Factors behind PRAN-RFL's success

The company hasnt reached this position without a great management function.
Planning: One of the most common sets of activities in the management is planning.
It is a preparatory step. It is a systematic activity which determines when, how and
who is going to perform a specific job. It involves defining the organizations goals
,establishing strategies for achieving those goals and developing plans to integrate
and coordinate activities Planning is a detailed program regarding future courses of
action. It is rightly said Well plan is half done. Therefore planning takes into
consideration available & prospective human and physical resources of the
organization so as to get effective co-ordination, contribution & perfect adjustment. It
is the basic management function which includes formulation of one or more detailed
plans to achieve optimum balance of needs or demands with the available
resources. There is no mystery about how PRAN reached it todays position. All it
took was great planning involved turning ideas into actua1ities by a series of logical
steps. PRAN followed some general and logical steps and they are:

By defining the major objective. The major objective is the total job, the final result.
There can be only one major objective, and this must be clearly visualized before
any planning can be attempted. The major objective for PRAN is to remain as the
market leader with consumer items in food & beverage sector in the country & to be
the market leader in same sector in abroad with minimum NP level of 10%. They
thoroughly communicate this to the entire organization.

When forecast are available and premises are established, a number of alternative
course of actions have to be considered. For this purpose, each and every
alternative will be evaluated by weighing its pros and cons in the light of resources
available and requirements of the organization. The merits, demerits as well as the
consequences of each alternative must be examined before the choice is being
made. After objective and scientific evaluation, the best alternative is chosen.
Managers of PRAN always surf the market to avoid vacuum in Market in aspect of
existing product availability & in aspect of new product. The planners take help of
various quantitative techniques to judge the stability of an alternative.

By formulating short term plans People fail because they try to achieve major
objectives in one swoop. The task should be broken down into contributory minor
objectives, each clearly defined and each capable of detailed planning. These plans
include policies, procedures, rules, programmes, budgets, schedules, etc. As PRAN
main objective is to remain the market leader, short term plans will include sales
maximization, production maximization, and cost minimization. The companys short
term objective is to avail the target that been set before the year starts. These
targets are also a part of the long term objective as well. Derivative plans indicate
time schedule and sequence of accomplishing various tasks.

By involving more organizational member. Organization should involve more

members in the planning process. This doesnt mean plans are handed down from
one level to the next but instead are developed by organizational members at
various level. PRAN uses this strategy very well, they help their employee grow.
They give them proper training and development and encourage employees to ask
questions and make suggestions that they think better.
By working out detailed plans for minor objectives and allowing flexibility. With the
overall plan broken down and correctly phased, it becomes possible to work out
details for the accomplishment of each minor objective. At this stage the decisions
which PRAN make are: What is to be done? How is it to be done - resources,
methods and means? Who is going to do the job? When is the job to be done -
starting and finishing times Where is the job to be done? All the facts may not be
known when plans are first made. Later on, new data may become available.

For this reason, minor plans of PRAN are flexible enough to cater for unforeseen
events or emergencies. Having considered the steps involved in planning PRAN turn
their attention to the way in which they should be applied. In PRAN planning is
applied downward, with the active co-operation of subordinate staff all down the line.
It follows that every level understand the planning approach outlined and is able to
allocate priorities and work out precise details. Only in this way PRAN break down a
really major objective into the mass of detailed activities which become necessary for
its accomplishment. In the end, a proper job of planning by the entire supervisory
staff of PRAN ensure unified and successful action. PRAN is very effective in doing
so as they treat their employees as core resources and family member and
encourage their participation indecision making and in implementing plans those are
formed by the top level management thus they implement their plans easily and
efficiently with the help of subordinates and staffs. After the plans are implemented
monitoring the plans are equally important to ensure that objectives are achieved. It
is also important to appraise its effectiveness. PRAN does this on the basis of
feedback or information received from departments or persons concerned. This
enables the management to correct deviations or modify the plan. This step
establishes a link between planning and controlling function. The follow up go side
by side the implementation of plans in the light of observations made, and thus help
PRAN to make more realistic future plans.

In PRAN managers frequently check all the works that are to be maintained and take
any corrective actions that are needed. PRAN is one amongst the fewest in
Bangladesh who has a culture of profit sharing management as an appraisal for
performing the jobs correctly.

Organizing:

Production system
The practical expression of PRANs people and customer-oriented philosophy is
known as the PRAN production system. This is not a inflexible company-imposed
procedure but a set of principles that have been proven in day to-day practice over
many years. Many of these ideas have been adopted and imitated all over the world.
PRAN production system has three desired outcomes: To provide the customer with
the highest quality product, at lowest possible cost, in a timely manner with the
shortest possible lead times. To provide members with work satisfaction, job security
and fair treatment. It gives the company flexibility to respond to the market, achieve
profit through cost reduction activities and long-term prosperity. PRAN production
system strives for the absolute elimination of waste, overburden and unevenness in
all areas to allow members to work smoothly and efficiently. The foundations of
PRAN production system are built on standardization to ensure a safe method of
operation and a consistent approach to quality. PRAN members seek to continually
improve their standard processes and procedures in order to ensure maximum
quality, improve efficiency and eliminate waste.

Manufacturing Process
PRAN control and monitor every aspect of the manufacturing process. PRAN ensure
the integrity of the enterprise and to maintain quality assurance, the implementation
of standards. This means installing efficiently designed processes throughout the
operation from product development, to supply chain and shipping. By adopting a
strong, process-centric culture, any company can smoothly transition from chaotic
and ad hoc management systems to a smooth running operation that increases
profits.

Export History

PRAN, the largest exporter of processed food from Bangladesh, had a vision of creating a
huge demand globally of those agro based products produced by native farmers. The key
was to process the agro products and increase shelf-life thereby. Starting successful journey
to export market in 1996, PRAN currently exports to over 106 countries.

In global market, we truly strive to exceed ourselves every year. Therefore, we are
growing like anything in whichever market we operate. To accelerate continuous
growth, we already set up a production plant in India and production is likely to start
there shortly.

In many countries especially UAE, India, Oman, Malaysia, Singapore, we have got
our own sales and distribution network equipped with full fledged office. With office,
warehouse, distribution vehicles, sales force, & other sophisticated supports, we are
extremely aggressive to be the market leader in each and every category we
operate.
Last but not the least; along with existing presence in African, Asian & European
markets, we eagerly look forward to having a stronger and more vibrant presence in
every corners of global market.

In March 6,2011 - PRAN products will be distributed in different superstores global

chain shop of United Arab Emirates by Jaleel Holdings LLC, Dubai from now
onwards. An agreement was signed in this effect at PRAN-RFL Centre, the corporate
headquarters of PRAN-RFL Group.

Hasan Mahbub, Managing Director, Pran Foods Ltd, UAE and Sameer K Mohamed,
Managing Director, Jaleel Holdings LLC, Dubai signed the agreement on behalf of
their respective parties.

Based on the agreement Jaleel Holdings LLC, will do the needful to distribute of
PRAN product worth 2 million Dirham per month to different global chain shops in
UAE. The products will be various kinds of Juice & Drinks, Chanachur, Jhalmuri,
Crackers, Powdered Spice, Mustered Oil, Pickle, Jam-Jelly and snacks items.

Middle East is a huge market of export for Bangladeshi FMCG as their lives many
Bangladeshi immigrants and workers. The Middle Eastern market includes KSA,
Dubai, Bahrain, Kuwait, Qatar, Jordan, Oman, Iraq, Iran, Lebanon and the UAE and
others.

Africa is the largest unnerved segment of the world market. PRAN started their
venture in Africa in the year 2001. At first the importer country was Benin.

At present PRAN export their products in 38 countries of the West and East Africa
including Angola, Liberia, Benin, Ethiopia, Congo, Senegal, Djibouti, Niger, Mali,
Ghana, Somali Land, South Africa and others.

The EU market consists of UK, Spain, Italy, Sweden, France, Germany, Russia,
Cyprus and other European countries. The European market is still developing and
most of the customers are from Bangladeshi origin. Recently the Dairy, Beverage
and Confectionery products got positive exposures from different countries of the
EU. America and Others includes USA, Canada and Australia. The organization is
trying to enter the North American market. PRAN is conducting survey to enter this
part of the world.

For excellence in export market including product development, market development

etc; we have been awarded numerous trophies in home and abroad.

In recognition of contribution towards earning foreign currency, PRAN achieved Best

National Export Award for 8 consecutive fiscal years (FY 1999-2000, 2000-01, 2001-
02, 2002-03, 2003-04, 2004-05, 2007-08, 2008-09, 2009-10, 2010-11). In recent
times, PRAN is awarded UDC BUSINESS AWARDS 2011 as the best food &
beverage products manufacturer in Malaysia.
Given below is a depiction of one of the accolades that have been conferred upon
us:

Deputy Managing Director of PRAN Foods Ltd., Mr. Ahsan Khan Chowdhury is
collecting Best Exporter of the year-2009/10 trophy from Honorable Prime Minister,
Peoples Republic of Bangladesh

The awards are welcome but if there is one thing that truly inspires every member
of PRAN its a vision to become the leading globally integrated agro based Food
Company by improving livelihood.

Managing Inflation/Unemployment/Growth rate

The idea of corporate social responsibility is being widely promoted all over and
rightly so. Here is a corporate whose corporate mission embodies in itself corporate
social responsibilities with the additional compulsion to make profits in order to thrive
and grow which it must to fulfill its corporate social responsibilities in greater
measure as time passes. PRAN has a bifocal objective of making profits through the
fulfillment of corporate social responsibilities.

PRAN-RFL is a concept: away to fight poverty & hunger in Bangladesh in the

shortest possible time through employment generation.

PRAN Signifies investment in agro processing: creating demands for farm produce
which create jobs in rural areas also preventing urban migration. PRANs aim to add
value to agricultural harvest.

Bangladeshs comparative advantage lies in creating a competitive edge in value

added agricultural products. This is what PRAN Stands for.

The Groups major achievement has been to try to consolidate fragmented land
holdings and to organize farmers into contract growers of specific crops for
consumption in PRANs major processed products. With the elimination of the
middlemen, farmers receive fair prices for their produce & due to technical
assistance from the agro-processing industry; yields, quality and income have risen
considerably. Poverty alleviation through profitable enterprises is now a reachable
goal for many farmers. This resolution is perhaps PRANs greatest achievement.

Equal opportunity are given to both male, female candidates irrespective of race,
religions, culture etc. Selection is done based on merits and qualifications. Everyone
has got clear-cut job descriptions and got equal opportunity to contribute and share
their ideas and thoughts to grow in the company.

Employees are rewarded with salary, commission and incentives as per standards.
Workers and staffs are provided with free & subsidized food from the factory and
office cafeterias. Employees health and hygiene are taken out most care with full
time adequate numbers of Doctors, nurses and other medical supports.

To develop the human skills, both on the and off the jobs trainings are constantly
being provided to all the workers and staffs.

Over these years PRAN had recruited thousands of employees. As of 2014, PRAN-
RFL Group has 58,000 employees currently, which is a great accomplishment for a
country like Bangladesh, whose unemployment rate is high.

Present Status: Facts and Figures

The following tables capture the trade figures between Bangladesh and India.
While the first table shows the huge trade gap between the two countries, the
second table manifests meager amount of trade India is conducting with Bangladesh
in terms of its total global share.

Table 1: Total Trade and Balance

(Value in million USD)
Head 2006-2007 2007-2008 2008-2009
Indias export to 1,629.57 2,923.72 2,497.87
Bangladesh
Indias Import from 228.00 257.02 313.11
Bangladesh
Total Trade 1,857.57 3,180.74 2,810.98
Trade Balance 1,401.57 2,666.70 2,184.76
(towards Indian side)
 Table 2: Indias Trade with Bangladesh vis--vis its global trade
(Value in million USD)

Total Trade 2005-2006 2006-2007 2007-2008 2008-2009

and Balance
Indias total 1,791.39 1,887.57 3,180.74 2,810.98
trade with
Bangladesh
Indias total 152,256.26 312,149.29 414,786.19 488,991.67
global trade
% Share 0.71 0.6 0.77 0.577

The following tables demonstrate the range of products being traded between the
two countries. It is important to note that cereals and cotton are the major exportable
items from India to Bangladesh and both of them play a major role in the socio-
economic development of Bangladesh. Cotton is required for industrial consumption,
especially for the ready-made garments, one of the major revenue earners for
Bangladesh.

Table 3: Top 10 Items of Imports from Bangladesh to India

(Value in million USD)
S. Commodit 2007-2008
No.
1. Fertilizers 51.43
2. Textile fibers, paper yarn and woven fabrics of paper yarn 48.62
3. Inorganic Chemicals; Organic or Inorganic compounds of
precious metals 22.12
4. Fish and crustaceans, mollusks and other aquatic
invertebrates 21.61
5. Other made up textile articles; clothing and worn textile
articles; rags 16.27
6. Mineral Fuels and related products 11.24
7. Electrical machinery and equipment 10.85
8. Salt; sulphur; earths and stone; plastering materials,
lime and cement 9.90
9. Copper and related products 7.05
10. Iron and steel 6.70
 Table 4: Top 10 Items of Exports from India to Bangladesh
(Value in million USD)
S.No. Commodity 2007-2008
1. Cereals 701.10
2. Cotton 645.76
3. Mineral fuels and related products 216.18
4. Sugars and Sugar Confectionery 144.81
5. Vehicles other than railway or tramway rolling stock 137.25
6. Vegetables 118.53
7. Residues and waste from Food Industries, prepared
animal fodder 107.56
8. Iron and Steel 81.73
9. Machinery and mechanical appliances 81.71
10. Organic Chemicals 60.66
Major Impediments to export to India:
Things that are understandably creating the yawning trade imbalance between
Bangladesh and India are productivity issues and structural factors. India has
productive advantages both in agriculture and industry as compared to Bangladesh
because of its sheer size and scale of economies. Structurally Indian economy is
much larger, more diversified and technologically advanced. All these factors have
made Indian products very competitive, both in terms of price and quality in
Bangladeshs markets. On the other hand, Indias imports from Bangladesh are
limited to a few items, as Bangladesh does not have a large supply base to offer a
wide variety of products to India. The obvious result is an increase of trade
imbalance between the two nations. But if one could assume that market
competitiveness and technical/technological sophistication are the only factors that
have been denying Bangladeshs goods and services in Indias large growing
market, he/she would be missing the larger part of Indo-Bangladesh trade relations.
The other important factors causing this imbalance are the tariff and non-tariff
regimes as described below:
Tariff barriers
Duty structure imposed by the Indian authority on the products from Bangladesh
is complex and difficult to interpret as the duty varies not only from category to
category but also differs from product to product belonging to the similar category. In
some cases, basic duty may be nil but other forms of duty, in aggregation, may
ultimately precipitate to a substantial figure which is at all not encouraging for exports
from Bangladesh. The following tables indicate different type of duties one has to pay
to export his/her products from Bangladesh to India:

Tables 5: Food products

ITEMS DRINKS JUICE CHIPS CRACKERS Milk Fruit
Candy flavored
candy
BASIC
DUTY 0% 0 0% 0% 0% 0
CVD 8.24% 0 0.00% 8.24% 14% 8.24%
CESS 3% 0 0% 3% 3% 3%
ACD 4% 0 0% 4% 4% 4%
CVD- Countervailing duty, CESS- kind of local taxation, ACD-Additional Custom
Duty

Table 6: PVC, plastic & light engineering products

ITEMS PVC Plastic Plastic household Hand tube
pipes Furniture items well
BASIC
DUTY 12.5% 0 12.5% 0%
CVD 8.00% 8% 8.00% 8.00%
CESS 3% 3% 3% 3%
ACD 4% 4% 4% 4%

It is observed also that there are different types of duty structures for similar types
of products from which one may conclude that the duties are randomly
imposed/calculated in terms of Bangladeshs export to India. The following tables
reflect the same.

Table 7: Drinks
ITEMS Litchi Drink Junior Juice
BASIC DUTY 0% 0
CVD 8.24% 0
CES 3% 0
ACD 4%

Table 8: Chips/Crackers
ITEMS CHIPS CRACKERS
BASIC DUTY 0% 0%
CVD 0% 8.24%
CES 0% 3%
ACD 0% 4%

Interaction between Bangladesh and North-Eastern part of India

The major business/investment destinations in the north-east fall within 20 km
perimeter from the Bangladesh capital, Dhaka which gives an exclusive attraction for
business between Bangladesh and North-East India. Apart from the distance, the
cultural affinity and similar needs and demands of their people also facilitate their
bondage in many areas including trade and commerce. The table furnished below
explores the competitive advantages of North-East India:

Table 9
Items Bangladesh Tripura Assam Meghalay Mizoram
Total land area 1 47570 10492 78438 22429 21087
(sq km)
Agricultural land 8.44 0.28 3.55 0.022 0.63
(million Hectors)
Total population 124 3.19 26.65 2.31 0.89
(million)
Density of population 843 305 340 103 42
Per capita Agricultural 681 878 1332 97 7079
land (sq meter)
 As reflected in the above table, per capita Agricultural land of every North-
Eastern state is higher than that of Bangladesh. On the area of agricultural trade,
Bangladesh and north-east could harness the potentials the sector offers and create
a symbiotic condition to meet the agriculture and trade related demands of both the
sides (using north-easts land for agriculture as per needs and demands of
Bangladesh).
Since many of the States in the north-east suffer from underdevelopment, they
have huge demands for the outside products. Bangladesh can sell its products in the
north-east which has a market for about Rs.25000 crore, nearly five times the trade
deficit of Bangladesh. Bangladesh-north-east trade is mainly conducted through
Assam, Meghalaya and Tripura with ranking Meghalaya number one in terms of
trade volume (64% of total trade). The following tables feature trade routes and trade
figure between Bangladesh and north-east of India:

Table 10 : Active Land Customs Stations

State Road Riverine
Assam Sutarkandi (Sheola) Mankachar (Natun Bandar),
Guwahati Steamer-ghat, Karimganj Steamer and Ferry

Dhubri Steamer-ghat Ghat (Jakiganj)

(Rowmati)
Meghalaya Dawki (Tamabil),
Bholaganj (Chatak),
Shella Bazar (Sunamganj),
Gasuapara (Karoitol),
Borsora, (Borsora),
Mehendraganj (Dhanua),
Dalu (Nakugaon),
Baghmara (Bijoypur)
Tripura Agartala (Akhaura),
Srimanthapur (Bibirbazar),
Manughat (Chatlapur),
Ragnabazar (Batuli),
Dhalaighat (Kumarghat),
Khowaighat (Balla),
Muhurighat (Belonia)
Note: Names in italics refer to the interchange points in Bangladesh
 Table 11
LCS-wise NER-Bangladesh Trade (2 year average: 2006-08): Rs. Lakh

LCS Export Import Total Trade %

Karimganj Stamer 396.50 36.00 432.50 1.12
and Ferry Station
Sutarkandi 3,785.00 2,232.00 6,017.00 15.56
Guwahati 549.50 21.50 571.00 1.48
Steamerghat
Mankachar 19.50 9.50 29.00 0.07
Borsora 10,253.00 0 10,253.00 26.52
Bholaganj 1,049.50 0 1,049.50 2.71
Dawki 5,425.50 0.75 5,426.25 14.03
Shellabazar 1,845.00 0 1,845.00 4.77
Baghmara 68.00 0 68.00 0.18
Dalu 1,123.50 30.09 1,153.59 2.98
Ghasuapara 4,048.00 0 4,048.00 10.47
Mehendraganj 76.50 512.50 589.00 1.52
Agartala 57.00 6,644.50 6,701.50 17.33
Srimantapur 75.00 384.00 459.00 1.19
Dhalaighat 0 0 0 0
Khowaighat 0.03 1.50 1.53 0
Manu 0.07 3.05 3.12 0.01
Muhurighat 0 0 0 0
Old Ragnabazar 3.50 16.50 20.00 0.05
NER 28,775.10 9,891.89 38,666.99

ANALYSIS PART, ON THE BASIS OF BANGLADESH LABOR ACT, 2006, IN

PRAN-RFL GROUP

FIRST AID APPLIANCES

From the law we have come to know that, during the working hours there must be
first aid boxes or almirahs with prescribed contents. And we observed that, in every
factory of PRAN-RFL group, there is a health care center. This health care center
provides medical facilities for the workers. If the workers face any minor accident,
this health care center provides first aid facilities. They have a contract with IBNA
SINA where they provide higher medical facilities for the workers of the factory.

According to law, these boxes and almirahs should be kept in charge of a

responsible person who is trained enough. This group has four well trained medical
assistant for each factory. They provide 24 hours medical facilities for the officers as
well as the workers. There is a notice board in front of each health care center which
shows the name of the supervisors who is in duty. They have also one doctor for
each factory.

According to the law for three hundred and more workers there shall be provided and
maintained an ambulance room. In PRAN-RFL group they dont have this separate
room or individual ambulance facility. But the supervisor and the duty doctor are
responsible for this facility.
MAINTENANCE AND SAFETY RECORD BOOK

According to law every organization consist of more than 25 workers must have to
maintain a safety record book. PRAN-RFL group maintain the safety and record
book where they write all the daily informations. To maintain this book they have a
maintainer who is responsible for this. This book also contain the entry and exist time
of each and every employee with their signature, so that in any time they can figure
out the total employees with their position. It is both helpful for the officers and the
mid and lower level employees.

For every machinery they keep log book. This book is also maintained by a diploma
engineer of mechanical. This book is also contain the date of purchase and expected
working life. It helps them in charging depreciation and gets the salvage value.

WASHING FACILITIES

According to law there must be some washing facilities include bathroom (separate
for male and female) and keep the factory clean PRAN-RFL group provides washing
facilities for the workers. They provide bathroom and washing facilities for separately
male and female. But there is a problem in the out-side factory of Dhaka. Such as in
Ragnpur, Natore they have toilets other than bathrooms.

But there is a own provision that each and every worker is bound to wash their
hands and leg in the washing room before entering the factory.

CANTEENS

Law says that if the quantity of employees exceed hundred than there should
adequate canteen which is well furnished and with essential furniture. This canteen
should be maintained by a managing committee. The managing committee should
supply the hygienic foods. In PRAN-RFL group there are canteens in every factory.
They dont have any managing committee. They just give lease to the outside people
but the lease is liable to follow the rules and regulation of the company.

SHELTERS OR REST ROOM AND LUNCH ROOM

There are lunch room for the workers where they can take their meal. There is a rule,
those factories which have lunch room the workers are bound to take their lunch in
the lunch room and no workers can eat any food in the working room. But in those
factories, if there is not any lunch room, the canteen is used as a lunch room. There
is no separate lunch room for the male and female workers. There is not any rest
room for the workers; the workers use the canteen as a rest room.

ROOMS FOR CHILDREN

From the law we have come to know that, if there are 25 or more than 25 women
workers than there should be maintained rules for children, where the children of
under 6 years will be cared.
But in PRAN-RFL group has no such kind of rooms for children. The workers are not
allowed to bring their children with them in the factory. So there is no question of
have a room for children. But it is in their plan to establish rooms for children in the
future.

COMPULSORY GROUP INSURANCE

According to rules if quantity of workers is more than 200 than it is compulsory to

group insurance for the employees. And this rules maintained by PRAN-RFL group.

MATERNITY WELFARE FACILITIES

1. Prohibition of employment of women workers

According to law, no women shall work during the eight weeks immediately following
the day of her delivery, and no employer shall employ a woman for any difficult work
for a long time before and after delivery. PRAN-RFL group gives at least 3 months
maternity leave with pay.

2. Right to and liability for payment of maternity benefit

Every woman employed in any establishment shall be entitled to and liable for the
payment of maternity benefit, within the tentative date of her delivery and after
delivery. PRAN-RFL group gives only the salary but there is no other additional
benefit.

3. Payment of maternity benefit in case of the death of a woman

No additional benefit is given to the woman other than their salary by the PRAN-RFL
group. But they give the sum of total salary of three months by cheque. In case of
death of a woman in the time of delivery, this cheque will be transferred to her
husband or any other nominated person.

Reason to choose
Even though Bangladesh is listed as an underdeveloped country, it is now ranked as
one of the fastest growing economy around the world. Real GDP growth in
Bangladesh is forecast at 6.0% in 2014 making it the 4 th fastest-growing economy in
our ranking. The economy has benefitted from inflows of remittances, a strong
performance in textile exports and government structural reforms. These reforms are
having positive flow-on effects on investment and consumption. Consumer
expenditure is expected to increase by 6.0% in 2014.

PRAN-RFL Group is one of the leading export industry in Bangladesh, it's revenues
stood at US$ 450 million. The largest fruit and vegetable processing industry in
Bangladesh with countrywide distribution network AMCLs PRAN is an established
brand of Bangladesh with an extensive sales force all over the country. PRAN have a
well-developed infrastructure for production, sales and distribution. PRAN has
proven itself as Local product but of international standard. AMCL was launched in
1985 as an agri-business venture to: Serve small farmers with inputs. Marketing farm
produce for profits. Organizing contract growers to grow specific crops. Exports of
agricultural products. Soon it was apparent that a processing facility was imperative
for a sustainable venture. This is the first and largest ISO 9001 certified food
processing industry in Bangladesh.

Exports from Bangladesh: 2008-2013