Mari Petroluem Company Limited
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Upstream Petroleum Activities
Directorate General of Pakistan Petroleum Petroleum Concessions Information Service Upstream Petroleum Activities - January 2021 61.0.0 62.0.0 63.0.0 64.0.0 65.0.0 66.0.0 67.0.0 68.0.0 69.0.0 70.0.0 71.0.0 72.0.0 73.0.0 74.0.0 75.0.0 76.0.0 77.0.0 78.0.0 79.0.0 37.0.0 Inset North Average Production December ,2020 Oil 76,774.10 bbls /day BHAL SYEDAN 3371-10 Ʊ Ʋ Gas 3,582.33 mmcf/day OGDCL (KOHAT) Ʊ Ʋ LPG 2,263.61 m.tons/day OGDCL TOLANJ WEST SADKAL 36.0.0 MOL TOLANJ OGDCL Seismic Crews Active 07 MOL SOGHRI 3372-14 BDGBDU76GUDTU6I 2-D Seismic Acquisition Onshore 219.10 L.Kms. D&PL (FATEH JANG) 36.0.0 DHOK HUSSAIN 3-D Seismic Acquisition Onshore 91.75 Sq.Kms. OGDCL OGDCL 3371-17 OGDCL 4 (BARATAI) Gilgit Rigs Active 16 OGDCL Ʊ Ʋ 3370-3 DAKHNI Ʊ G I LG I T-BALTI STAN Area under Exploration Licences 206,736.00 Sq. Kms. (TAL) OGDCL Area under Mining/D&P Leases 14,010.00 Sq. Kms. MOL Area under Applications 114,396.00 Sq. Kms. MAMIKHEL 3371-5 RATANA (GURGALOT) OGDCL UCHRI OPI MAMIKHEL SOUTH DHURNAL BIDS OPENED FOR GRANT OF EL PARIWALI MOL POL OPI 3372-18 POL MAKORI&MAKORI DEEP 13 Bid round for following 20 blocks were held on January 15, 2021. MEYAL (IKHLAS) MOL MAKORI EAST 35.0.0 POL S.NO Block Name Zone POL MELA 3371-15 KHAUR 3372-23 OGDCL 1 Block No.3068-6 (Killa Saifullah) I (F) (DHOK SULTAN) POL (HISAL) 35.0.0 2 Block No.2762-2 (Desert) I (F) PPL PPL NASHPA DHULIAN 3 Block No.3067-7 (Sharan) I (F) OGDCL POL 4 Block No.3272-16 (Lilla) I CHANDA 5 Block No.3372-25 (Abbottabad) I OGDCL 6 Block No.3471-1 (Nowshera) I 3271-1 TOOT Ʊ Ʋ KALABAGH 10 (KARAK) OGDCL FC`7@SQ6FCUVIFCX6 7 Block No.3372-26 (Hazro) I MPCL MPCL HALINI 8 Block No.3273-5 (Jhelum) I MPCL 9 Block No.3372-27 (North Dhurnal) I Muzaffarabad 10 Block No.2668-23 (Khewari East) III 11 Block No. -
King's Research Portal
King’s Research Portal DOI: 10.1080/01402390.2018.1497487 Document Version Peer reviewed version Link to publication record in King's Research Portal Citation for published version (APA): Staniland, P., Naseemullah, A., & Butt, A. (2020). Pakistan’s military elite. Journal of Strategic Studies, 43(1), 74-103. https://doi.org/10.1080/01402390.2018.1497487 Citing this paper Please note that where the full-text provided on King's Research Portal is the Author Accepted Manuscript or Post-Print version this may differ from the final Published version. If citing, it is advised that you check and use the publisher's definitive version for pagination, volume/issue, and date of publication details. And where the final published version is provided on the Research Portal, if citing you are again advised to check the publisher's website for any subsequent corrections. General rights Copyright and moral rights for the publications made accessible in the Research Portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognize and abide by the legal requirements associated with these rights. •Users may download and print one copy of any publication from the Research Portal for the purpose of private study or research. •You may not further distribute the material or use it for any profit-making activity or commercial gain •You may freely distribute the URL identifying the publication in the Research Portal Take down policy If you believe that this document breaches copyright please contact [email protected] providing details, and we will remove access to the work immediately and investigate your claim. -
SWOT Analysis
Assignment # 02 SWOT Analysis By Sohail Abbas Sp11-BEC-081 Section (A) Instructor Dr. Nazir A. Hawary Course Title Project Planning and Management Dated: 24th September 2014 COMSATS Institute of Information Technology Lahore Department of chemical engineering SWOT Analysis 1. History: In the 1960’s and 70’s, Albert Humphrey is said to have developed this strategic planning tool using data from the top companies in America at the time. Its basic organizing principles have remained largely unchanged in the field of strategic management. It is a systematic framework which helps managers to develop their business strategies by appraising their internal and external determinants of their organization’s performance [1]. 2. Definition of SWOT: A SWOT Analysis is a business analysis method that organization can perform for each of its products, services and markets when deciding on the best approach to achieve future growth. A SWOT Analysis is a tool which permits users to look at the direction a company or organization may wish to move towards in the future. SWOT Analysis looks at the strengths, weaknesses, opportunities and threats that are relevant to an organization in a new venture. A SWOT Analysis is a useful tool, which in conjunction with others can help make informed decisions. By specifying clear objectives and identifying internal and external factors that are either helpful or not, a short and simple SWOT analysis is a useful resource which may be incorporated into an organizations strategic planning model [2]. i. Strengths- Internal attributes those are helpful to the organization to achieving its objective. ii. Weaknesses – Internal attributes that are harmful to the organization to achieving its objective. -
1. Syed Khalid Siraj Subhani 2. Mian Asad Hayaud
PROFILE OF CANDIDATES WHO HAVE FILED THEIR INTENTION TO OFFER THEMSELVES TO CONTEST IN THE ELECTION OF DIRECTORS AT THE 11th EXTRAORDINARY GENERAL MEETING SCHEDULED TO BE HELD ON MARCH 17, 2021. 1. Syed Khalid Siraj Subhani Mr. Subhani is a Chemical Engineer with Executive Management Program from Haas School of Business, University of California, Berkeley and Leadership program from MIT, Boston. A seasoned executive, his career spanned over 33 years with Exxon Chemical Pakistan Limited, which subsequently became Engro Chemical Pakistan Limited and later Engro Corporation Limited. This included long term assignments with Esso Chemical Canada in Edmonton and at ICI site in Billingham UK. Over the years, he worked in numerous senior executive positions at Engro and played instrumental role in growth and diversification of the company to make it one of the largest business conglomerates of Pakistan. Prior to retirement from Engro he worked as President and Chief Executive Officer of Engro Corporation Limited, Engro Fertilisers Limited and Engro Polymer and Chemicals Limited. Mr. Subhani also served as President and Chief Executive Officer of ThalNova Power Thar Private Limited for a period of two years. Earlier Mr. Subhani also served on the board of Engro Corporation Limited (Director), Hub Power Company Limited (Director), Engro Foods Limited (Director), Sindh Engro Coal Mining Company Limited (Director), Laraib Energy Limited (Director), Engro Fertilisers Limited (Board Chairman), Engro Polymer and Chemicals Limited (Board Chairman), Engro Vopak Terminal Limited (Board Chairman), Thar Power Company Limited (Board Chairman), Engro Powergen Qadirpur Limited (Board Chairman), Engro Elengy Terminal (Private) Limited (Board Chairman) and Engro Eximp Agri Products (Private) Limited (Board Chairman). -
Pakistan's Army
Pakistan’s Army: New Chief, traditional institutional interests Introduction A year after speculation about the names of those in the race for selection as the new Army Chief of Pakistan began, General Qamar Bajwa eventually took charge as Pakistan's 16th Chief of Army Staff on 29th of November 2016, succeeding General Raheel Sharif. Ordinarily, such appointments in the defence services of countries do not generate much attention, but the opposite holds true for Pakistan. Why this is so is evident from the popular aphorism, "while every country has an army, the Pakistani Army has a country". In Pakistan, the army has a history of overshadowing political landscape - the democratically elected civilian government in reality has very limited authority or control over critical matters of national importance such as foreign policy and security. A historical background The military in Pakistan is not merely a human resource to guard the country against the enemy but has political wallop and opinions. To know more about the power that the army enjoys in Pakistan, it is necessary to examine the times when Pakistan came into existence in 1947. In 1947, both India and Pakistan were carved out of the British Empire. India became a democracy whereas Pakistan witnessed several military rulers and still continues to suffer from a severe civil- military imbalance even after 70 years of its birth. During India’s war of Independence, the British primarily recruited people from the Northwest of undivided India which post partition became Pakistan. It is noteworthy that the majority of the people recruited in the Pakistan Army during that period were from the Punjab martial races. -
Pakistan Courting the Abyss by Tilak Devasher
PAKISTAN Courting the Abyss TILAK DEVASHER To the memory of my mother Late Smt Kantaa Devasher, my father Late Air Vice Marshal C.G. Devasher PVSM, AVSM, and my brother Late Shri Vijay (‘Duke’) Devasher, IAS ‘Press on… Regardless’ Contents Preface Introduction I The Foundations 1 The Pakistan Movement 2 The Legacy II The Building Blocks 3 A Question of Identity and Ideology 4 The Provincial Dilemma III The Framework 5 The Army Has a Nation 6 Civil–Military Relations IV The Superstructure 7 Islamization and Growth of Sectarianism 8 Madrasas 9 Terrorism V The WEEP Analysis 10 Water: Running Dry 11 Education: An Emergency 12 Economy: Structural Weaknesses 13 Population: Reaping the Dividend VI Windows to the World 14 India: The Quest for Parity 15 Afghanistan: The Quest for Domination 16 China: The Quest for Succour 17 The United States: The Quest for Dependence VII Looking Inwards 18 Looking Inwards Conclusion Notes Index About the Book About the Author Copyright Preface Y fascination with Pakistan is not because I belong to a Partition family (though my wife’s family Mdoes); it is not even because of being a Punjabi. My interest in Pakistan was first aroused when, as a child, I used to hear stories from my late father, an air force officer, about two Pakistan air force officers. In undivided India they had been his flight commanders in the Royal Indian Air Force. They and my father had fought in World War II together, flying Hurricanes and Spitfires over Burma and also after the war. Both these officers later went on to head the Pakistan Air Force. -
Habibmetro Modaraba Management (AN(AN ISLAMICISLAMIC FINANCIALFINANCIAL INSTITUTION)INSTITUTION)
A N N U A L R E P O R T 2017 1 HabibMetro Modaraba Management (AN(AN ISLAMICISLAMIC FINANCIALFINANCIAL INSTITUTION)INSTITUTION) 2 A N N U A L R E P O R T 2017 JOURNEY OF CONTINUOUS SUCCESS A long term partnership Over the years, First Habib Modaraba (FHM) has become the sound, strong and leading Modaraba within the Modaraba sector. Our stable financial performance and market positions of our businesses have placed us well to deliver sustainable growth and continuous return to our investors since inception. During successful business operation of more than 3 decades, FHM had undergone with various up and down and successfully countered with several economic & business challenges. Ever- changing requirement of business, product innovation and development were effectively managed and delivered at entire satisfaction of all stakeholders with steady growth on sound footing. Consistency in perfect sharing of profits among the certificate holders along with increase in certificate holders' equity has made FHM a sound and well performing Modaraba within the sector. Our long term success is built on a firm foundation of commitment. FHM's financial strength, risk management protocols, governance framework and performance aspirations are directly attributable to a discipline that regularly brings prosperity to our partners and gives strength to our business model which is based on true partnership. Conquering with the challenges of our operating landscape, we have successfully journeyed steadily and progressively, delivering consistent results. With the blessing of Allah (SWT), we are today the leading Modaraba within the Modaraba sector of Pakistan, demonstrating our strength, financial soundness and commitment in every aspect of our business. -
OICCI CSR Report 2018-2019
COMBINING THE POWER OF SOCIAL RESPONSIBILITY Corporate Social Responsibility Report 2018-19 03 Foreword CONTENTS 05 OICCI Members’ CSR Impact 06 CSR Footprint – Members’ Participation In Focus Areas 07 CSR Footprint – Geographic Spread of CSR Activities 90 Snapshot of Participants’ CSR Activities 96 Social Sector Partners DISCLAIMER The report has been prepared by the Overseas Investors Chamber of Commerce and Industry (OICCI) based on data/information provided by participating companies. The OICCI is not liable for incorrect representation, if any, relating to a company or its activities. 02 | OICCI FOREWORD The landscape of CSR initiatives and activities is actively supported health and nutrition related initiatives We are pleased to present improving rapidly as the corporate sector in Pakistan has through donations to reputable hospitals, medical care been widely adopting the CSR and Sustainability camps and health awareness campaigns. Infrastructure OICCI members practices and making them permanent feature of the Development was also one of the growing areas of consolidated 2018-19 businesses. The social areas such as education, human interest for 65% of the members who assisted communi- capital development, healthcare, nutrition, environment ties in the vicinity of their respective major operating Corporate Social and infrastructure development are the main focus of the facilities. businesses to reach out to the underprivileged sections of Responsibility (CSR) the population. The readers will be pleased to note that 79% of our member companies also promoted the “OICCI Women” Report, highlighting the We, at OICCI, are privileged to have about 200 leading initiative towards increasing level of Women Empower- foreign investors among our membership who besides ment/Gender Equality. -
Freedom of Religion & Religious Minorities in Pakistan: a Study Of
Fordham International Law Journal Volume 19, Issue 1 1995 Article 5 Freedom of Religion & Religious Minorities in Pakistan: A Study of Judicial Practice Tayyab Mahmud∗ ∗ Copyright c 1995 by the authors. Fordham International Law Journal is produced by The Berke- ley Electronic Press (bepress). http://ir.lawnet.fordham.edu/ilj Freedom of Religion & Religious Minorities in Pakistan: A Study of Judicial Practice Tayyab Mahmud Abstract Pakistan’s successive constitutions, which enumerate guaranteed fundamental rights and pro- vide for the separation of state power and judicial review, contemplate judicial protection of vul- nerable sections of society against unlawful executive and legislative actions. This Article focuses upon the remarkably divergent pronouncements of Pakistan’s judiciary regarding the religious status and freedom of religion of one particular religious minority, the Ahmadis. The superior judiciary of Pakistan has visited the issue of religious freedom for the Ahmadis repeatedly since the establishment of the State, each time with a different result. The point of departure for this ex- amination is furnished by the recent pronouncement of the Supreme Court of Pakistan (”Supreme Court” or “Court”) in Zaheeruddin v. State,’ wherein the Court decided that Ordinance XX of 1984 (”Ordinance XX” or ”Ordinance”), which amended Pakistan’s Penal Code to make the public prac- tice by the Ahmadis of their religion a crime, does not violate freedom of religion as mandated by the Pakistan Constitution. This Article argues that Zaheeruddin is at an impermissible variance with the implied covenant of freedom of religion between religious minorities and the Founding Fathers of Pakistan, the foundational constitutional jurisprudence of the country, and the dictates of international human rights law. -
18-12-2018.Pdf
SUPREME COURT OF PAKISTAN AND PRIME MINISTER OF PAKISTAN'S DIAMER BHASHA AND MOHMAND DAM FUND ACCOUNT LIST OF DONOR FOR 19 DEC-18 RECEIPT Bank Depositor Name Amount AL BARAKA BANK (PAKISTAN) LTD MUHAMMAD FAROOQ 200 AL BARAKA BANK (PAKISTAN) LTD Total 200 Allied Bank Limited JAVID AHMED 100,000 Allied Bank Limited TARIQ 50,000 Allied Bank Limited MNA FARRUKH KHAN 50,000 Allied Bank Limited GHULAM MUHAMMAD 35,000 Allied Bank Limited KHALIDA MEMON 30,000 Allied Bank Limited AASIM 25,000 Allied Bank Limited IMRAN 20,000 Allied Bank Limited AHSAN MEHMOOD CHUGHTAI 20,000 Allied Bank Limited QASWAR AZAM 20,000 Allied Bank Limited NADIA IQBAL DAR 20,000 Allied Bank Limited MIRZA ADEED ALI BAIG 20,000 Allied Bank Limited SHAHRYAR 15,000 Allied Bank Limited SAADSHARIF 13,180 Allied Bank Limited muhammad ud din 13,000 Allied Bank Limited RASHID 11,000 Allied Bank Limited AMIR USMAN 10,000 Allied Bank Limited M IMRAN 10,000 Allied Bank Limited ABDUL HAMEED KHAN 10,000 Allied Bank Limited SAHIR MEHMOOD 9,200 Allied Bank Limited MUHAMMAD AYAZ 6,500 Allied Bank Limited KALIM BIN RAFIQUE 6,000 Allied Bank Limited MUHAMMAD ASGHAR 5,000 Allied Bank Limited adnan 5,000 Allied Bank Limited TOBA MALIK 5,000 Allied Bank Limited MUNAWARSULTANA 5,000 Allied Bank Limited ASHRAF ALI 5,000 Allied Bank Limited BILAL 3,500 Allied Bank Limited ABDUL GHAFOOR 3,000 Allied Bank Limited SHAHIDHUSSAINQURESHI 3,000 Allied Bank Limited SAEEDA NASREEN 3,000 Allied Bank Limited ANSAR MEHMOOOD 2,000 Allied Bank Limited AFTAB SAB 2,000 Allied Bank Limited IDRESS 2,000 Allied -
2005 Information
• Company Information 2 • Committees of BOD & Management 4 • Notice of Meeting 6 • Operating Highlights 8 • Directors' Report 12 Agriculture and Fertilizer Environment 14 Company Performance 16 Balancing, Modernization & Replacement 20 Profitability 22 Equity Participation & Shareholding 24 Good Governance & Listing Regulations 26 Safety, Health & Environment 36 Future Outlook & WTO Challenges 38 • Standard of Conduct for Directors / Employees 39 • Core Values 40 • Financial Statements of FFC 41 Statement of Compliance 42 Review Report to the Members 44 Auditors’ Report to the Members 45 Balance Sheet 46 Profit and Loss Account 48 Cash Flow Statement 49 Statement of Changes in Equity 50 Notes to the Financial Statements 51 • Consolidated Financial Statements 77 Auditors’ Report to the Members 79 Consolidated Balance Sheet 80 Consolidated Profit and Loss Account 82 Consolidated Cash Flow Statement 83 Consolidated Statement of Changes in Equity 84 Notes to the Consolidated Financial Statements 85 • Pattern of Shareholding 116 • Form of Proxy 119 Our achievements over the years in every business sphere have developed FFC into “The House of Excellence” 1 Company 2005 Information BOARD OF DIRECTORS REGISTERED OFFICE Lt Gen Syed Arif Hasan, HI(M) (Retired) 93-Harley Street, Rawalpindi Cantt. Chairman Website: www.ffc.com.pk Tel No. 92-51-9272307-14 Lt Gen Mahmud Ahmed, HI(M) (Retired) Fax No. 92-51-9272316 Chief Executive and Managing Director E-mail: [email protected] Dr Haldor Topsoe PLANTSITES Mr Qaiser Javed Goth Machhi Brig Arshad Shah, SI(M) (Retired) Sadikabad Mr Tariq Iqbal Khan (Distt: Rahim Yar Khan) Brig Aftab Ahmed, SI(M) (Retired) Tel No. 92-68-5786420-9 Brig Ghazanfar Ali, SI(M) (Retired) Fax No. -
Brief Profile of the Candidates Contesting the Election of Directors
BRIEF PROFILE OF THE CANDIDATES CONTESTING THE ELECTION OF DIRECTORS Mr. Mustapha A. Chinoy Mr. Mustapha A. Chinoy holds a B.Sc. in Economics from Wharton School of Finance, University of Pennsylvania, USA and has majored in Industrial Management and Marketing. Thereafter, he served as Marketing Manager, at International Industries Limited. He is currently the Chairman of International Industries Limited and Pakistan Cables Limited, and a director on the Board of Crea8ive Bench (Private) Limited, Global E-Commerce Services (Private) Limited, Global Reservation (Private) Limited and Travel Solutions (Private) Limited. He is the Chief Executive Officer of Intermark (Private) Limited. He has previously served on the Board of Union Bank Limited until it was acquired by Standard Chartered Bank. Mr. Adnan Afridi Mr. Adnan Afridi graduated with high honors from Harvard University with a degree in Economics and from Harvard Law School with a J.D. He has 23 years global and Pakistan based experience in Change Management, business transformation, innovation and profitability enhancement in blue chip companies, public-sector and start-up situations. Industry experience includes Capital Markets, Private Equity, Financial Services, Real-Estate, Health Care, Natural Resources, Technology and Food sectors, operating in CEO roles with Board level representations. Functional experience focuses on Governance, Strategy, Negotiation/Structuring, Corporate Planning, Group Company management, Public Relations and large scale talent building. Previously he was a director at Silkbank Limited, Gul Ahmed Textile Limited and Trading Corporation Pakistan. He has also served as Managing Director of the Karachi Stock Exchange Limited, CEO of the Tethyan Copper Company (Private) Limited and CEO of the OICCI.