INDUSTRY VISIT REPORT

FRIESLAND CAMPINA ENGRO PAKISTAN LTD.

SUBMITTED TO:
Dr. JAVERIA ABBAS
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 PRESENTED BY;
RAO MUHAMMAD ARSLAN BB-19-56

AMMAR HUSSAIN BB-19-46

HAMMAD AHMAD BB-19-47

ANAS RIZWAN BB-19-25

MUJAHID HUSSAIN BB-19-11

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TABLE OF CONTENTS
Contents Page No

1. About the company ……………………………………………………… 04

2. Rao Arslan …………………………………………………………………………. 05

Introduction of the topic …………………………………………………………… 05
Article points ………………………………………………………………………. 05
Questionnaire ……………………………………………………………………… 06
3. Hammad Ahmed ……………………………………………………………………. 09

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 1. ABOUT THE COMPANY
Friesland Campina Engro Pakistan Limited is a 39.9% owned subsidiary engaged in the manufacturing,
processing and marketing of dairy products and frozen desserts.

The company operates two processing plants in Sukkur and Sahiwal, with its Head Office based in Karachi,
Pakistan. Its portfolio includes well-known brands like Olper's, Omoré, and Tarang.

Friesland Campina Engro Pakistan Limited brings more than 150+ years of experience to the dairy landscape of
Pakistan with the purpose of “transforming the health and wellbeing of Pakistanis now and for generations to
come, by nourishing them through unlocking the goodness of milk from grass to glass, as well as by enhancing
the livelihood of farmers.”

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 4. RAO MUHAMMAD ARSLAN BB-19-56
Article Name:
Scaling behavior change for a 1.5-degree world, challenges and opportunities

Article findings:

This article mainly focuses on challenges and opportunities by scaling behavior change to a
1.5-degree sight of an organization. Scaling behavior change means addressing power and
politics challenging polluter elites and providing affordable and sustainable services for all.
Following points have been discussed in this article;
❖ Discussions about scaling behavior change, and explore the ecological and social
parameters within which attempts to fast-track sustainable actions must operate.

❖ Behavioral economics, (nudge) psychology, sociology and social practice, and political
economy, and illustrate how these approaches emphasize different drivers of behavior change,
which in turn cause them to prescribe different interventions and pathways for achieving a 1.5-
degree future.

❖ Approaches to scaling behavior change and present a new typology to highlight the core
differences with contemporary interpretations

❖ The corresponding tools and methods they propose, along with their strengths and
weaknesses.

❖ The need for a contextualized, transformative and dynamic view of scaling that synthesizes
feedbacks between the individual and systems levels.

❖ To avoid transgressing critical climatic thresholds, five central areas of action are identified
to maximize prospects for sustainable behavior change.

❖ Future directions for the sustainable behavior change agenda, policy and research.

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 5. QUESTIONNAIRE

1. Do you have any skills and knowledge to handle this behavior change (scaling
ecological and social parameters?) If yes then how? And if no then why?

2. How you are handling these challenges like economics, political unrest and
etc.

3. What are some interventions and pathways to achieve this 1.5-degree

behavioral change?

4. The corresponding tools and methods they propose along with their strengths
and weaknesses

5. Any future milestones to achieve sustainable behavior change i.e any agenda,
policy or research?

Question 01: Do you have any skills and/or knowledge to handle this
behavior change (scaling ecological and social parameters?) If yes then
how? And if no then why?

Answer: Yes, for some types of social variables, such as socioeconomic

status (SES) or poverty, robust evidence of their links to health has existed
since the beginning of official record keeping. For other kinds of variables—
such as social networks and social support or job stress—evidence of their
links to health has accumulated over the past 30 years. By keeping this in
mind we have developed many techniques and methods to overcome the
behavioral change in our environment either its for employees or the
customers we are fully equipped with to deal this fuss.

Question 02: How you are handling these challenges like economics,
political unrest and etc?

Answer: Yes, that’s right that the economy of Pakistan is in a great struggle
in these days but we are keeping an eye on each and every thing and doing

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 our best to cope with any uncertain situations. Like we have more foreign
shares in our company that means if we’re close at one place can bounce back
by getting some external support and can revitalize all this things once again.

Political unrest is not a new thing the Pakistani

market we’re working here since 150+ years so we have faced many
circumstances like this. So we have a positive mind set towards the progress
of the whole country and a long lasting rest in the economy.

Question 03: What are some interventions and pathways to achieve this
1.5-degree behavioral change?

Answer: Our organization is working on it and establishing this in very

serious matters. We’ve made many methods like; Human behavior, however,
is complex and promoting behavior change requires a solid understanding of
how people behave in different situations and contexts. Many people are
concerned about climate change and its impacts on the environment and
sustainability, but very few are engaged in enough mitigating behavior to
limit the greenhouse gases and other environmental problems in a sufficient
manner. The overall aims of all the efforts made by our concerned teams were
to investigate the effects of interventions on energy conservation and
ecological food consumption in promoting pro-environmental behavior, to
explore experiences of an energy saving intervention from the perspective of
the participants, and to investigate how values, attitudes, and other
psychological factors predict pro environmental behavior and pro-
environmental intentions.

Question 04: What are the strengths/weaknesses of all the proposed

methods…?

Answer: Yes, there are many. We are doing this on different levels of our
company such as it seeks to develop the three pillars, on a local, regional and
global level. In the field of climate change, psychological studies have made
considerable inroads into our understandings of scaling behaviour change, by
identifying targets and exploring the potential of specific interventions to
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 improve the uptake of high climate-impact actions.
Successful interventions encourage intrinsic/self-transcendent values/goals,
increase felt personal security, and/or block materialistic messages from the
environment. These interventions would likely be more effective if policies
were also adopted that diminished contemporary culture's focus on
consumption, profit, and economic growth.

Question 05: Any future milestones to achieve sustainable behavior

change i.e any agenda, policy or research?

Answer: We have emphasised the need to re-think scale. We suggest

that deeper scaling needs to be transformative, from the individual to the
systemic level and back again, geared towards addressing the root causes of
our predicament. Because ‘shallow’ and ‘deep’ scaling will, in practice,
operate concurrently within and across societies over time, spiral scaling
seeks to enhance the feedbacks between the two: moving from a linear
understanding of scaling, towards multiple transformations across diverse
contexts in an upward-moving, ‘spiral of sustainability’.  Furthermore, greater
efforts would be welcome in uncovering how different strategies aimed at
behavior change interact with other dominant trends, such as the
entrenchment of surveillance society, where multinational corporations now
have the capacity to monitor the behaviors, movements and consumption
choices of individuals in real time, via apps, satellite navigation technology,
membership schemes and social networks. There is also a need to challenge
the way in which the individualization of responsibility is being used to
deflect attention away from the need for system change, while also
recognizing the limited agency some groups may have in the absence of
macro changes.

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 3. HAMMAD AHMAD BB-19-47
Article: Challenges and Opportunities by NEENU SHARMA

Questionnaire:

Q: How managers should deal with diversity in workplace?

Ans: You have a key role in transforming the organizational culture so that it more
closely reflects the values of our diverse workforce. Some of the skills needed are:
 an understanding and acceptance of managing diversity concepts
 recognition that diversity is threaded through every aspect of management
 self-awareness, in terms of understanding your own culture, identity, biases,
prejudices, and stereotypes
 willingness to challenge and change institutional practices that present
barriers to different groups
Strategies
 Specify the need for skills to work effectively in a diverse environment in the
job, for example: "demonstrated ability to work effectively in a diverse work
environment."
 Make sure that good faith efforts are made to recruit a diverse applicant pool,
particularly underutilized minorities and women.
 Focus on the job requirements in the interview, and assess experience but also
consider
 transferable skills and demonstrated competencies, such as analytical,
organizational, communication, coordination. Prior experience has not
necessarily mean effectiveness or success on the job.
Q :Identify strategies that change leaders use to help people work their way
through different phases?
Ans: Change leaders often use several different strategies to help people work
effectively. One method is to provide clear instructions and expectations. Another

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approach is to provide adequate resources; this includes providing the necessary
tools and equipment and allocating the time and funding needed for employees to
do their jobs properly. A third strategy is to establish and enforce rules and
regulations. These rules help ensure that everyone is working towards the same
goals and that employees are held accountable for their actions. Finally, change
leaders often create a sense of urgency; this helps motivate employees to work
harder and achieve results faster.

Q: How treating every employee same increases productivity?

Ans :When all employees experience the same amount of respect from leaders,
stronger, more meaningful relationships have space to grow in the future. Without
genuine and trusting professional relationships, you risk creating a negative
employer brand. Current employees look for new and better opportunities while
potential candidates hear negative reviews. Of course, employees’ management
styles differ. However, there are components of a manager that should be the same
across the board. Treating your employees fairly is one. Of course, equality,
diversity, and inclusion should remain a critical focus as you also move toward
treating employees more fairly. Both equality and fair treatment lead to happier,
more engaged, and productive employees who are proud to vouch for your
company.

Q: how managers reolves the issues of team work?

Ans;Teamwork involves employees working together to achieve a common goal.

Effective teamwork increases productivity, revenue and makes everyone's job
easier to complete. Teamwork within an organization can falter when:
 Team members have conflicting personality traits.
 Some individuals contribute more to projects than others.
 Managers show favoritism towards specific people.
 The organization has poor communication channels.
To resolve this organizational issue, try facilitating team meetings so everyone can
share their concerns and craft solutions. Avoid showing favoritism so everyone
feels valued and encouraged when they speak up about their ideas. You can also
conduct individual meetings with each team member to assess the best way to
improve the team based on each person's feedback. If there are conflicting
personalities, it's important to have the involved parties discuss their issues civilly

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so they can determine a way to work together peacefully.

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