atlas honda internship by salman awan
DESCRIPTION
Im Salman Awan. This is my final MBA internship report. Hopefully people will find it useful. For more help you can mail me:[email protected]TRANSCRIPT
INTERNSHIP REPORT
Submitted To:
Mr. ATIF RANA
Submitted By:
SALMAN AWAN
MI-107-030
Program: MBA (HRM)
Department of Management Sciences The University of Lahore
June 10, 2009.
i
Table of Contents
LIST OF TABLES ....................................................................................................................... iv
LIST OF FIGURES ...................................................................................................................... v
ACKNOWLEDGEMENT ........................................................................................................... 1
EXECUTIVE SUMMARY .......................................................................................................... 2
INTRODUCTION ....................................................................................................................... 3
1. ORGANIZATIONAL GOALS & ACHIEVEMENTS ........................................ 4
1.1 STRATEGIC GOALS ............................................................................................ 4-6
1.2 MILESTONES OF THE COMPANY ................................................................... 7-8
1.3 CODE OF ETHICS .............................................................................................. 9-10
2. INDUSTRY REVIEW ................................................................................... 11
2.1 BACKGROUND .................................................................................................... 12
2.2 RESEARCH METHADOLOGY ....................................................................... 13-14
2.3 THE GLOBAL MOTORCYCLE INDUSTRY .................................................. 15-16
2.4 PAKISTAN’S INDUSTRY ................................................................................ 16-20
2.5 ORIGINAL EQUIPMENT MANUFACTURERS & STAKEHOLDERS ........ 21-22
2.6 COSTING OF CHINESE MOTORCYCLES ......................................................... 23
2.7 INCIDENCE OF TAXATION ............................................................................... 24
2.8 REGIONAL COMPETITOR ANALYSIS ........................................................ 25-26
2.9 MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN .................... 27-28
2.10 PROBLEMS FACED BY COMPONENT MANUFACTURERS AND THEIR
SOLUTIONS .................................................................................................................. 29-30
DEPARTMENTS UNDERSTUDY DURING INTERNSHIP ........................................... 31
HUMAN RESOURCE DEPARTMENT ............................................................................... 32
FUNCTIONS OF HUMAN RESOURCE DEPARTMENT ................................................ 33
3. RECRUITMENT & SELECTION PROCESS ........................................... 34
3.1 STANDARD OPERATING PROCEDURES (SOPs) & RATIONAL FOR
RECRUITING & SELECTION ........................................................................................... 35
a. INDUCTION PLAN ......................................................................................... 35-38
4. TRAINING & DEVELOPMENT ........................................................................ 39
4.1 TRAINING OBJECTIVES ...................................................................................... 39
4.2 EMPLOYEE TRAINING & DEVELOPMENT STRATEGIES ........................ 39-40
Table of Contents
ΑΒΑΒΑΒΑΒ ii
Table of Contents
4.3 TRAINING POLICY ......................................................................................... 40-42
4.4 TRAINING PROCESS ........................................................................................... 43
4.5 STANDARD OPERATING PROCEDURES (SOPs) & RATIONAL FOR
TRAINING & DEVELOPMENT ....................................................................................... 44
HUMAN RESOURCE HIERARCHY AT AHL ................................................................... 45
MISS ASMA (HR MANAGER) ......................................................................................... 46
SOPs & RATIONAL FOLLOWED BY MISS ASMA ........................................................ 47
Mr. OMER AKRAM (EXECUTIVE HR) ........................................................................... 48
SOPs & RATIONAL FOLLOWED BY Mr. OMER AKRAM ........................................... 49
Mr. SYED ZEESHAN HAIDER (EXECUTIVE HR) ......................................................... 50
SOPs & RATIONAL FOLLOWED BY Mr. SYED ZEESHAN HAIDER ........................ 50
Mr ABDUL HAQ (EXECUTIVE HR) ................................................................................ 51
SOPs & RATIONAL FOLLOWED BY Mr. ABDUL HAQ .............................................. 51
HUMAN RESOURCE PROJECT ..................................................................................... 52-53
ADMINISTRATION & I.R HIERARCHY AT AHL .................................................... 54-55
Mr. RIZWAN RASOOL (EXECUTIVE ADMIN. & I.R) ............................................. 56-57
SOPs & RATIONAL FOLLOWED BY Mr. RIZWAN RASOOL ................................ 57-58
MISS HUMAIRA (EXECUTIVE ADMIN. & I.R) ............................................................. 59
SOPs & RATIONAL FOLLOWED BY MISS HUMAIRA ........................................... 59-60
Mr. SHAHZAD SARWAR ((EXECUTIVE ADMIN. & I.R)............................................. 61
SOPs & RATIONAL FOLLOWED BY Mr. SHAHZAD SARWAR ........................... 61-65
5. INSTITUTIONAL SALES ................................................................................... 66
5.1 SALES & SPARE PARTS HIERARCHY ............................................................... 66
5.2 INSTITUTIONAL SALES PROCESS .................................................................... 67
5.3 SOPs & RATIONAL FOLLOWED IN INSTITUTIONAL SALES ...................... 67
6. SPARE PARTS ...................................................................................................... 68
6.1 SOPs & RATIONAL FOLLOWED IN SPARE PARTS ........................................ 69
a. HUMS STRATEGY ........................................................................................... 69-70
b. CRITERIA FOR DEALER MAKING ............................................................... 71-72
Table of Contents
ΑΒΑΒΑΒΑΒ iii
Table of Contents
7. SERVICES ............................................................................................................. 73
7.1 SERVICES HIERARCHY ...................................................................................... 73
7.2 CUSTOMER CARE CENTER .......................................................................... 73-75
SWOT ANALYSIS ................................................................................................................... 76
RECOMMENDATIONS & CONCLUSION ....................................................................... 77
REFRENCES ................................................................................................................................. 83
Appendices
Appendix A ............................................................................................... ABSENCE FORM
Appendix B ................................................................. ACCEPTANCE OF RESIGNATION
Appendix C .................APPOINTMENT FOR EMPLOYMENT INTERVIEW & TESTING
Appendix D ............................................................... TERMINATION OF EMPLOYMENT
Appendix E ......................................EMPLOYEE EMERGENCY NOTIFICATION FORM
Appendix F ........................................................................... ACCEPTANC E OF TENDER
Appendix G ...................................................................................... JOB ANALYSIS FORM
Appendix H ........................................................ LETTER TO CONFIRM EMPLOYMENT
Appendix I ....................................................................................................... QUOTATION
Table of Contents
ΑΒΑΒΑΒΑΒ iv
Table of Contents
LIST OF TABLES
TABLE 1: WORLD PRODUCTO� OF MOTORCYCLES…………………………………………………..15
TABLE 2: SALES OF MOTORCYCLES I� PAKISTA�…………………………………………………….17
TABLE 3: RELATIO�SHIP B/W PER CAPITA I�COME & �EW MOTORCYCLE PURCHASE……19
TABLE 4: PROJECTED DEMA�D FOR �EW MOTORCYCLES…………………………………………20
TABLE 5: MARKET SHARE OF MAJOR OEMs…………………………………………………………….21
TABLE 6: I�DUSTRY CAPACITY BY OEM ORIGI� & MODEL………………………………………...22
TABLE 7: COSTI�G FOR 70-CC CBU MOTORCYCLE FROM CHI�A…………………………………23
TABLE 8: TOTAL TAXATIO� DETAIL O� O�E U�IT OF MOTORCYCLE…………………………..24
TABLE 9: DURATIO� OF I�DUCTIO�……………………………………………………………………...37
TABLE 10: DURATIO� OF I�DUCTIO�…………………………………………………………………….38
Table of Contents
ΑΒΑΒΑΒΑΒ v
Table of Contents
LIST OF FIGURES
FIGURE 1: ATLAS GROUP COMPA�IES……………………………………………………………………6
FIGURE 2: MILESTO�ES OF THE COMPA�Y……………………………………………………………7-8
FIGURE 3: RESEARCH METODOLOGY……………………………………………………………………14
FIGURE 4: GROWTH I� MOTORCYCLES SALE I� PAKISTA�……………………………………….18
FIGURE 5: RELATIO�SHIP B/W PER CAPITA I�COME & �EW MOTORCYCLE PURCHASE......19
FIGURE 6: PROJECTED DEMA�D FOR �EW MOTORCYCLES……………………………………….20
FIGURE 7: MARKET SHARE OF PAMA & �O�-PAMA MEMBERS……………………………………22
FIGURE 8: TAX O� O�E U�IT OF MOTORCYCLE………………………………………………………24
FIGURE 9: RECRUITME�T & SELECTIO� PROCESS…………………………………………………...34
FIGURE 10: TRAI�I�G PROCESS……………………………………………………………………………43
FIGURE 11: HUMA� RESOURCE HIERARCHY AT AHL………………………………………………...45
FIGURE 12: ADMI�ISTRATIO� & I.R HIERARCHY AT AHL…………………………………………..54
FIGURE 13: SALES & SPARE PARTS HIERARCHY……………………………………………………….66
FIGURE 14: I�STITUTIO�AL SALES PROCESS………………………………………………………......67
FIGURE 15: SERVICES HIERARCHY……………………………………………………………………….73
FIGURE 16: CHALLE�GES 08/09…………………………………………………………………………….75
Throughout six weeks duration of my internship period I got tremendous support from all
the staff at AHL (plant and sales office)
Dr. Usman Zafar and Mr. Atif Rana (
and supporters of me for last 2 years
ACKNOWLEDGEMENT
weeks duration of my internship period I got tremendous support from all
the staff at AHL (plant and sales office), they helped me in every possible way.
Dr. Usman Zafar and Mr. Atif Rana (internship coordinator) have been
of me for last 2 years.
Page 1 of 83
weeks duration of my internship period I got tremendous support from all
possible way.
been great motivators
Atlas Honda Limited leads the list of fifty competitors in motorcycle
manufacturing industry in Pakistan due to distinctive quality policy. Their
corporate vision and values are the driving forces and at present Atlas
Group spreads over 11 companies both private and public limited.
Atlas Group is a responsible entity which i
the corporate, environmental laws and to conduct their business with
utmost honesty and sincerity.
At AHL it is believed that development can only be achieved by equality
and respect at work place. They have been doing it
is no doubt they are reaping its benefits.
Human Resource plays its vital role to meeting the employee needs in
collaboration with Administration Department.
AHL has a manufacturing capacity of 1600 units per day under strict
quality standards and their sale network is well spread to sell all of them.
They have a 5s dealer network to satisfy the customer to the optimum level
EXECUTIVE SUMMARY
Atlas Honda Limited leads the list of fifty competitors in motorcycle
manufacturing industry in Pakistan due to distinctive quality policy. Their
corporate vision and values are the driving forces and at present Atlas
Group spreads over 11 companies both private and public limited.
Atlas Group is a responsible entity which is highly committed to comply with
the corporate, environmental laws and to conduct their business with
utmost honesty and sincerity.
is believed that development can only be achieved by equality
and respect at work place. They have been doing it for decades and there
is no doubt they are reaping its benefits.
Human Resource plays its vital role to meeting the employee needs in
collaboration with Administration Department.
AHL has a manufacturing capacity of 1600 units per day under strict
standards and their sale network is well spread to sell all of them.
They have a 5s dealer network to satisfy the customer to the optimum level
Page 2 of 83
Atlas Honda Limited leads the list of fifty competitors in motorcycle
manufacturing industry in Pakistan due to distinctive quality policy. Their
corporate vision and values are the driving forces and at present Atlas
Group spreads over 11 companies both private and public limited.
s highly committed to comply with
the corporate, environmental laws and to conduct their business with
is believed that development can only be achieved by equality
for decades and there
Human Resource plays its vital role to meeting the employee needs in
AHL has a manufacturing capacity of 1600 units per day under strict
standards and their sale network is well spread to sell all of them.
They have a 5s dealer network to satisfy the customer to the optimum level.
I am about to complete my MBA degree and after that I will start my practical life and
looking at the grim employment situation
extraordinary in you. For that particular reason I selected the internship so that I
have a practical experience of what I will be doing for rest of my life.
proud to have done my internship with Atlas Honda.
Before starting the internship I was speculating a tense office environme
respect for internee, but re
premises. Of course there is a big influence of Japanese Culture but
culture is a difficult task. It was one of the most important experiences of my life where I
learnt:
1. How to balance your social and work life?
2. You respect others and others respect you?
3. At work place everybody is equally important?
4. Work with honesty and company will regard your efforts?
5. Balance of authority.
6. Team work is more important.
Limitations: Being internee I was limited to specific departments, material and working procedure.
had no authority so I was not responsible for anything; this is great if you do not want to
learn anything. But if you want to learn something you should be made respon
different things so that you should feel yourself a part of the organization and then you
will be able to add something to their culture.
but to be very precise it is a drawback
INTRODUCTION
I am about to complete my MBA degree and after that I will start my practical life and
looking at the grim employment situation worldwide it’s imperative to have
For that particular reason I selected the internship so that I
have a practical experience of what I will be doing for rest of my life.
proud to have done my internship with Atlas Honda.
Before starting the internship I was speculating a tense office environme
respect for internee, but really I was absolutely wrong about it as I entered the Honda
Of course there is a big influence of Japanese Culture but
It was one of the most important experiences of my life where I
to balance your social and work life?
You respect others and others respect you?
At work place everybody is equally important?
Work with honesty and company will regard your efforts?
Balance of authority.
Team work is more important.
Being internee I was limited to specific departments, material and working procedure.
had no authority so I was not responsible for anything; this is great if you do not want to
learn anything. But if you want to learn something you should be made respon
different things so that you should feel yourself a part of the organization and then you
will be able to add something to their culture. I would not call it a restriction by company
but to be very precise it is a drawback of internship process.
Page 3 of 83
I am about to complete my MBA degree and after that I will start my practical life and
imperative to have something
For that particular reason I selected the internship so that I can
have a practical experience of what I will be doing for rest of my life. It was a sheer
Before starting the internship I was speculating a tense office environment with no
ally I was absolutely wrong about it as I entered the Honda
Of course there is a big influence of Japanese Culture but still to promote that
It was one of the most important experiences of my life where I
Being internee I was limited to specific departments, material and working procedure. I
had no authority so I was not responsible for anything; this is great if you do not want to
learn anything. But if you want to learn something you should be made responsible for
different things so that you should feel yourself a part of the organization and then you
I would not call it a restriction by company
1. ORGANIZATIONAL GOALS & ACHIEVEMENTS
Vision:
Market leader in the motorcycle industry as a global competitive center of production and exports.
Mission: A dynamic, profitable and growth oriented company through market leadership,
maximizing export and excellence in quality and service; to ensure attractive returns to
equity holders; reward employees according to their ability and performance; to foster a
network of researchers and engineers ensuing unique contributions to the development
of the industry; customer satisfaction and protection of the environment by producing
emission friendly green products and to remain a good corporate citizen fulfilling its
social responsibilities in all respects.
Customers: Our customers are the reason and the source of our business. It is our joint aim with our
dealers to ensure that our customers enjoy the highest level of satisfaction from use of
Honda Motorcycles.
Quality: To ensure that our products and services meet
Local Manufacturing: To be the industry leader in indigenization of motorcycle parts
ORGANIZATIONAL GOALS & ACHIEVEMENTS
Market leader in the motorcycle industry as a global competitive center of production and exports.
A dynamic, profitable and growth oriented company through market leadership,
and excellence in quality and service; to ensure attractive returns to
equity holders; reward employees according to their ability and performance; to foster a
network of researchers and engineers ensuing unique contributions to the development
stry; customer satisfaction and protection of the environment by producing
emission friendly green products and to remain a good corporate citizen fulfilling its
social responsibilities in all respects.
1.1 STRATEGIC GOALS
Our customers are the reason and the source of our business. It is our joint aim with our
dealers to ensure that our customers enjoy the highest level of satisfaction from use of
To ensure that our products and services meet the set standards of excellence
To be the industry leader in indigenization of motorcycle parts
Page 4 of 83
ORGANIZATIONAL GOALS & ACHIEVEMENTS
Market leader in the motorcycle industry as a global competitive center of
A dynamic, profitable and growth oriented company through market leadership,
and excellence in quality and service; to ensure attractive returns to
equity holders; reward employees according to their ability and performance; to foster a
network of researchers and engineers ensuing unique contributions to the development
stry; customer satisfaction and protection of the environment by producing
emission friendly green products and to remain a good corporate citizen fulfilling its
Our customers are the reason and the source of our business. It is our joint aim with our
dealers to ensure that our customers enjoy the highest level of satisfaction from use of
the set standards of excellence
Technology: To develop and maintain distinct business advantages through continuous induction of
improved hard and soft technologies
Shareholders: To ensure health and viability of business and thus safeguarding shareholders interest
by maximizing profit, Payment of regular satisfactory dividends and adding value to the
shares
Employees: To enhance and continuously up
provide an environment which encourages practical expression of the individual
potential in goal directed team efforts and compensate them attractively according to
their abilities and performance.
Corporate Citizen: To comply with all government laws and regulations, to maintain a high standard of
ethics in all operations and to act as a responsible member of the community
To develop and maintain distinct business advantages through continuous induction of
improved hard and soft technologies
To ensure health and viability of business and thus safeguarding shareholders interest
by maximizing profit, Payment of regular satisfactory dividends and adding value to the
To enhance and continuously up-date each member’s capabilities and education and to
provide an environment which encourages practical expression of the individual
potential in goal directed team efforts and compensate them attractively according to
bilities and performance.
To comply with all government laws and regulations, to maintain a high standard of
ethics in all operations and to act as a responsible member of the community
Page 5 of 83
To develop and maintain distinct business advantages through continuous induction of
To ensure health and viability of business and thus safeguarding shareholders interest
by maximizing profit, Payment of regular satisfactory dividends and adding value to the
date each member’s capabilities and education and to
provide an environment which encourages practical expression of the individual
potential in goal directed team efforts and compensate them attractively according to
To comply with all government laws and regulations, to maintain a high standard of
ethics in all operations and to act as a responsible member of the community
Page 6 of 83
1.2 MILESTONES OF THE COMPANY
The company is engaged in the manufacturing, sales of motorbikes and auto parts. Since its inception the company has experienced an unprecedented growth in its operations from a small manufacturing company to the leading motorbike manufacturer of Pakistan.the chronological order of the major events in the company's history:
MILESTONES OF THE COMPANY
The company is engaged in the manufacturing, sales of motorbikes and auto parts. Since its inception the company has experienced an unprecedented growth in its operations from a small manufacturing company to the leading motorbike manufacturer of Pakistan.the chronological order of the major events in the company's history:
Page 7 of 83
MILESTONES OF THE COMPANY
The company is engaged in the manufacturing, sales of motorbikes and auto parts. Since its inception the company has experienced an unprecedented growth in its operations from a small manufacturing company to the leading motorbike manufacturer of Pakistan. Following is the chronological order of the major events in the company's history:
Page 8 of 83
� Atlas Honda Limited (AHL) conducts its operations with honesty, integrity and
openness, and with respect for human rights and
respects the legitimate interests of all those with whom it has relationships. AHL
is committed to comply with the laws and regulations of Pakistan.
� AHL is committed to create the working environment where there is mutual t
and respect and where everyone feels responsible for the performance and
reputation of the company. AHL is equal opportunity employer which recruits,
employs and promotes employees on the sole basis of the qualifications and
abilities needed for the w
healthy working conditions for all employees. We will not use any form of forced,
compulsory or child labor. AHL is committed to provide branded products and
services, which consistently offer value in term
and services will be accurately and properly labeled, advertised and
communicated.
� AHL conducts its operations in accordance with principles of good corporate
governance. It provides timely, regular and reliable informati
structure, financial situation and performance to all the shareholders.
� AHL is committed to establish mutually beneficial relations with its suppliers,
customers and business partners.
� AHL strives to be a trusted corporate citizen
fulfills its responsibilities to the societies and communities in which it operates.
� AHL is committed to make continuous improvements in the management of
environmental impact. It works in partnership with others to
environmental care, increase understanding of environmental issues and
disseminate good practice.
1.3 CODE OF ETHICS
Atlas Honda Limited (AHL) conducts its operations with honesty, integrity and
openness, and with respect for human rights and interests of the employees. It
respects the legitimate interests of all those with whom it has relationships. AHL
is committed to comply with the laws and regulations of Pakistan.
AHL is committed to create the working environment where there is mutual t
and respect and where everyone feels responsible for the performance and
reputation of the company. AHL is equal opportunity employer which recruits,
employs and promotes employees on the sole basis of the qualifications and
abilities needed for the work to be performed. AHL is committed to safe and
healthy working conditions for all employees. We will not use any form of forced,
compulsory or child labor. AHL is committed to provide branded products and
services, which consistently offer value in terms of price and quality. Products
and services will be accurately and properly labeled, advertised and
AHL conducts its operations in accordance with principles of good corporate
governance. It provides timely, regular and reliable informati
structure, financial situation and performance to all the shareholders.
AHL is committed to establish mutually beneficial relations with its suppliers,
customers and business partners.
AHL strives to be a trusted corporate citizen and, as an integral part of society,
fulfills its responsibilities to the societies and communities in which it operates.
AHL is committed to make continuous improvements in the management of
environmental impact. It works in partnership with others to
environmental care, increase understanding of environmental issues and
disseminate good practice.
Page 9 of 83
Atlas Honda Limited (AHL) conducts its operations with honesty, integrity and
interests of the employees. It
respects the legitimate interests of all those with whom it has relationships. AHL
is committed to comply with the laws and regulations of Pakistan.
AHL is committed to create the working environment where there is mutual trust
and respect and where everyone feels responsible for the performance and
reputation of the company. AHL is equal opportunity employer which recruits,
employs and promotes employees on the sole basis of the qualifications and
ork to be performed. AHL is committed to safe and
healthy working conditions for all employees. We will not use any form of forced,
compulsory or child labor. AHL is committed to provide branded products and
s of price and quality. Products
and services will be accurately and properly labeled, advertised and
AHL conducts its operations in accordance with principles of good corporate
governance. It provides timely, regular and reliable information of its activities,
structure, financial situation and performance to all the shareholders.
AHL is committed to establish mutually beneficial relations with its suppliers,
and, as an integral part of society,
fulfills its responsibilities to the societies and communities in which it operates.
AHL is committed to make continuous improvements in the management of
environmental impact. It works in partnership with others to promote
environmental care, increase understanding of environmental issues and
� AHL make innovations to meet consumer needs. It respects the concerns of
consumers and of society. It works on the basis of sound research, applying
quality standards.
� AHL believes in fair competition and supports development of appropriate
competition laws. AHL and employees conduct their operations in accordance
with the principles of fair competition and all applicable regulations.
� Compliance with business principles is an essential element. The Board of
Directors of AHL is responsible for ensuring that these principles are
communicated to, and understood and observed by, all employees. Assurance of
compliance is given and monitored each ye
subject to review by the Board supported by Audit Committee of the Board. The
Board of AHL expects employees to bring to their attention, or to that of senior
management, any breach or suspected breach of these principles.
AHL make innovations to meet consumer needs. It respects the concerns of
consumers and of society. It works on the basis of sound research, applying
AHL believes in fair competition and supports development of appropriate
competition laws. AHL and employees conduct their operations in accordance
with the principles of fair competition and all applicable regulations.
nce with business principles is an essential element. The Board of
Directors of AHL is responsible for ensuring that these principles are
communicated to, and understood and observed by, all employees. Assurance of
compliance is given and monitored each year. Compliance with the Code is
subject to review by the Board supported by Audit Committee of the Board. The
Board of AHL expects employees to bring to their attention, or to that of senior
management, any breach or suspected breach of these principles.
Page 10 of 83
AHL make innovations to meet consumer needs. It respects the concerns of
consumers and of society. It works on the basis of sound research, applying high
AHL believes in fair competition and supports development of appropriate
competition laws. AHL and employees conduct their operations in accordance
with the principles of fair competition and all applicable regulations.
nce with business principles is an essential element. The Board of
Directors of AHL is responsible for ensuring that these principles are
communicated to, and understood and observed by, all employees. Assurance of
ar. Compliance with the Code is
subject to review by the Board supported by Audit Committee of the Board. The
Board of AHL expects employees to bring to their attention, or to that of senior
management, any breach or suspected breach of these principles.
A GLANCE AT ASIAN INDUSTRYTomorrow): Following part of the project has been taken from a research study conducted by
Competitiveness Support Fund (CSF)
Finance (MoF), Government of Pakistan and the United States Agency for
International Development (USAID)
The CSF has been established to support Pakistan’s goal of a more competitive
economy by providing input into policy decisio
administrative frameworks and working to enhance public
the country. The CSF will also provide technical assistance and co
initiatives related to innovation and competitiveness
institutes, universities and business incubators that contribute to creating a knowledge
driven economy.
After showing a compounded growth rate of 58% in the past 5 years, sales of new
motorcycles in Pakistan appear to b
annum. This Report titled “Policy Analysis on the Competitive Advantage of the
Motorcycle Industry in Pakistan: Problems & Prospects” aims at identifying:
• The reasons behind the rapid growth in the past 5 y
• Problems being faced by the key stakeholders, namely the Original Equipment
Manufacturers, the component and parts industry and the final consumers.
• Implement able solutions and their impact.
2. INDUSTRY REVIEW
A GLANCE AT ASIAN INDUSTRY (Yesterday, Today &
Following part of the project has been taken from a research study conducted by
Competitiveness Support Fund (CSF) which is a joint venture of
Finance (MoF), Government of Pakistan and the United States Agency for
International Development (USAID) on December 12, 2006.
The CSF has been established to support Pakistan’s goal of a more competitive
economy by providing input into policy decisions, working to improve regulatory and
administrative frameworks and working to enhance public-private partnerships within
the country. The CSF will also provide technical assistance and co
initiatives related to innovation and competitiveness, the private sector with research
institutes, universities and business incubators that contribute to creating a knowledge
After showing a compounded growth rate of 58% in the past 5 years, sales of new
motorcycles in Pakistan appear to be stagnating at between 750
annum. This Report titled “Policy Analysis on the Competitive Advantage of the
Motorcycle Industry in Pakistan: Problems & Prospects” aims at identifying:
• The reasons behind the rapid growth in the past 5 years.
• Problems being faced by the key stakeholders, namely the Original Equipment
Manufacturers, the component and parts industry and the final consumers.
• Implement able solutions and their impact.
Page 11 of 83
(Yesterday, Today &
Following part of the project has been taken from a research study conducted by
which is a joint venture of the Ministry of
Finance (MoF), Government of Pakistan and the United States Agency for
The CSF has been established to support Pakistan’s goal of a more competitive
ns, working to improve regulatory and
private partnerships within
the country. The CSF will also provide technical assistance and co-financing for
, the private sector with research
institutes, universities and business incubators that contribute to creating a knowledge-
After showing a compounded growth rate of 58% in the past 5 years, sales of new
e stagnating at between 750 – 775,000 units per
annum. This Report titled “Policy Analysis on the Competitive Advantage of the
Motorcycle Industry in Pakistan: Problems & Prospects” aims at identifying:
• Problems being faced by the key stakeholders, namely the Original Equipment
Manufacturers, the component and parts industry and the final consumers.
The auto industry of which the
(metals such as steel, aluminum. Copper, rubber, chrome, nickel, plastic, paint, glass,
textiles, electrical, capital equipment, trucking, warehousing) and forward (dealerships,
retailers, banking, credit and financing, insurance, logistics, advertising, repair and
maintenance, petroleum products, services, parts) linkages as such any major shifts in
demand are felt in a variety of other industries.
The industry Worldwide has seen a tremendous growth in t
Production in 2005 has been estimated at 40.0 million units with China producing 17.0
million units. This global surge in demand has also been felt in Pakistan where the
industry in the financial year ending June 2006 manufactured more t
There are currently 43 Original Equipment Manufacturers (OEMs) in the Industry. These
include 6 OEMs who are members of the Pakistan Automotive manufacturers
Association (PAMA) and 37 OEMs who are not PAMA members. These OEMs are
supported by nearly 2,000 parts and component manufacturing units employing close to
50,000 persons.
The development of China as the major player in the global motorcycle industry has
been achieved by linking its strong domestic demand to the abundance of low
technology dependent manufacturing or cloning.
Pakistan faces a similar situation with its current suppressed demand.
other industries in which competitiveness can only be achieved with high levels of
human capital, the motorcycle industry is
human resources and high levels of productivity at all levels, i.e. OEMs as well as parts
and component manufacturers.
2.1 BACK GROUND
The auto industry of which the motorcycle industry is a part has got deep backward
(metals such as steel, aluminum. Copper, rubber, chrome, nickel, plastic, paint, glass,
textiles, electrical, capital equipment, trucking, warehousing) and forward (dealerships,
and financing, insurance, logistics, advertising, repair and
maintenance, petroleum products, services, parts) linkages as such any major shifts in
demand are felt in a variety of other industries.
The industry Worldwide has seen a tremendous growth in the past two years.
Production in 2005 has been estimated at 40.0 million units with China producing 17.0
million units. This global surge in demand has also been felt in Pakistan where the
industry in the financial year ending June 2006 manufactured more t
There are currently 43 Original Equipment Manufacturers (OEMs) in the Industry. These
include 6 OEMs who are members of the Pakistan Automotive manufacturers
Association (PAMA) and 37 OEMs who are not PAMA members. These OEMs are
ed by nearly 2,000 parts and component manufacturing units employing close to
The development of China as the major player in the global motorcycle industry has
been achieved by linking its strong domestic demand to the abundance of low
chnology dependent manufacturing or cloning.
Pakistan faces a similar situation with its current suppressed demand.
other industries in which competitiveness can only be achieved with high levels of
human capital, the motorcycle industry is more concerned with better management of
human resources and high levels of productivity at all levels, i.e. OEMs as well as parts
and component manufacturers.
Page 12 of 83
motorcycle industry is a part has got deep backward
(metals such as steel, aluminum. Copper, rubber, chrome, nickel, plastic, paint, glass,
textiles, electrical, capital equipment, trucking, warehousing) and forward (dealerships,
and financing, insurance, logistics, advertising, repair and
maintenance, petroleum products, services, parts) linkages as such any major shifts in
he past two years.
Production in 2005 has been estimated at 40.0 million units with China producing 17.0
million units. This global surge in demand has also been felt in Pakistan where the
industry in the financial year ending June 2006 manufactured more than 750,000 units.
There are currently 43 Original Equipment Manufacturers (OEMs) in the Industry. These
include 6 OEMs who are members of the Pakistan Automotive manufacturers
Association (PAMA) and 37 OEMs who are not PAMA members. These OEMs are
ed by nearly 2,000 parts and component manufacturing units employing close to
The development of China as the major player in the global motorcycle industry has
been achieved by linking its strong domestic demand to the abundance of low
Pakistan faces a similar situation with its current suppressed demand. As compared to
other industries in which competitiveness can only be achieved with high levels of
more concerned with better management of
human resources and high levels of productivity at all levels, i.e. OEMs as well as parts
2.2
The various steps followed in the completion of this Study
Step 1: Orientation session with the CEO of CSF to develop a better understanding of
the requirements of the study.
Step 2: Secondary Data Collection and review, list of literature reviewed.
Step 3: Primary Data Collection mostly related to foc
by the OEMs, parts and component manufacturers. This involved conducting surveys of
OEMs and vendors as well as having discussions with industry experts and officials of
EDB, PSQCA, CBR and banks.
Step 4: Analysis of the Secondary and Primary data
RESEARCH METHODLOGY
The various steps followed in the completion of this Study include:
Orientation session with the CEO of CSF to develop a better understanding of
the requirements of the study.
Secondary Data Collection and review, list of literature reviewed.
Primary Data Collection mostly related to focusing on the problems being faced
by the OEMs, parts and component manufacturers. This involved conducting surveys of
OEMs and vendors as well as having discussions with industry experts and officials of
EDB, PSQCA, CBR and banks.
Secondary and Primary data
Page 13 of 83
Orientation session with the CEO of CSF to develop a better understanding of
Secondary Data Collection and review, list of literature reviewed.
using on the problems being faced
by the OEMs, parts and component manufacturers. This involved conducting surveys of
OEMs and vendors as well as having discussions with industry experts and officials of
Page 14 of 83
2.3 THE
Global motorcycle production increased from 30 million units in 2004 to 40 million units
in 2005 with China alone producing 17 million units. The second largest producer was
India with 7.7 million units while Pakistan came at number seven with a production of
751,000 motorcycles or about 2% of the global total.
The World market for motorcycles is dominated by the Japanese brands, namely
Honda, Suzuki, Yamaha and Kawasaki.
motorcycles, its brands with strong presence in the Low Cost Countries (LCC) like
China, India, Indonesia, Thailand etc., control 50% of the world market.
Even in China where the local Chinese brands control more than two thirds of the
market, the basic designs are still modeled round the popular Japanese models. Indian
companies like Hero Honda and TVS rely heavily on their Japanese partners for basic
designs and model innovations. This is
THE GLOBAL MOTORCYCLE INDUSTRY
Global motorcycle production increased from 30 million units in 2004 to 40 million units
in 2005 with China alone producing 17 million units. The second largest producer was
India with 7.7 million units while Pakistan came at number seven with a production of
751,000 motorcycles or about 2% of the global total.
The World market for motorcycles is dominated by the Japanese brands, namely
Honda, Suzuki, Yamaha and Kawasaki. Although Japan itself produced only 700,000
motorcycles, its brands with strong presence in the Low Cost Countries (LCC) like
China, India, Indonesia, Thailand etc., control 50% of the world market.
Even in China where the local Chinese brands control more than two thirds of the
market, the basic designs are still modeled round the popular Japanese models. Indian
companies like Hero Honda and TVS rely heavily on their Japanese partners for basic
ns and model innovations. This is perhaps because of the fact that R&D for
Page 15 of 83
INDUSTRY
Global motorcycle production increased from 30 million units in 2004 to 40 million units
in 2005 with China alone producing 17 million units. The second largest producer was
India with 7.7 million units while Pakistan came at number seven with a production of
The World market for motorcycles is dominated by the Japanese brands, namely
Although Japan itself produced only 700,000
motorcycles, its brands with strong presence in the Low Cost Countries (LCC) like
China, India, Indonesia, Thailand etc., control 50% of the world market.
Even in China where the local Chinese brands control more than two thirds of the
market, the basic designs are still modeled round the popular Japanese models. Indian
companies like Hero Honda and TVS rely heavily on their Japanese partners for basic
perhaps because of the fact that R&D for
the industry is both expensive and time consuming. The Japanese
manufacturers named above have both the financial muscle as well as the
technical capability to undertake the require
2.4
In Pakistan, motorcycle assembly started in 1964 when the local Atlas Group started
assembling Honda motorcycles in Karachi. Currently in addition to Honda, the other
Japanese brands being manufactured in Pakistan include
most successful design among the Japanese brands has been the Honda 70CC which
enjoys tremendous popularity on account of its fuel economy, resale and low
maintenance features.
The Pakistan Automotive Manufacturers Association (PAMA
Initially three motorcycle OEMs namely Atlas Honda, Dawood Yamaha and Suzuki
Motorcycles Pakistan became PAMA members. The other founding members of PAMA
were OEMs manufacturing Passenger Cars, Tractors and Light Commercial Vehicles
(LCV’s), Truck & Bus manufacturers etc. In the 1990’s, three more OEMs joined PAMA,
these were, Fateh Motors, Pakistan Cycle Industrial Cooperative Society Limited and
Siagol Qingqi Motors Ltd (subsequently renamed Qingqi Motors Ltd.).
The Non-Japanese OEMs entered the Pakistani market in the late 1990’s by introducing
clones of the popular Honda 70CC motorcycle using critical parts and components
imported from China. For the basic frame and other low tech parts they used the local
vendors (part suppliers) whose development had been facilitated by the Government of
Pakistan’s indigenization / localization programs for the motorcycle industry. Other than
the original 3 Non-Japanese OEMs who became PAMA members, the new entrants
preferred to form their own tra
Non-PAMA members.
the industry is both expensive and time consuming. The Japanese
manufacturers named above have both the financial muscle as well as the
technical capability to undertake the required R&D.
2.4 PAKISTAN’S INDUSTRY
In Pakistan, motorcycle assembly started in 1964 when the local Atlas Group started
assembling Honda motorcycles in Karachi. Currently in addition to Honda, the other
Japanese brands being manufactured in Pakistan include Yamaha and Suzuki. The
most successful design among the Japanese brands has been the Honda 70CC which
enjoys tremendous popularity on account of its fuel economy, resale and low
The Pakistan Automotive Manufacturers Association (PAMA) was formed in 1984.
Initially three motorcycle OEMs namely Atlas Honda, Dawood Yamaha and Suzuki
Motorcycles Pakistan became PAMA members. The other founding members of PAMA
were OEMs manufacturing Passenger Cars, Tractors and Light Commercial Vehicles
LCV’s), Truck & Bus manufacturers etc. In the 1990’s, three more OEMs joined PAMA,
these were, Fateh Motors, Pakistan Cycle Industrial Cooperative Society Limited and
Siagol Qingqi Motors Ltd (subsequently renamed Qingqi Motors Ltd.).
s entered the Pakistani market in the late 1990’s by introducing
clones of the popular Honda 70CC motorcycle using critical parts and components
imported from China. For the basic frame and other low tech parts they used the local
whose development had been facilitated by the Government of
Pakistan’s indigenization / localization programs for the motorcycle industry. Other than
Japanese OEMs who became PAMA members, the new entrants
preferred to form their own trade bodies and as such are referred to in this study as
Page 16 of 83
the industry is both expensive and time consuming. The Japanese
manufacturers named above have both the financial muscle as well as the
In Pakistan, motorcycle assembly started in 1964 when the local Atlas Group started
assembling Honda motorcycles in Karachi. Currently in addition to Honda, the other
Yamaha and Suzuki. The
most successful design among the Japanese brands has been the Honda 70CC which
enjoys tremendous popularity on account of its fuel economy, resale and low
) was formed in 1984.
Initially three motorcycle OEMs namely Atlas Honda, Dawood Yamaha and Suzuki
Motorcycles Pakistan became PAMA members. The other founding members of PAMA
were OEMs manufacturing Passenger Cars, Tractors and Light Commercial Vehicles
LCV’s), Truck & Bus manufacturers etc. In the 1990’s, three more OEMs joined PAMA,
these were, Fateh Motors, Pakistan Cycle Industrial Cooperative Society Limited and
Siagol Qingqi Motors Ltd (subsequently renamed Qingqi Motors Ltd.).
s entered the Pakistani market in the late 1990’s by introducing
clones of the popular Honda 70CC motorcycle using critical parts and components
imported from China. For the basic frame and other low tech parts they used the local
whose development had been facilitated by the Government of
Pakistan’s indigenization / localization programs for the motorcycle industry. Other than
Japanese OEMs who became PAMA members, the new entrants
de bodies and as such are referred to in this study as
Presently there are 43 OEMs producing various brands of motorcycles. Out of these 6
are PAMA members and the remaining 37 Non
Development Board (EDB)
operations. The Pakistan Standards & Quality Control Authority (PSQCA)
responsible for monitoring the production of quality products by the OEMs. As such both
the EDB and the PSQCA play an important rol
monitoring of the technical operations of the motorcycle assemblers.
The entry of the Non-PAMA OEM’s with a competitive price difference of approximately
25% (Rs.52,000 Vs. Rs.68,000 for the Honda 70CC in 1999) and con
reductions (2006 price for av
Rs.54,000 for a Honda 70CC). This has seen the total motorcycle market increase from
120,627 in 2001 – 02 to 751,667 in 2005
increases in the past 5 years.
Presently there are 43 OEMs producing various brands of motorcycles. Out of these 6
are PAMA members and the remaining 37 Non-PAMA members.
Development Board (EDB) issues licenses to the OEMs for undertaking assembly
The Pakistan Standards & Quality Control Authority (PSQCA)
responsible for monitoring the production of quality products by the OEMs. As such both
the EDB and the PSQCA play an important role in the establishment, licensing and
monitoring of the technical operations of the motorcycle assemblers.
PAMA OEM’s with a competitive price difference of approximately
25% (Rs.52,000 Vs. Rs.68,000 for the Honda 70CC in 1999) and con
reductions (2006 price for average Non-PAMA OEM 70CC clone was
Rs.54,000 for a Honda 70CC). This has seen the total motorcycle market increase from
02 to 751,667 in 2005 – 06. Following Table shows the sales
creases in the past 5 years.
Page 17 of 83
Presently there are 43 OEMs producing various brands of motorcycles. Out of these 6
PAMA members. The Engineering
sues licenses to the OEMs for undertaking assembly
The Pakistan Standards & Quality Control Authority (PSQCA) is
responsible for monitoring the production of quality products by the OEMs. As such both
e in the establishment, licensing and
monitoring of the technical operations of the motorcycle assemblers.
PAMA OEM’s with a competitive price difference of approximately
25% (Rs.52,000 Vs. Rs.68,000 for the Honda 70CC in 1999) and continuous price
PAMA OEM 70CC clone was Rs.40,000 Vs.
Rs.54,000 for a Honda 70CC). This has seen the total motorcycle market increase from
06. Following Table shows the sales
Although the number of assemblers has increased from 3 to 43 the PAMA members
continue to hold the dominant market position with 79% of the market share with Atlas
Honda alone accounting for 55% of all new
With the increase in production, the prices of motorcycles have come down
considerably. In 1999 – 2000, the price of a Honda 70CC motorcycle was Rs.68,000.
The same year the Non-PAMA OEMs supplied 70CC clones for Rs.50
order to compete with the Non
members considerably reduced prices. As a result of these price reductions, the Honda
70CC is currently selling at Rs.54,000, Non
Rs.35 – 42,000 range. If this trend in prices continues, the market is likely to expand
further.
Although the number of assemblers has increased from 3 to 43 the PAMA members
continue to hold the dominant market position with 79% of the market share with Atlas
Honda alone accounting for 55% of all new motorcycles sold in Pakistan.
With the increase in production, the prices of motorcycles have come down
2000, the price of a Honda 70CC motorcycle was Rs.68,000.
PAMA OEMs supplied 70CC clones for Rs.50
order to compete with the Non-PAMA OEM products, Atlas Honda and other PAMA
members considerably reduced prices. As a result of these price reductions, the Honda
70CC is currently selling at Rs.54,000, Non-PAMA member clones are available in the
42,000 range. If this trend in prices continues, the market is likely to expand
Page 18 of 83
Although the number of assemblers has increased from 3 to 43 the PAMA members
continue to hold the dominant market position with 79% of the market share with Atlas
motorcycles sold in Pakistan.
With the increase in production, the prices of motorcycles have come down
2000, the price of a Honda 70CC motorcycle was Rs.68,000.
PAMA OEMs supplied 70CC clones for Rs.50 – 52,000. In
PAMA OEM products, Atlas Honda and other PAMA
members considerably reduced prices. As a result of these price reductions, the Honda
PAMA member clones are available in the
42,000 range. If this trend in prices continues, the market is likely to expand
Following Table shows a positive trend between increases in per capita income and
motorcycle sales. Internationally a positive relationship has been seen between
capita income increase and new motorcycle ownership.
Following Table shows a positive trend between increases in per capita income and
motorcycle sales. Internationally a positive relationship has been seen between
capita income increase and new motorcycle ownership.
Page 19 of 83
Following Table shows a positive trend between increases in per capita income and
motorcycle sales. Internationally a positive relationship has been seen between per
Per capita income in Pakistan has increased in the past 5 years at an average annual
rate of approximately 14.0%. The economy is projected to continue to grow at more
than 7.5% in the coming decade. Assuming an annual decrease in number of persons
per new motorcycle purchased in the next 5 years at 14% demand for new motorcycles
in the coming years may be forecasted as shown in the following Table.
Per capita income in Pakistan has increased in the past 5 years at an average annual
rate of approximately 14.0%. The economy is projected to continue to grow at more
g decade. Assuming an annual decrease in number of persons
per new motorcycle purchased in the next 5 years at 14% demand for new motorcycles
in the coming years may be forecasted as shown in the following Table.
Page 20 of 83
Per capita income in Pakistan has increased in the past 5 years at an average annual
rate of approximately 14.0%. The economy is projected to continue to grow at more
g decade. Assuming an annual decrease in number of persons
per new motorcycle purchased in the next 5 years at 14% demand for new motorcycles
in the coming years may be forecasted as shown in the following Table.
2.5 ORIGINAL EQUIPMENT MANUFACTURERS
Currently there are 43 Original Equipment Manufacturers (OEMs)
Pakistan’s motorcycle industry. These include 6 OEMS who are members of PAMA
including the 3 Japanese OEMs and 37 OEMs who are non PAMA members. The total
installed capacity of the OEMs is approximately 1.310 million units per year as per the
Engineering Development Board
cities of Karachi (Karachi, Hyderabad & Hub) and Lahore (Lahore, Gujrat and
Gujranwala).
Market shares of the major OEMs are shown in following Table.
ORIGINAL EQUIPMENT MANUFACTURERS STAKEHOLDERS
Original Equipment Manufacturers (OEMs)
Pakistan’s motorcycle industry. These include 6 OEMS who are members of PAMA
including the 3 Japanese OEMs and 37 OEMs who are non PAMA members. The total
ed capacity of the OEMs is approximately 1.310 million units per year as per the
Engineering Development Board (EDB). The OEMs are located in and around the
cities of Karachi (Karachi, Hyderabad & Hub) and Lahore (Lahore, Gujrat and
shares of the major OEMs are shown in following Table.
Page 21 of 83
ORIGINAL EQUIPMENT MANUFACTURERS AND
Original Equipment Manufacturers (OEMs) operating in
Pakistan’s motorcycle industry. These include 6 OEMS who are members of PAMA
including the 3 Japanese OEMs and 37 OEMs who are non PAMA members. The total
ed capacity of the OEMs is approximately 1.310 million units per year as per the
The OEMs are located in and around the
cities of Karachi (Karachi, Hyderabad & Hub) and Lahore (Lahore, Gujrat and
Market Shares of PAMA & NON
The total installed capacity of the industry is 1.31 million units as stated earlier. Above
chart shows distribution of capacity by OEM
Market Shares of PAMA & NON-PAMA Members
The total installed capacity of the industry is 1.31 million units as stated earlier. Above
chart shows distribution of capacity by OEM membership and Model
Page 22 of 83
PAMA Members:
The total installed capacity of the industry is 1.31 million units as stated earlier. Above
membership and Model:
2.6 COSTING OF CHINESE MOTORCYCLES
Non- PAMA industry is intensively Chinese oriented and they are managing a price
lower than the PAMA member companies. No doubt price is very low but they lack
quality in big way so let us see how they manage to make such cheap motorcycles.
COSTING OF CHINESE MOTORCYCLES
PAMA industry is intensively Chinese oriented and they are managing a price
lower than the PAMA member companies. No doubt price is very low but they lack
let us see how they manage to make such cheap motorcycles.
Page 23 of 83
COSTING OF CHINESE MOTORCYCLES
PAMA industry is intensively Chinese oriented and they are managing a price
lower than the PAMA member companies. No doubt price is very low but they lack
let us see how they manage to make such cheap motorcycles.
2.7
Currently there is a very high rate of indirect taxation on the manufacture and sale of
Motorcycles. On a CD70CC the total incidence of Indirect Taxation
as shown in the following Table:
2.7 INCIDENCE OF TAXATION
Currently there is a very high rate of indirect taxation on the manufacture and sale of
Motorcycles. On a CD70CC the total incidence of Indirect Taxation is around Rs.17,124
as shown in the following Table:
Page 24 of 83
Currently there is a very high rate of indirect taxation on the manufacture and sale of
is around Rs.17,124
2.8 REGIONAL COMPETITORS ANALYSIS CHINA As already stated above, China is the largest exporter of motorcycles.
Some of the advantages which the Chinese industry enjoys are:
� Strong domestic demand of more than 10.0 million units
� Huge investment by Japanese OEMs
� Low cost of infrastructure
� Government support to export industries in general
� Encouragement to component manufacturers who supply to
� Market presence in 200 Countries Worldwide
� Availability of most raw material locally
� China’s indicators are more favorable than all its competitors
INDIA
� The Indian industry enjoys the following benefits in pursuit of its export
� Strong domestic demand of more than 7.2 million units
� Vibrant component manufacturing industry with a strong technical base
� Comprehensive consensus built road map for development of both OEMs and
component sector through both SIAM & ACMA
� Most raw material locally available
� Strong presence in regional and African markets
� Japanese OEMs exporting local JV production, also participating with local
companies in forming JVs in third countries
� Strong manufacturing capability, eyeing the quality conscious European
REGIONAL COMPETITORS ANALYSIS
As already stated above, China is the largest exporter of motorcycles.
Some of the advantages which the Chinese industry enjoys are:
domestic demand of more than 10.0 million units
Huge investment by Japanese OEMs
Low cost of infrastructure – land, utilities are all state subsidized
Government support to export industries in general
Encouragement to component manufacturers who supply to the OEMs
Market presence in 200 Countries Worldwide
Availability of most raw material locally
China’s indicators are more favorable than all its competitors
The Indian industry enjoys the following benefits in pursuit of its export
ng domestic demand of more than 7.2 million units
Vibrant component manufacturing industry with a strong technical base
Comprehensive consensus built road map for development of both OEMs and
component sector through both SIAM & ACMA
locally available
Strong presence in regional and African markets
Japanese OEMs exporting local JV production, also participating with local
companies in forming JVs in third countries
Strong manufacturing capability, eyeing the quality conscious European
Page 25 of 83
REGIONAL COMPETITORS ANALYSIS
As already stated above, China is the largest exporter of motorcycles.
land, utilities are all state subsidized
the OEMs
The Indian industry enjoys the following benefits in pursuit of its export strategy:
Vibrant component manufacturing industry with a strong technical base
Comprehensive consensus built road map for development of both OEMs and
Japanese OEMs exporting local JV production, also participating with local
Strong manufacturing capability, eyeing the quality conscious European markets
THAILAND The Thai industry is being driven by “Detroit of Asia” Vision.
� 3rd largest auto industry and motorcycle producer (3 million units in 2005)
� Aiming to become regional assembly hub, strong infrastructure support program provided by the training, component development etc.
� Preferential exports to ASEAN countries� Japanese brands dominate
VIETNAM The Vietnamese industry has emerged stronger after the recent failure of a large number of smaller came down from 60 to 12. The current export strategy being followed by Vietnam includes:
� Short term strategy aimed at clearing stocks, dumping at below costs in certain instances
� Exporting to ASEAN due to pref
� Some penetration of the African market� Presence of Japanese OEMs and low costs coupled with strong domestic demand of 1.9 million can help make it a major player
The Thai industry is being driven by “Detroit of Asia” Vision.
3rd largest auto industry and motorcycle producer (3 million units in
Aiming to become regional assembly hub, strong infrastructure support program provided by the government including auto clusters, training, component development etc. Preferential exports to ASEAN countries Japanese brands dominate
The Vietnamese industry has emerged stronger after the recent failure of a large number of smaller companies where the number of producing units came down from 60 to 12. The current export strategy being followed by
Short term strategy aimed at clearing stocks, dumping at below costs in certain instances Exporting to ASEAN due to preferential treatment
Some penetration of the African market Presence of Japanese OEMs and low costs coupled with strong domestic demand of 1.9 million can help make it a major player
Page 26 of 83
The Thai industry is being driven by “Detroit of Asia” Vision.
3rd largest auto industry and motorcycle producer (3 million units in
Aiming to become regional assembly hub, strong infrastructure government including auto clusters,
The Vietnamese industry has emerged stronger after the recent failure of a companies where the number of producing units
came down from 60 to 12. The current export strategy being followed by
Short term strategy aimed at clearing stocks, dumping at below costs
Presence of Japanese OEMs and low costs coupled with strong domestic demand of 1.9 million can help make it a major player
2.9 MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN As stated before the total production of motorcycles is likely to reach 1.7 million units by 2010 – 11. Out of this, the local OEMs should aim to export 100,000 units to Bangladesh, Sri Lanka, Afghanistan, the six Central Asian Republics and selected East African coEthiopia, Djibouti, Kenya, Uganda, etc. ATLAS HONDA: In anticipation of being able to export from Pakistan, Atlas Honda has taken the following measures:
� Setup a new world class production facility near Lahore which can assemble a motorcycle in 35 seconds. This is regarded as one of the most modern Honda plants worldwide
� Atlas Honda has successfully negotiated global rights with Honda� Japan to export the 70CC motorcycle and regional rights for the 125CC motorcycle
� Honda Japan has acknowledged the quality standards and commitment of Atlas Honda
� Atlas Honda has helped upgrade capabilities of its component manufacturers to international standards
� Achieved 93.0% localization which gives them a cost advantage� Worked actively components
� As arranged over 20 technical collaborations for its vendors in Pakistan with the Japanese manufacturers Forcefully presenting their case at all forums
DAWOOD YAMAHA Dawood Yamaha is manufacturingtaken the following steps to increase production and start exports:
� Increased plant capacity from about 72,000 units to 100,000 units per annum.
� Negotiated with Yamaha exclusive marketing rights for Afghanistan and exported some units in 2005. Dawood Yamaha has not been
MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN
before the total production of motorcycles is likely to reach 1.7 11. Out of this, the local OEMs should aim to export
100,000 units to Bangladesh, Sri Lanka, Afghanistan, the six Central Asian Republics and selected East African countries like Eritrea, Somalia, Ethiopia, Djibouti, Kenya, Uganda, etc.
In anticipation of being able to export from Pakistan, Atlas Honda has taken the following measures:
Setup a new world class production facility near Lahore which can semble a motorcycle in 35 seconds. This is regarded as one of the
most modern Honda plants worldwide Atlas Honda has successfully negotiated global rights with HondaJapan to export the 70CC motorcycle and regional rights for the 125CC motorcycle
Japan has acknowledged the quality standards and commitment of Atlas Honda
Atlas Honda has helped upgrade capabilities of its component manufacturers to international standards Achieved 93.0% localization which gives them a cost advantageWorked actively with their supply chain to reduce costs of the
As arranged over 20 technical collaborations for its vendors in Pakistan with the Japanese manufacturers Forcefully presenting their case at all forums
Dawood Yamaha is manufacturing the 100 CC Yamaha motorcycles, it has taken the following steps to increase production and start exports:
Increased plant capacity from about 72,000 units to 100,000 units per
Negotiated with Yamaha exclusive marketing rights for Afghanistan xported some units in 2005. Dawood Yamaha has not been
Page 27 of 83
MOTORCYCLE PRODUCTION POTENTIAL IN PAKISTAN
before the total production of motorcycles is likely to reach 1.7 11. Out of this, the local OEMs should aim to export
100,000 units to Bangladesh, Sri Lanka, Afghanistan, the six Central Asian untries like Eritrea, Somalia,
In anticipation of being able to export from Pakistan, Atlas Honda has taken
Setup a new world class production facility near Lahore which can semble a motorcycle in 35 seconds. This is regarded as one of the
Atlas Honda has successfully negotiated global rights with Honda Japan to export the 70CC motorcycle and regional rights for the
Japan has acknowledged the quality standards and
Atlas Honda has helped upgrade capabilities of its component
Achieved 93.0% localization which gives them a cost advantage with their supply chain to reduce costs of the
As arranged over 20 technical collaborations for its vendors in Pakistan with the Japanese manufacturers Forcefully presenting their
the 100 CC Yamaha motorcycles, it has taken the following steps to increase production and start exports:
Increased plant capacity from about 72,000 units to 100,000 units per
Negotiated with Yamaha exclusive marketing rights for Afghanistan xported some units in 2005. Dawood Yamaha has not been
refunded customs duty by the CBR on CBUs exported to Afghanistan.
� The local sponsors of Dawood Yamaha haveEngineering, a most modern motorcycle component manufacturing unit
SUZUKI MOTORCYCLES
� The Suzuki Motorcycles Pakistan Limited is 84% owned by Suzuki Japan. It is currently producing only 20,000 units of 100, 110, 125 & 150CC capacity.
� The installed capacity of the plant is over 100,000 units which the management is planning to
� Suzuki is currently concentrating on the domestic market where it is investing in developing it dealer network.
� Also the company is investing to develop its vendors� The Company at the moment has no rights for exports, however on country to country basis permission maybe obtained.
refunded customs duty by the CBR on CBUs exported to
al sponsors of Dawood Yamaha have setup Baluchistan Engineering, a most modern motorcycle component manufacturing
MOTORCYCLES
The Suzuki Motorcycles Pakistan Limited is 84% owned by Suzuki Japan. It is currently producing only 20,000 units of 100, 110, 125 &
The installed capacity of the plant is over 100,000 units which the management is planning to utilize in the next five years.
Suzuki is currently concentrating on the domestic market where it is investing in developing it dealer network.Also the company is investing to develop its vendorsThe Company at the moment has no rights for exports, however on country to country basis permission maybe
Page 28 of 83
refunded customs duty by the CBR on CBUs exported to
setup Baluchistan Engineering, a most modern motorcycle component manufacturing
The Suzuki Motorcycles Pakistan Limited is 84% owned by Suzuki Japan. It is currently producing only 20,000 units of 100, 110, 125 &
The installed capacity of the plant is over 100,000 units which the utilize in the next five years.
Suzuki is currently concentrating on the domestic market where it is investing in developing it dealer network. Also the company is investing to develop its vendors The Company at the moment has no rights for exports, however on country to country basis permission maybe
2.10 PROBLEMS FACED BY COMPONENT MANUFACTURERS &
Survey of the component manufacturers supplying to both the Japanese and the
Chinese OEMs revealed a number
paragraphs contain a summary of the problems being faced along with their solutions.
The percentage signs in brackets indicate % of respondents who felt that this was a
major problem.
Problem #1: Utilities like electricity, gas etc., are expensive and their
(100.0%).
Solution: Move component suppliers into Motorcycle Parks or clusters
them electricity through gas powered generation plants.
Problem # 2: Land is expensive (95.0%)
Solution: Move component manufacturers into Motorcycle Parks or
provide them land at affordable prices.
Problem # 3: Non availability of skilled workers (64.0%)
Solution: Upgrade vocational skill centres and setup training facilities
Parks or vendor clusters.
Problem # 4: Cheap under invoiced imports are damaging the local
(95.0%)
Solution: Formulate and implement mechanism for fair valuation of
through a committee comprising representatives o
PAPAAM. The local component industry is
market because of the availability of under invoiced parts. In addition there is no
guarantee that the parts which are imported are of the required qu
manufacturer or importer in most cases cannot be traced in case any
PROBLEMS FACED BY COMPONENT MANUFACTURERS &THEIR SOLUTIONS
Survey of the component manufacturers supplying to both the Japanese and the
Chinese OEMs revealed a number of problems being faced by them. The following
paragraphs contain a summary of the problems being faced along with their solutions.
The percentage signs in brackets indicate % of respondents who felt that this was a
ke electricity, gas etc., are expensive and their
Move component suppliers into Motorcycle Parks or clusters
them electricity through gas powered generation plants.
Land is expensive (95.0%)
Move component manufacturers into Motorcycle Parks or
provide them land at affordable prices.
Non availability of skilled workers (64.0%)
Upgrade vocational skill centres and setup training facilities
Cheap under invoiced imports are damaging the local
Formulate and implement mechanism for fair valuation of
through a committee comprising representatives of EDB, Customs, OEMs and
PAPAAM. The local component industry is effectively out of the Replacement Parts
availability of under invoiced parts. In addition there is no
that the parts which are imported are of the required qu
manufacturer or importer in most cases cannot be traced in case any
Page 29 of 83
PROBLEMS FACED BY COMPONENT MANUFACTURERS &
Survey of the component manufacturers supplying to both the Japanese and the
of problems being faced by them. The following
paragraphs contain a summary of the problems being faced along with their solutions.
The percentage signs in brackets indicate % of respondents who felt that this was a
ke electricity, gas etc., are expensive and their supply is erratic
Move component suppliers into Motorcycle Parks or clusters and provide
Move component manufacturers into Motorcycle Parks or clusters and
Upgrade vocational skill centres and setup training facilities in the Motorcycle
Cheap under invoiced imports are damaging the local vendor industry
Formulate and implement mechanism for fair valuation of imported parts
EDB, Customs, OEMs and
effectively out of the Replacement Parts
availability of under invoiced parts. In addition there is no
that the parts which are imported are of the required quality. The
manufacturer or importer in most cases cannot be traced in case any part fails
Problem # 5: Locally available raw material is expensive as compared
competitors (91.0%)
Solution: Form vendor buying coops to reduce cost by buying in bulk
Problem # 6: Sales Tax and other government departments are
vendor industry (77.0%).
Solution: Increase contacts between component manufacturers and
departments, EDB can act as mediator.
Problem # 7: Engineering Development Board is not monitoring and
localized parts list. This list has not been updated since
Solution: PAAPAM should get the list updated on a quarterly basis by
with EDB.
Locally available raw material is expensive as compared
Form vendor buying coops to reduce cost by buying in bulk
Sales Tax and other government departments are
Increase contacts between component manufacturers and
can act as mediator.
Engineering Development Board is not monitoring and
localized parts list. This list has not been updated since 2004 (59.0%).
PAAPAM should get the list updated on a quarterly basis by
Page 30 of 83
Locally available raw material is expensive as compared to regional
Form vendor buying coops to reduce cost by buying in bulk
victimizing the local
Increase contacts between component manufacturers and relevant
Engineering Development Board is not monitoring and upgrading the
2004 (59.0%).
PAAPAM should get the list updated on a quarterly basis by working closely
DEPARTMENTS UNDER STUDY
INTERNSHIP
1. Human Resource Department2. Administration & I.R3. Spare Parts4. Institutional Sales5. Services
DEPARTMENTS UNDER STUDY
DURING INTERNSHIP
uman Resource Department (3 Weeks)Administration & I.R (1 Week)Spare Parts (3 Days)Institutional Sales (1 Week)
(3 Days)
Page 31 of 83
DEPARTMENTS UNDER STUDY
INTERNSHIP
(3 Weeks) (1 Week) (3 Days) (1 Week) (3 Days)
Human
Resource
Department
Human
Resource
Department
Page 32 of 83
Human
Resource
Department
FUNCTIONS OF HUMAN RESOURCE DEPARTMENT
1. Recruiting & Selection This includes activities like giving ads on appropriate media so that potential candidates
are attracted and after acquiring a pool deserving
merit basis.
2. Training & Development Selecting a good employee is not enough till he is trained to give his best for the
organization. To make him more useful for the organization an induction process is
done at AHL.
3. Performance Appraisal Now when an employee is trained and he has performed his job for a certain period
then company has to identify if that person is doing his work according to job description
so they conduct performance appraisal.
4. Compensation On the basis of performance appraisal employees are compensated according to their
performance. High performing employees get encouragement certificates and cash
rewards.
All above functions are performed by H.R specialist team at Honda both collectively and
individually. Now I will explain who performs what in Honda H.R department
FUNCTIONS OF HUMAN RESOURCE DEPARTMENT
Recruiting & Selection
This includes activities like giving ads on appropriate media so that potential candidates
are attracted and after acquiring a pool deserving candidates are selected purely on
Training & Development
Selecting a good employee is not enough till he is trained to give his best for the
organization. To make him more useful for the organization an induction process is
Performance Appraisal
Now when an employee is trained and he has performed his job for a certain period
then company has to identify if that person is doing his work according to job description
so they conduct performance appraisal.
Compensation
the basis of performance appraisal employees are compensated according to their
High performing employees get encouragement certificates and cash
functions are performed by H.R specialist team at Honda both collectively and
individually. Now I will explain who performs what in Honda H.R department
Page 33 of 83
FUNCTIONS OF HUMAN RESOURCE DEPARTMENT
This includes activities like giving ads on appropriate media so that potential candidates
candidates are selected purely on
Selecting a good employee is not enough till he is trained to give his best for the
organization. To make him more useful for the organization an induction process is
Now when an employee is trained and he has performed his job for a certain period
then company has to identify if that person is doing his work according to job description
the basis of performance appraisal employees are compensated according to their
High performing employees get encouragement certificates and cash
functions are performed by H.R specialist team at Honda both collectively and
individually. Now I will explain who performs what in Honda H.R department.
3. RECRUITMENT & SELECTION PROCESS
Requisition Slip
Approval
Advertisment
Pool
Short Listing
/Screening
RECRUITMENT & SELECTION PROCESS
Written Test
1st Interview
2nd Interview
Medical
Induction Plan
Probation Evalation
Confirmation
Page 34 of 83
RECRUITMENT & SELECTION PROCESS
Data Entry
Probation Evalation
Confirmation
3.1 STANDARD OPERATING PROCEDURES (SOPs)RATIONAL
Ad is prepared by Manager HR but the
done by CEO while the final selection of
HR.
CEO issues letters of appointment
and another copy to Corporate
At very first step HR department receives a requisition slip from the department
requiring a new employee this goes to HR manager. HR manager brings this in notice of
GMHR who is the approving authority for the recruitment and selection process.
is approved by GMHR an advertisement is given in the pre decided mediums.
as public gets to know about the vacancy they send in their CVs the pool of these CVs
is short listed and a letter for the written test is sent to the candidates.
Candidates who pass the written test
after first interview candidates are eliminated
subjected to a medical examination and success in that medical examination will make
you on probation employee at AHL.
The induction program for joining employees is necessary as per new training policy
approved by GEC.
Separate induction program is prepared for new employees:
1. Up to grade 11
2. From grade 12 and above
STANDARD OPERATING PROCEDURES (SOPs)RATIONAL FOR RECRUITING & SELECTION
Ad is prepared by Manager HR but the Final selection of staff of grade 11 and above is
CEO while the final selection of staff of grade 12 or below is done by Director
CEO issues letters of appointment and salary documents with a copy to HR Department
and another copy to Corporate Office.
At very first step HR department receives a requisition slip from the department
requiring a new employee this goes to HR manager. HR manager brings this in notice of
GMHR who is the approving authority for the recruitment and selection process.
is approved by GMHR an advertisement is given in the pre decided mediums.
as public gets to know about the vacancy they send in their CVs the pool of these CVs
is short listed and a letter for the written test is sent to the candidates.
the written test are then called for two interviews and remember
first interview candidates are eliminated. Whoever passes 2
subjected to a medical examination and success in that medical examination will make
bation employee at AHL.
a. INDUCTION PLAN
The induction program for joining employees is necessary as per new training policy
Separate induction program is prepared for new employees:
Up to grade 11
From grade 12 and above
Page 35 of 83
STANDARD OPERATING PROCEDURES (SOPs) & FOR RECRUITING & SELECTION
Final selection of staff of grade 11 and above is
grade 12 or below is done by Director
with a copy to HR Department
At very first step HR department receives a requisition slip from the department
requiring a new employee this goes to HR manager. HR manager brings this in notice of
GMHR who is the approving authority for the recruitment and selection process. Once it
is approved by GMHR an advertisement is given in the pre decided mediums. As soon
as public gets to know about the vacancy they send in their CVs the pool of these CVs
is short listed and a letter for the written test is sent to the candidates.
are then called for two interviews and remember
. Whoever passes 2nd interview is
subjected to a medical examination and success in that medical examination will make
The induction program for joining employees is necessary as per new training policy
HR Department of every company will find out a mentor from each department who will
organize the induction in his department. There will be an overall mentor who will keep
liaison with new employee to make him comfortable during induction period so that h
can focus on the main objective of this program.
Program- 1
Up to grade 11:
The incumbent’s job will be mostly clerical/repetitive nature so mostly concern
with his job. Following will be the program for this level of employees.
1- Group Video and brochu
2- Organization charts of company and group.
3- HR systems (MBO performance appraisal etc)
4- Staff rules and his grade related entitlement.
5- All necessary info regarding timings, uniform, canteen and transport etc.
6- Introduction to his mana
7- Visit of all the departments for 3 hours each in which specifically the
related employees will brief about his respective departments in routine
business.
8- Job description of the incumbent.
9- Departmental objective and his expected specific role.
HR Department of every company will find out a mentor from each department who will
organize the induction in his department. There will be an overall mentor who will keep
liaison with new employee to make him comfortable during induction period so that h
can focus on the main objective of this program.
The incumbent’s job will be mostly clerical/repetitive nature so mostly concern
with his job. Following will be the program for this level of employees.
Group Video and brochure.
Organization charts of company and group.
HR systems (MBO performance appraisal etc)
Staff rules and his grade related entitlement.
All necessary info regarding timings, uniform, canteen and transport etc.
Introduction to his manager, peers and colleagues.
Visit of all the departments for 3 hours each in which specifically the
related employees will brief about his respective departments in routine
Job description of the incumbent.
Departmental objective and his expected specific role.
Page 36 of 83
HR Department of every company will find out a mentor from each department who will
organize the induction in his department. There will be an overall mentor who will keep
liaison with new employee to make him comfortable during induction period so that he
The incumbent’s job will be mostly clerical/repetitive nature so mostly concern
with his job. Following will be the program for this level of employees.
All necessary info regarding timings, uniform, canteen and transport etc.
ger, peers and colleagues.
Visit of all the departments for 3 hours each in which specifically the
related employees will brief about his respective departments in routine
Dept. Mgr
Dept. Mgr
Duration of Induction
Other departments
His own department (depends on size and location)
Total duration
The company HR will issue his induction program. The incumbent will submit his
induction experience to HR Manager. His report will be studied and if it is useful will be
presented in Managers meeting after the approval of CEO. Half an hour presentation
will be enough.
The presentation should cover cultural, discipline and technical issues.
Program – 2
For grade 12 and above:
The incumbent’s job will be at middle /senior management level and requires routine
decision making so he should be equipped with
interaction with all his peers and department managers. He should have fair knowledge
of group companies specially related to his job.
1. Group video and brochure
2. Organization charts of company and group
3. Systems (MBO, performance appraisal etc)
4. Staff rules and his grade related entitlement.
HR
Other departments
His own department (depends on size and location)
Total duration
The company HR will issue his induction program. The incumbent will submit his
induction experience to HR Manager. His report will be studied and if it is useful will be
presented in Managers meeting after the approval of CEO. Half an hour presentation
The presentation should cover cultural, discipline and technical issues.
For grade 12 and above:
The incumbent’s job will be at middle /senior management level and requires routine
decision making so he should be equipped with good knowledge of his job and fair
interaction with all his peers and department managers. He should have fair knowledge
of group companies specially related to his job.
Group video and brochure
Organization charts of company and group
Systems (MBO, performance appraisal etc)
Staff rules and his grade related entitlement.
Page 37 of 83
1 Day
5 Days
1 ~ 7 Days
7 ~ 14 Days
The company HR will issue his induction program. The incumbent will submit his
induction experience to HR Manager. His report will be studied and if it is useful will be
presented in Managers meeting after the approval of CEO. Half an hour presentation
The presentation should cover cultural, discipline and technical issues.
The incumbent’s job will be at middle /senior management level and requires routine
good knowledge of his job and fair
interaction with all his peers and department managers. He should have fair knowledge
5. All necessary info regarding timings, uniform, canteen and transport etc
6. Visit of all the departments for 3 hours each in which specifically the
related employees will brief about his respective departments in routine
business.
7. Job description of the incumbent.
8. Departmental objective and
9. Visit to other group companies located in same area
Specifically he should meet his peers in group companies to department understand
the nature of interaction which will take place between them manager in routine
business will arrange.
Duration of Induction:
HR
Other departments
His own department (depends on size and
location)
Group Companies
Total duration
The Company HR will issue his induction program. The incumbent will submit his/her induction
experience to GMHR of his company. His report will be studied and if it is useful will be
presented in Managers meeting after the approval of CEO. Half an hour p
enough.
All necessary info regarding timings, uniform, canteen and transport etc
Visit of all the departments for 3 hours each in which specifically the
related employees will brief about his respective departments in routine
Job description of the incumbent.
Departmental objective and his expected specific role.
Visit to other group companies located in same area
Specifically he should meet his peers in group companies to department understand
the nature of interaction which will take place between them manager in routine
Duration of Induction:
1 Day
Other departments 5 Days
His own department (depends on size and 1 ~ D
Group Companies 3 Days
Total duration 10 ~ 11
The Company HR will issue his induction program. The incumbent will submit his/her induction
experience to GMHR of his company. His report will be studied and if it is useful will be
presented in Managers meeting after the approval of CEO. Half an hour p
Page 38 of 83
All necessary info regarding timings, uniform, canteen and transport etc
Visit of all the departments for 3 hours each in which specifically the
related employees will brief about his respective departments in routine
his expected specific role.
Specifically he should meet his peers in group companies to department understand
the nature of interaction which will take place between them manager in routine
ay
ays
1 ~ Day
ays
Days
The Company HR will issue his induction program. The incumbent will submit his/her induction
experience to GMHR of his company. His report will be studied and if it is useful will be
presented in Managers meeting after the approval of CEO. Half an hour presentation will be
4. TRAINING & DEVELOPMENT
AHL is determined to take employee training and development as a continuous process
that eventually will result in performing the employees best at the jobs entrusted to them.
The broad objectives of the training should be to:
• Match the training with specific job assignments.
• Enable the successful trainees to acquire and apply the training lessons in their
work;
• Specify the criteria for acceptable performance;
• Elicit target behavior (acceptable performance) from the trainees.
• Promote continuous employee performance improvement.
• Encourage career-long learning.
• Provide an environment that fosters learning and encourages employee
participation.
• Provide learning exp
reasoning, confidence, judgment, and self
• Cultivate a work culture that provides a balance between organizational goals
and personal development.
4.2 Employee Training and Development Strategies
In an effort to serve employees better and to develop them for the upcoming roles at
AHL, we work to:
TRAINING & DEVELOPMENT
AHL is determined to take employee training and development as a continuous process
that eventually will result in performing the employees best at the jobs entrusted to them.
4.1 Training Objectives
The broad objectives of the training should be to:
Match the training with specific job assignments.
Enable the successful trainees to acquire and apply the training lessons in their
Specify the criteria for acceptable performance;
cit target behavior (acceptable performance) from the trainees.
Promote continuous employee performance improvement.
long learning.
Provide an environment that fosters learning and encourages employee
Provide learning experiences that facilitate the improvement of employee
reasoning, confidence, judgment, and self-esteem.
Cultivate a work culture that provides a balance between organizational goals
and personal development.
Employee Training and Development Strategies
In an effort to serve employees better and to develop them for the upcoming roles at
Page 39 of 83
TRAINING & DEVELOPMENT
AHL is determined to take employee training and development as a continuous process
that eventually will result in performing the employees best at the jobs entrusted to them.
Enable the successful trainees to acquire and apply the training lessons in their
cit target behavior (acceptable performance) from the trainees.
Provide an environment that fosters learning and encourages employee
eriences that facilitate the improvement of employee
Cultivate a work culture that provides a balance between organizational goals
Employee Training and Development Strategies
In an effort to serve employees better and to develop them for the upcoming roles at
• Assess employee training and development needs regularly, in an effort to
improve employee performance.
• Provide employees with a reasonable number of eq
training and development opportunities.
The objective to assist supervisors and managers lies in the following area
To assist managers and supervisors to:
• Participate in performance management processes that are collaborative with
your employees, and result in "no surprises" for either of you.
• Develop and manage a performance management process that includes annual
performance planning, employee development
performance evaluation.
• Set clear employee performance goals that align with AHL vision, mission and
goals.
• Provide on-going performance feedback with adequate documentation
throughout the performance management cycle.
Understand and deal effectively with performance management related special
circumstances, as they occur.
a. Objective
To help each individual, in the interest of the Company and himself, to do his present
job more effectively and to help him equip himself for higher responsibility to reach his
optimum potential.
b. Policy
Training is a line responsibility. Each manager is
adequate development opportunity to promote maximum growth in each of his
Assess employee training and development needs regularly, in an effort to
improve employee performance.
Provide employees with a reasonable number of equitable and consistent
training and development opportunities.
The objective to assist supervisors and managers lies in the following area
To assist managers and supervisors to:
Participate in performance management processes that are collaborative with
your employees, and result in "no surprises" for either of you.
Develop and manage a performance management process that includes annual
performance planning, employee development, on-going feedback and
performance evaluation.
Set clear employee performance goals that align with AHL vision, mission and
going performance feedback with adequate documentation
throughout the performance management cycle.
and deal effectively with performance management related special
circumstances, as they occur.
4.3 Training Policy
To help each individual, in the interest of the Company and himself, to do his present
job more effectively and to help him equip himself for higher responsibility to reach his
Training is a line responsibility. Each manager is fully responsible for providing
adequate development opportunity to promote maximum growth in each of his
Page 40 of 83
Assess employee training and development needs regularly, in an effort to
uitable and consistent
The objective to assist supervisors and managers lies in the following area
Participate in performance management processes that are collaborative with
your employees, and result in "no surprises" for either of you.
Develop and manage a performance management process that includes annual
going feedback and
Set clear employee performance goals that align with AHL vision, mission and
going performance feedback with adequate documentation
and deal effectively with performance management related special
To help each individual, in the interest of the Company and himself, to do his present
job more effectively and to help him equip himself for higher responsibility to reach his
fully responsible for providing
adequate development opportunity to promote maximum growth in each of his
subordinates. A Manager’s contribution in this respect is an important consideration in
his own appraisal by his superior. Each General Manager mus
participate in fulfilling the training needs of his subordinates with particular attention to;
• Systematically determining training needs for each subordinate.
• Setting his training objectives and plans to achieve them
• Monitoring the implementation of these plans
• Evaluating the effects and usefulness of the training being given with a view to, if
necessary modify the training plans.
• Motivating subordinates to improve performance and to make full use to training.
• Following above, each CEO is responsible for effective training in his unit.
i. Formal training courses, both inside and out side the company, should only be a
part of a Manager’s over all plan for the development of his subordinates.
Informal day to day on the jo
important part of a Manager’s responsibility in training.
ii. Corporate HR department has an advisory role in providing Line Managers
whatever advice / assistance they may require. In particular, opportunities wil
be provided to line Managers for improving their Training Skills.
iii. Formal training should be in the form of in
as possible.
c. Implementation
This policy shall be implemented by the following four main activities.
1. Each Manager shall review the development needs of his subordinates
constantly but more specifically at the time of annual appraisals when the
development plans of a subordinate should be agreed with him. The CEO
concerned shall be actively involved in the
motivate his subordinates to make full use of the training being provided.
2. Each Manager shall constantly monitor the effectiveness of training being
given and shall provide feedback to Corporate HR Department.
subordinates. A Manager’s contribution in this respect is an important consideration in
his own appraisal by his superior. Each General Manager must personally actively
participate in fulfilling the training needs of his subordinates with particular attention to;
Systematically determining training needs for each subordinate.
Setting his training objectives and plans to achieve them
Monitoring the implementation of these plans
Evaluating the effects and usefulness of the training being given with a view to, if
necessary modify the training plans.
Motivating subordinates to improve performance and to make full use to training.
ing above, each CEO is responsible for effective training in his unit.
Formal training courses, both inside and out side the company, should only be a
part of a Manager’s over all plan for the development of his subordinates.
Informal day to day on the job coaching must be regarded as the most
important part of a Manager’s responsibility in training.
Corporate HR department has an advisory role in providing Line Managers
whatever advice / assistance they may require. In particular, opportunities wil
be provided to line Managers for improving their Training Skills.
Formal training should be in the form of in-company courses /seminars as far
This policy shall be implemented by the following four main activities.
Each Manager shall review the development needs of his subordinates
constantly but more specifically at the time of annual appraisals when the
development plans of a subordinate should be agreed with him. The CEO
concerned shall be actively involved in the process. The Line Manager shall
motivate his subordinates to make full use of the training being provided.
Each Manager shall constantly monitor the effectiveness of training being
given and shall provide feedback to Corporate HR Department.
Page 41 of 83
subordinates. A Manager’s contribution in this respect is an important consideration in
t personally actively
participate in fulfilling the training needs of his subordinates with particular attention to;
Systematically determining training needs for each subordinate.
Evaluating the effects and usefulness of the training being given with a view to, if
Motivating subordinates to improve performance and to make full use to training.
ing above, each CEO is responsible for effective training in his unit.
Formal training courses, both inside and out side the company, should only be a
part of a Manager’s over all plan for the development of his subordinates.
b coaching must be regarded as the most
Corporate HR department has an advisory role in providing Line Managers
whatever advice / assistance they may require. In particular, opportunities will
be provided to line Managers for improving their Training Skills.
company courses /seminars as far
This policy shall be implemented by the following four main activities.
Each Manager shall review the development needs of his subordinates
constantly but more specifically at the time of annual appraisals when the
development plans of a subordinate should be agreed with him. The CEO
process. The Line Manager shall
motivate his subordinates to make full use of the training being provided.
Each Manager shall constantly monitor the effectiveness of training being
given and shall provide feedback to Corporate HR Department.
3. If at any stage the Line Manager wishes to
so after agreement with his CEO and if
Department.
4. Once a year all CEOs shall individually, formally review all aspects of
development activity in their
stage the Line Manager wishes to change the training plan he may
so after agreement with his CEO and if necessary advice from Corporate
Once a year all CEOs shall individually, formally review all aspects of
development activity in their units.
Page 42 of 83
change the training plan he may do
necessary advice from Corporate HR
Once a year all CEOs shall individually, formally review all aspects of
Performance Gap Identified
Cost Benefit Analysis
Training Report
4.4 TRAINING PROCESS
Report by Immediate Supervisor
Training Need Assessme
GM's ApprovalTraining Institute
Selection
Post Training Performance
Analysis of Pre and Post Training
Performance
Page 43 of 83
Training Need Assessment
Training Institute Selection
Analysis of Pre and Post Training
Performance
4.5 STANDARD OPERATING PROCEDURES (SOPs)
RATIONAL FOR TRAINING
Any new employee is never familiar with the culture and working conditions of a new
company, to make him feel at home
socialization is done during the induction stage
employees is done also.
What if an employee is been working for some time and if he starts performing bad,
there should be some measure for that and it is covered under training and
development.
Boss of every employee keeps a check on his performance and when he sees a
continuous decline in his subordinate’s performance he can always identify a gap.
the identification of that gap he extends a report to the
He also conducts a cost benefit analysis to determine the importance of skills lacked by
the employee. He then takes this working to the GM who is the training approving
authority. After training has been approved by GM it is now the responsibility of
Executive HR to select the institution of training.
After employee is done with the training that ranges from 2 weeks to a month he is
supposed to submit a report describing his training experience and how training has
helped him overcome his shortcomings.
Now he is allowed to perform again normal working
his performance is checked again.
see if the training has improved his skills or not.
STANDARD OPERATING PROCEDURES (SOPs)
RATIONAL FOR TRAINING & DEVELOPMENT
Any new employee is never familiar with the culture and working conditions of a new
company, to make him feel at home socialization and training is important. At AHL
socialization is done during the induction stage while some part of training for new
What if an employee is been working for some time and if he starts performing bad,
some measure for that and it is covered under training and
Boss of every employee keeps a check on his performance and when he sees a
continuous decline in his subordinate’s performance he can always identify a gap.
that gap he extends a report to the Manager HR, who identifies TNA.
a cost benefit analysis to determine the importance of skills lacked by
He then takes this working to the GM who is the training approving
raining has been approved by GM it is now the responsibility of
Executive HR to select the institution of training.
After employee is done with the training that ranges from 2 weeks to a month he is
supposed to submit a report describing his training experience and how training has
his shortcomings.
Now he is allowed to perform again normal working conditions and after a certain period
his performance is checked again. Pre training and post training data is then matched to
see if the training has improved his skills or not.
Page 44 of 83
STANDARD OPERATING PROCEDURES (SOPs) &
DEVELOPMENT
Any new employee is never familiar with the culture and working conditions of a new
socialization and training is important. At AHL
while some part of training for new
What if an employee is been working for some time and if he starts performing bad,
some measure for that and it is covered under training and
Boss of every employee keeps a check on his performance and when he sees a
continuous decline in his subordinate’s performance he can always identify a gap. At
Manager HR, who identifies TNA.
a cost benefit analysis to determine the importance of skills lacked by
He then takes this working to the GM who is the training approving
raining has been approved by GM it is now the responsibility of
After employee is done with the training that ranges from 2 weeks to a month he is
supposed to submit a report describing his training experience and how training has
conditions and after a certain period
Pre training and post training data is then matched to
HUMAN RESOURCE HIERARCHY AT
Executive Human
Resource
UMAN RESOURCE HIERARCHY AT AHL
G.M Human Resource /
Administration
N.M Human Resource
Manager Human
Resource
Executive Human
Resource
Page 45 of 83
AHL
Executive Human
Resource
Following are the staff work
and designation is described with their job descriptions.
Miss Asma Manager Human Resource
Responsibilities:
1. Personal Loans These are the kinds of loan extended to the employees by the AHL. These
given against Provident Fund and are payable in installments.
2. Recruitment She monitors all recruiting activities like:
i) Budget for recruitment
ii) Ad preparation
iii) Selection of Medium
3. Reports She prepares the reports for Management Committee, Group
Whenever a meeting is commenced she takes notes of that and prepares a report later
to be circulated among the concerning authorities.
4. H.R Information System This system includes all work functions regarding H.R and her responsibili
supervise all functions and to make a report for the National Manager.
Following are the staff working at AHL in Human Resource Department
and designation is described with their job descriptions.
Human Resource
These are the kinds of loan extended to the employees by the AHL. These
given against Provident Fund and are payable in installments.
She monitors all recruiting activities like:
Budget for recruitment
Selection of Medium
She prepares the reports for Management Committee, Group Executive Committee.
Whenever a meeting is commenced she takes notes of that and prepares a report later
to be circulated among the concerning authorities.
H.R Information System
This system includes all work functions regarding H.R and her responsibili
supervise all functions and to make a report for the National Manager.
Page 46 of 83
ing at AHL in Human Resource Department. Their name
These are the kinds of loan extended to the employees by the AHL. These loans are
Executive Committee.
Whenever a meeting is commenced she takes notes of that and prepares a report later
This system includes all work functions regarding H.R and her responsibility is to
supervise all functions and to make a report for the National Manager.
SOPs & RATIONAL FOLLOWED BY MISS ASMA Being Manager HR she is answerable to NM and GM
she has to make sure of many documents because it involves monetary issues.
an employee comes with a request to take loan against his provident fund following
documents are important:
1. Employees Employment
2. Provident Fund Documents
She consults the matter with NM and with the approval by NM loan is awarded to the
employee.
Designing of recruitment ad and budget determination is also her responsibility. After
preparing ad within the budget limit the ad is shown to
with that then the recruitment ad is given through desired medium.
She maintains the record of management committee reports it is her responsibility to
attend the meetings and make a report within a week and then she sends the c
that report to the CEO and the officials who have attended the meeting.
SOPs & RATIONAL FOLLOWED BY MISS ASMA
Being Manager HR she is answerable to NM and GM. While dealing in personal loans
she has to make sure of many documents because it involves monetary issues.
an employee comes with a request to take loan against his provident fund following
Employment Record
ent Fund Documents
She consults the matter with NM and with the approval by NM loan is awarded to the
Designing of recruitment ad and budget determination is also her responsibility. After
preparing ad within the budget limit the ad is shown to NM and GM and if both agree
with that then the recruitment ad is given through desired medium.
She maintains the record of management committee reports it is her responsibility to
attend the meetings and make a report within a week and then she sends the c
that report to the CEO and the officials who have attended the meeting.
Page 47 of 83
SOPs & RATIONAL FOLLOWED BY MISS ASMA
While dealing in personal loans
she has to make sure of many documents because it involves monetary issues. When
an employee comes with a request to take loan against his provident fund following
She consults the matter with NM and with the approval by NM loan is awarded to the
Designing of recruitment ad and budget determination is also her responsibility. After
NM and GM and if both agree
She maintains the record of management committee reports it is her responsibility to
attend the meetings and make a report within a week and then she sends the copies of
that report to the CEO and the officials who have attended the meeting.
Mr. Omer Akram Executive Human Resource: Responsibilities:
1. Insurance Employees at AHL are insured in three dimensions:
i) Life Insurance
ii) Health Insurance
iii) Accidental Insurance
Insurance are covered by two different insurance companies
i) New Jubilee Life Insurance Company (covers Life & Health Insurance)
ii) Atlas Insurance (covers Accidental Insurance)
2. Job Descriptions:
He also maintains a data bank of all
updated as per the requirement of the jobs. Administration and H.R managers ar
responsible for updating J.Ds
3. Training Need Assessment: Immediate boss reports the performance of his subordinates at the t
appraisal. A list of employees needing any kind of training is generated with the
suggestion from the immediate boss of a particular employee. Now this list is handed
over to General Manager and Mangers to identify what kind of training
to which employee. They decide on this Training Need Assessment in the meeting
presided by General Manager Human Resource, Administration & IR.
Executive Human Resource:
Employees at AHL are insured in three dimensions:
Health Insurance
Accidental Insurance
Insurance are covered by two different insurance companies
New Jubilee Life Insurance Company (covers Life & Health Insurance)
Atlas Insurance (covers Accidental Insurance)
Job Descriptions:
He also maintains a data bank of all Job Descriptions of all the employees which is
updated as per the requirement of the jobs. Administration and H.R managers ar
J.Ds.
Training Need Assessment:
Immediate boss reports the performance of his subordinates at the t
appraisal. A list of employees needing any kind of training is generated with the
suggestion from the immediate boss of a particular employee. Now this list is handed
over to General Manager and Mangers to identify what kind of training
to which employee. They decide on this Training Need Assessment in the meeting
presided by General Manager Human Resource, Administration & IR.
Page 48 of 83
New Jubilee Life Insurance Company (covers Life & Health Insurance)
Job Descriptions of all the employees which is
updated as per the requirement of the jobs. Administration and H.R managers are
Immediate boss reports the performance of his subordinates at the time of performance
appraisal. A list of employees needing any kind of training is generated with the
suggestion from the immediate boss of a particular employee. Now this list is handed
over to General Manager and Mangers to identify what kind of training should be given
to which employee. They decide on this Training Need Assessment in the meeting
presided by General Manager Human Resource, Administration & IR.
SOPs & RATIONAL FOLLOWED BY M
He works closely with the insurance companies to
covered under the promised policy.
company aware of addition and deletion of employees.
Health Insurance. While under accidental insuranc
family members of that rider are not covered.
Addition is done when:
1. A new employee comes in
2. Employee gets married
3. Birth of daughter or son to any employee
In above case Mr. Omer sends following documents to the insur
1. Proof of above three happenings
2. Employees Insurance Number (if any because in case of new employee
there will be no number)
3. Copy of Insurance Plan
All these documents and a letter by National Manager
company through courier.
In response to this insurance company sends an e
as they receive the documents
while the insurance card is sent within next
Second scenario is of deletion so a
1. Employee Leaves
All above addition process will be repeated to cover this deletion.
Atlas Honda follows the concept of MBO management by
emphasizes the importance of
or new year targets are updated then every employee above grade 11 has to meet
Manager Administration to discuss it on mutual basis.
updated this record comes to Mr. O
determine whether every employee is following his J.D in the right direction.
SOPs & RATIONAL FOLLOWED BY Mr. OMER AKRAM
He works closely with the insurance companies to make sure every employee at AHL is
covered under the promised policy. It is a part of his daily routine to make insurance
company aware of addition and deletion of employees. This process is
While under accidental insurance only test riders are covered
family members of that rider are not covered.
A new employee comes in
Employee gets married
Birth of daughter or son to any employee
In above case Mr. Omer sends following documents to the insurance company:
Proof of above three happenings
Employees Insurance Number (if any because in case of new employee
there will be no number)
Copy of Insurance Plan
All these documents and a letter by National Manager are sent to the insurance
In response to this insurance company sends an e-mail of acknowledgement as soon
as they receive the documents. They send the confirmation documents in next 2 days
while the insurance card is sent within next 2 weeks.
Second scenario is of deletion so a deletion is done when:
Employee Leaves
All above addition process will be repeated to cover this deletion.
Atlas Honda follows the concept of MBO management by object;
emphasizes the importance of worker in setting the target. So whenever job description
or new year targets are updated then every employee above grade 11 has to meet
Manager Administration to discuss it on mutual basis. When all job descriptions are
updated this record comes to Mr. Omer Akram. Now it is the responsibility of him to
determine whether every employee is following his J.D in the right direction.
Page 49 of 83
r. OMER AKRAM
make sure every employee at AHL is
It is a part of his daily routine to make insurance
This process is same for Life &
e only test riders are covered so the
ance company:
Employees Insurance Number (if any because in case of new employee
sent to the insurance
mail of acknowledgement as soon
They send the confirmation documents in next 2 days
object; this concept
So whenever job description
or new year targets are updated then every employee above grade 11 has to meet
When all job descriptions are
mer Akram. Now it is the responsibility of him to
determine whether every employee is following his J.D in the right direction.
Mr. Syed Zeeshan HaiderExecutive Human Resource Responsibilities:
1. Data retrieval from all six attendance machines installed
2. Updating Daily Automated Attendance
3. Generating attendance report of previous day (3 shifts) and presented to
General Manager Human Resource, Administration & IR
4. Twice a month an *“Inconvenience Allowance Report” is generated which
is to be submitted to the finance department.
5. Salary Processing
*Inconvenience Allowance Report:
day or four hours more then the official working hours.
SOPs & RATIONAL FOLLOWED BY M
He is mostly responsible for all the attendance issues. Everyday first part of his job is to
retrieve the attendance data from automated machines and then he prepares a report
consisting of the data of all the machines and of all the shifts. GM dem
previous day three shifts.
Workers who go out of the plant have to submit an attendance slip for that at the gate.
Very next day these slips will be on the table of Mr. Zeeshan who has to make sure that
the record of half day leave or full
All his activities help to determine that which employee deserves reward for his
regularity.
Syed Zeeshan Haider Executive Human Resource
Data retrieval from all six attendance machines installed
Updating Daily Automated Attendance
Generating attendance report of previous day (3 shifts) and presented to
General Manager Human Resource, Administration & IR
Twice a month an *“Inconvenience Allowance Report” is generated which
submitted to the finance department.
Salary Processing
Inconvenience Allowance Report: It includes the list of Grade 16 or above who have worked on an off
day or four hours more then the official working hours.
SOPs & RATIONAL FOLLOWED BY Mr. ZEESHAN
He is mostly responsible for all the attendance issues. Everyday first part of his job is to
retrieve the attendance data from automated machines and then he prepares a report
of all the machines and of all the shifts. GM dem
Workers who go out of the plant have to submit an attendance slip for that at the gate.
Very next day these slips will be on the table of Mr. Zeeshan who has to make sure that
the record of half day leave or full day leave is maintained.
All his activities help to determine that which employee deserves reward for his
Page 50 of 83
Data retrieval from all six attendance machines installed at plant
Generating attendance report of previous day (3 shifts) and presented to
General Manager Human Resource, Administration & IR
Twice a month an *“Inconvenience Allowance Report” is generated which
It includes the list of Grade 16 or above who have worked on an off
r. ZEESHAN HAIDER
He is mostly responsible for all the attendance issues. Everyday first part of his job is to
retrieve the attendance data from automated machines and then he prepares a report
of all the machines and of all the shifts. GM demands a report of
Workers who go out of the plant have to submit an attendance slip for that at the gate.
Very next day these slips will be on the table of Mr. Zeeshan who has to make sure that
All his activities help to determine that which employee deserves reward for his
Mr. Abdul Haq Executive Human Resource Responsibility:
1. Vehicle Insurance Vehicle insurance is covered by Atlas Insurance. These
the employees only.
2. Purchase of Motorcycles by Employees
This purchase is made in two different categories:
i) Installment
ii) Policy
Under installment agreement only motorcycles are given to the employees on
installment basis while under Policy both cars and motorcycles are given to the
employees. But there is a certain criterion for the employees who can get the car on
installment. Grades determine the level on which an employee is eligible to have a car.
SOPs & RATIONAL FOLLOW He deals in vehicle insurance and purchase of vehicles.stays in contact with insurance company to make sure each and every vehicle of employees is insured. If an employee wants to purchase a motor cycle or car from the company he has to go to Mr. Abdul Haq and he will make sure about the presence of following documents.
1. Grade of the employee2. Signed Agreement 3. Approval Letter from GM
Executive Human Resource
Vehicle Insurance
Vehicle insurance is covered by Atlas Insurance. These vehicles are the one owned by
Purchase of Motorcycles by Employees
This purchase is made in two different categories:
Under installment agreement only motorcycles are given to the employees on
ile under Policy both cars and motorcycles are given to the
employees. But there is a certain criterion for the employees who can get the car on
installment. Grades determine the level on which an employee is eligible to have a car.
SOPs & RATIONAL FOLLOWED BY Mr. ABDUL HAQ
He deals in vehicle insurance and purchase of vehicles. Like Mr. Omar Akram he also stays in contact with insurance company to make sure each and every vehicle of
If an employee wants to purchase a motor cycle or car from the company he has to go and he will make sure about the presence of following documents.
Grade of the employee
Approval Letter from GM
Page 51 of 83
vehicles are the one owned by
Under installment agreement only motorcycles are given to the employees on
ile under Policy both cars and motorcycles are given to the
employees. But there is a certain criterion for the employees who can get the car on
installment. Grades determine the level on which an employee is eligible to have a car.
r. ABDUL HAQ
Like Mr. Omar Akram he also stays in contact with insurance company to make sure each and every vehicle of
If an employee wants to purchase a motor cycle or car from the company he has to go and he will make sure about the presence of following documents.
Human Resource During my time in Human Resource Department I was advised by National Manager to
prepare a report on “Is there any room for improvement
Policy”?
I came up with the following points regarding the above statement:
Current Policy 1: As per Insurance Clause:
dead in any terrorism act.
My Suggestion: There should be flexibility in the terrorism clause. At present terrorism
is claiming most of the lives so what will be
against a very common and unfortunate cause of death.
Insurance Company should pay at least 50% of insured amount. State, Companies and
insurance companies should compensate the family of dead against any ki
terrorism. Though it’s not a binding by the law but still it’s an ethical duty of concerning
institutions.
Current Policy 2: As per Insurance Clause:but their wife or children.
My Suggestion: Insurance Company should cover the parents of nonemployees till they are married.
Human Resource Project
During my time in Human Resource Department I was advised by National Manager to
ere any room for improvement in the current Insurance
I came up with the following points regarding the above statement:
As per Insurance Clause: Insurance Company is not liable if the insured person is
There should be flexibility in the terrorism clause. At present terrorism
is claiming most of the lives so what will be the use of a life policy if you are not covered
against a very common and unfortunate cause of death.
Insurance Company should pay at least 50% of insured amount. State, Companies and
insurance companies should compensate the family of dead against any ki
terrorism. Though it’s not a binding by the law but still it’s an ethical duty of concerning
As per Insurance Clause: Insurance Company will not cover the parents of employees
Insurance Company should cover the parents of non
employees till they are married.
Page 52 of 83
During my time in Human Resource Department I was advised by National Manager to
in the current Insurance
Insurance Company is not liable if the insured person is
There should be flexibility in the terrorism clause. At present terrorism
the use of a life policy if you are not covered
Insurance Company should pay at least 50% of insured amount. State, Companies and
insurance companies should compensate the family of dead against any kind of act of
terrorism. Though it’s not a binding by the law but still it’s an ethical duty of concerning
Insurance Company will not cover the parents of employees
Insurance Company should cover the parents of non-married
Current Policy 3: As per Insurance Clause:
treatment of Hepatitis.
My suggestion: Hepatitis is a dangerous disease and suffering due to this is quite
usual these days. Moreover its treatment is not quite affordable that why it should be
covered to some extent to facilitate the insured employees.
As per Insurance Clause: Under Health Insurance there will be no coverage for the
Hepatitis is a dangerous disease and suffering due to this is quite
usual these days. Moreover its treatment is not quite affordable that why it should be
covered to some extent to facilitate the insured employees.
Page 53 of 83
Under Health Insurance there will be no coverage for the
Hepatitis is a dangerous disease and suffering due to this is quite
usual these days. Moreover its treatment is not quite affordable that why it should be
ADMINSTRATION & INDUSTRI
Executive Administration
ADMINSTRATION & INDUSTRIAL RELATIONS
HIERARCHY AT AHL
G.M Human Resource /
Administration
Manager Administration
A.M Administration
Executive Administration
Page 54 of 83
AL RELATIONS (I.R)
Executive Administration
ADMINSTRATION & INDUSTRIAL RELATIONSAHL: This department runs with the co
departments occupy the same office. It
1. Canteen 2. Uniform 3. Traveling 4. Apprenticeship5. Job Contract6. Union 7. Industrial Relations8. Security & Safety9. Transportation
All these functions are performed by Admin. & I.R specialist team at AHL both
collectively and individually. Now I will explain who performs what in
I.R Department.
Following are the staff working at AHL in Human Resource Department. Their name
and designation is described with their job descriptions.
NDUSTRIAL RELATIONS (I.R) D
This department runs with the co-ordination of Human Resource Department, both
departments occupy the same office. It performs the following functions like:
Apprenticeship Job Contract
Industrial Relations Security & Safety Transportation
All these functions are performed by Admin. & I.R specialist team at AHL both
individually. Now I will explain who performs what in
Following are the staff working at AHL in Human Resource Department. Their name
and designation is described with their job descriptions.
Page 55 of 83
(I.R) DEPARTMENT at
ordination of Human Resource Department, both
performs the following functions like:
All these functions are performed by Admin. & I.R specialist team at AHL both
individually. Now I will explain who performs what in Honda Admin. &
Following are the staff working at AHL in Human Resource Department. Their name
Mr. Rizwan Rasool Executive Administration & I.R Responsibilities:
1. Canteen AHL spends around 1.8 million rupees on subsidized food each month. They have a
promise to provide good quality, mouth watering and cheap food to their employees. For
the food they charge Rs. 50/
ventilators around. Macro & some other suppliers supply all the kitchen items to the
AHL.
2. Visits
At AHL there are two kinds of visits:
i) Japanese & Higher Management Visitsii) Study Visits
3. Stationery Stationery shop at AHL meets the needs of daily stationery. It is opened for two hours
everyday from 8:30 am to 10:30. Personals from different department come with the
Stationary Requisition Book to collect the required items.
4. Uniform
When you enter AHL Sheikhupura plant it is almo
by his grade or rank due to uniform. Concept of equality prevails over AHL with all the
employees dressed in white uniform. This equality is a symbol of AHL and it surely
boosts the culture at AHL.
Executive Administration & I.R
AHL spends around 1.8 million rupees on subsidized food each month. They have a
promise to provide good quality, mouth watering and cheap food to their employees. For
the food they charge Rs. 50/ month from all employees. Canteen is very spacious with
ventilators around. Macro & some other suppliers supply all the kitchen items to the
At AHL there are two kinds of visits:
Japanese & Higher Management Visits
Stationery shop at AHL meets the needs of daily stationery. It is opened for two hours
everyday from 8:30 am to 10:30. Personals from different department come with the
Stationary Requisition Book to collect the required items.
AHL Sheikhupura plant it is almost impossible to recognize some
by his grade or rank due to uniform. Concept of equality prevails over AHL with all the
employees dressed in white uniform. This equality is a symbol of AHL and it surely
Page 56 of 83
AHL spends around 1.8 million rupees on subsidized food each month. They have a
promise to provide good quality, mouth watering and cheap food to their employees. For
month from all employees. Canteen is very spacious with
ventilators around. Macro & some other suppliers supply all the kitchen items to the
Stationery shop at AHL meets the needs of daily stationery. It is opened for two hours
everyday from 8:30 am to 10:30. Personals from different department come with the
st impossible to recognize someone
by his grade or rank due to uniform. Concept of equality prevails over AHL with all the
employees dressed in white uniform. This equality is a symbol of AHL and it surely
Every employee gets three white uniforms including shirt and trousers plus a single pair
of shoes (since it can be of any color) per year. If they need more than three uniforms
then they have to purchase their own from any
Laundry facility is also available at AHL; employees can get their clothes washed in as
low as Rs. 1/wash.
SOPs & RATIONAL FOLLOWED BY M
A monthly canteen budget is given to the Admin. &
Department and menu is strictly decided considering that budget limit.
Monthly menu is decided by four member committee on 24
committee includes:
i) Executive Admin. & I.Rii) Executive Admin. & I.R (Union)iii) Production Personaliv) Cost Personal (Finance Department)
Once a menu is prepared it is forwarded to Manager and Assistant Manger Admin. & I.R.
These both gentlemen decide whether to make some changes in the monthly menu.
Any complaints regarding food are fo
them with Manager & Assistant Manager Admin. & I.R.
Visits by Japanese and Higher Management are quite frequent and due to the security
concerns now a days there has to be some security plan for these guests. O
date of arrival of any guest is confirmed either by Fax or E
Administration and Security Department works closely to ensure security protection.
They prepare a visit plan most commonly includes; meeting, lunch session and photo
session.
Study visits are also a very frequent issue; AHL receives many Institutional Visit
Requests daily. Now let us see that how this process takes place.
Institution has to send a formal request of Study Visit in the name of General Manager
Human Resource, Administration & I.R. Once signed by G.M it comes back to Mr.
Rizwan and he sends an acceptance e
Every employee gets three white uniforms including shirt and trousers plus a single pair
of shoes (since it can be of any color) per year. If they need more than three uniforms
to purchase their own from anywhere.
is also available at AHL; employees can get their clothes washed in as
SOPs & RATIONAL FOLLOWED BY Mr. RIZWAN RASOOL
A monthly canteen budget is given to the Admin. & I.R Department by Finance
Department and menu is strictly decided considering that budget limit.
Monthly menu is decided by four member committee on 24th or 25
Executive Admin. & I.R Executive Admin. & I.R (Union) Production Personal Cost Personal (Finance Department)
Once a menu is prepared it is forwarded to Manager and Assistant Manger Admin. & I.R.
These both gentlemen decide whether to make some changes in the monthly menu.
Any complaints regarding food are forwarded to Mr. Rizwan Rasool and he discusses
them with Manager & Assistant Manager Admin. & I.R.
Visits by Japanese and Higher Management are quite frequent and due to the security
concerns now a days there has to be some security plan for these guests. O
date of arrival of any guest is confirmed either by Fax or E-mail or Phone, the
Administration and Security Department works closely to ensure security protection.
They prepare a visit plan most commonly includes; meeting, lunch session and photo
Study visits are also a very frequent issue; AHL receives many Institutional Visit
Requests daily. Now let us see that how this process takes place.
Institution has to send a formal request of Study Visit in the name of General Manager
ce, Administration & I.R. Once signed by G.M it comes back to Mr.
Rizwan and he sends an acceptance e-mail, letter or phone. He also makes a schedule
Page 57 of 83
Every employee gets three white uniforms including shirt and trousers plus a single pair
of shoes (since it can be of any color) per year. If they need more than three uniforms
is also available at AHL; employees can get their clothes washed in as
r. RIZWAN RASOOL
I.R Department by Finance
Department and menu is strictly decided considering that budget limit.
or 25th each month. This
Once a menu is prepared it is forwarded to Manager and Assistant Manger Admin. & I.R.
These both gentlemen decide whether to make some changes in the monthly menu.
rwarded to Mr. Rizwan Rasool and he discusses
Visits by Japanese and Higher Management are quite frequent and due to the security
concerns now a days there has to be some security plan for these guests. Once the
mail or Phone, the
Administration and Security Department works closely to ensure security protection.
They prepare a visit plan most commonly includes; meeting, lunch session and photo
Study visits are also a very frequent issue; AHL receives many Institutional Visit
Institution has to send a formal request of Study Visit in the name of General Manager
ce, Administration & I.R. Once signed by G.M it comes back to Mr.
mail, letter or phone. He also makes a schedule
for the visit and makes institution aware of it as well. AHL tries to schedule the visits on
the days when plant is open and working because it makes the educational trip more
meaningful.
for the visit and makes institution aware of it as well. AHL tries to schedule the visits on
plant is open and working because it makes the educational trip more
Page 58 of 83
for the visit and makes institution aware of it as well. AHL tries to schedule the visits on
plant is open and working because it makes the educational trip more
Miss Humaira
Executive Administration & I.R
Responsibilities:
1. Traveling Related Services
2. Apprenticeship Recruitment & Selection
SOPs & RATIONAL
Traveling services include air tickets, hotel rooms and traveling. Higher Management
and Japanese Official move through the airplanes so her first responsibility is to see
who wants to travel and where. For that she contacts the t
tickets and hotels as well for the stay purpose. This traveling privilege is not for every
one, only Assistant Mangers and above can enjoy this luxury. These officials travel in
business class and stay in five star hotels. For la
conditions the AHL officials started using economy class which costs almost half of
business class.
In case the cancellation of the ticket is required she makes sure right amount is
deducted with right refund.
Apprenticeship lies under 1962 ordinance which makes it compulsory for the firms to
offer candidates the apprenticeship. It can also be called an agreement b/w the
company and candidate. AHL each year takes 25 students for apprenticeship and gives
them in house training for 3 years. During that time they attend institutes for six months
to complete two batches of study. Apprenticeship candidates are paid half of the basic
salary of permanent employees. A gradual increase is awarded as:
1st Year 50% of Basic Salary o
Executive Administration & I.R
Traveling Related Services
Apprenticeship Recruitment & Selection
SOPs & RATIONAL FOLLOWED BY MISS HUMAIRA
Traveling services include air tickets, hotel rooms and traveling. Higher Management
and Japanese Official move through the airplanes so her first responsibility is to see
who wants to travel and where. For that she contacts the travel agencies to book the
tickets and hotels as well for the stay purpose. This traveling privilege is not for every
one, only Assistant Mangers and above can enjoy this luxury. These officials travel in
business class and stay in five star hotels. For last year or so due to bad economic
conditions the AHL officials started using economy class which costs almost half of
In case the cancellation of the ticket is required she makes sure right amount is
deducted with right refund.
ship lies under 1962 ordinance which makes it compulsory for the firms to
offer candidates the apprenticeship. It can also be called an agreement b/w the
company and candidate. AHL each year takes 25 students for apprenticeship and gives
ning for 3 years. During that time they attend institutes for six months
to complete two batches of study. Apprenticeship candidates are paid half of the basic
salary of permanent employees. A gradual increase is awarded as:
50% of Basic Salary of Permanent Employees
Page 59 of 83
ISS HUMAIRA
Traveling services include air tickets, hotel rooms and traveling. Higher Management
and Japanese Official move through the airplanes so her first responsibility is to see
ravel agencies to book the
tickets and hotels as well for the stay purpose. This traveling privilege is not for every
one, only Assistant Mangers and above can enjoy this luxury. These officials travel in
st year or so due to bad economic
conditions the AHL officials started using economy class which costs almost half of
In case the cancellation of the ticket is required she makes sure right amount is
ship lies under 1962 ordinance which makes it compulsory for the firms to
offer candidates the apprenticeship. It can also be called an agreement b/w the
company and candidate. AHL each year takes 25 students for apprenticeship and gives
ning for 3 years. During that time they attend institutes for six months
to complete two batches of study. Apprenticeship candidates are paid half of the basic
2nd Year 60% of Basic Salary of Permanent Employees
3rd Year 70% of Basic Salary of Permanent Employees
When the apprentice agreement takes place, three copies are generated;
i) Copy For Company
ii) Copy For Candidate
iii) Copy For *Apprenticeship Directorate
*It is the apprenticeship governing body of the government
60% of Basic Salary of Permanent Employees
70% of Basic Salary of Permanent Employees
When the apprentice agreement takes place, three copies are generated;
Copy For Company
Copy For Candidate
renticeship Directorate
*It is the apprenticeship governing body of the government
Page 60 of 83
When the apprentice agreement takes place, three copies are generated;
Mr. Shahzad Sarwar
Executive Administration & I.R
Responsibilities:
1. Industrial Relations
2. Union
3. Job Contract
SOPs & RATIONAL FOLLOWED BY M
Industrial relation is very vast in its definition but precisely it’s about the relations within
the industry and employees. Difference of opinion or any dispute can take you to the
court straight away so you got to have some one to take a look at
the basic purpose of I.R.
Following are the AHL legal consultants;
Naeem Bukhari, Islamabad (Supreme Court Matters)
Bukhari Aziz & Kareem, Lahore
When ever the court calls AHL to the court then a “Power of Attorney” is given to the
Manager Administration & I.R by the General Manager. Some years ago Plant Manager
used to enjoy “Power of Attorney”. This power means that the AMIR will act on the
behalf of the company.
If an employee takes a plea in court against the company then comp
decision over that matter. They can not straight away terminate some one but they have
to show the procedure they have followed in doing so. At internship I just came across a
Executive Administration & I.R
Industrial Relations
SOPs & RATIONAL FOLLOWED BY Mr. SHAHZAD
Industrial relation is very vast in its definition but precisely it’s about the relations within
the industry and employees. Difference of opinion or any dispute can take you to the
court straight away so you got to have some one to take a look at
Following are the AHL legal consultants;
Naeem Bukhari, Islamabad (Supreme Court Matters)
Bukhari Aziz & Kareem, Lahore
When ever the court calls AHL to the court then a “Power of Attorney” is given to the
Manager Administration & I.R by the General Manager. Some years ago Plant Manager
used to enjoy “Power of Attorney”. This power means that the AMIR will act on the
If an employee takes a plea in court against the company then comp
decision over that matter. They can not straight away terminate some one but they have
to show the procedure they have followed in doing so. At internship I just came across a
Page 61 of 83
r. SHAHZAD SARWAR
Industrial relation is very vast in its definition but precisely it’s about the relations within
the industry and employees. Difference of opinion or any dispute can take you to the
court straight away so you got to have some one to take a look at that. Thus it defines
When ever the court calls AHL to the court then a “Power of Attorney” is given to the
Manager Administration & I.R by the General Manager. Some years ago Plant Manager
used to enjoy “Power of Attorney”. This power means that the AMIR will act on the
If an employee takes a plea in court against the company then company has to justify its
decision over that matter. They can not straight away terminate some one but they have
to show the procedure they have followed in doing so. At internship I just came across a
case of “Absent without permission”. An employee was term
without any permission or intimation. He went to the court against AHL now court
ordered AHL to show that how his termination was done. This procedure follows as:
Union:
Union is made to protect the employee right and it falls u
Act 2008. Union leader negotiates on the behalf of employees.
Union leader is elected by the elections and union is supposed to be in the power for
the period of two years.
Security & Safety:
At AHL five Japanese rules are
can be called 5’s.
1. Seiri is the sorting out and discarding of unnecessary items in the work
place.
2. Seiton is the arrangement of necessary items into good order so that they
can be easily selected for
3. Seiso is cleaning up ones work place completely so that there is no dust
on floors, machines and equipment.
4. Seiketsu is maintaining ones work place so that it is productive and
comfortable by repeating Seiri
5. Shitsuke is training people
observation of work place rules.
It is not necessary to follow them only in case of security and safety but they can be
followed at the work place at any time.
case of “Absent without permission”. An employee was terminated because of absents
without any permission or intimation. He went to the court against AHL now court
ordered AHL to show that how his termination was done. This procedure follows as:
Union is made to protect the employee right and it falls under the Industrial Relations
Act 2008. Union leader negotiates on the behalf of employees.
Union leader is elected by the elections and union is supposed to be in the power for
At AHL five Japanese rules are followed when it comes to the security & safety. These
is the sorting out and discarding of unnecessary items in the work
is the arrangement of necessary items into good order so that they
can be easily selected for use.
is cleaning up ones work place completely so that there is no dust
on floors, machines and equipment.
is maintaining ones work place so that it is productive and
comfortable by repeating Seiri-Seiton-Seiso.
is training people to follow good work habits and strict
observation of work place rules.
It is not necessary to follow them only in case of security and safety but they can be
followed at the work place at any time.
Page 62 of 83
inated because of absents
without any permission or intimation. He went to the court against AHL now court
ordered AHL to show that how his termination was done. This procedure follows as:
nder the Industrial Relations
Union leader is elected by the elections and union is supposed to be in the power for
followed when it comes to the security & safety. These
is the sorting out and discarding of unnecessary items in the work
is the arrangement of necessary items into good order so that they
is cleaning up ones work place completely so that there is no dust
is maintaining ones work place so that it is productive and
to follow good work habits and strict
It is not necessary to follow them only in case of security and safety but they can be
Security:
Theft at AHL plant and DCC store was once an
have improved to such a level where there is almost zero theft possibility. It has become
possible sheer because of effective “Security Guard Patrolling” and very impressive
“RFID Reader”. Now let us go into the deta
that how it works.
Total Number of Guards = 38
Guards Patrolling at Plant = 26
Guards Patrolling at DCC Store = 12
Guards at Plant are divided in 3 shifts (8 hours each) as:
Shift A: 7 Guards
Shift B: 9 Guards
Shift C: 10 Guards
To rotate these guards in effective manner a “Monthly Duty Chart” is prepared which
shows the duties of all guards for all shifts. In case a guard has to be absent on a
particular day, security officer will make sure next shift guard
shift as well. In this case a guard will be doing a double duty so he will be compensated
accordingly.
Night time at plant is a challenge for security and that is when they use this device
RFID reader. Patrolling guards keep t
They go around the plant on a mapped track and on their way they use this RFID device
on electric booths which notes the time. At morning RFID device is scanned to get the
night data recorded by guards. It i
is sent to the Manager Administration & I.R.
Theft at AHL plant and DCC store was once an issue but with the passage of time they
have improved to such a level where there is almost zero theft possibility. It has become
possible sheer because of effective “Security Guard Patrolling” and very impressive
“RFID Reader”. Now let us go into the details of this “Security Guard Patrolling” system
Total Number of Guards = 38
Guards Patrolling at Plant = 26
Guards Patrolling at DCC Store = 12
Guards at Plant are divided in 3 shifts (8 hours each) as:
To rotate these guards in effective manner a “Monthly Duty Chart” is prepared which
shows the duties of all guards for all shifts. In case a guard has to be absent on a
particular day, security officer will make sure next shift guard will be available on current
shift as well. In this case a guard will be doing a double duty so he will be compensated
Night time at plant is a challenge for security and that is when they use this device
RFID reader. Patrolling guards keep this device with them during their duty at plant.
They go around the plant on a mapped track and on their way they use this RFID device
on electric booths which notes the time. At morning RFID device is scanned to get the
night data recorded by guards. It is then feed into the computer and a generated report
is sent to the Manager Administration & I.R.
Page 63 of 83
issue but with the passage of time they
have improved to such a level where there is almost zero theft possibility. It has become
possible sheer because of effective “Security Guard Patrolling” and very impressive
ils of this “Security Guard Patrolling” system
To rotate these guards in effective manner a “Monthly Duty Chart” is prepared which
shows the duties of all guards for all shifts. In case a guard has to be absent on a
will be available on current
shift as well. In this case a guard will be doing a double duty so he will be compensated
Night time at plant is a challenge for security and that is when they use this device
his device with them during their duty at plant.
They go around the plant on a mapped track and on their way they use this RFID device
on electric booths which notes the time. At morning RFID device is scanned to get the
s then feed into the computer and a generated report
Safety:
AHL has generated its own “Manual for Safety & Environment” that explains every thing
in case of some emergency.
“Pakistan Institute of Quality
institute conducts fire training sessions at AHL plant to make employees aware of the
dangers not visible. During training sessions they:
Define all Terminologies
Chemistry of Fire (i.e. Oxygen, Fuel
How It Expands?
Prevention Methods
FASTAC (Fire & Security Training Center) offers First Aid Training Course which was
attended by the relevant employees of AHL.
Recently “Rescue 1122” were invited to AHL Sheikhupura Plant to give some know how
about First Aid to all the employees.
Not only AHL arrange such activities but also they have also ensured safety measures
to get ISO certification.
Transportation:
AHL plant is at 26/27 km Lahore
employees to reach there at time. For the convenience of their employees they run 80
vans on 121 different routs covering Lahore, Sheikhupura, Sanglahill, Ferozabad. AHL
charges Rs. 125/month for the transportation.
AHL has generated its own “Manual for Safety & Environment” that explains every thing
in case of some emergency.
“Pakistan Institute of Quality Control” is the safety training institute for AHL. This
institute conducts fire training sessions at AHL plant to make employees aware of the
dangers not visible. During training sessions they:
Chemistry of Fire (i.e. Oxygen, Fuel, Heat)
FASTAC (Fire & Security Training Center) offers First Aid Training Course which was
attended by the relevant employees of AHL.
Recently “Rescue 1122” were invited to AHL Sheikhupura Plant to give some know how
bout First Aid to all the employees.
Not only AHL arrange such activities but also they have also ensured safety measures
AHL plant is at 26/27 km Lahore – Sheikhupura road so it is very hard for the
o reach there at time. For the convenience of their employees they run 80
vans on 121 different routs covering Lahore, Sheikhupura, Sanglahill, Ferozabad. AHL
charges Rs. 125/month for the transportation.
Page 64 of 83
AHL has generated its own “Manual for Safety & Environment” that explains every thing
Control” is the safety training institute for AHL. This
institute conducts fire training sessions at AHL plant to make employees aware of the
FASTAC (Fire & Security Training Center) offers First Aid Training Course which was
Recently “Rescue 1122” were invited to AHL Sheikhupura Plant to give some know how
Not only AHL arrange such activities but also they have also ensured safety measures
Sheikhupura road so it is very hard for the
o reach there at time. For the convenience of their employees they run 80
vans on 121 different routs covering Lahore, Sheikhupura, Sanglahill, Ferozabad. AHL
They make sure that the employees reach at plant a
start working at 7:45 am for this reason they prefer drivers who live near the starting
point of the route.
They not only make sure that employees reach the destination but also that they reach
safely and they have made a co
i) A particular driver can not drive more than a shift
ii) Driver can not go above 80 km/h
iii) In case of rainy weather it’s not necessary for the driver to abide by the time.
Late arrival will be no issue since the weath
iv) At morning pick up driver can not leave some one before the committed time
and he would not wait even a minute after that time.
v) Monthly check up is ensured to keep the vans in good condition.
vi) Smoking, eating and using abusive language is
Now the question arises how they make sure that no violation is going on, for that they
nominate a traveling employee to be the monitor. Monitor makes sure that driver and
travelers are following code of conduct.
They make sure that the employees reach at plant around 7:30 am so that they can
start working at 7:45 am for this reason they prefer drivers who live near the starting
They not only make sure that employees reach the destination but also that they reach
safely and they have made a code of conduct for the travelers and drivers;
A particular driver can not drive more than a shift
Driver can not go above 80 km/h
In case of rainy weather it’s not necessary for the driver to abide by the time.
Late arrival will be no issue since the weather was dangerous.
At morning pick up driver can not leave some one before the committed time
and he would not wait even a minute after that time.
Monthly check up is ensured to keep the vans in good condition.
Smoking, eating and using abusive language is strictly prohibited in the vans.
Now the question arises how they make sure that no violation is going on, for that they
nominate a traveling employee to be the monitor. Monitor makes sure that driver and
travelers are following code of conduct.
Page 65 of 83
round 7:30 am so that they can
start working at 7:45 am for this reason they prefer drivers who live near the starting
They not only make sure that employees reach the destination but also that they reach
de of conduct for the travelers and drivers;
In case of rainy weather it’s not necessary for the driver to abide by the time.
er was dangerous.
At morning pick up driver can not leave some one before the committed time
Monthly check up is ensured to keep the vans in good condition.
strictly prohibited in the vans.
Now the question arises how they make sure that no violation is going on, for that they
nominate a traveling employee to be the monitor. Monitor makes sure that driver and
Mr. Zaheer Minhas
National Manager Institutional Sales
This includes four types of sales:
1. CSD (canteen sales department)
2. Government Institutions
3. Private Businesses
4. Exports
5.1 SALES & SPARE PARTS HIERARCHY
National Manager
PARTS
Regional Manager
Karachi
Region
Regional Manager
Multan
Region
5. INSTITUTIONAL SALES
Manager Institutional Sales
This includes four types of sales:
CSD (canteen sales department)
Government Institutions
SALES & SPARE PARTS HIERARCHY
Vice President
Marketing
National Manager
National Manager
SALES
National Manager
Dealers Dev.
Regional Manager
Multan
Region
Regional Manager
Lahore
Region
Page 66 of 83
SALES & SPARE PARTS HIERARCHY
National Manager
Institutional Sales.
Regional Manager
Rawalpindi
Region
5.2 INSTITUTIONAL SALES PROCESS
5.3 SOPs & RATIONAL FOLLOWED
At first step purchasing institute inquires
probably he asks for the quotation. This quotation is prepared and signed by Manger
Institutional Sales which shows all the terms and conditions.
Once the customer is ready to purchase he send in a p
of specifications he requires.
On receipt of pay order motorcycles are booked for that institution and delivery is made
within stated time or two weeks.
Personal Inquiry
Delivery
INSTITUTIONAL SALES PROCESS
SOPs & RATIONAL FOLLOWED IN INSTITUTIONAL
SALES
At first step purchasing institute inquires about the prices and
probably he asks for the quotation. This quotation is prepared and signed by Manger
which shows all the terms and conditions.
Once the customer is ready to purchase he send in a pay order along with
of specifications he requires.
On receipt of pay order motorcycles are booked for that institution and delivery is made
within stated time or two weeks.
Quotation
Pay OrderBooking
Page 67 of 83
INSTITUTIONAL SALES PROCESS
STITUTIONAL
and product and most
probably he asks for the quotation. This quotation is prepared and signed by Manger
order along with a document
On receipt of pay order motorcycles are booked for that institution and delivery is made
Purchase Order
Pay Order
Mr. Hassan Cheema
Regional Manager Parts
Responsibilities:
Meeting the demand of the spare parts in the market and to make new dealers by
exploring new markets.
Functions of Spare Parts Department:
Sales department works with dealers who are at the same time working as the
distributor and the retailer also.
Dealers from respective areas send their orders in quantity that contain delivery period
with advance payment with marketing department.
Payment is sent to accounts department or dealer’s respective accounts. When
payment becomes clear then demand is sent
delivery to dealers.
If dealer has sent some extra amount then it is separately shown as a pending payment
in his account. This is adjusted after next delivery.
Spare Parts Sources:
AHL gets these spare parts from three
1. In House
2. Vendors
3. Import
Vendors occupy the market because there are thousands of different vendors providing
industry with required components. Vendors lead the market share with a big lead.
6. SPARE PARTS
Regional Manager Parts
the demand of the spare parts in the market and to make new dealers by
Functions of Spare Parts Department:
Sales department works with dealers who are at the same time working as the
distributor and the retailer also.
Dealers from respective areas send their orders in quantity that contain delivery period
with advance payment with marketing department.
Payment is sent to accounts department or dealer’s respective accounts. When
payment becomes clear then demand is sent to marketing department to ensure
If dealer has sent some extra amount then it is separately shown as a pending payment
in his account. This is adjusted after next delivery.
AHL gets these spare parts from three sources:
Vendors occupy the market because there are thousands of different vendors providing
industry with required components. Vendors lead the market share with a big lead.
Page 68 of 83
the demand of the spare parts in the market and to make new dealers by
Sales department works with dealers who are at the same time working as the
Dealers from respective areas send their orders in quantity that contain delivery period
Payment is sent to accounts department or dealer’s respective accounts. When
to marketing department to ensure
If dealer has sent some extra amount then it is separately shown as a pending payment
Vendors occupy the market because there are thousands of different vendors providing
industry with required components. Vendors lead the market share with a big lead.
6.1 SOPs & RATIONAL FOLLOWED
5s DEALERS:
AHL’s dealers deal in five categories:
In the past Honda allowed the dealership even for 1s but now they want to strengthen
their dealership network so they now only form 5s dealerships as:
1s Sales
2s Service
3s Spare parts
4s Special sales (installments or leasing)
5s Exchange facility
These 5s dealers deal in all the above categories and the reason for that is customer
can get all the facilities regarding Honda motorcycles under one roof.
a. HUMS STRATEGY
5s – Exchange Facility:
It is relatively a new concept in automobile industry it works under a concept known as
HUMS Dealers.
Developing “HUMS” Dealers (Honda Used Motorcycles Sales):
SOPs & RATIONAL FOLLOWED IN SPARE PARTS
AHL’s dealers deal in five categories:
In the past Honda allowed the dealership even for 1s but now they want to strengthen
their dealership network so they now only form 5s dealerships as:
Special sales (installments or leasing)
These 5s dealers deal in all the above categories and the reason for that is customer
can get all the facilities regarding Honda motorcycles under one roof.
HUMS STRATEGY
ility:
It is relatively a new concept in automobile industry it works under a concept known as
Developing “HUMS” Dealers (Honda Used Motorcycles Sales):
Page 69 of 83
IN SPARE PARTS
In the past Honda allowed the dealership even for 1s but now they want to strengthen
These 5s dealers deal in all the above categories and the reason for that is customer
can get all the facilities regarding Honda motorcycles under one roof.
It is relatively a new concept in automobile industry it works under a concept known as
Developing “HUMS” Dealers (Honda Used Motorcycles Sales):
CONCEPT
A lot of customers want to purchase new motorcycle, in exchange of old
Motorcycle and they want to pay balance payment in terms of Cash or Installments.
These kinds of customers mostly go to used motorcycle market for exchange purpose.
We want to create ‘Best 2nd hand Sellers’ as our representatives of 5
2nd hand market, who bring these
motorcycle on mutual understanding.
The HUMS will get the commission from the 5
Customers and further get the profit after selling of old motorcycle.
BENEFITS TO AHL
Phase-I
At present, the contribution of exchange in sales is 4%, and by introducing HUMS, it will
raise to 6%. We are linking 20 HUMS with 5
Phase-II
We will increase HUMS in further 10 towns in
300 to 325 Sales Dealers
36 to 50 SSP
145 to 155 Warranty Dealers
A lot of customers want to purchase new motorcycle, in exchange of old
Motorcycle and they want to pay balance payment in terms of Cash or Installments.
These kinds of customers mostly go to used motorcycle market for exchange purpose.
We want to create ‘Best 2nd hand Sellers’ as our representatives of 5
hand market, who bring these kinds of Customers to 5-s Dealers and provide new
motorcycle on mutual understanding.
The HUMS will get the commission from the 5-s Dealers and also from
Customers and further get the profit after selling of old motorcycle.
At present, the contribution of exchange in sales is 4%, and by introducing HUMS, it will
raise to 6%. We are linking 20 HUMS with 5-s Dealers in 15 cities during 2008
We will increase HUMS in further 10 towns in 2009-10
145 to 155 Warranty Dealers
Page 70 of 83
A lot of customers want to purchase new motorcycle, in exchange of old
Motorcycle and they want to pay balance payment in terms of Cash or Installments.
These kinds of customers mostly go to used motorcycle market for exchange purpose.
We want to create ‘Best 2nd hand Sellers’ as our representatives of 5-s Dealers in the
s Dealers and provide new
s Dealers and also from
At present, the contribution of exchange in sales is 4%, and by introducing HUMS, it will
s Dealers in 15 cities during 2008-09
b. CRITERIA FOR DEALER MAKING
The criterion is very clear and that is the expa
we have to find the answers to these questions:
WHY, WHERE, WHEN, WHO
WHY?
There can be countless reason ns to this Why but at most of the time it’s about
capturing the market. Success comes when we keep a track of our competitor so any
move from competitor can also bring an answer to this Why.
WHERE?
This will include some research work because we have to inspect and analyze the data
of potential markets we are intended to intrude.
A survey of market potential, competitor analysis and the need of customer will help us
in a big way.
It will also include the location of our dealership as demographics plays an important
part in sales activities.
WHEN?
There is always a specific perfect time of doing something or most commonly we say
there is a right time for right thing. This aspect spreads from our social live
business activities. In the case of dealership our dealer is most concerned about it but
at the end of day we are worried since the dealer carries our name
WHO?
Now the dealer comes into the equation, we have to find what kind of potential deale
should have to be our part.
His past experience business wise?
What is his personality attributes?
What is his background?
What is his potential in the market?
CRITERIA FOR DEALER MAKING
The criterion is very clear and that is the expansion of business so before any
we have to find the answers to these questions:
WHERE, WHEN, WHO
There can be countless reason ns to this Why but at most of the time it’s about
capturing the market. Success comes when we keep a track of our competitor so any
move from competitor can also bring an answer to this Why.
will include some research work because we have to inspect and analyze the data
of potential markets we are intended to intrude.
A survey of market potential, competitor analysis and the need of customer will help us
location of our dealership as demographics plays an important
There is always a specific perfect time of doing something or most commonly we say
there is a right time for right thing. This aspect spreads from our social live
business activities. In the case of dealership our dealer is most concerned about it but
at the end of day we are worried since the dealer carries our name.
Now the dealer comes into the equation, we have to find what kind of potential deale
His past experience business wise?
What is his personality attributes?
What is his potential in the market?
Page 71 of 83
nsion of business so before anything else
There can be countless reason ns to this Why but at most of the time it’s about
capturing the market. Success comes when we keep a track of our competitor so any
will include some research work because we have to inspect and analyze the data
A survey of market potential, competitor analysis and the need of customer will help us
location of our dealership as demographics plays an important
There is always a specific perfect time of doing something or most commonly we say
there is a right time for right thing. This aspect spreads from our social lives to the
business activities. In the case of dealership our dealer is most concerned about it but
Now the dealer comes into the equation, we have to find what kind of potential dealer
Dealer Facilities:
AHL is always ready to facilitate its Dealers to expand their business
they have launched a new facility for its dealers in co
Bank will provide them the facilities like:
1. Account
2. Limit to Loan
3. Purpose of Loan
4. Security
5. Mark Up Rate
6. Payment
7. Basis Qualification
AHL is always ready to facilitate its Dealers to expand their business
they have launched a new facility for its dealers in co-operation with Allied Bank Limited.
Bank will provide them the facilities like:
Running Finance
Mark up will be charged on the money used
1 million to 50 million
Amount can be 30% of last year’s sale
To buy the motorcycles or stock from AHL
a. Stock through hypothecation
b. Mortgage
c. Personal Guarantee
14%
Payment on quarterly basis
a. Dealing relationship with company should be more
than 5 years
b. No bank default history
c. Value of Mortgage Property should be 25% more
than the loan amount
d. Firm or Company’s Accounts
Page 72 of 83
AHL is always ready to facilitate its Dealers to expand their business for this purpose
operation with Allied Bank Limited.
Mark up will be charged on the money used
Amount can be 30% of last year’s sale
To buy the motorcycles or stock from AHL
Dealing relationship with company should be more
Value of Mortgage Property should be 25% more
Regional Manager
Lahore
4 Territory Inch.
7.1
7.2
A proactive approach to enhance customer satisfaction and add value to AHL brand
How will the centre work
• Will supplement and coordinate the present departments and systems rather
than replace them
• The centre will be as effective as the support it
• Will depend on the data base of customers generated by dealership and sales
team
�ational manager Service
Regional Manager Rawalpindi
Regional Manager
Multan
4 Territory Inch. 4 Territory Inch..
7. SERVICES
7.1 SERVICES HIERARCHY
CUSTOMER CARE CENTRE
A proactive approach to enhance customer satisfaction and add value to AHL brand
How will the centre work?
Will supplement and coordinate the present departments and systems rather
The centre will be as effective as the support it gets from the allied departments
Will depend on the data base of customers generated by dealership and sales
Page 73 of 83
Regional Manager
Karachi.
4 Territory Inch.
A proactive approach to enhance customer satisfaction and add value to AHL brand
Will supplement and coordinate the present departments and systems rather
gets from the allied departments
Will depend on the data base of customers generated by dealership and sales
How will the centre achieve its goals?
• To reach each & every new customer
company provide information and solution to his problems
• Introducing services and products
• Adding to the MIS system to improve marketing effort
Why is a proactive approach required?
• To reach out to those who are
customers
• To give customers confidence that AHL cares
• Too nurture loyalty through grievance management
• To improve company
areas.
ow will the centre achieve its goals?
To reach each & every new customer creating a trust between him and the
company provide information and solution to his problems
Introducing services and products
MIS system to improve marketing efforts
hy is a proactive approach required?
To reach out to those who are – or have the potential to be dissatisfied
To give customers confidence that AHL cares
oo nurture loyalty through grievance management
To improve company – customer relationship and to use it to improve sales in all
Page 74 of 83
creating a trust between him and the
r have the potential to be dissatisfied
customer relationship and to use it to improve sales in all
Page 75 of 83
SWOT Analysis:
Strengths:
� Backed by a big and financially strong group Atlas Honda Limited
� Enjoying 55 to 60% market share at present
� Exporting to some countries in Asia
� CD 70 is a symbol of success which is already enjoying a big market
share
� Honda Japan and Atlas Group are working together in a close
connection
Weaknesses:
� Cost cutting is becoming a serious problem in presence of Chinese
Manufacturers
Opportunities:
� Japanese technology is considered a bench mark in relation to quality. So this Japanese quality fame is still attracting customers. At the introduction stage of Chinese Motorcycles customers were interested in low price but with the passage of time they realized the quality difference. That’s why there is so much opportunity for conscious companies like Atlas Honda Limited.
� Only company producing 4 stroke 100 CC bike. CD 100 has good economy as compared to the competitors.
Threats:
� Political instability, Govt. Taxes and Chinese companies are a threat but these are usua
Backed by a big and financially strong group Atlas Honda Limited
Enjoying 55 to 60% market share at present
Exporting to some countries in Asia
CD 70 is a symbol of success which is already enjoying a big market
Honda Japan and Atlas Group are working together in a close
Cost cutting is becoming a serious problem in presence of Chinese
Japanese technology is considered a bench mark in relation to quality. his Japanese quality fame is still attracting customers. At the
introduction stage of Chinese Motorcycles customers were interested in low price but with the passage of time they realized the quality difference. That’s why there is so much opportunity for conscious companies like Atlas Honda Limited. Only company producing 4 stroke 100 CC bike. CD 100 has good economy as compared to the competitors.
Political instability, Govt. Taxes and Chinese companies are a threat but these are usual threats for any business.
Page 76 of 83
Backed by a big and financially strong group Atlas Honda Limited
CD 70 is a symbol of success which is already enjoying a big market
Honda Japan and Atlas Group are working together in a close
Cost cutting is becoming a serious problem in presence of Chinese
Japanese technology is considered a bench mark in relation to quality. his Japanese quality fame is still attracting customers. At the
introduction stage of Chinese Motorcycles customers were interested in low price but with the passage of time they realized the quality difference. That’s why there is so much opportunity for a quality
Only company producing 4 stroke 100 CC bike. CD 100 has good
Political instability, Govt. Taxes and Chinese companies are a threat
RECOMMENDATIONS & CONCLUSION
1. Glasses always appear suspicious with regard to cleanliness.
2. Canteen should be paints in more cheerful colors.
3. Intrusion from outside can be best stopped by electric fences.
4. Too many contractors
5. Personally I fear CNG cylinders in company like ICI they avoid using CNG
cylinders in their vans.
6. Instead of so many vans and routes we can have coasters or other buses. It will
give two benefits: spacious, AC will
7. If we just stick with these vans then we should make them stand under a shed or
its becoming like a “journey to the hell” instead of home.
8. Vans are overcrowded which makes this long journey to home very
uncomfortable.
9. Smoking should not be
be a specific smoking place, room or area for smokers.
10. There should be more variety in the menus means freedom of choice.
11. Safety board and plant map is in the security office while it should be appea
near the main gate so that even the visitors can know the place well.
12. Office computers are a bit problematic and soft wares are not up
13. LCD’s should be there to protect the eyes. People spend most of the time on
their computers so it is necessary
lessen the stress.
14. Conservation of energy is near to nil, when it comes to turning off monitors,
everybody can use monitor auto power off option for that.
15. Stationary should be given to each shop or department
some emergency requirements. There should be a chart of expected demand of
each department.
RECOMMENDATIONS & CONCLUSION
Glasses always appear suspicious with regard to cleanliness.
Canteen should be paints in more cheerful colors.
Intrusion from outside can be best stopped by electric fences.
Too many contractors are like too many cooks spoil the broth.
Personally I fear CNG cylinders in company like ICI they avoid using CNG
cylinders in their vans.
Instead of so many vans and routes we can have coasters or other buses. It will
give two benefits: spacious, AC will not be required.
If we just stick with these vans then we should make them stand under a shed or
its becoming like a “journey to the hell” instead of home.
Vans are overcrowded which makes this long journey to home very
Smoking should not be allowed in canteen area or other premises. There should
be a specific smoking place, room or area for smokers.
There should be more variety in the menus means freedom of choice.
Safety board and plant map is in the security office while it should be appea
near the main gate so that even the visitors can know the place well.
Office computers are a bit problematic and soft wares are not up
LCD’s should be there to protect the eyes. People spend most of the time on
their computers so it is necessary to protect their eyes that will also help to
Conservation of energy is near to nil, when it comes to turning off monitors,
everybody can use monitor auto power off option for that.
Stationary should be given to each shop or department once in the month till
some emergency requirements. There should be a chart of expected demand of
Page 77 of 83
RECOMMENDATIONS & CONCLUSION
Glasses always appear suspicious with regard to cleanliness.
Intrusion from outside can be best stopped by electric fences.
are like too many cooks spoil the broth.
Personally I fear CNG cylinders in company like ICI they avoid using CNG
Instead of so many vans and routes we can have coasters or other buses. It will
If we just stick with these vans then we should make them stand under a shed or
Vans are overcrowded which makes this long journey to home very
allowed in canteen area or other premises. There should
There should be more variety in the menus means freedom of choice.
Safety board and plant map is in the security office while it should be appearing
near the main gate so that even the visitors can know the place well.
Office computers are a bit problematic and soft wares are not up date.
LCD’s should be there to protect the eyes. People spend most of the time on
to protect their eyes that will also help to
Conservation of energy is near to nil, when it comes to turning off monitors,
once in the month till
some emergency requirements. There should be a chart of expected demand of
16. On Friday there is a break from 1:00 pm to 2:00 pm for lunch and to offer the
prayer. Time is sufficient but in such a large group like Atl
a mosque inside the factory
17. We should ensure different suitable types of Recruitment i.e. Col
Recruitment
18. For this purpose need to
Authorities i.e. directors. Head of
Cards, Letters, Phone calls, Visits etc
19. Have Seminars in different universities
20. Offer visits to different universities
21. Offer internships to different universities
22. Ensure our participation in different Exhibitions and Functions encompasses
industrial sector in different universities and Associations.
23. Job Advertisement on Website
24. For this purpose need to up
our website to Convey career path and growth at EDMF to our Applicants
25. Inform current opportunities for job, internships, apprenticeships etc
26. For online Resume submission time to time to have excellent application pool
not only at the time of Job postin
27. Give detail for every advertisement of job opportunities along with detail about
job description and career path, status of advertised job opportunities along with
compensation packages to manifest potential candidates because this all
not possible through newspaper advertisement and we have competitive edge of
offering excellent compensation package to Mgt. Trainees so we should get
benefit of this strength.
28. Applicant's ratio should be of (4:1) in short listing. Test, 1
final interview to have purely potential candidate by following successful
Recruitment Pyramid
29. Need to improve our newspaper advertisement format and style.
On Friday there is a break from 1:00 pm to 2:00 pm for lunch and to offer the
prayer. Time is sufficient but in such a large group like Atlas Group, there will be
a mosque inside the factory.
We should ensure different suitable types of Recruitment i.e. Col
For this purpose need to develop Liaison with Intellectuals and Higher
Authorities i.e. directors. Head of departments etc through Exchange of E
Cards, Letters, Phone calls, Visits etc
Have Seminars in different universities
Offer visits to different universities
Offer internships to different universities
Ensure our participation in different Exhibitions and Functions encompasses
industrial sector in different universities and Associations.
Job Advertisement on Website
For this purpose need to upgrade our website with an addition of career tag on
ur website to Convey career path and growth at EDMF to our Applicants
Inform current opportunities for job, internships, apprenticeships etc
For online Resume submission time to time to have excellent application pool
not only at the time of Job posting even before it.
Give detail for every advertisement of job opportunities along with detail about
job description and career path, status of advertised job opportunities along with
compensation packages to manifest potential candidates because this all
not possible through newspaper advertisement and we have competitive edge of
offering excellent compensation package to Mgt. Trainees so we should get
benefit of this strength.
Applicant's ratio should be of (4:1) in short listing. Test, 1st in
final interview to have purely potential candidate by following successful
Recruitment Pyramid
Need to improve our newspaper advertisement format and style.
Page 78 of 83
On Friday there is a break from 1:00 pm to 2:00 pm for lunch and to offer the
as Group, there will be
We should ensure different suitable types of Recruitment i.e. College
evelop Liaison with Intellectuals and Higher
departments etc through Exchange of E-Mails,
Ensure our participation in different Exhibitions and Functions encompasses
grade our website with an addition of career tag on
ur website to Convey career path and growth at EDMF to our Applicants
Inform current opportunities for job, internships, apprenticeships etc
For online Resume submission time to time to have excellent application pool
Give detail for every advertisement of job opportunities along with detail about
job description and career path, status of advertised job opportunities along with
compensation packages to manifest potential candidates because this all detail is
not possible through newspaper advertisement and we have competitive edge of
offering excellent compensation package to Mgt. Trainees so we should get
interview and (3:1) in
final interview to have purely potential candidate by following successful
Need to improve our newspaper advertisement format and style.
30. A 15 minutes pre-
time.
31. Define the behavioral characteristics of the person you feel is your ideal
candidate. Finally, list your five
will use to screen out your Applicants initially because some time in 1
we find applicant is good but we are bound to reject them on the basis of
limit, Expected salary
32. Some time even in final interview no candidate is selected.
33. There is need to have well defined standard of Written Test and n
very sincere and pure attentions and contribution of relevant department
managers to develop an excellent test which later on evaluated by Manager HR
as per test standards then recommended to proceed or modify it.
34. Induction plan/Orientation
below.
35. There is need of separate place or Room along with equipments, which is
purely reserved for newly hired applicant's Selection, Orientation procedure and
preexisting employees training
36. There should be complete pre
and contents supposed to be highlighted and discussed by every department.
37. HR department require to develop Orientation program and specific course
contents for every department along with
department managers, discussed and highlighted during orientation training and
upgraded with the passage of time as for as changes takes place. And should be
handover to every department and its one copy will remain to HR de
orientation program file
38. Every department Manager or Asst. Manager will deliver lecture in training room
by keeping in regard course contents given to their department and then followed
by their department visit to ensure complete practical e
department role and practices.
screening phone call can save hours of our organization'
efine the behavioral characteristics of the person you feel is your ideal
candidate. Finally, list your five - ten key responsibilities and characteristics you
will use to screen out your Applicants initially because some time in 1
e find applicant is good but we are bound to reject them on the basis of
Expected salary, Cultural misfittiness etc
ome time even in final interview no candidate is selected.
There is need to have well defined standard of Written Test and n
very sincere and pure attentions and contribution of relevant department
managers to develop an excellent test which later on evaluated by Manager HR
as per test standards then recommended to proceed or modify it.
Induction plan/Orientation process demands a lot of improvement as suggested
There is need of separate place or Room along with equipments, which is
purely reserved for newly hired applicant's Selection, Orientation procedure and
existing employees training
ld be complete pre-defined program along with orientation module
and contents supposed to be highlighted and discussed by every department.
HR department require to develop Orientation program and specific course
contents for every department along with co-ordination of every relevant
department managers, discussed and highlighted during orientation training and
upgraded with the passage of time as for as changes takes place. And should be
handover to every department and its one copy will remain to HR de
orientation program file
Every department Manager or Asst. Manager will deliver lecture in training room
by keeping in regard course contents given to their department and then followed
by their department visit to ensure complete practical exposure about their
department role and practices.
Page 79 of 83
ours of our organization's
efine the behavioral characteristics of the person you feel is your ideal
ten key responsibilities and characteristics you
will use to screen out your Applicants initially because some time in 1st interview
e find applicant is good but we are bound to reject them on the basis of Age
There is need to have well defined standard of Written Test and need to have
very sincere and pure attentions and contribution of relevant department
managers to develop an excellent test which later on evaluated by Manager HR
as per test standards then recommended to proceed or modify it.
process demands a lot of improvement as suggested
There is need of separate place or Room along with equipments, which is
purely reserved for newly hired applicant's Selection, Orientation procedure and
defined program along with orientation module
and contents supposed to be highlighted and discussed by every department.
HR department require to develop Orientation program and specific course
ordination of every relevant
department managers, discussed and highlighted during orientation training and
upgraded with the passage of time as for as changes takes place. And should be
handover to every department and its one copy will remain to HR department in
Every department Manager or Asst. Manager will deliver lecture in training room
by keeping in regard course contents given to their department and then followed
xposure about their
39. Every department's representative will give assignments to new hires followed
by lectures and visits of that department and in response they will make sure
submission of assignments next day which depict
40. There should be very accurate time division of orientation process as per
requirement of every department.
41. First two days of orientation should be based on lectures only given by T
Manager and MHR
aspects. Organizational strategic vision, mission, policies and procedures,
workplace environment. Employee compensation, motivation, career path,
promotional policies, and behavioral aspects. Etc
42. Rest of the days should be divided as per requirement of departments.
43. Head of every department makes sure exact implementation of orientation
program concerning their department by taking feedback in the form of report.
44. New hires are supposed to give a
process arrange and co ordinate by HR department to know about their
understanding and their abilities, performance for any future objectives.
45. According to us our job description is very clear but our all empl
doing work purely within their job description, JD is not enough for any employee
to keep them motivated. Because Job description provide an opportunity to
clearly communicate direction and where the employees fits inside of the big
picture Job description
Whether you are recruiting new employees or posting job for internal applicants,
job description tells the candidate exactly that what you want your selected
person Well-written job de
with the person hired, understand the boundaries of person's responsibilities.
46. Job description becomes dated as soon as you write them in a fast
changing customer-driven work environment.
47. Poorly written job description can work as evidence of wrongdoing or wrong
telling.
48. For effectiveness you must regularly look and use job description as part of your
day-to-day work.
Every department's representative will give assignments to new hires followed
by lectures and visits of that department and in response they will make sure
submission of assignments next day which depicts their understanding after visits.
There should be very accurate time division of orientation process as per
requirement of every department.
First two days of orientation should be based on lectures only given by T
Manager and MHR based on detail introduction and history of AHL, cultural
aspects. Organizational strategic vision, mission, policies and procedures,
workplace environment. Employee compensation, motivation, career path,
promotional policies, and behavioral aspects. Etc
e days should be divided as per requirement of departments.
Head of every department makes sure exact implementation of orientation
program concerning their department by taking feedback in the form of report.
New hires are supposed to give a comprehensive exam at the end of orientation
process arrange and co ordinate by HR department to know about their
understanding and their abilities, performance for any future objectives.
According to us our job description is very clear but our all empl
doing work purely within their job description, JD is not enough for any employee
to keep them motivated. Because Job description provide an opportunity to
clearly communicate direction and where the employees fits inside of the big
description set clear statement for what you expect from your people
Whether you are recruiting new employees or posting job for internal applicants,
job description tells the candidate exactly that what you want your selected
written job description help organization employees, who must work
with the person hired, understand the boundaries of person's responsibilities.
Job description becomes dated as soon as you write them in a fast
driven work environment.
orly written job description can work as evidence of wrongdoing or wrong
For effectiveness you must regularly look and use job description as part of your
Page 80 of 83
Every department's representative will give assignments to new hires followed
by lectures and visits of that department and in response they will make sure
s their understanding after visits.
There should be very accurate time division of orientation process as per
First two days of orientation should be based on lectures only given by Training
tail introduction and history of AHL, cultural
aspects. Organizational strategic vision, mission, policies and procedures,
workplace environment. Employee compensation, motivation, career path,
e days should be divided as per requirement of departments.
Head of every department makes sure exact implementation of orientation
program concerning their department by taking feedback in the form of report.
comprehensive exam at the end of orientation
process arrange and co ordinate by HR department to know about their
understanding and their abilities, performance for any future objectives.
According to us our job description is very clear but our all employees are not
doing work purely within their job description, JD is not enough for any employee
to keep them motivated. Because Job description provide an opportunity to
clearly communicate direction and where the employees fits inside of the big
set clear statement for what you expect from your people
Whether you are recruiting new employees or posting job for internal applicants,
job description tells the candidate exactly that what you want your selected
scription help organization employees, who must work
with the person hired, understand the boundaries of person's responsibilities.
Job description becomes dated as soon as you write them in a fast-paced,
orly written job description can work as evidence of wrongdoing or wrong
For effectiveness you must regularly look and use job description as part of your
49. Job description that is unused in a drawer, or worst filed in HR offi
of time, they must be integral in your hiring process.
50. So if we want to say our employee is suppose to be familiar all work of his
department this is fact we enforce him/her to do work beyond his/her job
description so there is solution fo
flexibility so individual "can work outside the box".
51. Make different job description for one employee encompasses all areas of
his/her department but for work he or she can do and let him/her to do work by
following one job description for one time or specific period of time, until unless
he/she becomes proficient in his/her work and then replace his/her job
description with another one you have developed already for him/her, in this way
he/she will be familiar with work of whole department and there will be no burden
of additional work as well which may create de
52. Performance Appraisal programs should be revised by following changing trend
and employee’s behavioral elements etc.
53. There is gap in training of employees especially for worker level of employee,
there is need to ensure behavioral and technical training of workers by following
performance appraisal after every six months.
54. On Friday there is a break from 1:00 pm to 2:00 pm
prayer. Time is sufficient but in such a large group like Atlas Group, there will be
a mosque inside the factory.
55. Although AHL gives leadership strategies in the market as 5s but there is need
to improve dealers perception, t
accordingly and adopt some type of motivation tools to boost up his morale and
loyalty level to company. In this situation dealership given criteria must be so
strict to qualify to generate good dealer network whi
or sales pillars
56. As there is not a beaurocratic culture in AHL management is flexible then one
drawback is cross rides one cross his immediate boss and report of upper level
boss which create disturbance so in this management
Job description that is unused in a drawer, or worst filed in HR offi
of time, they must be integral in your hiring process.
So if we want to say our employee is suppose to be familiar all work of his
department this is fact we enforce him/her to do work beyond his/her job
description so there is solution for that Make certain job description has enough
flexibility so individual "can work outside the box".
Make different job description for one employee encompasses all areas of
his/her department but for work he or she can do and let him/her to do work by
ollowing one job description for one time or specific period of time, until unless
he/she becomes proficient in his/her work and then replace his/her job
description with another one you have developed already for him/her, in this way
ar with work of whole department and there will be no burden
of additional work as well which may create de-motivation for him/her.
Performance Appraisal programs should be revised by following changing trend
and employee’s behavioral elements etc.
re is gap in training of employees especially for worker level of employee,
there is need to ensure behavioral and technical training of workers by following
performance appraisal after every six months.
On Friday there is a break from 1:00 pm to 2:00 pm for lunch and to offer the
prayer. Time is sufficient but in such a large group like Atlas Group, there will be
a mosque inside the factory.
Although AHL gives leadership strategies in the market as 5s but there is need
to improve dealers perception, towards customer, need is to educate dealer
accordingly and adopt some type of motivation tools to boost up his morale and
loyalty level to company. In this situation dealership given criteria must be so
strict to qualify to generate good dealer network which are the back bone of AHL
As there is not a beaurocratic culture in AHL management is flexible then one
drawback is cross rides one cross his immediate boss and report of upper level
boss which create disturbance so in this management style feedback should be
Page 81 of 83
Job description that is unused in a drawer, or worst filed in HR office, are waste
So if we want to say our employee is suppose to be familiar all work of his
department this is fact we enforce him/her to do work beyond his/her job
r that Make certain job description has enough
Make different job description for one employee encompasses all areas of
his/her department but for work he or she can do and let him/her to do work by
ollowing one job description for one time or specific period of time, until unless
he/she becomes proficient in his/her work and then replace his/her job
description with another one you have developed already for him/her, in this way
ar with work of whole department and there will be no burden
motivation for him/her.
Performance Appraisal programs should be revised by following changing trend
re is gap in training of employees especially for worker level of employee,
there is need to ensure behavioral and technical training of workers by following
for lunch and to offer the
prayer. Time is sufficient but in such a large group like Atlas Group, there will be
Although AHL gives leadership strategies in the market as 5s but there is need
owards customer, need is to educate dealer
accordingly and adopt some type of motivation tools to boost up his morale and
loyalty level to company. In this situation dealership given criteria must be so
ch are the back bone of AHL
As there is not a beaurocratic culture in AHL management is flexible then one
drawback is cross rides one cross his immediate boss and report of upper level
style feedback should be
vertical but communication in AHL should be horizontal and one should be
answerable to his superior only
57. In AHL environment use of computer is pre requisite but we must try maximizing
to develop paperless environment with in an
AHL like vendors, or dealers to generate computer generated reports.
58. AHL is a leader in motor bike industry in Pakistan but it should not be proud
enough but to be used on the continuous improvement theory in all its p
59. System, procedure even it should about after period modification to make them
stylish and according to the trends of the market.
60. AHL must create economies of scale in order to develop good quality and
standardized products and to need is to enh
demand
61. On plant there is need to make AHL environment more attractive and
landscaping is to be made to make it dream organization
62. In AHL there should be separate research and development department R and
D for the continuous improvement in all aspects of the business of AHL
63. Employee rotation from one department to th
multiple tasks and to train them for emerging situations
64. Technological upgrading within. Short span of time so that
strategic advantage or competitive edge not only in Pakistan but in Asia
65. Instead of all AHL is performing its best in Pakistan. AHL under pin the
economic system and provide it with the required strength and vigor. AHL has
shown strong commitment and response, great confidence in Pakistan. The
operations of the bank are carried on latest computers network, which has
increased the efficiency of the AHL manifold. On the whole the services pr
by the AHL are fantastic
are happy from the services provided by the AHL and they are satisfied. There is
need for reduction in expenditure for the maximizing of profit. The savings should
be invested in the growth of the AHL. Although AHL is p
invest in other to become the leader in Pakistan economy.
vertical but communication in AHL should be horizontal and one should be
answerable to his superior only
In AHL environment use of computer is pre requisite but we must try maximizing
to develop paperless environment with in an organization and the people link to
AHL like vendors, or dealers to generate computer generated reports.
AHL is a leader in motor bike industry in Pakistan but it should not be proud
enough but to be used on the continuous improvement theory in all its p
System, procedure even it should about after period modification to make them
stylish and according to the trends of the market.
AHL must create economies of scale in order to develop good quality and
standardized products and to need is to enhance its production level as per
On plant there is need to make AHL environment more attractive and
landscaping is to be made to make it dream organization
In AHL there should be separate research and development department R and
continuous improvement in all aspects of the business of AHL
Employee rotation from one department to the other department for handling
multiple tasks and to train them for emerging situations
Technological upgrading within. Short span of time so that
strategic advantage or competitive edge not only in Pakistan but in Asia
Instead of all AHL is performing its best in Pakistan. AHL under pin the
economic system and provide it with the required strength and vigor. AHL has
commitment and response, great confidence in Pakistan. The
operations of the bank are carried on latest computers network, which has
increased the efficiency of the AHL manifold. On the whole the services pr
by the AHL are fantastic, as I have worked in AHL it seems that the customers
are happy from the services provided by the AHL and they are satisfied. There is
need for reduction in expenditure for the maximizing of profit. The savings should
be invested in the growth of the AHL. Although AHL is performing well it should
invest in other to become the leader in Pakistan economy.
Page 82 of 83
vertical but communication in AHL should be horizontal and one should be
In AHL environment use of computer is pre requisite but we must try maximizing
organization and the people link to
AHL like vendors, or dealers to generate computer generated reports.
AHL is a leader in motor bike industry in Pakistan but it should not be proud
enough but to be used on the continuous improvement theory in all its policies
System, procedure even it should about after period modification to make them
AHL must create economies of scale in order to develop good quality and
ance its production level as per
On plant there is need to make AHL environment more attractive and
In AHL there should be separate research and development department R and
continuous improvement in all aspects of the business of AHL
e other department for handling
Technological upgrading within. Short span of time so that plant must to be a
strategic advantage or competitive edge not only in Pakistan but in Asia
Instead of all AHL is performing its best in Pakistan. AHL under pin the
economic system and provide it with the required strength and vigor. AHL has
commitment and response, great confidence in Pakistan. The
operations of the bank are carried on latest computers network, which has
increased the efficiency of the AHL manifold. On the whole the services provided
d in AHL it seems that the customers
are happy from the services provided by the AHL and they are satisfied. There is
need for reduction in expenditure for the maximizing of profit. The savings should
erforming well it should
PAMA – Pakistan Automotive Manufacturing Association (official website)
Research Paper: US Aid Agency & Ministry of Finance
Hand Book: Human Resource
Printed Material: Broachers & Literature at AHL
REFRENCES
Pakistan Automotive Manufacturing Association (official website)
US Aid Agency & Ministry of Finance
Human Resource Department at AHL
Broachers & Literature at AHL
Page 83 of 83
Pakistan Automotive Manufacturing Association (official website)