Top Banner
Rahimafrooz A case Study on Rahimafrooz Group Strategic Planning December 2008 1
25
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Page 1: Rahimafrooz Case Study (2)

Rahimafrooz

A case Study

on

Rahimafrooz Group Strategic Planning

December 2008

1

Page 2: Rahimafrooz Case Study (2)

Rahimafrooz

About Rahimafrooz

Rahimafrooz a private limited group of Companies operates in three broad business segments – automotive

after market, storage power and energy, and retail. While our Group activities are coordinated from the

Rahimafrooz Corporate Office (RACO), we have eight Strategic Business Units (SBUs), three other

business ventures, and a not-for-profit social development enterprise.

Rahimafrooz Batteries Limited (Automotive Battery Mfg)

Rahimafrooz Distribution limited (Distribution of automotive product)

Rahimafrooz Super stores limited (Agora)

Rahimafrooz Energy Services Limited (Generator and electrical Product)

Rahimafrooz Renewable energy limited (Renewable energy products)

Rahimafrooz CNG limited (CNG conversion and CNG bossiness)

Rahimafrooz Excel Retread Limited (Tyre retread)

Rahimafrooz Accumulated Limited (Industrial Battery Mfg)

Rural Services Foundation (Not-for-profit initiative)

Metronet Bangladesh Limited (WAN facility provider)

As a large, leading, home grown Business Group, we have grown in size, scale and diversity. We have

strengthened our market leadership at home while reaching out to international markets. Ranging from

automotive after market products, energy and power solutions, to a world class retail chain – the committed

team at Rahimafrooz is committed to ensuring best in class quality standards and living the Group’s four

core values – Integrity, Excellence, Customer Delight and Innovation.

We, at Rahimafrooz as an organization, are committed to driving growth, prosperity, ethical values and

social responsibility. Rahimafrooz Group will continue to delight its customers through unparallel quality,

excellence and service superiority. Our business success will be complemented by our commitment to the

environment, society and community.

Rahimafrooz History

The Rahimafrooz journey dates back to the early fifties when Late Mr. A C Abdur Rahim founded a small

trading company and paved the way for making of one of today’s leading Bangladeshi business

conglomerates. Over the decades, Rahimafrooz has grown in size, scale, and diversity. The Group today

has seven Operating Companies (SBUs), three other business ventures, and a non-profit social enterprise.

As of 2007, the Group currently employs more than two thousand people directly and a further twenty

thousand indirectly as suppliers contractors, dealers and retailers.

The major milestones in Rahimafrooz history can be summarized as below:

Incorporated in 1954 by Mr. A.C. Abdur Rahim

Distributorship of Lucas Battery in 1959

Exclusive distributorship of Dunlop tyre in 1978

Acquisition of Bangladesh operations of Lucas UK in 1980

First producer of industrial battery in 1985

Pioneering Solar Power in collaboration with BP in 1985

2

Page 3: Rahimafrooz Case Study (2)

Rahimafrooz

First ever battery export – to Singapore – in 1992

Launched Rahimafrooz Instant Power System in 1993

Acquisition of Yuasa Batteries (Bangladesh) Ltd. – in 1994

Attained ISO 9002 certification for RBL operations in 1997

First India office opened in Ahmedabad – in 2000

Awarded “Bangladesh Enterprise of the Year” in 2001

Attained ISO 14001:1996 for RBL operations

Launched “Agora” – the first ever retail chain in 2001

Launched Rahimafrooz Energy Service in 2002 – promoting distributed power.

Established Rahimafrooz CNG ltd. in 2003

Awarded “National Export Trophy” in 2003

Metronet Bangladesh, a fibre optic based digital solution provider for data communication,

launched in joint venture with Flora Telecom – in 2004

Received McGraw-Hill Platt Global Energy Award for Renewable Energy in 2004

Received the “Ashden Award” for Sustainable Energy in 2006

The Group celebrated its 50th anniversary on April 15, 2004 with a renewed, enhanced

commitment to being successful while upholding its core values.

EPZ factory and RAL two new company developed – in 2008

Rahimafrooz Aspiration

To be the most admired and trusted organization through excelling in everything we do following ethical

business practices and adding value to stakeholders

Rahimafrooz Vision

Be an enterprising Group of Taka 2,000 crore by the year 2010 with a diversified business portfolio focused

on dynamic growth, excellence, Innovation, Customer Delight in enriching our world.

Group Values

• Integrity in all our dealings

• Excellence in everything we do

• Total commitment to customer satisfaction

• Thinking ahead and taking new initiatives

Group Guiding Principles

1. Live Our Values – Integrity, Excellence, Customer Delight & New Initiative

2. Believe in Our Aspirations & Vision

3. Set Clear Objectives – Every activity must add value – FPR for every initiative

4. Encourage Environment of Openness, Trust & Mutual Respect

5. Encourage Creativity and Taking Initiatives – by empowered employees – Freedom within a

framework

6. Establish Effective Management – collective leadership, due diligence, teamwork, culture of

discipline

7. Establish Performance Oriented Culture through authority & responsibility with accountability

8. Bring Continuous Improvement – create a difference

3

Page 4: Rahimafrooz Case Study (2)

Rahimafrooz

Group Strategy Development and People Engagement

Rahimafrooz has developed first strategic plan in the year 2004 a five years plan for the period of 2005 to

2010, the strategic plan was named as “Vision 2010”. Group strategic plan formulation was done in a

structured manner- there is one strategic plan development steering committee and few Task Forces taking

cross functional people from Group Corporate Center and SBUs.

The steering committee is the apex body for strategic plan development comprising of Board members , top

executives from finance, Human resources, marketing, IT, so on. The committee is supported by task forces

in terms of people engagement, business analysis, objective setting, action plan development,

communication etc.

The strategic planning process:

ENVIRONMENT SCANNING:

Environment scanning session taking resource person from various sectors like Economist,

journalist, Senior business executives, educationist, IT specialist, legal experts, think tank – CPD,

social thinkers, so on.

The objective of the session is to have understanding about how things are moving in socio-

economic and business environment, how technology is moving forward, how changes are

happening in people life style, how industry attractiveness is shifting, policy impact on business etc.

Based on the session’s outcome and Group internal intelligence PESTEL analysis is done at group

level and for each SBU and probable business impact are evaluated

Market and competition analysis is also done in the same line.

INTERNAL ANALYSIS

Task forces have worked on various assignment and analysis like:

Strength and weakness, opportunity and threat at Group level and each SBU level are analyzed

Each SBU/products value chain and value system analysis

Resources and competences level are analyzed and requirement projection

Product and market segments specific demand analysis of existing performance and future

potential

Human resources need analysis to deliver the projected target – capability development programs

Each Task forces and the steering committee attended couple of meeting, interview of people from top

to bottom who matters for strategy development and this is to ensure people involvement. Existing

business are ranked in horizons based on maturity and cash generation or cash use requirement as

H1, H2 and H3. This is some thing like BCG matrix analysis. H1 is matured business and H3 is future

businesses in the already in operation to cater continued growth.

Step growth approach is focused rather than incremental growth and growth target are fixed based on

potentials of each SBUs and New Growth opportunity.

Group steering committee finalized the strategic plan based on internal and external analysis and

inputs from Task forces. All resources and competence need is also become part of the plan.

COMMUNICATION:

4

Page 5: Rahimafrooz Case Study (2)

Rahimafrooz

Once the plan is confirmed the plan was communicated through out the organization from top level to factory

floor. And the key aspects of the plan reiterated in various sessions / meeting to ensure enhanced focus and

to make the plan an way of life. The main focus was on growth and stakeholder’s benefits – like for

employee what in it for me etc. Creating enthusiasm and employee motivation was in key focus issue.

Critical Success Factor (CSF) for achieving V2010

Shared understanding – two way communication

Clarity of goals & benefits

Ownership & Accountability

Setting action plans & deadline

Allocation of resources

Harnessing right skills

Leveraging ICT

Follow up & periodic review

GMD

DMD

GITC

Marketing

Compliance

RACO Head

Admin

GRA

Tech/Eng

HR

Finance

Strategy

Quality

NGP

Legal / Secretarial

CI/ PMO

RACO- Leadership Team

Region - South

5

Corporate Organogram

Page 6: Rahimafrooz Case Study (2)

Rahimafrooz

List of Corporate Management team

Group Board Members

Name Designation CompanyAfroz Rahim Group Chairman Rahimafrooz Bangladesh LimitedFeroz Rahim Group MD Rahimafrooz Bangladesh LimitedMohammad Ismail Group Deputy Managing Director Rahimafrooz Bangladesh LimitedNiaz Rahim Group Director Rahimafrooz Bangladesh LimitedMudassir M Moin Group Director Rahimafrooz Bangladesh LimitedMunawar M Moin Group Director Rahimafrooz Bangladesh Limited

Group Executive team

Name Designation Company

Md. Kausar Alam Group Head of Finance Rahimafrooz Bangladesh Limited

Mr. Arif Shahriar Group Head of HR Rahimafrooz Bangladesh LimitedMr. M A Ibrahim General Manager - Planning and

StrategyRahimafrooz Bangladesh Limited

Mr. Mahsudur Rahman Head of Compliance Rahimafrooz Bangladesh LimitedMr. Kashrul Matin Head of IT Rahimafrooz Bangladesh LimitedTalukdar Noman Anwar Head of Corporate Marketing Rahimafrooz Bangladesh Limited

List of SBU COOs

Name Designation Company

Mr. Parvez Saiful Islam COO Rahimafrooz Distribution LimitedMr. Faroque Ahmed Khan COO Excel Resources LimitedMr. K M Ali COO Rahimafrooz Energy Services

LimitedMr. Shahzad Akhter COO Rahimafrooz CNG LimitedMr. M. Anisur Rahman GM Rahimafrooz CNG LimitedMr. Sayeed Hassan COO Rahimafrooz Batteries LimitedMr. Sohel Ahmed GM and Head of Business Rahimafrooz Renewable Energy

Limited

6

Page 7: Rahimafrooz Case Study (2)

Rahimafrooz

Group Performance

Rahimafrooz Group performance monitoring is done through sets of processes and forums like few review

meetings like at SBUs level Executive Committee (EC, comprises of SBU COO and top team members)

Meeting during first week of each month, and Group level Corporate Executive Committee (CEC, comprises of

Group Board members, SBU COO, Corporate Center Functional Heads, Finance head is the secretary of the

committee) within tenth of each month.

Group Board Meeting is taking place in each month. Board committees are active and assist Board in making

policy decisions like, compensation, finance policies, investment and financing decisions, risk and control etc.

Performance is monitored against Annual Business Plan (ABP) which is developed in each year keeping

Vision 2010 in full focus.

Performance monitoring tools: along with traditional financial statements we use Balance scorecard, Project

Management tools. Stake in the Ground (SITG), Project Management Office (PMO) is in the process of

introduction.

At SBU finance department is responsible for performance reporting, analysis and raising flags in case of

deviation which is dealt with at EC meeting.

At Group level Group Finance team is consolidating the SBU performance and analyzes the result and present

financial performance in the CEC. IN CEC meeting SBU COO present business performance – financial and

operational and outlook – market competition, major business matters on sourcing to customers, regulatory

issues etc. Key business decisions are taken at CEC based performance.

There is quarterly Business Review Session (QBR) for each SBU focused session at SBU HO with Board and

Corporate team vs. SBU EC team. This is a detailed oriented discussion and deliberation session on SBU

performance. This gives the ground level understanding to the Board and top executive team.

In each of the above performance monitoring sessions specific action plans are developed in case of any

deviation from plan and follow up action are taken and updates are given in the next meeting.

7

Page 8: Rahimafrooz Case Study (2)

SBUsActual V2010 Actual V2010 Actual V2010 Actual+ABP V2010 Actual V2010

RABL 206 291 425 540RBL 1495 1336 2152 1849 2981 2457 3889 3073 3921RDL 1881 1961 2928 3196 4153 3952 5276 4858 5911RSL 738 1223 771 2669 964 425 4254 7242 10294RRE 0 0 453 0 477 842 0RESL 501 275 937 358 881 500 1236 700 1000RACNG 244 254 241 367 781 583 1255 764 1029ERL 33 0 70 0 73 90Group 5098 5050 7843 8439 10737 7916 17382 16636 0 22155

Year 5 : 2009-10 Year 1 : 2005-06 Year 2 : 2006-07 Year 3: 2007-08 Year 4: 2008-09

Rahimafrooz

Group Turnover

The strategic plan developed i.e. the Vision 2010 has significantly helped Rahimafrooz to achieved hyper

growth over last few years. Previously Group growth average rate was at 20% plus level but after Vision 2010

the average growth arte is at 40% plus level. The strategic plan has triggered the growth through focused

attention and action. The following are the group turnover over last few years:

Group Business Finance PBT Indication

Group business portfolio wise profitability indicators focusing on PBT is stated below.

SBU RBL RDL RESL RRE RSL RACNG ERL

Indicator High Medium Medium Medium Very Low High Very Low

Market Share Percentage of SBUs

RBL – Auto Local Battery 60%

Industrial Battery 80%

RDL- Battery 60 %

Tyre 30%

RACNG 33%

RESL 28%

RSL 23%

ERL 30%

RRE 45%

Group Business Finance

As private limited Group of Companies the financing sources are Equity Capital and Borrowed fund from

Banks and Financial Institution. Debt equity ratio is appx 50:50

Financing need is evaluated during annual Business Plan and D/E ration is firmed. Necessary financing from

are confirmed and approved for each SBUs by the board to cater Annual Business Plan need. Ongoing

financing needs for expansion and capital investment are decided in case to case to basis.

8

Page 9: Rahimafrooz Case Study (2)

Rahimafrooz

Group Finance team is responsible for financing and monitoring financial indicators and accountable to Board.

At group level each SBU specific analysis are done and insights are presented at various performance

monitoring forms.

New investment and expansion decisions are taken with evaluation from Group Finance.

ABP and strategic plans are monitored by group finance.

Group HR Policy

At Rahimafrooz HR is seen as a key driver of Group. Rahimafrooz focus on capability based growth, more of

position based. This is giving edge over competition. Group’s HR policies are formulated from the Corporate

Center (RACO), by the Bard HR and Compensation Committee.

Recruitment, performance appraisal, rewarding, employee development processes are reasonably structured

and closely supervised and monitored by RACO HR team.

SBU HR team is responsible to ensure execution policies and programs in respective SBUs.

Entire HR programs activities from recruitment requisition to employee exit interview – like pay slip, leave

application, performance appraisal, training and development, talent management, etc is done through IT

based software RAPID. This is helping in making speedy decision making and smooth HR management.

Total Human Resource

More then 2,000 employees are working at Rahimafrooz Group. Job grades are 1 to 4 non management and 5

to 12 management employee. Grade 8 to 19 Manager Grades and Grade 11 to 12 are functional heads and

COOs.

Use of IT

Rahimafrooz has dedicated and skilled IT professionals to have a smooth IT system from the backend every

PCs to front end customer interface. Rahimafrooz has a very structured IT policy. Group IT is managed from

RACO the corporate center as a shared service to SBUs.

Use of technology in doing business is a key focus. All offices in Dhaka and throughout the country are

connected through LAN, MAN, and WAN.

There are various IT systems used by functions like, IBM software IMAS is used as the main ERP system

covering financial to manufacturing to customer invoicing to planning and forecasting etc. RAPID is used for

Human Resources management. FLEXIB is used retail business management.

Each management employee is connected by MS Exchange for internal and external communication. Besides

there is few customized software in use for various critical activities – customer services etc.

The group has web page with Group and SBUs product, services profile and intranet for internal employee

communication and business policies software availability to the users.

9

Page 10: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz Business Initiatives

Rahimafrooz (Bangladesh) Ltd.

Rahimafrooz Bangladesh Ltd. (RABL) is the Group Parent Company that supports and guides the Strategic

Business Units (SBU) from the Rahimafrooz Corporate Office (RACO). It ensures continuous management

innovation, best utilization of technology, new initiatives, corporate governance, and adoption of global best

practices.

Rahimafrooz Bangladesh Ltd. organization comprises of the Group Board Office, Group Chief Officers, Group

Information Technology Centre (GITC), and the functional teams in the Rahimafrooz Corporate Office (RACO).

Rahimafrooz Batteries Ltd.

Rahimafrooz Batteries Ltd. (RBL) is the largest lead-acid battery manufacturer in Bangladesh. The Company,

with its market leadership at home and export endeavors to some 35 countries, is among the leading regional

players. RBL manufactures around 300 different types of automotive, VRLA, and customized industrial

batteries. The Company’s operations are certified in both ISO 9001 as well as ISO 14001 standards.

Director

GM, QualityAssurance*

GM, Automotive Marketing & Sales

Manager, IBMarketing &

Sales

GM, HR & QMS

GM, Finance and

Procurement

COO

GM, GRA RBL & RACO

Manager Manager,

Manager, Technical

Manager,

Manager, WSS

10

Page 11: Rahimafrooz Case Study (2)

Rahimafrooz

The Company’s manufacturing plants produce a range of products – automotive, motorcycle, and appliance

batteries, Industrial (stationary, deep cycle, traction, VRLA) batteries, IPS and UPS batteries, and rectifiers.

Lucas and Spark are the leading names in the local automotive battery market while Volta, Optus and Delta

are gaining equity as International brands.

Competitors: Rangs Power Batteries, Navana Batteries, Hamko Batteries & VOLVO Batteries

11

Page 12: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz Distribution Ltd.

With a country-wide distribution network of around 175 dealers, 93 lube dealers and more than 275 retailers,

Rahimafrooz Distribution Ltd. (RDL) is the foremost consumer facing SBU of the Group that carries more than

ten national and international brands. RDL is the clear leader in its automotive after market and emergency

power product categories.

RDL’s portfolio includes international tyre brands Dunlop, Kenda while it also carries our very own brand RZ

Tyre. Our battery brands for the local market are Lucas and Spark. RDL is the exclusive franchisee of the full

range of world’s leading lubricant brand Castrol. Through Rahimafrooz IPS, UPS and Voltage Stabiliser, the

Company enjoys clear leadership of the emergency power products market. Besides, it also runs two

Automobile service centres in Dhaka and one in Chittagong.

Competitors: Navana Automobiles, Mobil, Uttara Motors, Singer, Mobil,

COO

NSM Mktg ManagerMgr – Finance Mgr - HR & Planning Mgr – Treasury GM-Mktg. GM-Sales

12

Page 13: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz Energy Services Ltd.

Rahimafrooz Energy Services Ltd. (RESL) is a market leader providing standby, captive and distributed power

solutions. The Company brings to Bangladesh two of world’s leading gas and diesel generator brands –

Pramac and Mitsubishi. RESL also markets home and industrial lighting products from General Electric USA

(GE) and electrical accessories from Hager France.

RESL enjoys a formidable repute in the market for its reliable, high

quality products as well as unmatchable customer support and service. Overall, it is building on its strengths

and continuously improving itself as a safe, secured, and first-rate provider of energy solutions.

Competitors: Navana, PowerPac, EnergyPac, Bangla TRAC, Intraco, Transcom, Rangs,

COO-RESL

Head of Sales

(Diesel & Gas)

Head of Rental Power

Head of Service

Head of Lighting &

Accessories

Head of Finance & Accounts

Head of Procurement & Logistics

Manager, HR & QMS

Manager, Marketing

Manager, Engg.

Services

13

Page 14: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz Superstores Ltd.

Rahimafrooz Superstores Ltd. (RSL) made a breakthrough in the urban lifestyles by launching the first retail

chain in the country – Agora. Currently there are four Agora outlets at Gulshan, Dhanmondi, Moghbazar and

Mirpur in Dhaka. With many more coming up at important locations in Dhaka and other major cities, Agora is

endeavouring to fulfil the everyday shopping needs of the urbanites through fair price, right assortment, and

best quality.

While Agora mainly focuses on food items - ranging from a wide variety of fish, meat, vegetables, fruits,

bakery, dairy, and grocery - it also carries a vast array of other household, grocery, personal care, and

miscellaneous products. Having started its journey in 2001, RSL is committed to sustaining and growing as the

most trusted, loved, and frequented retail chain.

Competitors: Nandan Superstores, PQS, Mina Bazaar, Family Needs, Almas, Price Bazaar, Shop & Save,

Price House

COO

GM

Head of Operations

Head of Procurement

Marketing MgrHR Mgr

AKR Head of F & A

Bus Dev Exe

Data Analyst

IT Mgr

Audit Mgr

Project Mgr

14

Page 15: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz Renewable Energy Ltd.

Transforming the lives of people and lighting up different corners of the country, Rahimafrooz Renewable

Energy Ltd. (RRE) has been providing Rahimafrooz Solar solutions for households, agriculture, healthcare,

education, rural streets and marketplaces. To date, RRE has lightened up more than 40,000 rural homes in

Bangladesh and the Company is endeavouring to do much more in the future.

Working closely with Bangladesh Government’s agencies, NGOs, donor and partner organisations, and

international agencies, RRE offers a full rage of solar solutions including home lighting, street lighting, heating

systems, water pumps, Photo Voltaic (PV) centralised systems, drip irrigation systems, vaccine refrigeration,

support for computer and other electronic systems, and a number of other solutions. The Company, in

recognition of its solar efforts, received the McGraw-Hill Platt Global Energy Award in 2004 and the Global

Ashden Award in 2006.

Competitors: Grameen Shakti, BRAC

GM-RRE

Solar Renewable Energy System Integration

& Assembly Facility

Business Support

Rural Home Electrification

Solar Power Solutions

Solar Home SystemSolar Accessories

Sales & Service Center & Installation

Telecom

BIPV/Grid Connected

MW Power Plant

Customized Power Solutions

Engineering & Technical

Power Installation & Service

Wind

Bio Mass

New Alternative Technologies

Design & Development

Assembly & Packaging

Marketing

Fin & Acc

Procurement

HR & QMS

QA

Other Complete Products

(St. Light, Computer

Solutions, Vaccine, Refre.)

Thermal

Store

15

Page 16: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz CNG Ltd.

Rahimafrooz CNG Ltd. (RACNG) offers comprehensive solutions for CNG refuelling, conversion, conversion

centres, and maintenance. The Company runs state-of-the-art CNG conversion centres offering 1 st to 5th

generation conversion, and is setting up a wide country-wide network of refuelling stations. It also assists,

through equipments, technological know-how, training and marketing, in setting up CNG conversion centres

and refuelling stations.

RACNG is the exclusive representative of kits by Logas Italy and equipments by Sicom Italy. Its product range

also includes Cylinders from Inflex Argentina and Matt Brazil.

Competitors: Intraco, Navana, Southern, Sanzi, Shohag, Bevco,

Director and COOG-12

Director and COOG-12

General ManagerG-11

General ManagerG-11

Manager Sales and Marketing

G-10

Manager Sales and Marketing

G-10

Manager Finance and Accounts

G-10

Manager Finance and Accounts

G-10Manager Project

G-10

Manager ProjectG-10

Manager HR and Admin

G- 9

Manager HR and Admin

G- 9

Manager Technical

OperationsG- 9

Manager Technical

OperationsG- 9

Business Support

ExecutiveG-7

Business Support

ExecutiveG-7

16

Page 17: Rahimafrooz Case Study (2)

Rahimafrooz

Excel Resources Ltd.

Excel Resources Ltd. (ERL) is a leading name for tyre retread. ERL also manufactures and markets emery

cloths and abrasive papers.

Other Initiatives

Rahimafrooz Group, in a joint enterprise, has ventured into the first ever fibre optical commercial networking

backbone in Bangladesh in the form of Metronet Bangladesh Ltd. (MBL). MBL provides robust data

communication services to private sector offices, financial institutions, ATMs, and many other institutions.

GreyFab and AsiaTex are two other businesses that manufacture and export textile and terry towels.

Rural Service Foundation (RSF) is a not-for-profit social enterprise endeavoring to alleviate poverty and

supporting the rural poor. The poverty alleviation model of RSF is based on three basic principles – affordable,

replicable, and sustainable. RSF has been helping the rural poor, through programs involving solar home

systems, irrigation, bio gas, contract farming, battery powered instant power systems etc. Besides, RSF also

runs “Dhaka Project” which is a home to some 600 urban street children, providing them with shelter,

education, food, clothing, and care. Supported by Rahimafrooz and a number of generous donors from home

and abroad, RSF has a country-wide network with nearly fifty field offices.

People – Rahimafrooz’s Biggest Strength

With a portfolio of more than twenty brands in three broad segments, Rahimafrooz Group thrives on its people

– their commitment, skill and passion. Over the years, the business has grown through many evolutions. It is

the people of this Company who played the most important role in the change management process of

continuous improvement. We always recognize the contribution from our people in this Group’s 50 years of

success and achievement. For us to grow and be successful in future, this workforce will need to play an

equally, if not more, important role.

We strongly believe in world class employment practices, robust human development schemes, and a winning

culture for our people to perform and enjoy. Our employees benefit by learning both on and off the job, from

internal as well as external resources. While we build on the culture of learning, we also focus on helping our

people to choose and achieve their desired career goals. Rahimafrooz aspires to be an “employer of choice”

and to be able to attract and retain the best-in-class talent who can add serious value to our growth and

evolution.

Our Human Resource vision stands to drive business excellence and create a rewarding workplace through

people.

17

Page 18: Rahimafrooz Case Study (2)

Rahimafrooz

Rahimafrooz CSR

As the aspiration statement reads, we want to be the most admired and trusted organisation, by excelling in

everything we do, following ethical business practices, and adding value to stakeholders. And we want to

achieve all of these while being firmly committed to our social responsibilities. Rahimafrooz Group, with a

proud history of more than 50 years, strongly believes in the principle of contributing back to the community

where we operate. We strive to add value to the society, its economy, and environment through intelligent

efforts and focused initiatives. Our Group companies engage in charitable causes – both in the form of

philanthropic contributions as well as sustainable CSR projects.

Much of the Rahimafrooz CSR efforts are carried out through our not-for-profit social enterprise Rural Service

Foundation (RSF). The Foundation operates mostly in rural, disadvantaged communities, supporting the rural

people to come out of poverty by helping them in generating income for themselves. Besides, RSF also runs

“Dhaka Project” which is a home to some 600 urban street children, providing them with shelter, education,

food, clothing and care.

Currently, Rahimafrooz Group is contributing in the education, transport, environment management, poverty

alleviation and agriculture sectors. Besides, we have always supported many noble initiatives undertaken by

different other individuals and organizations. Our pioneer role in supporting Government initiatives,

participation in environment fairs, support for people distressed by natural calamities, and donation to helpless

people in need – all these are examples of the socially responsive manner of our business.

The End

--------------------

For more information, please contact Rahimafrooz (Bangladesh) Ltd. Group Corporate Office

1A, Gulshan Avenue, Dhaka 1212. Phone: 880-2-9893442-3, Fax: 880-28827780, www.rahimarooz.com

18