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business model

Across all our companies, Engro deploys the ability to improve lives, empower livelihoods and inspire a meaningful change. We strongly believe that our pursuit of an inclusive growth model will continue to yield greater success and value for all our stakeholders.

together for change

Integrated in the agricultural and dairy value chain and reaching out to over 1.7 million farmers, we provide approximately PKR 400 billion as direct farmer incomes, converting the farm produce to consumer food products, which provide convenience, hygiene and nutrition to over 12 million consumers each day – making us the leader in the packaged dairy market.

Producing low-cost electricity from flared gas for over 5 million people; developing the world’s fastest LNG terminal at one of the most competitive rates in the region and developing indigenous power production from Thar coal, we are well placed to deliver on our vision of helping Pakistan overcome the energy crisis.

our integrated business model

corporate objectives

The economic impact of Engro is not only its revenues and profits earned or jobs created; instead the company’s footprint extends across the entire economy in terms of the enormous positive externalities generated by Engro’s investments in critical segments of the country.

financial objectives

Ensure at least 20% annualized shareholder return over a 3 year period starting Jan 1, 2013.

financial objectives

Manage Corp's investment portfolio as approved by BOD (seed, nurture, prune, harvest) and develop potential acquisition targets.

energy vertical

  • Ensure financial close, commission and commercial success of the LNG project.
  • Achieve financial close with target capital structure for Thar project.
  • Oversee implementation of Powergen growth strategy.

consumer vertical

  • Oversee the implementation of foods business growth strategy.
  • Develop another Foods category through potential strategic collaboration.

fertilizer & agri-inputs vertical

  • Oversee business development initiatives including agri-inputs and possible expansion.

organizational health objectives

  • Improve Bench Strength on a consolidated basis to 1:3.5 by ensuring successful implementation of the HR Frameworks developed with international consultants.
  • Increase Employee Engagement to 56% or more by Jan 2016.
  • Increase Women participation in the workforce to 10% & People with Disability to 1%.

strategic objectives

Implement the road map for operational excellence in Information Systems moving from ‘Systems of Record’ to ‘Systems of Information’.

strategic objectives

Implement risk management framework.

strategic objectives

Develop a framework for establishing social enterprises and carry out one pilot for the same.

strategy 2020

To be a leading provider of world class products and services in the emerging and frontier economies in the energy, consumer and agricultural inputs businesses delivering a triple bottom line and creating value for all our stakeholders.

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