Q1. How does Engro keep its graduates and faculty up to date with cutting-edge trends?
Sarfaraz A. Rahman: Our youth is technology savvy and today technology is a way of life. We are a very young organization so understanding the need of the day we continue to leverage technology in many areas of our business. We are investing heavily in world’s renowned ERP solution (SAP) and have developed in-house systems for sales, marketing and inventory management. Our engagement with ROZEE for online recruitment is another initiative to further benefit from what technology has to offer us.
Q2. While the dairy, chemical and fertilizer industry among others are facing increased competition, where do you see Engro overall in the next 5 years?
Sarfaraz A. Rahman: Our vision is to be a Premier Pakistani Company with an International reach. Our fundamental strategy is based on being significant in the sectors we operate in and in the next 5 years Engro will be the leading player (or close) in these sectors.
Q3. Do you believe Pakistani Universities are creating an effective talent pool and what is Engro’s strategy to attract and create the best talent in Pakistan?
Sarfaraz A. Rahman: People are the heart of our business. We believe in hiring the best talent available, however, we feel that Pakistani Universities face challenges in meeting the demands of current age. Engro is known for developing sound professionals. We believe in investing in our people and therefore give them challenging assignments, exciting projects and relevant training. We also tend to rotate people in various facets of work, thus giving them diverse experience and preparing them for future leadership roles.
Q4. Does Engro emphasize on work life balance in its organization and how do you achieve this balance yourself?
Sarfaraz A. Rahman: At Engro, it is the responsibility of each individual to manage work in a fashion that they are able to keep a balance between work and personal life. However, this is not easy to accomplish in the expansion and project phase, but it is clearly the intention of the organization to achieve it.
Q5. As a major partner in ROZEE.PK’s online recruiting tools, how would you rate the success and importance of online recruitment firms such as ROZEE.PK?
Sarfaraz A. Rahman: Internet is an integral part of our youth now a days. Online recruiting tools not only help us reach out to a wider range of talent but also enable us to manage the ensuing recruitment costs. We believe that this recruitment channel has a huge potential to grow and can innovate to reach the desks of line managers so that they have direct access to the available talent pool. Our recruitment portal is powered by ROZEE.PK and we are happy with this partnership. I wish them continued success.
Q6. What are Engro’s principles of success?
Sarfaraz A. Rahman: Engro’s passion to win, appetite for risk-taking, sense of ownership and operational excellence has been the core of its success. Our secret of achievement is the exceptional and unparalleled performance and growth in each of the areas that we operate in. This was possible due to the SBUs that managed each area. Each BOD has the independence to operate according to its industry dynamics. Above all as a company we have a strong belief in the future of Pakistan and its potential to grow. Our growth strategy builds on this belief and we are playing our role for its realization.
Q7. Human Resources are among the first casualties of an economic slowdown. What is Engro’s strategy to deal with these challenges?
Sarfaraz A. Rahman: Fortunately, we are in a position to convert this perceived problem into an opportunity for ourselves. We are expanding at a phenomenal rate and we feel it is important to continue to attract the best talent. We want to keep the hopes high in the job market even at a time when the economy is not at its best.
Sarfaraz A Rehman is the Chief Executive Officer of Engro Foods Limited. He has 24 years of professional work experience, mainly in the FMCG industry. He started his career with Unilever in 1983 and spent time in Finance, Marketing Services and Projects. Then he moved on to Smithkline Beecham and was involved in the Merger and Strategic Planning. Later he spent several years with Jar dine Matheson in the Middle-East, mainly in business development and then set up a logistics service provider for them. He then moved to Pepsi International and spent several years managing the Pakistan and Afghanistan Unit.
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