred?
Environment Others ________ Incident MTC Minor Injury Nil
_________________________________________________________________ ____________________
B) What resulted and Actions Taken?
C) Significant Causes?
D) Prevention Steps?
E) Was there any actual or potential fatality, LTI, RWC, MTC, 1 RWC MTC LTI Is detailed report required? Filled by: Name: Yes No
ST
Aid, Put tick marks. ST 1 Aid Yes No
If so, is investigation team required? Signed: __________________ Signed: __________________
____________________ ____________________
Date: _____________ Date: _____________
Approved by: Name:
Distribution of the Report Section / Unit only ________, ________, ________, ________, ________, ________, ________ Production Engineering Technical HR Department HSE Total Site Others ______ Note: This initial report should reach Safety Section within 72 hours of the incident. In case detailed report of the incident is required, fill column A and B only. For detailed report, use Detailed Incident Reporting Form IR-3. In case detailed report of the incident is not required, Column A to E of the report should be filled and approved by the UEIC/ Section Head.
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Annexure #2 -1
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Annexure #1 -1
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Annexure #1 -2
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Annexure #3 -1
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Annexure #3 -2
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Annexure #3 -3
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Annexure #9-1
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Annexure #1-1
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Annexure #1-2
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Annexure #1-3
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Business Analyst
Marketing Manager
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MM-Agri-business/2
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Annexure #1-3.1
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MM-Agri-business/2
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Annexure #1-1
GUARANTEE FOR SINGLE CREDIT SALES TO DEALER

From: ___________________________ To: DH Fertilizers Limited. 35-A, Shahrah-e-Abdul Hameed Bin Baadees (Empress Road), Lahore Guarantee No Date of Issue ______________ ______________ Guarantee for (Rs) Date of Expiry : ______________ ______________
WHEREAS DH Fertilizers Limited. (hereinafter referred to as "DHFL") have agreed to sell to M/s __________________________________________________ (hereinafter referred to as the "Dealer") of DHFL Fertilizers (Urea, DAP, MOP, SOP, Others). AND WHEREAS as per the existing arrangements between the Dealer and DHFL the Dealer has to pay for the sale prior to the delivery to him of the fertilizer. AND WHEREAS DHFL have agreed to give the Dealer credit of 180 days for the sale being made to the Dealer on single credit sale basis. AND WHEREAS in consideration of the giving of the credit, as aforesaid, to the Dealer and at the request of the Dealer we ____________________Bank Ltd, having a branch known as_____________ Branch, hereby guarantee on the terms and conditions hereinafter stated, the due payment by the Dealer to DHFL of upto a total sum of Rs. ______________ (Rupees ___________________________ only) being the value of the Fertilizers (Urea, DAP, MOP, SOP, Others) to be delivered to the Dealer.
01. Now therefore, we __________________ Bank Ltd. undertake to pay DHFL the said total sum of Rs. =______________ (Rupees _______ only) OR any smaller amounts, within 06 days of demand or demands being made in writing, without restrictions or conditions and reference of any kind whatsoever to the Dealer, provided that such demands are made within the validity period of this guarantee as given in clauses 2 & 6 below. Your letter(s) of demand shall be conclusive proof of the validity of the demand and the amount(s) mentioned shall not be questioned by us. Payment shall be made by us by means of the demand draft payable at Lahore. We further confirm that any time or indulgence granted by DHFL to the dealer will not prejudice DHFL's rights against us. Guarantee No Date of Issue ______________ ______________ Guarantee for (Rs) Date of Expiry : ______________ ______________
02. This guarantee is valid for a period of ______ months and ______ days from the date of its issue i.e. from _________ to__________ (both days inclusive) and the amount herein fixed above represents the maximum of our obligation under this guarantee. Any claim under this guarantee must be lodged by the said date failing which we shall stand absolved of all our liabilities hereunder. 03. We further confirm and undertake that in the event of our failure, for any reason whatsoever, to make any payment of claim within 06 days of your written demands, provided all such claims are lodged on or before the expiry date of this guarantee. We shall become liable to pay an additional amount by way of liquidated damages, amounting to 20% per annum of the demanded amount for the period of default which shall be paid to DHFL, along with the demanded amount.
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04. We hereby confirm that this Guarantee will not be revoked by us during its currency period mentioned in Paragraph 2 above (and future extensions if any) without the prior written consent of DHFL. 05. No claim whatsoever shall be considered valid after the expiry of the Guarantee period and our liability under this guarantee shall stand discharged and extinguished completely in case the claim is not lodged on or before the Guarantee period or on or before the extended date provided such extensions approval is given/conveyed by us in writing. 06. That this guarantee shall remain valid upto ______________ and thereafter it shall cease to operate provided we shall remain liable for any demand/claim received by us on or before the date of expiry of this Guarantee. Yours faithfully For: Witness (1) ______________________________ ______________________________ ______________________________ NIC # __________________________ Witness (2) ______________________________ ______________________________ ______________________________ ______________________________ NIC # __________________________ ______________ Attorney (1) ______________________________ ______________________________ ______________________________ NIC #__________________________ Attorney (2) _______________________________ _______________________________ _______________________________ _______________________________ NIC # ___________________________
REFERENCE QMS :
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DOCUMENT CODE:
MM-Agri-business/2
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Annexure #1-2
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Marketing Manager
DOCUMENT CODE:
MM-Agri-business/2
REV. #
01
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Annexure #4-1
REFERENCE QMS :
Business Analyst
Marketing Manager
DOCUMENT CODE:
MM-Agri-business/2
REV. #
01
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Annexure #4-2
REFERENCE QMS :
Business Analyst
Marketing Manager
DOCUMENT CODE:
MM-Agri-business/2
REV. #
01
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Annexure #4-3
REFERENCE QMS :
Business Analyst
Marketing Manager
DOCUMENT CODE:
MM-Agri-business/2
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Annexure #2-1
To: From:
Date: Place:
Weekly Itinerary Plan

Date Day Sales Point to be visited Objectives
(Tons of Fertilizers)
Last Week Achievements

Date Day Itinerary Objectives
(Sales Tons of Fertilizers)
Achievements
REFERENCE QMS :
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DOCUMENT CODE:
MM-Agri-business/2
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Annexure #3-1
Lahore Travel Loops and Sales Point Ranking

Loops# Sales point to be Visited # of Dealers A Category Sales Points to be covered every week B Category Sales Points to be covered fortnightly Travel K.M
1 2 3 4 5 6 7 8
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MM-Agri-business/2
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Annexure #1-1
Marketing Plan Calendar

Activity Budget Proposal / Sales Plan Inputs from DMs Regional Consolidation Marketing Division Annual Leaves Leave Plan DM/TM Stewardships DM/TM Regional Stewardship Warehousing Plan DM/TM Inputs Regional Inputs Investment Plan DM/TM inputs Regional Consolidation Marketing Division April Oct April Oct October November December June & December Every 5th of ensuring month Every 10th of ensuring month October November December Timeline / Duration
REFERENCE QMS :
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DOCUMENT CODE:
MM-Agri-business/2
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Annexure #2-1
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Marketing Manager
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MM-Agri-business/2
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Annexure #5-1
To: From:
Dated:
REGIONAL STEWARDSHIP REPORT

A: Safety
Safe Travel:
Travel Official Private MTD (km) YTD (km) Total
B: Dealers Network
Dealers Network:
Last Month Total Network MTD Target Appointment Terminated Current Network
Mkt. distt over achieved: + Factors Mkt. distt under achieved: - Factors
C: Sales
Order generation vs. Plan January 2011
Product Urea DAP Others Plan Achievement +/- vs. last year
Reasons Over / Under Achievement Mkt. distt over achieved: + Factors Mkt. distt under achieved: - Factors
Week wise Next Month outlook:

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Product Urea DAP Others Total
Sales 2010
Plan 2011
Week 1
Week 2
Week 3
Week 4
Total
Planned Strategy for Achievement of Targets:

Pricing (Discounts) Placement DIS/CIS Inventories Competitors Agronomic Other Competition Sales Information: (Met) Urea DAP
Comp FFC ECPL AGRI TECH NFML FATIMA PAK ARAB PVT. IMP.
Competitor Activity During the Month: (Sales & Marketing) - FFC - ENGRO - AGRI TECH - NFML - FATIMA - PAK ARAB - PVT. Importers
D: Market Development
Market Development Achievement vs. Plan January 2011
Activity FD DP Seminars Total
ROUTE Name: Date: Design/Sign: Business Analyst Marketing Manager Senior General Manager Agri Business
Plan
Achievement
+/- vs. Last Year
REFERENCE QMS :
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Reasons Over / Under Achievement Mkt. distt over achieved: + Factors Mkt. distt under achieved: - Factors Market Development Week wise Next Month outlook:
Product FM FD DP Semi nars Total Sales 2010 Plan 2011 Week 1 Week 2 Week 3 Week 4 Total
Planned Strategy for Achievement of Targets: - Target Crop/s - Market/s - Major Activities - Target Product & Volumes - Others Crop Situation: Cotton: Wheat: Area (Total Region) Current Stage Fertilize Usage Harvest & Price per Unit Sugarcane: Area (Total Region) Current Stage Fertilize Usage Harvest & Price per Unit Rice: Area (Total Region) Current Stage Fertilize Usage Harvest & Price per Unit
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Maize: Area (Total Region) Current Stage Fertilize Usage Harvest & Price per Unit Potato: Area (Total Region) Current Stage Fertilize Usage Harvest & Price per Unit Others:
REFERENCE QMS :
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DOCUMENT CODE:
MM-Agri-business/2
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Annexure #1-1
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DOCUMENT CODE:
MM-Agri-business/2
REV. #
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Annexure #2-1
PCDF REGION
Memorandum
To: GM. Finance Dated:
Enclosed Please find PCDF# A/C Type A/C No. Approved By Sr. GM Agri Business
Regional Manager: _______________
Marketing Manager
Encl: as abc SI ________________
REFERENCE QMS :
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Marketing Manager
DOCUMENT CODE:
MM-Agri-business/2
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Annexure #2-2
PCDF REGION
Petty Cash Disbursement Fund
M/O Dated: ______________

Sr. Labor Hired Labor Postage Telegram Air Freight Telephone Expenses Fax Charges Internet Fixed Monthly Charges Petrol/Oil for Assigned Cars Printing & Stationary Meeting & Conference Electricity Wapda Repair & Main. of Other Vehicle Total
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Regional A/C #
REFERENCE QMS :
Business Analyst
Marketing Manager

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ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed

APPROVED BY: Nadeem Tariq

Senior General Manager Agri Business

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

DHCL AGBD MM RO RM DM TM MR OC CC B&S MA DMA SMA BG LC DO

ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed

APPROVED BY: Nadeem Tariq

Senior General Manager Agri Business

Purpose and scope:

Issue and Control of Departmental Manual:

ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed

APPROVED BY: Nadeem Tariq

Senior General Manager Agri Business

Security in the field (1.1) (1.2) In the field At Home

(2) Section B: Security

Security in Regional Offices (2.1) (2.2) Unauthorized Persons/Materials Office Security

(1) Section C: Business Ethics (2)

ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed

APPROVED BY: Nadeem Tariq

Senior General Manager Agri Business

(1) Section D: Anti-Restrictive Trade Practices (2) (1)

Section E: Product Quality

(1) Section F: Marketing Area

Marketing Regions & Marketing Districts (1.1) Marketing Districts

Administrative Districts Statement relations (1.1) of Policy regarding customer

Section G: Dealers Customer (Channel Management) (2)

Marketing Excellence Commitment Statement

Dealer Selection Criteria Appointment of Dealer

Senior General Manager Agri Business

(3.1) (3.2) (3.3) (3.4)

(4) (5) (6)

One Time Sales to Farmers

ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed

APPROVED BY: Nadeem Tariq

Senior General Manager Agri Business

Handling of Consignment Shipments (2.1) Ex-plant/ Ex-port Consignment

(3) Section H: Sales Operations

(5) (6) (7) (1)

Section I: Sales on Secured Credit

Retirement of the Bank Guarantee (2.1) Policy

ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed

Senior General Manager Agri Business

Procedure Payment through Bank Payment through Region Unsecured Credit

Section K: Time & Territory Management

(1.4) (1.5) (2) (3) (4) (1) (2)

Section L: Planning & Stewardship

(3) (4) (5)

ROUTE Name: Date: Design/Sign:

PREPARED BY: Muhammad Umair Najeeb

REVIEWED BY: Hamad Raza Jamshed