Management Report

Management Report Of HUB Power Company Limited

Submitted To

Sir Mujeeb Siddiqui Subject Lecturer Submitted By Muhammad Akhtar Sahil Umer Hameed Chaudhry Aftab Ahmed Abid Ali Jajani

EMBA-1 MBA (Eve)-1 MBA (Eve) -1 MBA (Eve)-1

Dadabhoy Institute of Higher Education, Karachi.

The Exordium “In the Name of Allah the

compassionate the Merciful” All the acclamation and admiration is for Almighty Allah the most merciful, gracious and beneficent who is entire source of all the knowledge and wisdom endowed to mankind. I offer my humblest thank from the core of our heart to Holy Prophet Muhammad (Peace Be Upon Him), who is forever source of guidance and knowledge for the humanity. “Praise to Allah, Lord of the creation, the Compassionate,

the

Merciful,

the

King

of

the

Judgment day! Alone.”

(Al Quran )

Acknowledgement All the appreciations are forever in the name of Almighty ALLAH, who helps us in setting goals and objectives and blesses us to reach the destination. Without

his

assistance

nobody

is

capable

of

accomplishment. One of the significant features of working life today

is

that

whatever

training/research

is

achieved at the start becomes redundant during the practical life. We are extremely thankful to All concern staff of HUBCO who provided me an opportunity to use the learning environment of a multinational company in practical scenario.

Group members

Contents

   

Introduction Mission Statement Objectives Management System • • • • •

Human Resources Management System Integrated Management System Quality Management System Environmental Management System Health & Safety Management System

 Management Hierarchy  Social Action Programme • • • • • • •

   

Community Welfare Environmental management HealthCare Programme Education sector Infrastructure Training and Development Sponsorships

Planning Organizing Implementation Motivation

HUBCO

A name for efficient and reliable power

HUB POWER COMPANY LIMITED Introduction :

The Hub power station is the first and largest power station to be financed by the private sector in Southern Asia and one of the largest private power projects in the newly industrialized world. Financial closure took place in January 1995; two years after the sponsors of the project had decided to raise mobilization finance and to begin construction to meet the policy guidelines of the Government of Pakistan for additional electricity to be provided by private investment. The Hub power station was the first project to be successfully cofinanced by several governments, the World Bank as well as international private sector lenders and investors. It sets the standards for the formulation of a private power framework in Pakistan which has elicited numerous responses from international investors. Several medium sized projects have since completed their financing, construction and now are in operation. Today, the Hub Power Company which is listed on Karachi, Lahore, Islamabad and Luxembourg Stock Exchanges has the largest market capitalization of any private company in Pakistan and has over seventeen thousand (17,000) Pakistani and International shareholders. The Hub Power Company is an equal opportunity employer that seeks to take on the very best talent available in the country. The Company provides employees with frequent opportunities for training and skills development, both within the country and internationally. Team building workshops and other programmers ensure that all employees in Hubco work closely together for achieving the Company's Mission. The Company offers market competitive salary and other benefits and an excellent working environment. We are First • • • •

First private sector infrastructure project. First limited recourse financing. First lending into Pakistan by 15 onshore and 43 offshore banks. First stock market floatation of a single power station under construction (380 million US$)

• • • • •

First multi co-finance private sector infrastructure project - 9 cofinanciers First COFACE, JEXIM, MITI or SACE supported limited recourse financing of an infrastructure project First mark up based limited recourse infrastructure project financing First mark up based finance to rank pari passu with interest based finance First use of the ECO programmed to support a private sector project

MISSION STATEMENT To be a dynamic and growth oriented Energy Company that achieves the highest international standards in its operations and delivers a fair return to its shareholders, while serving the community as a caring corporate citizen.

OBJECTIVES There are following key objectives of HUBCO     

To be a responsible corporate citizen To maximize shareholders' return To provide reliable and economical power for our customer To excel in all aspects relating to safety, quality and environment To create a work environment this fosters pride, job satisfaction and equal opportunity for career growth for the employees.

MANAGEMENT SYSTEM

Management system can be well defined by the following chart

Management system

Health & Saftey management system

Environment management System

Human Resources Management System

Human resources Development

Integratd Management system

Quality Management system

Human Resources Management System : Hubco with its broad vision of Human Resource Management provides life-long career development opportunities for qualified, competent and hard-working professionals. Currently the employee strength is approximately 588. All of the employees are well-trained and committed to their jobs.HUBCO endeavors to create a conducive work environment which fosters pride, job satisfaction and equal opportunity for career growth of the employees. HUBCO owns and maintains housing facilities for its employees and their families. The residential colony is spread over 170 acres and comprises over 900 houses, a ten bed hospital, staff and officers' recreation facilities, two shopping centers, a bachelors hostel, a guest house, secondary schools for boys and girls and three mosques. The employees and their dependants are provided with full medical cover. Well-being of the employee’s families along with ample recreational activities is essential for employees in order to deliver optimum capabilities with complete peace of mind. Fully understanding this importance, HUBCO promotes sports and recreation activities amongst employees and their families. HUBCO is an equal opportunity employer. HUBCO maintains a strict induction standard and uses a merit base when hiring new employees to ensure the concept of the "Right Person for the Right Job".

Human Resources Development : HUBCO greatly values its employees and therefore Human Resource Development ("HRD") is a high priority in HUBCO's corporate objectives. HRD programmes are developed, from time to time, with a view not only to enhance essential business and professional skills but also to focus on the personal development of employees. A long-term view has been established to address personal development and succession planning through effective training programmes.

Integrated Management System: A management system that integrates all of your systems and processes into one complete framework, enabling you to work as a single unit with unified objectives HUBCO is the first company in Pakistan to be awarded three simultaneously accreditations under the title of the Integrated Management System. For its achievements in areas of quality, environment and safety, HUBCO was awarded in July 2004 certificates of ISO 19001 - 2000 Quality Management System; ISO 14001 - 1996, Environment Management; and OHSAS 18001 - 1999 Occupational Health & Safety Management

Quality Management System: HUBCO Quality Management System ensures that processes of the organization are defined in accordance with recognized international standards. This system serves as a tool for providing confidence to management (Internal Quality Assurance) and to customers & shareholders (External Quality Assurance).

Environment Management System: Environment Management System provides a systematic approach to comply with National Environmental Quality Standards (NEQs). Plans have been established for monitoring and continuous improvement in our environmental performance.

Occupational Health and Safety Management System: Being a Safety conscious company, HUBCO has implemented an Occupational Health and Safety Management (OH & S) System. This system has enabled the Organization to control OH & S risks and improve health and safety performance. The System has been planned on the basis of OH & S hazards & risk assessment and relevant legal requirements of the Country. For operation of the System, responsibilities, awareness & training, documentation operational control, departmental objectives and emergency preparedness/ response have been implemented at all levels in the company. Performance of the System is monitored, measured and

recorded and actions are planned accordingly. Consistent adherence with the System and continual improvement is ensured by periodic management reviews and internal/external audits.

Management Hierarchy:

Social Action Programme : HUBCO's Social Action Programme (SAP) on the other hand, is a singular example of a company caring for the local community without any consideration of a possible commercial gain. HUBCO's only product electricity - has only one single buyer in the whole country. That is the Water & Power Development Authority or WAPDA. As such HUBCO's SAP is not aimed at influencing the general public to buy its product. In this light the SAP must be seen as a selfless Endeavour to benefit the local community and as such it is a shining example for others to emulate. HUBCO is committed to expanding and improving its SAP in times to come. We believe that the local community is the building block of the nation. By strengthening the local community we aim to strengthen Pakistan. We welcome others to join us in this nation-building effort HUBCO has some very important social responsibility being a leading power company.

      

Community Welfare Environmental management HealthCare Programme Education sector Infrastructure Training and Development Sponsorships

Community Welfare: The Hub Power Plant is located in one of the least developed areas of the country. As such the people of the area do not have access to even basic necessities of life. Fairly soon after coming into operation, HUBCO decided that it could not be indifferent to this situation. The real needs of the people of the area were studied, with a view to bringing about a sustained and long-term change for the better. From this assessment a Social Action Programme (SAP) evolved. The HUBCO Social Action Programme has now been in place for several years on a continuous basis and is now being executed jointly with International Power Global Development (IPGD), the company that is under contract to operate and maintain the Hub Power Station. The SAP concentrates on three principal areas - health, education and the environment. The beneficiaries are the residents of the towns and villages in Hub, Gadani, Lasbela and the nearby Goths. The SAP is designed and executed to ensure that it is the proverbial common man that actually

benefits. People who do not have resources of their own to meet even their basic health and education needs. The programme has no sex or age barrier and its coverage benefits extend to men, women and children of all ages. "

Environmental Management: Hub Power Station is the first Company in the country to attain certification of its Environmental Management System to the International Environmental Standard ISO 14001. This was achieved in May 1997. The Company operates a comprehensive tree plantation programme at station with a workforce of about 30 employees drawn from the nearest villages. A comprehensive Environmental and Social Soundness Assessment study was conducted prior to the Project. This analyzed the impact the Project would have on the local environment and considered the Plant emissions. The solid and liquid wastes from the Plant are all contained and adequately treated before disposal. There will not be any discharge into the environment of harmful solid or liquid material. The height of the chimney was increased to 200 meters as a result of the study. This was to ensure that when the proposed Fauji Plant (660 MW) and a coal-fired Power Station (2000 MW) at Gaddani were constructed, the ground level concentrations of sulphur dioxide and nitric dioxide would not exceed the limits prescribed by the World Bank Since the plant was commissioned, all discharges from the Site are being monitored. Ground level monitoring stations for gaseous emissions are distributed around the area of the Power Plant. Recently, a group of about 100 experts from 35 countries, belonging to an NGO called Leadership for Environment and Development (LEAD), visited the plant to assess HUBCO's Social Action Programme, as well as its environmental policies and practices. They were impressed by the international standards adhered to at the plant and the ISO 9000 and ISO 14000 certifications received as a result. The work done under the SAP and Apprenticeship Training Programme were also appreciated by the LEAD experts.

HealthCare Programme : Free Eye Camp: In an underprivileged area where life is a constant struggle for the people owing to very low income levels, their plight is compounded several times over if their eyesight is poor or almost non-existent. In such areas there is often only one earning member in the household and the inability of this person to see is a critical setback. Recognizing that sight is the greatest gift one can give to others, HUBCO has been organizing free eye camps twice a year for several years in its surrounding areas. Each camp is spread over 2 or 3 days and is conducted on HUBCO's behalf by specialist eye doctors and surgeons. On average during each camp over 1200 out-patients are treated and well over a hundred surgeries are performed for removal of cataract and implantation of Intra Ocular Lenses. These patients are also provided the needed medicines free of cost. To ensure that patients, especially from far flung areas, are able to take full advantage of the free eye camps, HUBCO also arranges for transport to go around the villages, ferrying people to the eye camp and back to their homes.

Distribution Of Free Medicines: HUBCO also regularly undertakes distribution of free medicines in large quantities in the hospitals and dispensaries of Gadani and surrounding areas. For this purpose the requirements are sought from the recipient institutions and a quantity much more than the demand is delivered to ensure that no shortage occurs for any reason. Many of these medicines are life-saving medicines that are otherwise not available to, or not affordable by the local people. Separate from the above, HUBCO has also at times provided Hepatitis B vaccine for the local people. Arrangement of vaccination for Hepatitis B was also made through IPGD Mobile Medical Units and through the local hospitals and dispensaries.

Mobile Medical Units: Mobile Medical Units of IPGD are working round the year in 25 villages and offering free medical facilities to more than 3,000 people. Of special importance are the Lady Health Visitors, as local traditions preclude the

examination and treatment of local womenfolk by male medical practitioners. Thus for many local women the Lady Health Visitors provide the only medical care they receive, especially in maternal and child care. The Mobile Medical Units also carry out health awareness and education in the villages visited, emphasizing hygiene and other measures the people can take themselves as preventive medical care.

Donation Of Laser Photo Coagulator: A very major contribution in the health sector by HUBCO has been the donation by HUBCO of a Laser Photo Coagulator to the Layton Rehmatula Benevolent Trust (LRBT) Eye Hospital in Quetta. This high-tech machine costing around Rupees 2.3 million is an incomparable gift for the people of Balochistan who till now had to travel to Karachi or Lahore for treatment. Such treatment in a private hospital using laser technology costs the patient up to Rupees forty thousand, in addition to the money and effort spent in traveling to Karachi or Lahore. Now the treatment is carried out free and the hassle of traveling a long distance has been eliminated. Nearly a thousand patients had already been treated using the donated machine in the first couple of years.

Education Sector: In the field of education the services rendered by HUBCO include the construction of new school buildings, construction of additional rooms in the old school buildings, installation of water coolers for drinking water, providing of computers, textbooks and uniforms and arranging free transport facility to the students of nearby villages on a permanent basis. HUBCO got constructed a new 3 room school building in Goth Ibrahim Zore. replacing an existing structure that had become unsafe, but which the Provincial Education Department could not redo owing to lack of funds. Early in 2003 the education initiative received a major boost when an agreement was concluded between HUBCO, IPGD (International Power Global Development) and The Citizens Foundation (TCF) to set up a fullfledged school, to meet the basic educational needs of the area's children. This school has been named "TCF School, HUBCO / IPGD Campus". Under the agreement, a primary & secondary school on four acres of land will be built with funds provided by IPGD. Thereafter the running costs will be borne by HUBCO. The school shall have a capacity for 500 students and shall consist of a pre-primary section, a primary section from Kindergarten to Class Five and two Secondary Sections (one each for boys and for girls) from Class Six to Ten. The first session of the

Primary Section will start from April 2004 and the session for the secondary section will commence from April 2005. The School will be registered with and follow the guidelines of the Balochistan Textbook Board. HUBCO has also established an international standard Apprentice Training Centre at its Power Station. Till date scores of apprentices from all over the country, including a large number from the province of Balochistan have received invaluable theoretical and practical training in various disciplines, including electrical and mechanical engineering. The Apprentice Training Centre has proved to be a vital launch pad for the trainees, who have gone on to secure career employment in different industries all over the country. Some of the trainees have been given employment in the Hub Power Station itself by IPGD. The Apprentice Training Centre has thus changed the lives for most of the trainees and their families whom they support. It may be noted that the training is imparted completely free of cost and even the boarding and lodging arrangements and costs are taken care of by HUBCO. The SAP activity in the education sector also includes a number of sponsorships that HUBCO has given from time to time to deserving Balochi students for Information Technology education.

Infrastructure: Improvement of infrastructure facilities in surrounding areas such as provision of street lights, construction of public waiting rooms at bus stands, electric water coolers, fans, benches, and improved sewerage systems.

Training and Development : Provide technical training opportunities to local students through Apprenticeship Training Schemes and internships.

Sponsorship: Provision of financial assistance and prizes to local sports events.

PLANNING: Planning in organizations and public policy is both the organizational process of creating and maintaining a plan; and the psychological process of thinking about the activities required to create a desired goal on some scale. As such, it is a fundamental property of intelligent behavior. This thought process is essential to the creation and refinement of a plan, or integration of it with other plans, that is, it combines forecasting of developments with the preparation of scenarios of how to react to them. Two attitudes to planning need to be held in tension: on the one hand we need to be prepared for what may lie ahead, which may mean contingencies and flexible processes. On the other hand, our future is shaped by consequences of our own planning and actions.

Steps to Carryout Planning Process: •

•

•

•

•

• •

The chief executive and board chair should be included in the planning group, and should drive development and implementation of the plan. Establish clear guidelines for membership, for example, those directly involved in planning, those who will provide key information to the process, those who will review the plan document, those who will authorize the document, etc. A primary responsibility of a board of directors is strategic planning to effectively lead the organization. Therefore, insist that the board be strongly involved in planning, often including assigning a planning committee (often, the same as the executive committee). Ask if the board membership is representative of the organization’s clientele and community, and if they are not, the organization may want to involve more representation in planning. If the board chair or chief executive balks at including more of the board members in planning, then the chief executive and/or board chair needs to seriously consider how serious the organization is about strategic planning! Always include in the group, at least one person who ultimately has authority to make strategic decisions, for example, to select which goals will be achieved and how. Ensure that as many stakeholders as possible are involved in the planning process. Involve at least those who are responsible for composing and implementing the plan.

•

• •

Involve someone to administrate the process, including arranging meetings, helping to record key information, helping with flipcharts, monitoring status of prework, etc. Consider having the above administrator record the major steps in the planning process to help the organization conduct its own planning when the plan is next updated. Mixing the board and staff during planning helps board members understand the day-to-day issues of the organization, and helps the staff to understand the top-level issues of the organization.

Planning In HUBCO: Planning is very important step in any organization because overall organization depends upon the decision of the plan. In power generation firm its too much important because mostly people are concerned with that plan.

Chief Executive Officer

General Manager Finance

General Manager Engineering

General Manager HR & CS

Following steps are consider very important for planning.

Managers Meetings: •

•

•

Planning is not a single man, manager or department but its all the organization problem so managers of all the departments are asked to join that meeting of planning process. After the overall meeting of all the departments then those managers or team leaders of all the deparments brief that plans to their sub ordinates . In power plant or HR all are associated with a single plan or problem so all are concerned people.

Departments meetings: • •

•

After the mangers meeting that problem is discussed with department team from peon to technician. In this way that plan is reached to each related person of that organization because its necessary for every man in the organization to be the plans and the organizing methods of that plan to some period. Its not necessary to discuss all the problems to the staff level some of them are very secret and which are kept to just management level.

Strategic planning: The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program. There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more a technique than model), etc. Goals-based planning is probably the most common and starts with focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when). Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues, and action plans. Organic strategic planning might start by articulating the organization's

vision and values and then action plans to achieve the vision while adhering to those values. One interpretation of the major activities in strategic planning activities is that it includes:

Strategic Analysis: This activity can include conducting some sort of scan, or review, of the organization's environment (for example, of the political, social, economic and technical environment). Planners carefully consider various driving forces in the environment, for example, increasing competition, changing demographics, etc. Planners also look at the various strengths, weaknesses, opportunities and threats (an acronym for this activity is SWOT regarding the organization.

Strategic Direction: After the strategic planning the accurate direction is given to all the subordinates of that particular manager because in HUBCO its not necessary that a manager is always the guide person of the subordinate but he should be not every time In the absence of that particular manager the staff should be able to recognize that particular problem and have the ability to solve them.

Action Planning: Action planning is carefully laying out how the strategic goals will be accomplished. Action planning often includes specifying objectives, or specific results, with each strategic goal. Therefore, reaching a strategic goal typically involves accomplishing a set of objectives along the way -in that sense, an objective is still a goal, but on a smaller scale. Action planning also includes specifying responsibilities and timelines with each objective, or who needs to do what and by when. It's common to develop an annual plan (sometimes called the operational plan or management plan), which includes the strategic goals, strategies, objectives, responsibilities and timelines that should be done in the coming year. Often, organizations will develop plans for each major function, division department, etc., and call these work plans. Usually, budgets are included in the strategic and annual plan, and with work plans. Budgets specify the money needed for the resources that are necessary to implement the annual plan. Budgets also depict how the

money will be spent, for example, for human resources, equipment, materials, etc.

Benefits of Strategic Planning: Strategic planning serves a variety of purposes in organization, including to •

• • • • •

•

Provides clearer focus of organization, producing more efficiency and effectiveness Bridges staff and board of directors (in the case of corporations Builds strong teams in the board and the staff (in the case of corporations) Provides the glue that keeps the board together (in the case of corporations) Produces great satisfaction among planners around a common vision Increases productivity from increased efficiency and effectiveness Solves major problems

The organization has been around for many years and is in a fairly stable marketplace, then planning might be carried out once a year and only certain parts of the planning process, for example, action planning (objectives, responsibilities, time lines, budgets, etc) are updated each year.

Organizing:

Organizing is the management function that usually follows after planning. And it involves the assignment of tasks, the grouping of tasks into departments and the assignment of authority and allocation of resources across the organization.

Structure: The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. A set of formal tasks assigned to individuals and departments. • •

Formal reporting relationships, including lines of authority, decision responsibility, number of hierarchical levels and span of managers control. The design of systems to ensure effective coordination of employees across departments.

Work specialization: • •

The degree to which organizational tasks are sub divided into individual jobs; also called division of labour. With too much specialization, employees are isolated and do only a single, tiny, boring job.

Many organizations enlarge jobs to provide greater challenges or assigning to tasks that are rotated.

Chain of command: •

An unbroken line of authority that links all individuals in the organization and specifies who reports to whom. o Unity of Command - one employee is held accountable to only one supervisor • Scalar principle - clearly defined line of authority in the organization that includes all employees.

Authority, responsibility, and accountability •

• •

Authority - formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes. Responsibility - duty to perform the task or activity an employee has been assigned Accountability - the fact that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command

Delegation • • • •

The process managers use to transfer authority and responsibility to positions below them in the hierarchy Organizations today tend to encourage delegation from highest to lowest possible levels Can improve flexibility to meet customers’ needs and adaptation to competitive environments Managers often find delegation difficult

Span of management: Factors influencing larger span of management. 1. 2. 3. 4. 5. 6. 7. 8.

Work performed by subordinates is stable and routine. Subordinates perform similar work tasks. Subordinates are concentrated in a single location. Subordinates are highly trained and need little direction in performing tasks. Rules and procedures defining task activities are available. Support systems and personnel are available for the managers. Little time is required in non-supervisory activities such as coordination with other departments or planning. Managers' personal preferences and styles favour a large span.

Centralization, decentralization, and formalization: • • •

Centralization - The location of decision making authority near top organisational levels. Decentralization - The location of decision making authority near lower organisational levels. Formalization - The written documentation used to direct and control employees

Departmentalization: The basis on which individuals are grouped into departments and departments into total organisations. Approach options include; 1. 2. 3. 4. 5.

Functional – by common skills and work tasks Divisional – common product, programme or geographical location Matrix – combination of Functional and Divisional Team – to accomplish specific tasks Network – departments are independent providing functions for a central core breaker

Importance of organizing: • •

Organizations are often troubled by how to organize, particularly when a new strategy is developed Changing market conditions or new technology requires change

Organizations seek efficiencies through improvements in organizing.

Implementation: . The following points will help to ensure that the plan is implemented. •

• •

•

•

• •

• • •

• •

When conducting the planning process, involve the people who will be responsible for implementing the plan. Use a cross-functional team (representatives from each of the major organization’s products or service) to ensure the plan is realistic and collaborative. Ensure the plan is realistic. Organize the overall strategic plan into smaller action plans, often including an action plan (or work plan) for each committee on the board. In the overall planning document, specify who is doing what and by when (action plans are often referenced in the implementation section of the overall strategic plan). Some organizations may elect to include the action plans in a separate document from the strategic plan, which would include only the mission, vision, values, key issues and goals, and strategies. This approach carries some risk that the board will lose focus on the action plans. In an implementation section in the plan, specify and clarify the plan’s implementation roles and responsibilities. Be sure to detail particularly the first 90 days of the implementation of the plan. Build in regular reviews of status of the implementation of the plan. Translate the strategic plan’s actions into job descriptions and personnel performance reviews. Communicate the role of follow-ups to the plan. If people know the action plans will be regularly reviewed, implementers tend to do their jobs before they’re checked on. Be sure to document and distribute the plan, including inviting review input from all. Be sure that one internal person has ultimate responsibility that the plan is enacted in a timely fashion. The chief executive’s support of the plan is a major driver to the plan’s implementation. Integrate the plan’s goals and objectives into the chief executive’s performance reviews. Place huge emphasis on feedback to the board’s executive committee from the planning participants. Have each worker commit to helping the other to finish the other’s tasks on time.

Motivation: Motivation is the set of reasons that determines one to engage in a particular behavior. Motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as morality, or overcoming mortality. Following methods are adopted to increase the worker courage and to win the confidence of worker towards organization which are implemented in HUBCO.

Attractive Package Attractive package is given to all workers in regards of their work and to increase their willgness to work.

Basic Needs Basic need is necessary for every worker. Good living, and other facilities regarding basics of any person to live in this world. Medical facilities , education , transportation is provided for workers and their families.

Allowances Different types of allowances are given to workers to increase their courage.

Training Training is very important aspect of the worker life.HUBCO provides necessary training for all concerned staff and specially for the relative people of that department when something new is introduced in that industry.

Reserved Seats for Employee Son Employee son’s reserved seats is very important because when a person serves a industry whole life then its necessary to give some special attention to the children’s of staff regarding job.

Training and Development Provide technical training opportunities to local students through Apprenticeship Training Schemes and internships.

Sponsorship Provision of financial assistance and prizes to local sports events.

Seminars & functions HUBCO arranges annual functions for refreshment and also seminars for the particular community.

Community Development HUBCO has taken such steps like infrastructure, free emergency services for local community to local hospitals.