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ROLL#022(MHRM)
The philosophy of the Group is to build on its the strength and quality while
maintaining reliability. Products and services offered by the Group are
acknowledged by customers with the highest standards.
Today, the Group is managed by highly qualified team of professionals with vast
experience in their respective fields. Every department is headed by a
professional, qualified and experienced executive.
The Rupali Group in Pakistan dates back to 1948 when its first manufacturing
concern was established in Narayangang, East Pakistan (now Bangladesh)
which subsequently expanded in 1956 to manufacture the well known brand of
"Consul" socks.
The Filament yarn and staple fiber industry was forecasted for rapid growth in the
1980's. With increasing demand for its products, Rupali Group entered into the
local manufacturing of polyester filament yarn at Rupali Polyester Limited (RPL)
in 1980.
The initial production capacity of Rupali Polyester Limited set-up at a cost of Rs.
150.06 million (US$ 15.157 million) was 7.5 metric tons of polyester filament yarn
per day. Rupali's research and development team quickly developed variations of
filament yarn to counter the less than ideal operating conditions of filament
weaving in the country. The local R&D efforts rapidly bore results and Rupali's
filament yarn quickly gained wide acceptance and captured a large share of the
local filament market. This continues to be one of the strengths of the Group.
Products
Texturised Yarn
Denier Filament Luster
45 24 BTL
45 24 BTL
75 24 OSD
75 24 OSD
150 48 BTL
160 96 OSD
Dope Dyed
Denier Filament Luster
75 24 OSD
75 24 OSD
150 48 OSD
150 48 OSD
Twisted Yarn
Denier Filament Luster TPM
75 48 OSD 800 TPM
75 48 OSD 1500 TPM
75 72 OSD 1000 TPM
75 72 OSD 1300 TPM
75 72 OSD 1500 TPM
150 48 OSD 1000 TPM
150 48 OSD 1500 TPM
Production Capacity
Quality Control
The philosophy of the company’s management is to grow on the strength of the
quality and reliability. To achieve this objective, it is maintaining a well equipped
Research & Development Center for standard maintenance, innovative
improvements in its products and achieving economies in production techniques
without compromising on standard offered by the Company are acknowledged by
the customers as quality and reliable products and the first preference of
customers.
Corporate Structure
Board of Directors
Jafferali M. Feerasta
Chairman
Nooruddin Feerasta
Chief Executive
Secretary
Audit Committee
Amin A. Feerasta
Member / Secretary
Bankers
Limited
Auditors
Qavi & Co
Chartered Accountants
Shareholding Info
As at 30 June 2010
No of
Shareholding Total Shares Held
Shareholders
From To
115 1 - 100 6,343
123 101 - 500 36,670
97 501 - 1,000 64,405
71 1,001 - 5,000 154,310
11 5,001 - 10,000 80,245
2 10,001 - 15,000 23,000
3 20,001 - 25,000 67,345
1 25,001 - 30,000 28,950
2 30,001 - 35,000 66,000
3 35,001 - 40,000 113,500
1 40,001 - 45,000 44,500
2 45,001 - 54,000 97,500
1 95,001 - 100,000 99,000
2 110,001 - 115,000 230,000
1 115,001 - 120,000 117,000
1 130,001 - 135,000 134,500
2 180,001 - 185,000 367,210
1 190,001 - 195,000 194,000
1 205,001 - 210,000 209,490
1 225,001 - 230,000 230,000
1 260,001 - 265,000 262,530
1 350,001 - 355,000 352,811
1 470,001 - 475,000 472,022
1 480,001 - 485,000 483,918
1 485,001 - 490,000 488,010
1 655,001 - 660,000 658,545
1 1,085,001 - 1,090,000 1,085,316
1 1,230,001 - 1,235,000 1,233,944
1 1,600,001 - 1,605,000 1,602,223
1 1,650,001 - 1,655,000 1,610,422
1 2,055,001 2,060,000 2,056,869
1 4,110,001 4,115,000 4,111,012
1 8,515,001 8,520,000 8,519,800
1 8,725,001 8,730,000 8,727,124
455 Total 34,068,514
Rupees in Thousand
2004 2006 2007 2008 2009 2010
Sales (Net) 2,584,908 3,210,297 3,649,631 3,525,961 4,115,381 4,224,019
Gross Profit 247,800 341,783 270,879 172,822 205,049 258,133
Operating Profit 115,024 253,106 102,667 170,219 167,705 229,752
Profit before tax 134,643 304,715 258,721 169,119 165,044 227,539
Profit after tax 50,659 188,602 182,274 110,774 103,038 171,023
Income Tax – Current 55,192 111,915 97,080 12,660 19,879 56,428
- Prior Years (1,213) 11,872 (12,681) (115) - (52,002)
- Deferred 30,005 (7,674) (7,952) 45,800 42,127 52,090
Gross assets employed (excluding
2,179,466 2,243,895 2,108,825 2,324,824 2,630,359 2,925,136
capital work-in-progress)
Net current assets 1,402,283 1,630,550 1,415,379 1,352,120 1,200,412 1,288,578
Share capital 340,685 340,685 340,685 340,685 340,685 340,685
Reserves 1,435,615 1,495,615 1,495,615 1,495,615 1,495,615 1,495,615
Unappropriated profit 11,671 3,999 186,273 194,841 212,708 298,560
Shareholders equity 1,787,971 1,976,573 2.022,573 2,031,141 2,049,008 2,134,860
Long term loan - - - - - -
Gross profit % 9.59 10.65 7.42 4.90 4.98 6.11
Net profit to sales % 1.96 5.87 4.99 3.94 2.50 4.04
Debt / Equity ratio 00:100 00:100 00:100 00:100 00:100 00;100
Current ratio 6.14:1 12.24:1 7.94:1 7.85:1 3.62:1 3.49:1
Return on quity % 2.83 10.25 9.01 5.45 5.03 8.01
Earnings per share before tax Rs. 3.95 8.94 7.59 4.96 4.84 6.68
Dividend % 20 40 30 25 25 30
Production volume (M. tons) 30,362 33,326 32,608 31,906 36,334 35,072
Number of employees 1442 1095 1068 1181 1256 1158
The Company has a polymerization unit with a capacity of 105 metric tons per
day, polyester filament yarn capacity of 30 metric tons per day and a polyester
staple fiber capacity of 65 metric tons per day. The various products of Rupali are
in fact import substitution as these were previously imported from Japan,
Indonesia, Taiwan and Korea. Now the Company is importing the basic raw
materials only and through value addition is producing the highest quality
products locally.
Career
Rupali Group holds a prime position in the business sector and is a preferred
employer amongst prestigious nationals and multinationals. We recruit highly
qualified and experienced individuals - both at entry level and for vacancies
arising at various levels - who would prove to be assets for the organization. We
provide opportunities for improving personal capability to enable staff to take on
greater responsibility. Having a rich and diverse history, we encourage our
employees to venture forth in new and dynamic areas leading to organizational
progress along with individual growth.
What happens when monetary incentives are added to the mix? While
goals and feedback clearly boost performance, adding incentives can
enhance task interest and persistence further still (Locke, et al.). The
key word is "can" ? whether incentives will have a positive effect on
motivation depends upon the nature of the incentives.
The research I have cited until this point is primarily on the individual
level. That is, it focuses on the impact of incentives on individual
workers. (Actually, the research participants are usually college
students rather than workers.) What about the organizational level? Do
organizations that introduce incentives perform better? The evidence is
mixed. Some researchers firmly conclude that linking pay to results
leads to enhanced organizational performance (e.g. Lawler; Ehrenberg
& Bognanno; Kahn & Sherer; Mitra et al.; Zenger & Marshall). Other
researchers conclude that contingent pay has no appreciable impact
on organizational performance (e.g. Milkovich & Wigdor; Pearce,
Stevenson, and Parry; Pearce & Porter; Shay). Part of the reason for
the lack of consensus is that these studies encompass a broad array of
incentive systems, such merit salary increases, one-time bonuses,
gain-sharing programs, and profit-sharing programs. Furthermore,
these studies operationalize performance in very different ways, such
as quality of output, quantity of output, financial status, worker
perceptions, etc. Indeed, recent literature reviews (Heneman;
Milkovich & Wigdor) note that it is too early to draw firm conclusions
about the impact of incentives on firm performance.
Given the compelling data both pro and con, what can be inferred from
this body of research? Incentives should be team-based when
cooperation and knowledge-sharing are critical to task success, such
as in cross-functional product development (Balkin & Gomez-Mejia;
Milkovich & Wigdor). Task complexity is likely to shape the need for
cooperation and the extent of interdependence among workers. When
task success hinges on individual excellence, individual incentives are
appropriate. This is likely for tasks that are simpler and less
interdependent. The nature of the work should drive the design of the
incentive system.
How should the design of an incentive system vary based on the type
of worker? Several decades ago, sharp distinctions were drawn
between the types of pay plans appropriate for senior managers,
middle managers, and line workers. Those distinctions have now
largely fallen by the wayside. Only a small amount of research speaks
to this question (and the research addresses the question only
indirectly). Gomez-Mejia & Balkin found that performance-contingent
pay is less appropriate for workers who have a low willingness to take
risks. Placed under a variable compensation regime, such workers are
likely to withdraw, either cognitively or behaviorally. Igalens & Roussel
report that exempt employees are more likely to experience
contingent pay as motivating than are non-exempt employees.
Bushman, Indejejikian, & Smith found that incentive intensity (the
percentage of pay at risk) is greater at higher levels in an
organizational hierarchy than at lower levels. Bushman et al. argue
that this is appropriate, since people at higher levels have greater
influence over the organization?s success.
A study on” The Role of Incentives In Performance Management” in
MIAN TYRE & RUBBER COMPANY LIMITED
Research Questionnaire
Assalam-o-Alaikum!
I would assure you that your response to this questionnaire will be kept
confidential and will be not be disclosed or used in any manner other than the
research purpose as stated above.
Thanking you for your valuable time and help for this research study.
SHA
HAB
ALI
Maste
rs of
Huma
n
Resou
rce
Mana
geme
nt
Instit
ute of
Admi
nistra
tive
Scienc
es
Unive
rsity
of The
Punja
b
Roll
No.
24
(2009-
2011)
Section One: Demographic and Attributes, Please Tick the appropriate box
0. Name of Employee / Department Masood
1. Position /Designation Ahmed (Manager Industrial Relations & HR)
2. Qualification Masters in IR & HR
Ph.D M. Phil/MS Masters √ Bachelor
3. Experience in Job (years) 8 Years with current Organization 05
5. Age (years) 36
6. Gender:
Male √ Female
Section Two: Role of Incentives in Performance Management Strongly Agree Partially agree
agree partially
disagree
14 I think that existing performance based incentive system is √
. compatible with other similar organizations in Pakistan
known to me
15 I feel satisfied with the current availability of performance √
. based incentives system
16 Implementation / reinforcement of performance based √
. incentive system based on performance suggested by
higher management is suitable.
17 In my view there should be a noticeable difference in √
. reward increases among employees based on performance
18 Audit should be given higher weightage in my √
performance evaluation
19 When an employee receives a performance incentive the √
. other employees are motivate to exert extra effort.
20 Performance based incentives are distributed less √
. frequently
21 My suggestions and reservations relating to PBI are duly √
. considered by the concerned authorities.
22 I fully understand the results / outcomes expected from me √
. to do my job.
23 My supervisor who evaluates my performance is √
. competent enough to discharge such function with due
care
24 My supervisor who evaluates my performance is generally √
. biased and unfair
25 In my view serious attempts are made to mitigate the risks √
. and challenges faced by performance based incentives
system
26 I am given proper briefing / feedback regarding √
. performance targets, reward entitlements, performance
evaluation and reward distribution mechanism
27 In my organization a fair budgetary allocation is available √
. for award of performance based incentives system to the
employees
28 Funds allocated for performance based incentives system √
. can be used as a tool to payroll cost
29 I feel that performance based incentives system can √
. improve institutional competitiveness
30 Higher I am satisfied with performance based incentives √
. system, higher will be its impact on my performance
31 Please tick against the type of other risks and challenges √
. faced by PBI system, which need to be addressed:
32. Followings are my suggestions for PBI improvement, which may be helpful in creating higher and pos
employee performance :