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Showing posts with label Profitable Business. Show all posts
Showing posts with label Profitable Business. Show all posts

Friday, April 1, 2011

Model Project on Poultry Broiler Farming



1. Why do broiler farming ?

Poultry meat is an important source of high quality proteins, minerals and vitamins to balance the human diet. Specially developed breeds of chicken meat (broiler) are now available with the ability of quick growth and high feed conversion efficiency. Depending on the farm size, broiler farming can be a main source of family income or can provide subsidiary income and gainful employment to farmers throughout the year. Poultry manure has high fertilizer value and can be used for increasing yield of all crops.

i)               The advantages of broiler farming are
ii)              Initial investment is a little lower than layer farming
iii)            Rearing period is 6-7 weeks only
iv)            More number of flocks can be taken in the same shed
v)             Broilers have high feed conversion efficiency i.e. least amount of feed is required for unit body weight gain in comparison to other livestock.
vi)            Faster return from the investment
vii)          Demand for poultry meat is more compared to sheep/Goat meat

2. Scope for broiler farming and its national importance

India has made considerable progress in broiler production in the last two decades. High quality chicks, equipments, vaccines and medicines are available. Technically and professionally competent guidance is available to the farmers. The management practices have improved and disease and mortality incidences are much reduced. Many institutions are providing training to entrepreneurs. The broiler population has increased from 4 million in 1971 to 700 million in 1998. An average annual growth rate of 20% was estimated during the eighth five year plan (1992-1997). Increasing assistance from the Central/ State governments and poultry corporations is being given to create infrastructure facilities so that new entrepreneurs take up this business. Broiler farming has been given considerable importance in the national policy and has a good scope for further development in the years to come.

3. Financial assistance available from Banks/NABARD for broiler farming

3.1 NABARD is an apex institution for all matters relating to policy, planning and operations in the field of agricultural credit. It serves as an apex refinancing agency for the institutions providing investment and production credit. It promotes development through formulation and appraisal of projects through a well organised technical services department at the Head Office and technical cells at each of the Regional Offices.

3.2 Loan from banks with refinance facility from NABARD is available for starting broiler farming. For obtaining bank loan, the farmer should apply to the nearest branch of a commercial or cooperative or regional rural bank in their area in the prescribed application form which is available in the branches of financing bank. The technical officers attached to or the manager of the bank can help or give guidance to the farmers in preparing the project report to obtain bank loan.

3.3 For poultry farming schemes with very large outlays detailed project reports are required to be prepared. The items of finance would include construction of broiler sheds and purchase of equipments. Cost of one day old chicks, feed, medicine and labour cost for the first 7 weeks period for the first cycle, are also considered. Facilities such as land development cost, fencing, water and electricity, essential servants quarters, godowns, transport vehicles, broiler dressing, processing and cold storage facilities can also be considered for providing loan. Cost of land is not considered for loan. However, if land is purchased for starting a broiler farm, its cost can be treated as party's margin money upto 10% of the total cost of project.

4. Scheme formulation for bank loan

4.1 A scheme can be prepared by the beneficiary after consulting local technical persons of State veterinary department, poultry corporation or private commercial broiler hatcheries. If possible, they should also visit the progressive broiler farmers in the area and discuss the profitability of farming. A good practical training and experience on a broiler farm will be highly desirable, before starting a broiler farm. As broilers have to be sold after attaining 6-7 weeks of age, a regular and constant demand for broiler meat and nearness of the farm to the market should be ensured.

4.2 The scheme should include information on land, water and electricity facility, marketing aspects, training facilities and expertise of entrepreneurs and the type of assistance available from State government, poultry corporations, local hatcheries. It will also include data on proposed capacity of the farm, total cost of the project, margin money to be provided by beneficiary and requirement of bank loans, estimated annual expenditure, income and profit and the repayment of loan and interest. A format developed for formulation of broiler farming schemes is appended as annexure I.

5. Requirements of good project

The bank officers also can assist in preparation of the scheme or filling in the prescribed application form. The scheme so formulated should be submitted to the nearest branch of bank.

The bank will then examine the scheme for technical feasibility and economic viability.

 A. Technical feasibility - this would briefly include :

(a)           Suitability of climate and potentiality of the area
(b)          Technical norms including schedule for replacement of flocks
(c)           Facilities and infrastructure available for supply of inputs, veterinary aid,marketing, training/experience of the beneficiary

B. Financial viability - this would briefly include :

(a)      Unit cost and loan requirement
(b)      Input costs for chicks, feed, veterinary aid, labour and other overheads
(c)      Output costs i.e. sale of broiler for meat, manure and other miscellaneous items.
(d)      Calculation of annual gross surplus (income-expenditure)
(e)      Cash flow analysis
(f)        Repayment schedule i.e. repayment of principal loan amount and interest

Other documents such as loan application forms, security aspects, margin money requirements etc. are also examined. A field visit to scheme area is undertaken for conducting techno-economic feasibility study for appraisal of the scheme. The model economics of Broiler farming unit of 4000 birds is given in Annexure IIa to IIf.

6. Sanction of Bank loan and its disbursement

After ensuring technical feasibility and financial viability, the scheme is sanctioned by the bank. The loan is disbursed in kind in 2 or 3 stages, such as against the creation of specific assets, construction of sheds, purchase of equipment and machinery, recurring cost on purchase of chicks, feeds, medicines, etc. The end use of the loan is verified and constant follow up is done by the bank.

7. Lending terms - General:

7.1 Unit cost :

Each Regional Office (RO) of NABARD has constituted a State Level Unit Cost Committee under the chairmanship of RO-in-charge and with the members from developmental agencies, commercial banks and co-operative banks to review the unit cost of various investments once in six months. The same is circulated among the banks for their guidance. These costs are only indicative in nature and banks are free to finance any amount depending upon the quality of investment.

7.2 Margin Money :
NABARD has defined farmers into three different categories and where subsidy is not available the minimum down payment as shown below is collected from the beneficiaries.
Sr. No.
Category of Farmer
Beneficiary's Contribution
a)
Small farmers
5%
b)
Medium farmers
10%
c)
Large farmers
15%
7.3 Interest Rate:
Banks are free to decide the interest rates within overall RBIguidelines. However, for working out financial viability and bankability of model project, we have assumed rate of interest as 12% p.a. 
7.4 Security:

Security will be as per NABARD/RBI guidelines issued from time to time.
7.5 Repayment of loan :
The loan repayment is determined, on the basis of gross surplus generated in the scheme. Usually the repayment period of loan for broiler farming is 5-6 years.
7.6 Insurance :
The birds and other assets (poultry sheds, equipment) may be insured.Whereever necessary Risk/Mortality fund may be considered in lieu of poultry insurance.
8. Package of Common Management Practices recommended for poultry farmers
Modern and well established scientific practices should be used to obtain maximum economic benefits from poultry farming. Some of the major norms and recommended practices are given below :
Poultry Housing :
  1. Select well raised land for poultry sheds. Land with hard rock or murram is more suitable. Avoid water logging and flooding near the sheds.
  2.  Ensure adequate facility for water, electricity, approach road, supply of chicks, feed, veterinary aid and nearness to market for sale of live birds and dressed chicken.
  3. Obtain training/experience in broiler farming before starting a farm. You should be prepared to stay on the farm and have constant supervision.
  4. Provide adequate floor space, feeding space and watering space per bird (see details in Annexure III). BIS specifications for construction of poultry sheds are available.
  5. Construct sheds in such a way that the end walls face East-West direction and the side walls face North-South direction, so that rain water will not enter the sheds.
  6. Provide strong roof and hard flooring. Raise plinth of the shed at least one feet above the outside ground level.
  7. Provide 3 to 4 feet overhang of the roof to avoid entry of rainwater inside the shed.
  8. Provide at least 50 feet distance between two sheds.
  9. Provide adequate light and ventilation and comfortable housing conditions during all seasons (cool in summer and warm in winter).
    Construct sheds in such a way that predators (cats/dogs/snakes) will not enter the shed. Avoid entry of rats by constructing rat proof civil structures.
  10. Keep the shed clean and free from flies/mosquitoes etc.
  11. After disposal of every batch of birds the dirty litter material and manure should be removed, walls and floors should be cleaned, white washed with lime and disinfected with 0.5% malathion or DDT insecticide spray.
  12. If deep litter system is followed, always use dry and clean litter material (sawdust, paddy husk, etc.). Spread 4" layer of litter on the floor, keep clean/disinfect brooding, feeding and watering equipment and then introduce chicks in the house.
  13. The litter material should be always kept loose and dry. Stir the litter twice a week. Any wet litter/droppings etc. should be removed and replaced with fresh/clean dry litter.
Poultry Equipment :
15.     Use scientifically designed cages and equipment for brooding, feeding and watering purposes. BIS specifications for equipment are available. A good design can be shown and manufactured locally, so that cost can be reduced.
Chicks :
16.     Purchase of improved strain of one day old healthy broiler type chicks from a reputed hatchery. Usually 2-5% extra chicks are supplied.
17.     Clean, wash and disinfect all equipments with 0.5% malathion spray after every batch of birds is disposed off.
Feeding :
18.     Use high quality balanced feeds. With proper knowledge/experience, the feed can be prepared at the farm. Feed requirements of birds are shown in Annexure IV. BIS feed formulae and specifications are available. Composition of some of the practical broiler diets is given in annexure V.
19.     Store the feed in clean, dry, well ventilated room. A wet feed may bring fungus infection.
20.     Use properly designed feeders and control the rats to avoid feed wastage.
21.     Keep proper records on feed consumption per bird for each batch. Compare with the standard feed consumption pattern. Too low feed consumption may be due to disease condition, low quality/unpalatability of feed, high temperature in poultry shed.
Watering of Birds :
22.     Always give fresh and clean drinking water. Water should be always available at birds.
23.     Use properly designed watering equipment. Provide adequate watering space per bird (for details see Annexure - III).
24.     Always keep water-pots clean. Avoid birds entering inside pots.
25.     Provide cool water during summer. Store the water in tanks that are not exposed to hot sun in summer.
Disease Prevention/Control :
26.     Clean sanitary conditions of poultry sheds and equipment, balanced feed, fresh clean water, healthy chicks are essential to prevent diseases.
27.     Avoid entry of visitors to farm, especially inside the sheds. If visitors come, ask them to dip their feet in a disinfectant solution, wash and clean hands and to wear apron/boots provided by the farm.
28.     Use proper vaccination schedule (for details see Annexure-VI)
29.     Use high quality vaccines purchased from reputed manufacturers. Keep vaccines in cool, dry conditions away from sunlight.
30.     Any left-over vaccine should be properly disposed off. Vaccines should not be used after their expiry date is over.
31.     Any dead bird should be immediately removed from the shed and sent to laboratory for post-mortem or buried/burnt suitably away from the poultry sheds.
32.     The waste of farm should be suitably disposed off.
33.     Any bird showing advanced signs of a disease, should be removed from the shed and culled. It can be sent to laboratory for diagnosis.
34.     Birds showing advanced signs of a disease should be shown to a qualified veterinarian and suitable medication/treatment be given as per his/drug manufacturers recommendations.
35.     Poultry manure, if infected, can spread disease, from one batch to another. Keep the litter dry, remove it after flock is sold and dispose the manure properly and quickly.
36.     Keep proper records on mortality and its causes and the treatment given to birds. Dates of vaccination for each flock should be properly recorded.
37.     Rats are important carriers of poultry disease. Avoid rats. Use suitable rat poisons/rat traps.
38.     Many poultry medicines can be given in drinking water. When medication is to be given, remove the waterers in poultry sheds on the previous evening. Next morning give medicine in measured quantity of water, so that entire medicine will be quickly consumed and there will be no wastage of medicines.
39.     Mild infection of disease may not cause mortality but it will reduce growth. Keep sample record of body weight and mortality rate. Study the possible causes, if weight is low take steps to improve the management of the subsequent batches. A Constant vigil and analysis of records/results is necessary to keep up the efficiency in farming.
Processing/Marketing :
40.     Ensure the constant and steady demand for broiler meat is available and the market is nearer to the farm.
41.     Study the market demand for particular live weight of the birds.
42.     Birds should not be kept on the farm beyond 6-7 weeks of age, as their feed efficiency will go down considerably.
43.     If birds are sold after dressing (processing) use clean dressing hall and processing equipment. Dressed birds should be chilled in the ice-cold water for 3-4 hours and excess water removed. Birds should then be packed in clean plastic bags and the mouth of bag sealed.
44.     Processed birds should be marketed as early as possible. If they have to be preserved, deep freezing equipment (-10 to -200C) be used. Refrigerated vans may be required for long distance transportation.
 
Annexure I
Format for submission of schemes Scheme: Poultry - Broiler Farming
1. General
i)               Name of the sponsoring bank
ii)              Address of the controlling office sponsoring the scheme
iii)            Nature and objectives of the proposed scheme
iv)            Details of proposed investments:
Sr.No.
Investment
No. of units
a)


b)


c)


v)             Specification of the scheme area (Name of District & Block/s)
Sr.No.
District
Block









vi) Names of the financing bank's branches:
vii) Status of beneficiary/ies' (Individual)/Partnership/Company/Corporation/Co-operative/Others
viii) In case of area based schemes, coverage of borrowers
in weaker sections (landless labourers, small, medium & large farmers as per NABARD's norms, SC/ST, etc.)
ix) Details of borrowers profile (Not applicable to area based schemes)
(a) Capability
(b) Experience
(c) Financial soundness
(d) Technical/Other special Qualifications
(e) Technical/Managerial Staff and adequacy thereof
2. TECHNICAL ASPECTS:
a) Location, Land and Land Development:
i) Location details of the project
ii) Total Area of land and it's cost
iii) Site map
iv) Particulars of land development, fencing, gates etc.
b) Civil Structures:
Detailed cost estimates along with measurements of various civil structures
- Broiler Sheds
- Store room
- Dressing room
- Office room
- Quarters for staff
- Others
c) Equipment/Plant and machinery:
(i) Feeders
(ii) Waterers
(iii) Generator
(iv) Feed grinder and mixer
(v) Debeaker
(vi) Vaccinator
(vii) Fridge/Deep Freezer
(viii) Dressing equipment if necessary
(ix) Truck/van/Jeep
(Price quotations for the above equipments)
d) Housing:
i) Type of housing Deep Litter/Slat/Environment controlled
ii) Area required (sft./bird)
e) Birds:
i) Proposed strain
ii) No.of birds to be purchased
iii) Source of purchase
iv) Cost of birds (Rs. per bird)
v) Vaccination of purchased birds
vi) Proposed programmeof replacement
f) Production parameters:
i) Average body weight (kg.)
ii) Feed efficiency (kg. of feed/ kg.body weight gain)
iii) Mortality (%)
g) Flock Projection Chart:
h) Feeding:
i) Source of availability - Purchased or own feed manufacturing
ii) If purchased
a) Place of purchase
b) Brand
c) Cost (Rs./kg)
- Starter
- Finisher
iii) If manufactured on farm
a) Capacity of feed grinder and mixer
b) Source of raw materials
c) Feed formula
d) Cost of production (Rs./kg)
- Starter
- Finisher
iv) Requirement (kg/bird)
- Starter
- Finisher
i) Veterinary aid
i) Source
ii) Location
iii) Distance (km.)
iv) Availability of staff
v) Type of facilities available
vi) If own arrangements are made
a) Employed a verterinary doctor/stock man /consultant
b) Periodicity of visit
c) Amount paid (Rs.)

vii) Expenditure per bird per cycle (Rs.)
j) Electricity
i) Source SEB/Other
ii) Approval from electricity board
iii) Connected load
iv) Problems of power failure
v) Arrangements for generator
k) Water
i) Source
ii) Quality of water
iii) Availability of sufficient quantity for drinking and cleaning
iv) If investment has to be made type of strcture design and cost

l) Marketing of broilers
i) Source of sale
ii) Place of disposal
iii) Distance (km)
iv) Basis of payment (number or weight)
v) Price realised - (Rs. per kg live weight or live bird)
vi) Periodicity of payment

m) Marketing of other products
i) Manure - Qty./bird, price per unit (Rs./Ql)
ii) Empty gunny bags - Number and cost/bag
n) Beneficiary's experience
o) Comments on technical feasibility
p) Government restrictions, if any
3. FINANCIAL ASPECTS :
i) Unit Cost :
Sr.No. Name of Investment Physical unit and specification Unit cost with component wise break-up (Rs.) Whether approved by state level unit cost committee













Total
ii) Down payment/margin/subsidy (Indicate source & extent of subsidy)
iii) Year - wise physical & financial programme.
Year Invest-
ment
Physical units (Rs.) Unit cost (Rs.) Total outlay (Rs.) Margin/ subsidy (Rs.) Bank Loan (Rs.) Refinance assistance (Rs.)
1 2 3 4 4 5 6 7








Total






iv) Financial viability ( comment on the cash flow projection on a farm model / unit and enclose the same ) Particulars :
a) Internal Rate of Return (IRR):
b) Benefit Cost Ratio (BCR) :
c) Net Present Worth (NPW) :
v) Financial position of the borrowers (to be furnished in case of corporate bodies/partnership firms)
a) Profitability ratio
i) Gross Profit ratio
ii) Net Profit ratio
b) Debt equity ratio

c)Whether Income tax & other tax obligations
are paid upto date
d) Whether audit is upto date (enclose copies of audited
financial statements for the last three years)
vi) Lending Terms :
i) Rate of interest
ii) Grace period
iii)Repayment period
iv) Nature of Security
v) Availability of Government guarantee wherever necessary
4. INFRASTRUCTURAL FACILITIES:
a) Availability of technical staff with bank/implementing
authority for monitoring
b) Details of
i) technical guidance
ii) training facilities
iii) Govt support/ extention support
c) Tie-up arrangements with marketing agencies for loan recovery :
d) Insurance :
Type of policy
Periodicity
Rate of premium
 Annexure IIa
 Economics of Broiler Farming - at a Glance
1. Unit Size : 500 broiler birds per week
2. System of rearing : Deep litter system
3. State : Karnataka
4. Unit cost (Rs.) : 754926
5. Bank loan (Rs.) : 566195
6. Margin money (Rs.) :188732
7. Repayment period : 6 years with six months
grace period
8. Interest rate (%) : 12
9. BCR at 15% DF : 1.823
10. NPW at 15% DF (Rs.) : 2616766
11. IRR (%) : × 40
Annexure - II b
ECONOMICS OF BROILER FARMING - INVESTMENT COST
Sr.
No
Particulars Specifications Physical Units Unit cost(Rs./
Unit)
Total cost (Rs.)
1 Sheds and other structures




a) Broiler sheds (8 sheds) 1 sft. per bird(DL) 4000 sft. 90 360,000

b) Store room
200 sft 100 20,000

c)Labour quarter
150 sft 100 15,000

d) Slaughter room
100 sft 90 9,000

e) Fencing Barbed wire 750 rft 20 15000
2 Water supply system




a) Digging and construction of well 13'dia x33'depth 1 Ls 20000 20,000

b) Water tank
5000 litres 2 10,000

c) 3 HP electric motor/pumpset and other accessories and pipeline etc.
1 Ls 12000 12,000

d) Electrical installation/equipment
4% of civil costs
16160
3 Equipments




a) Feeders and waterers
4000 birds 12 48000

b) Dressing equipment
Ls
10,000
4 Capitalisation of recurring expenses for first 8 batches



a) Chick cost
4000 DOCs 13 52,000

b) Feed cost for 4080 birds 3.2 kg/bird 13056 kg 11 143616

c) Overheads such as cost of, Medicines, vaccine, insurance, litter Rs.5.00/bird 4080 birds 5 20,400

d) Labour cost 3 months 1250 3 3750
5 Total financial outlay (TFO)


754926
6 Margin money @ 25% of TFO

Say 188732
7 Bank loan @ 75% of TFO

Say 566195
Annexure - II c
ECONOMICS OF BROILER FARMING - TECHNO - ECONOMIC PARAMETERS
1 No. of birds (per week) 500
2 Rearing period (weeks)  
3 No. of batches per cycle 8
4 No. of batches introduced:

I year (on considering 3 months
construction period)
40

II year onwards 52
5 No. of batches sold:

I year (on considering construction
period + rearing period)
33

II year on wards 52
6 Space requirement per bird (s.ft.) 1
7 Cost of construction of shed (Rs./s.ft.) 90
8 Store room (s.ft.) 200
9 Cost of construction of store room (Rs./s.ft.) 100
10 Labour quarters (s.ft.) 150
11 Cost of construction of labour room (Rs./s.ft.) 100
12 Slaughter room (s.ft.) 100
13 Cost of construction of slaughter room (Rs. s.ft.) 100
14 Barbed wire fencing (Rs.rft.) 750
15 Cost of fencing (Rs./rft) 20
16 Cost of electrification (as % of civil costs) 4
17 Equipment cost (Rs./bird) 15
18 Mortality in 6-7 weeks (%) 4
19 Cost of DOCs (Rs./chick) 13
20 Supply of free chicks (%) 4
21 Feed requirement (kg./bird) 3.2
22 Feed cost (Rs./kg) 11
23 Expenditure on labour (Rs. per month) one labourer) 1250
24 Over heads cost (Cost of medicines,
vaccine, insurance litter etc.) (Rs./bird)
8
25 Average body wt. of birds (Kg./bird) 1.5
26 Price of broilers (Rs./kg. body weight) 40
27 Sale price of bird (Rs./bird) 60
28 Income from manure (Rs. per bird) 1
29 No. of gunny bags (per ton of feed) 13.3
30 Income from gunny bags (Rs./bag) 10
31 Depreciation on sheds (%) 5
32 Depreciation on equipment (%) 10
33 Margin money (%) 25
34 Interest rate (%) 12
35 Repayment period (years) 6
36 Grace period (years) 0.5
37 Construction period ((months) 3
38 Rest period for broiler sheds (days) 7-10
 
Annexure - II d
ECONOMICS OF BROILER FARMING - FLOCK PROJECTION CHART
Year No. of batches introduced No. of batches sold
I 40 33
II 52 52
III 52 52
IV 52 52
V 52 52
VI 52 52
Note:
1) Initial period for three months, is considered as construction period and accordingly
only 40 batches will be introduced in first year.
2) Closing stock of 7 batches with an average age of 4 weeks will be there at
the end of sixth year and the value of the same is taken into account for
cash flow analysis.
3) The average value of the closing stock is considered at Rs. 35/- per bird.
Annexure - II e
ECONOMICS OF BROILER FARMING - CASH FLOW ANALYSIS
Sr.
No
Particulars I II-V VI
I Costs:



1 Capital cost:* 535160 0 0 0
2 Recurring costs:



a) Cost of chicks 260,000 3380000 3380000
b) Cost of feed 718080 933504 933504
c) Misc. expenses 95,110 132000 132,000
d) Labour cost 15000 15000 15000

Total Costs 1623350 1418504 1418504
II Benefits


1 Sale of birds 990000 1560000 1560000
2 Sale of manure 16500 26000 13,000
3 Sale of gunny bags 8122 11286 11286
4 Depreciated value of



a) Sheds 0 0 296977
b) Equipment (including water supply equipment) 0 0 59074   
5 Value of closing stock 0 0 122500
6 Total Benefits 1014622 1597286 2075838
  Net Benefits -608728 178782 178782  
7 NPV        
a) Cost 5546430.80      
b) Benifits 5745128.16      
c) NPW 198718  

8 BCR  01: 01.1  

9 IRR >27%  

* Excluding the capitalised amount on chicks, feed, Misc. exp. and labour cost
Annexure - II f
ECONOMICS OF BROILER FARMING -
REPAYMENT SCHEDULE

Bank loan (Rs.) : 566195
Interest rate :12 %
(Rupees)
Year Income Expenses Gross surplus Loan Balance Interest Repayment Int. Repayment Pri. Net surplus





     
I 1014622 868424 * 146198 566195 67944 67944 0 78255
II 1597286 1418504 178872 566195 67944 67944 66195 44642
III 1597286 1418504 178872 500000 60000 60000 75000 43782
IV 1597286 1418504 178872 425000 51000 51000 80000 47782
V 1597286 1418504 178872 345000 41400 41400 100000 37382
VI 1597286 1418504 178872 245000 29400 29400 125000 24382
VII 1597286 1418504 178872 120000 14400 14400 120000 44382
* During the first year it is the difference between the total costs and total project cost
Note : Average loan period in first year is considered as 10 months for working out interest amount.
Annexure - III
Floor space, Feeding space and watering space data
for Broiler Chicks
Age weeks Floor space Sq.ft./Chick Feeding space inches/chick Watering space inches/chick




1 0.2 1.5 0.5
2 0.2 2.0 0.7
3 0.3 2.0 0.7
4 0.4 2.5 0.8
5 0.6 2.5 0.8
6 0.8 3.0 1.0
7 0.9 3.0 1.0
Annexure - IV
Body weight, feed consumption and feed conversion of broiler chicks
Age Body weight & gain (kgs) Feed consumption(kgs) Feed conversion
Weeks Days Average weight Weekly gain Weekly Cummulative Weekly Cummulative
1 7 0.17 - 0.1 0.1 0.81 0.81
2 14 0.28 0.15 0.23 0.34 1.53 1.21
3 21 0.48 0.2 0.34 0.67 1.64 1.4
4 28 0.73 0.25 0.47 1.14 1.93 1.50
5 35 1.00 0.29 0.63 1.77 2.16 1.77
6 42 1.32 0.33 0.74 2.51 2.26 1.89
7 49 1.66 0.33 0.82 3.32 2.47 2.01
Annexure V
Composition of Broiler diets

Formulations
Ingredients

1 2 3 4
Maize 51 58.5 47.5 53.25
Wheat bran 10 2.5 7.75 --
Groundnut cake 25.2 25 29.4 29.4
Fish Meal 10.8 11 12.6 12.6
Dicalcium Phosphate 1 1 1 1
Lime Stone 0.5 0.5 0.5 0.25
Salt 0.5 0.5 0.5 0.5
Premix* 1 1 1 1

100 100 100 100





Crude protein % 22.1 22 24 24





ME. ICal/Kg.diet 2,800 3,000 2,800 3,000





* Premix added per 100 kg feed.
Vitamin (gm)
Vitabland (A1B2D3) 25


Folic acid 0.1


Vit.E 4


Niacin 10


Pyridoxine 1


Choline Chloride 30




Mineral (gm)
Ferrous sulphate 20


Zinc Sulphate 25


Copper sulphate 25


Manganese Sulphate 25


Potassium iodate 0.1




Amino acid (gm)
L-lysine hydrochloride 220


DL - Methionine 160
Annexure VI
Vaccination Schedule for Broilers
Name of
disease
Name of Vaccination Days/weeks of vaccination Route of inoculation Remarks
Marek's disease Herpes virus turkey vaccination 1 day old Sub cutaneous Life long immunity
Ranikhet disease RD vaccine
(Lasota 'F` strain)
4-7 days old Intra-nasal Intra-ocular Immunity is up to 10 weeks old
Fowl pox Chick embryo adopted fowl 6-8 weeks of age Wing web method If the disease is prevalent in the area. Once vaccinated gives life long immunity.
During chick rearing the disease most likely to occur is coccidiosis. Its organisms thrive on wet litter and so keep the litter dry. The feed mixed with coccidiosis should be used. In case of an outbreak, the Coccidiocidal drug in drinking water should be used at recommended level.

State Bank of Pakistan Guidelines For Poultry Financing

Guidelines
for
Poultry Financing
STATE BANK OF PAKISTAN
Agricultural Credit Department
www.sbp.org.pk
The Team
 

Muhammad Ashraf Khan Director (92-21) 9217216
ashraf.khan@sbp.org.pk


Kamran Akram Bakhshi Joint Director (92-21) 9217241
kamran.akram@sbp.org.pk


Sardar Muhammad Ejaz Junior Joint Director (92-21) 2455941
sardar.muhammad@sbp.org.pk


Ikramullah Qadri Junior Joint Director
(92-21) 2453946
ikram.qadri@sbp.org.pk


State Bank of Pakistan
Guidelines For Poultry Financing

1. Introduction
Poultry is an important sub- sector of agriculture and has contributed enormously
to food production by playing a vital role in the domestic economy. It has great potential
and can play a significant role in the national economy by contributing towards food
security of the country, reducing pressure on demand for mutton and beef and earning of
foreign exchange. Poultry industry can broadly be divided into three groups, viz.
hatchery, poultry farming and feed sectors. Keeping in view the importance of poultry
industry and to exploit its untapped potential, guidelines on poultry financing have been
developed in consultation with stakeholders to increase the flow of credit to this sector.
The objectives of the guidelines are to facilitate banks in developing internal expertise &
products for poultry financing and encourage banks to provide needed working capital
and term finance to the poultry sector which will support farmers to adopt modern and
efficient poultry farming techniques and will increase poultry meat/ food production for
local consumption and export.
The guidelines are aimed at facilitating banks to enhance the flow of credit to
poultry sector. Banks are advised to use the guidelines for developing their own products,
according to their credit policy and operational & market requirements, subject to
compliance with SBP regulations for agriculture financing. Besides, banks may also
coordinate with the concerned Govt. departments including SMEDA for obtaining the
necessary information /feasibility report about the poultry sector, which are useful for
developing specific products for financing to the sector.

2. Eligibility of the Borrower
Individuals and all types of legal entities engaged in poultry related activities or
desirous to establish new broiler, breeder, hatcheries or layer farms having sufficient
knowledge and relevant experience are eligible to draw loans under poultry financing. As
per Prudential Regulations, agriculture financing shall not include loans to traders and
intermediaries engaged in trading/ processing of agriculture commodities. Such lending
would fall under Corporate/ Commercial Banking or SME financing. However,
agricultural financing can be extended to entities (including corporate firms, partnerships,
and individuals) engaged in farming activity as well as processing, packaging and
marketing of mainly 75% of their own agriculture produce. Financing facilities may be
extended provided the bank is satisfied with the repaying capacity of the borrower & his
managerial skills to run the farm and compliance with SBP regulations and bank’s credit
policy.
It is advisable that bank should have detailed understanding and information
about the borrower, his capacity to effectively use and repay the loan from the projected
cash flows, and / or any other possible income streams.

3. Types of Financing

The financing will be provided to meet working capital and term finance
requirements of poultry sector. Banks are advised to finance for all types of poultry
farming activities including the following: -
3.1. Working Capital
To meet day to day expenses of poultry sector, working capital financing on
revolving basis can be provided for all activities including the following:
• Purchase of feed, birds/ day old chicks, feed raw material.
• Vaccination, vitamin and other medication for poultry birds, saw dust, wood,
coal, medicines, water filter cartages.
• Over head expenses i.e. labor, utility bills, Cost of fuel for generators &
vehicles, transportation etc.
• Utensils for poultry bird feed etc.
• Low cost durables like utensils for water/ feed, chick guard, spray pumps,
fumigants, weighing machines, tubs, water nipples, laying nets, PVC pipes &
crates etc.
• Packing & Storage material for cold storage where applicable.
• Any other item required to meet day to day expenses for running poultry
farm
3.2. Term Financing
The term finance facilities can be provided for medium to long term credit needs
of the poultry sector which may include the following:
• Construction of broiler, layer, breeder & hatchery farms and feed mills
• Control sheds automatic drinkers /tube feeders, generators, ventilators, table/
breeder eggs storage refrigeration plants
• Purchase of machinery/ equipment for poultry farm/ hatchery/ feed mill
• Transport vans - eggs and poultry carrying van, distribution vehicles such as
motorcycles, pickups etc.
• Deep freezers
• Slaughtering & de- feathering machine
• Any other item required for the establishment of poultry industry

4. Fixation of Loan Limits and Repayment Terms

The loan limit shall be assessed by bank keeping in view the borrowers profile,
feasibility of the business, cash flow etc. as per bank’s credit policies. Banks should
undertake due diligence and market survey to assess the prices of equipments, vehicles
and all other goods for poultry sector.

5. Mark-up

• Banks shall determine mark up rate keeping in view KIBOR rate and their
cost of funds etc. in line with their credit policy.
• Banks shall not charge any penalty on early repayment or adjustment of loans
by the borrower.

6. Security and Collateral

Banks are advised to secure their financing to safeguard the interest of the bank
and facilitate borrower as per their lending policies. List of eligible security and collateral
may include the following: -
• Charge on agricultural land through passbook system
• Personal surety
• Hypothecation/mortgage of assets e.g. incubators, feed mill machinery,
generator & refrigerators etc.
• Mortgage of rural, urban or commercial property.
• Pledge of SSC/DSC, lien on bank deposit, bank guarantee.
• Pledge of gold and Gold jewellery.
• Individual/Group Guarantee (maximum per person exposure as mentioned in
PRs for agriculture regarding personal guarantee).
• Any other tangible collateral security acceptable to bank.

7. Insurance and other Documentation

Banks can secure its financing by obtaining documents as per their financing
policies and SBP regulations/ guidelines. Completion of documentation formalities shall
be the responsibility of the bank. Further, the assets should be comprehensively insured
to safeguard the interest of the bank and the borrower from risks of losses due to
circumstances beyond the control of the borrower. It is advisable that banks should
sensitize and educate their borrowers about the importance of having an insurance cover
in this regard.

8. Loan Monitoring and Recovery System

Effective loan monitoring and recovery system are critical for ensuring quality of
loan portfolios. The first recourse for the bank to recover its loans is the borrower and
his/her cash flows. An effective monitoring system, follow-up and frequent interactions
with the borrowers are critical for ensuring recovery of agricultural loans. In addition to
the traditional correspondence and letter/notice based recovery mechanism, banks may
also initiate the following recovery process against the delinquent borrowers:
• Persuading borrowers / guarantors through personal contacts.
• Issuance of legal notices.
• Recovery through Tehsildar /Mukhtiarkar/ after declaration of loans as
Arrears of Land Revenue in accordance with Section 4(7) of Loans for
Agriculture Purposes Act 1973 by the Collector / Asstt. Collector / Deputy
Commissioner in case of financing against passbook.
• Filing recovery suits in Banking Tribunals/High Courts.
• Recovery in accordance with Financial Institutions (Recovery of Finances)
Ordinance 2001.
• Any other legal remedies available to the bank.
Banks are required to develop sound and reliable loan monitoring and tracking
system to ensure proper utilization & quality of loan and its timely repayments.

9. Compliance with SBP Regulations

Banks shall ensure that financing to poultry sector is being made in compliance
with the SBP Prudential Regulations for Agriculture Financing.
***************************

How to Start a Fish Farming Business

How to Start a Fish Farming Business
Starting Own Fish Farming Business

Have you always dreamed of owning your very own fish farming business? Do you feel that the place that you have would be a great fish farm?

If you want to start your own fish farming business then here is a guide to help you make your dreams come true.

Starting a fish farming business requires a lot of knowledge, skill and planning as the investor would have to look into a lot of variables to make the business possible. Though starting a fish farming business would require intensive study of both the actual technique in fish production as well as the expenses one has to invest for equipment, the fish farming business can prove to be a very profitable venture.
Studying to start a fish farming business

The very first thing that any prospective fish farming business owner has to do is to soak up on as much knowledge in fish culture as possible. It is highly advisable that he take some college courses or some programs that are related to fish farming. If the fish farming business owner has no experience it is good that he first try and work for an established fish farming expert to know the ins and outs in fish farming. If he has the knowledge he then has to conduct the research.
Do the research in the fish farming business

The would-be owner needs to study the conditions that surround his proposed location of the fish farm. He must take into account the source of water in the area and how much is flowing from it, what rate and the temperature of the water. He should also look into other naturally available resources around the area such as geothermal water from springs. Some fishes breed faster better in warm water than others. Also look into the conduciveness of the buildings and structures around the farm. After looking into the conditions of the environment the entrepreneur also has to look into the possible market of the fish. It is not profitable to harvest tons of fishes with no buyer. Could there be a contractor for the fishes? How about fast food chains? How far is the market for the fish and what vehicle will be used to transport the fish? After finding out the possible market conditions the owner must look into organizing the business. The owner must register it as either sole-proprietorship, partnership, corporation or LLC. He must also attend to the commercial license, operating permit and other requirements that may be required by the state.

If after this survey the fish farming business still seems possible then it is time to chart the financial aspect by determining the expected and unexpected expenses of the business. How much would everything cost and what would be the sources of the funds. Through this financial analysis the entrepreneur will know in the long run how much he needs to profit for how long to pay back the overhead cost and if it is profitable to start the fish farming business.

Starting a Dairy Farm Business

Starting a Dairy Farm Business

How to Start a Dairy Farm

Anyone who knows the money-making aspects of cows and has a love for taking care of them can find an enjoyable and lucrative business in starting a dairy farm. You don’t know what to prepare for this venture?

That won’t be a problem. Just browse through this article and you will find all the answers you will need.

If you have love for animals such as cows and recognize their money-making capabilities, then you can start a dairy farm business. You can make money off milking cows and selling them off to big dairy companies, or sell them off as your own products if you can afford the processing equipment.
Cows

Cows are the core of your dairy farm business. They are the animals that provide the milk that you will be selling off for money, and they are also responsible for reproducing other cows that can grow your business. Obviously, the majority of cows that you will rear in your farm should be females. However, if you also wish to make off money selling cows to slaughterhouses, you might want to retain a male and a few females for breeding.
Cow Feeds

When you rear animals, you should also feed them. Cows feed on a number of plants: grass, corn or grain, among others. You can buy these feeds from third-party farmers or, better yet, you can choose to grow them right next to your dairy farm. You can save up that way, and you can also make another business: selling off the feeds that you have extra from feeding your cows. You can also grow corn for your own consumption.
Equipment

Dairy farms are one of the more expensive businesses to operate and start. You need to have some elaborate equipment in order to pull the business off properly. Some of the more important dairy farm equipment includes:

    * Tractor
      An important equipment for pulling machinery around. Most of the other equipment cannot be operated without this.
    * Hay baler
      Responsible for producing bale that is then fed to the cows. Each round bale produced by this machine is enough to feed 25 cows a day.
    * Combine
      The machine used to harvest crops for feeding to the cows, or for selling off. If you plan to grow your own cow feeds, you would need this definitely.
    * Storage buildings
      These buildings are useful for storing the feeds and the plants that you grow in your farm. There are also specialized buildings that are designed to store cow’s manure, as they are good fertilizers for the crops.
    * Milking equipment
      This will help make your life easier. Having automated milking equipment in your dairy farm will help cut the time required for you to produce milk from your cows, rather than doing it by hand.

Start a Rabbit Farm

Start a Rabbit Farm

Rabbit Farming Essentials

Are you planning to start a business raising rabbits for commercial use? Then, our guide can help you learn the basics of starting a rabbit farm right out of your backyard.

Here you will find rabbitry facilities and equipment needs, rabbit breeding guide, and miscellaneous tips about running a rabbit farm.

Rabbitry Facilities and Equipment Needs

Rabbit farming requires modest investment as it needs only simple facilities and small land area. A small rabbit farm could have 15 to 100 rabbits requiring between $5,000 and $10,000 in startup capital. For a meat producing rabbitry selling premium priced rabbit meat, an ROI of 45% during the first year of operation is possible. To start your rabbit farm, prepare a rabbit hutch that is well lit and well ventilated with heating and cooling systems. Metal cages are usually recommended for its ease of cleaning. Equip the cages with feed hopper, watering system, and nest box.
Rabbit Breeding Guide

Rabbits are used for their wool, fur, and meat. They are also used as testing specimens by laboratories. Their breeds usually determine how they are used. And so, before starting a rabbit farm, it is important that a prospective rabbit breeder determines to whom he should sell his rabbits. Will it be to restaurants, meat shops, individual purchasers, schools, laboratories, hospitals or breeders? One can advertise his business in rabbit journals, rabbit association directories and farm periodicals and by joining rabbit exhibits.

Breeding stock for a rabbit farm may be bought from local breeders. Medium-sized rabbits breed at 6 to 7 months of age and give birth after a month of gestation. Female rabbits can produce up to 50 live rabbits annually, with births high during the summer. They produce an average of 9 kits per birth.
Rabbit Farming Essentials

    * Check with your local office about regulations that you must comply with in relation to rabbit farming.
    * Breeding rabbits for laboratories requires special license and controlled conditions to meet customer-required characteristics, such as weight and age
    * If you are planning to sell rabbit meat, you should think of slaughtering and storage facilities in addition to your usual farm facilities
    * Temperature control in rabbit breeding is important as rabbits are sensitive to extreme temperatures
    * Make sure that you have each rabbit’s health record in order. This is particularly important if you are raising rabbits for sale as breeding stock. Potential buyers might ask to see them when looking for stocks to buy
    * Maintain a sanitary operation to prevent the outbreak of disease in your farm that could potentially be damaging to the business
    * To keep your startup cost low, you can construct rabbit housing yourself from available construction materials you have

How to Start a Poultry Farm

How to Start a Poultry Farm

Poultry farming has proven to be very lucrative; hence you might have been tempted to start one as a form of business and source of income.

This article will help you go through the steps and will teach you how to start a poultry farm business and get a share on the market

Chickens are already an integral part of human life. Chickens are one of the major sources of animal meat, aside from pork and fish. As a business, they offer an opportunity for people to earn big that’s why there are many poultry farms out there. One of the major customers for poultry farms are the major fast-food companies, although some of them have their own chicken farms to supply their needs.

Don’t get behind the profits, and start setting up your poultry farms now. It is not hard to do so. Here are some useful tips that can help you along your way.
Get Financing for your Poultry Farm to Start Quickly

Setting up a poultry farm requires a lot of money, as poultry farming requires an expanse of land a hectare or more wide. You would also have to procure a large herd of chickens that are more than hundreds in number in order to generate the proper returns in income. Fortunately, you can avail yourself of loans that are offered to those that are starting or even those that are already in the business.

The loans can be used to cover these aspects of the business:

    * Start-up costs for the farm
    * Construction expenses
    * Animal feeds
    * Operational expenses that need to be paid urgently.

It is also easy to apply for these loans, as there are lenders that can be found online aside from the local loan providers in your area. The terms and conditions of these loans can also be customized for your needs and your circumstances. You can also choose from secured and unsecured poultry loans. Some lenders will also offer you advice from experts on the poultry business, aside from the monetary aid that you will be getting.
Getting Your Poultry Farm Compliant With Regulations

Another important preparation is to comply with regulations. If you plan on engaging in free range farming, then you have to make sure that the operations of your farm and the treatment of your chickens comply with regulations that are formulated for businesses like yours. Check with your local government agencies regulating laws and regulations promulgated for poultry farms.
Adequate Medical Coverage for Your Chickens

Chickens are just like your children and other animals. To ensure continuous production of chicken and eggs, your chickens should be regularly checked by veterinarians to ensure their health. Sick chickens will negatively affect your production, so it is important to have adequate medical coverage for your poultry animals.
FAQs

Q. How much floor space required per chicken?
A. It depends with the chicken type. 3 sq ft needed for light chicken and 4 sq ft required for general purpose chicken.

Q. How many types of chicken sheds are used these days?
A. Most popular ones are the cage sheds and floor sheds are the ancient ones.

Q. What is the shed area required for 10,000 birds?
A. 30,000 sq ft house is needed for 10,000 chickens, if you prefer cage type shed then the built-up area will be 4000 sq ft to 7500 sq ft depending on the type of cage you use in your poultry farm. Average space needed for a bird in cage type shed is from .4 - .75 sq ft.

Pakistan - Problems in the poultry sector

Poultry is one of the organised and important segments of agriculture sector of Pakistan. This sector generates employment, directly and indirect, and income for about 1.5 million people. Poultry meat contributes 23.8 percent of the total meat production in the country.

Poultry Development Policy versioned sustainable supply of wholesome poultry meat; eggs and value added products to the local and international markets at competitive prices and aimed at facilitating and support private sector and private sector led development for sustainable poultry production.
 
 
 
The strategy revolves around improving regulatory framework; disease control and genetic improvement in rural poultry; hi-tech poultry production under environmentally controlled housing; processing and value addition. Improving bio-security; need based research and development and farmers training and education. It targeted poultry sector growth of 15 to 20 percent per annum.
 
 
 
As against these objectives poultry producers made a cartel like situation and raised the prices to an
unprecedented level. On the media reports, the Competition Commission of Pakistan (CCP) had taking suo moto enquiry, on May 24-25, 2010 under Section 37(1) of the Competition Ordinance 2009. The Enquiry Officers submitted the enquiry report on 8 July 2010 concluded that there were prima facie violations of Section 4 of the Ordinance by Pakistan Poultry Association (PPA).
 
 
 
The PPA has adopted a policy of increasing the price of parent stock and end products in the poultry sector by reducing production. PPA representative admitted the poultry industry has no choice but to prevent losses by curtailing production.
 
 
 
The CCP raided the offices of PPA in Islamabad, Lahore and Karachi and the documents confirmed that directives were issued to reduce production to increase prices. It was found that the PPA had taken various decisions to restrict, reduce, prevent or distorting competition in the relevant markets of parent stock, day old chick, broiler chicken, table eggs and poultry feed.
 
 
 
The CCP has imposed a penalty of Rs 50 million on the PPA for operating like a cartel and distorting the market.
The CCP stated that these decisions are against the concept of competition, denied the concept of free market and has proved the existence of a cartel. The PPA has no solid ground to defend its case effectively.
 
 
 
Further, it was also proved that PPA ordered early culling of chicken and marketing of starter eggs as table eggs and stated that the decision of PPA to reduce bird population by culling it early, as a collective measure, is anti-competitive in object, the CCP enquiry revealed.
 
 
 
About the broiler chicken there was also sufficient evidence the PPA designed and implemented its policies through its committees to determine at the very least rate at the farm gate of broiler chicken.
Similarly about poultry feed it was observed that PPA feed mill wing met to discuss, deliberate and took decisions regarding the price of various poultry feeds.
 
 
 
PPA in its defense stated feed is a perishable product and prices of perishable products cannot be manipulated, as stock cannot be stored. PPA also took the plea that the decision taken by the wing was merely suggestive or indicative and no decision was taken to fix the price of the feed. However, the Commission observed that detailed discussion took place before PPA decided to increase the price of various poultry feeds with effect from particular dates in future.
 
 
 
The CCP said prices are being determined collectively under the umbrella of PPA while in a free market; prices are determined by negotiation between independent buyers and suppliers.
The cartelisation may allow greater profits, the consumer suffers direct and indirect losses due to artificial caps on the supply or artificial price hikes.
 
 
 
Thus there is a loss in the total economic surplus and firms also experience efficiency losses due to under utilization of their capacity. A bad state of competition erodes competitiveness in the economy, results in productivity losses and leads to or accelerates, economic decline.
 
 
 
Though floods have washed away million of birds, but surprisingly prices of chicken meat decreased from Rs 260 per kg to Rs 190 per kg in Karachi, in the end of August 10.
A preliminary report shows that about 15 to 25 percent of poultry birds vanished resulted a loss of Rs 8 to Rs 10 billion, estimated by PPA.
 
 
 
The PPA predicted in coming winter the prices of chicken and eggs will increase to an unprecedented level. Due to flood damages the production process has been halted in the affected areas, which would take at least six months to be started again.
 
 
 
According to FAO to produce chicken meat in 2008, 517 million birds were slaughtered and 601
million tonne meat was acquired. In the same year world total chicken meat production was 52887 million ton.
 
 
 
According to PPA data, the number of broiler grandparent and parent stock decreased from 200,000 to 135,000 and 8 million to 5.5 million, respectively from 2006-07 to 2008-2009.
Similarly layer grandparent and parent stock decreased from 4000 to zero and 428,000 to 290,000, respectively, from 2006-07 to 2008-09. The effect on broiler and layers farming was evident by an increase in prices. Broiler and layer chicken decreased from 800 million to 550 million and 35.5 million to 30 million respectively from 2006-07 to 2008-09. The output of feed decreased to 3.8 million ton in 2008-09.
 
 
 
Some of the poultry companies in Pakistan are fully vertically integrated, having businesses that encompass all aspects of the poultry sector, starting from feed production and going down till the retail of value added product. Other unit are partially vertically integrated.
 
 
 
Pakistan’s poultry industry comprises several sectors that are interconnected and have stakes in each other. The sectors include feed manufacturers, breeders, hatcheries, broiler farms and layer farms.
Feed manufacturers use agro based produce and by products to make various feeds, which are fed as diet to chickens bred by breeders and hatcheries. Breeders use grandparent pure line stock strains to produce parent stock strains of chickens, which in turn supply eggs to hatcheries. Hatcheries use eggs provided by breeders to produce day old chicks, which are then raised on farms for meat and eggs and are sold to broiler and layer farms. Broiler farms purchase day old chicks from hatcheries and raise a breed of chicken, known as the broiler, which is meant for chicken meat production.
 
 
 
Layer farms, on the other hand, purchase day old chicks from hatcheries and raise a breed of chicken known as the layer, which lays eggs for consumption.
During the years 2008-09 and 2009-10 sharp fluctuations occurred in the prices of day old chicks. The data made available by Poultry Research Institute shows price of day old broiler and layer chick was Rs 11 and Rs 35.5 respectively in January 2008. The lowest price during the period for broiler and layer day old chick was Rs 6 and Rs 28 respectively and the highest price was Rs 71.9 and Rs 39 in October 2009. On the basis of information provided by Poultry Research Institute and by leading companies of poultry industry to the CCP the cost of production of day old broiler chick was around Rs 18 per chick. The chick was being sold below cost during almost all months of the year 2008 and since January 2009 the prices rapidly increased and touched the figure of Rs 71.9, leading towards proportional increase in the prices of poultry meat, since the price of day old broiler chick are directly related to price of poultry meat.
 
 
 
The prices of poultry feed also showed a consistent increase during the years of 2008 to 2010. The average price of a bag of 50 kg poultry feed had been Rs 955 during year 2008, which rose to Rs 1,343 in 2010. One of the factors of increase in the prices of day old chicks and poultry meat is the increase in prices of feed that is one of the basic inputs in poultry industry.

Thursday, March 31, 2011

The most profitable business in Pakistan

The most profitable business in Pakistan-High return investment in Pakistan-Food, Agriculture, Grains, Cereals, Poultry and Air Conditioned Buses

Often people ask me to tell about the most profitable or high return business in Pakistan. It is hundred million dollars question because business people could earn millions of dollars by knowing about the most profitable or high return business in Pakistan. Without taking anything, I am presenting full feasibility report on the most profitable or high return business in Pakistan. First are multinational international companies who are making billions of dollars from Pakistan. These are multinational companies like mobile phone companies and foreign banks. Second line is local companies owned by local billionaires. There are around one hundred such billionaire's families and groups in Pakistan.

There are many profitable or high return businesses in Pakistan but food business is one of the most profitable or high return business in Pakistan. Food business provides safe investment. According to latest reports which I received I learnt that profit has increased manifold in agricultural products due to their unlimited demand thanks to huge population of Pakistan. While educated IT promoters cannot earn a dollar a day over internet, landlords are earning huge income by their few months automated agricultural work. Price of agricultural products like grains, cereals, rice, wheat and other items have increased manifold. Thus landlords are reaping great profits.
Poultry and eggs business proved to be one of the most profitable or high return business in Pakistan. It could give seven times profit on investments. Take chicks which cost 35 rupees per chick. Grow them for less than around two months until it become one and half kilogram chicken. This size chicken is selling in around 220 to 255 rupees in Pakistan. One can easily analyze this stunning return of profit.
Further, there not many large or organized poultry business companies in Pakistan. Demand is very high. Infect chicken is always short. Chicken business people are earning billions of rupees daily. People are unhappy about this high price of chicken these price. Businessmen and companies can easily make market by offering lower prices.

Another business which can be most profitable business in Pakistan is transport. These days there are great shortages of transport in Lahore. Only Only Qingqi (pronounced chingchi) Rickshaw (called Chand Gari in punjab) are running on many routes. Qingqi (pronounced chingchi) Rickshaw is very unsafe popular transport in Lahore. Running Air Conditioned Buses in Lahore would be great profitable business in such a hot long summers of Lahore which spread six to eight months a year.
Please consider giving me donation if you find this idea useful or donate when you start making profit out of this business.

I wonder how profitable food business has become when compared with high level computer IT solutions. one of my acquaintances is earning one million rupees by just by raising 100 sheep per year. He is small ignorant businessmen who sell these sheeps at the time of Eid-ul-Adha, when animal sacrifice is made. He sells them in just 10,000 rupees per sheep, which is considered fewer rates for a single sheep. He relaxes and enjoy during the year by spending generously on traveling and guests.

At the end of the page I am publishing the list of top 44 Richest Families in Pakistan.

This list is taken from the website forbes.com and accountancy.com.pk and published without any alteration.


1 - Mian Muhammad Mansha Yaha Pakistan
Mian Mansha has been officially declared as the first ever Pakistani billionaire by Forbes magazine. He is ranked 937 amongst the world rich and worth US$ 1.0 billion.


#937 Mian Muhammad Mansha - Forbes.com 03.10.10, 06:00 PM EST


Net Worth: $1.0 bil
Fortune: Inherited and Growing
Source: diversified
Age: 62
Country Of Citizenship: Pakistan
Residence: Lahore
Education: NA
Marital Status: Married, 3 children
Pakistan's first billionaire. Born during the tumultuous Partition winter of 1947, when his parents were among those Muslim families making the trek from India to Pakistan. His father and uncles jumped into textiles with Nishat Mills in 1951. Mian went to college in the U.K.; joined family business after graduation. Father died one year after his return. Eventually split with uncles and took over his family's business in West Pakistan decades ago. (The East Pakistan division later went bankrupt). His Nishat Group is now Pakistan's largest exporter of cotton clothes (for brands like Gap) and nation's largest private employer; also invests in power projects, cement and insurance. Smart bet in banking: Won a controversial bid for Muslim Commercial Bank during the country's privatization push in 1991. Sold more than half of his MCB shares for $900 million May 2008.



Top 44 Richest Families in PAKISTAN Mar 08 2008 from accountancy.com.pk

Short-listing Pakistan's most influential business magnates or Groups has never been an easy task because there are the people who have been very powerful in nearly every regime that has held this country's reins since the last 60 years and then we have had those seasonal species that maneuvered their voice to be heard better than most within the power corridors, but later vanished into the oblivion for one reason or the other. We have selected only those tycoons who have made their presence felt for a better part of country's history, have earned consistently, have been setting up units at regular intervals or have been legends in stocks, currency or real estate business.

The list excludes many names that have previously qualified and all of Pakistan's most prominent feudal land lords who would definitely make it to the top 10, expect the few land owners which have declared their assets and work force and registered with the CBR Islamabad. In order to promote the new and "unknown" Pakistani magnates we have excluded in previous entities.

Unfortunately, our extensive research does not currently include the names of a few stars that shone brightly amidst the galaxy of the influential creed of yesteryear like C.M.Latif of BECO- the Steel Man of Pakistan- who did make a lot of name once, but then got gifted with contentment somehow, although the late business wizard got very badly hit by Bhutto's nationalization of 1970 which had inflicted an astounding thud to everybody in business then. Had it not been the case, many of our tycoons may well have managed to gain the kind of status greeting the likes of Birlas and Tatas in India today, if not the one saluting Bill Gates or Warren Buffet. Among these gifted individuals, you will find politicians-turned-businessmen, businessmen-turned-politicians or even the businessmen-cum-politicians. With malice towards none and with no intention to decorate somebody, We thus takes the pride of announcing these names. We hope this document will go a long way in serving as the most authentic endeavor of its kind for a very long time to come. It has been prepared very carefully in consultation with leading real estate barons, stock moguls, business leaders of virtue and senior bureaucrats at the Central Board of Revenue.



Ranking: 1 Worth: £1.25b ($2.5billion)Industry: Businessman

Mansha has around 40 companies on board. Mansha, who owns the Muslim Commercial Bank is also setting up a $ 17m paper mill. He is one of the richest Pakistanis around. Nishat Group was country's 15th richest family in 1970, 6th in 1990 and Number 1 in 1997. Mansha is on the board of nearly 50 companies. He is deemed to have made investments in many bourses, currency and metal exchanges both within and outside Pakistan. He could have bought the United Bank too, but then who doesn't have adversaries. Nishat Group comprises of textiles, cement, leasing, insurance and management companies. If Mansha was bitten by Bhutto's nationalization stint of 1970, his friends think he was compensated by Nawaz Sharif's denationalization programme to a very good effect. There is no stopping Mansha and he is still on the move.

Nishat group assets are $4.4Billion. He is sometimes even regarded as the richest Pakistani around by his friends claiming he does not "show it off".

2 - Asif Ali Zardari Pakistan

Ranking: 2 Worth: £900m ($1.8billion) Industry: Politics

Asif Zardari dubbed "Mr 10%" an unknown happy-go-lucky son of a small-time businessman who struck gold by marrying one of the worlds most glamorous women Former Prime Minister of Pakistan Benzair Bhutto. Taking advantage of his wife's authority he is known to have taken kickbacks from many deals inside and outside of Pakistan. The most famous was a $4 billion deal to buy 32 Mirage jets from the French company Dassault. Documents, which include letters from Dassault executives, indicate an agreement was reached to pay a 5% "remuneration" - about $200m - to Marleton Business, a BVI company controlled by Zardari. Besides these many more kickback deals were taken with companies such as ARY Gold, Société Général de Surveillance (SGS), Cotecna, and ZPC Ursus, a Polish tractor company.

Zardari assets holding amount into hundreds of millions of dollars easily, Having 8 prime properties in the UK, of which once is the famous Rockwood Estate 365 acres in Surrey, worth £4.35m has now been sold and money sent back to the Govt. of Pakistan. Also 14 multi-million dollar mansions in the USA, including owning Holiday Inn hotel Houston, Texas Owned by "Mr 10%" and Iqbal Memon and Sadar-ud-Din Hashwani.

They (Zardari and B.Bhutto) also have huge business ventures in the Middle East running into hundreds of millions if not billion mark. Mr Zardari also has huge stakes in sugar mills all over Pakistan,which include: Sakrand Sugar Mills, Nawabshah, Ansari Sugar Mills, Hyderabad, Mirza Sugar Mills, Badin, Pangrio Sugar Mills, Thatta and Bachani Sugar Mills, Sanghar.

3 - Sir Anwar Pervaiz UK

Ranking: 3 Worth: £750m ($1.5billion) Industry: Businessman

Chairman of Bestway Group. The Bestway Group started in 1976 with its first Bestway cash and carry warehouse opened in London. Today the have in total around 50 Cash and Carry's. Including their recent takeover of rival group Batleys for around £100m. Bestway Group ventured into Pakistan's huge the cement business in 1995 and set up cement manufacturing plant in Pakistan at a cost of $120 million.

Taking Advantage of Pakistan growing economy they also acquired a 25.5% stake in United Bank Limited in 2002. Today, the Bestway Group has interests in cash & carry wholesale, property investments, retail outlets, milling of rice, lentils and pulses, cement production and more recently into banking. The group's total sales amounted to in excess of £ 2 billion. The group provides direct employment to thousands in the UK and Pakistan. The have many interests in Pakistan too. Sir Anwar Pervaiz and his his partners sheer hard work has bought them to outstanding international levels, which definitely makes him an ideal role model for many young Pakistanis today. He still on the move!

4 - Nawaz Sharif & Shahbaz Sharif family Saudi Arabia/Pakistan

Ranking: 4 Worth: £700m ($1.4billion) Industry: Politics/Businessman

Mr Sharif Businessman turned politician the former Prime Minister of Pakistan. He was ousted in a military coup in 1999 and was forced to forfeit $9million dollars and some of his assets including his $5m Mansion is Raiwind near Lahore. Before becoming PM he was a major share holder along with his brother and cousins of Ittefaq Group, having assets well in excess of £50m in the 90's. However he got richer when he took commissions from foreign companies for construction in Pakistan. He build the first motorway and many new roads and took heavy kickbacks. He then also stole $100m from the Iqra funds, he started a new scheme "Ghar Apna" in which he again looted around $40m, the "Mulk swaaro" scheme involving public & govt. money collections to help pay pf Pakistan's debts also was pocketed. Today he lives in exile in Saudi Arabia where it is known he has a new huge business empire in various sectors.

5 - Saddaruddin Hashwani Pakistan

Ranking: 5 Worth: £550m ($1.1billion) Industry: Businessman

Saddaruddin Hashwani is Chairman Hashoo Group is known for his dominance in Pakistan's hotel industry, though Hashwanis are have huge strength in real estate business too. Hashwanis are involved in trading of cotton, grain and steel and till the nationalization of cotton export in 1974, they were widely being dubbed as the Cotton Kings of Pakistan. Today, this group has excelled in export of rice, wheat, cotton and barley. It owns textile units, besides having invested billions in mines, minerals. hotels, insurance, batteries, tobacco, residential properties, construction, engineering and information technology. In 1984, Hashwani defeated the Lakhanis in the bid for Premier Tobacco but was arrested along with his brother Akbar in 1986 for allegedly evading customs duty on cigarettes. Sadarduddin's brother Akbar and the children of another late brother Hassan Ali Hashwani together manage around 45 companies. Akbar runs the second Hashwani Group. He is one of the most well-known magnates in Pakistan who is a regular invitee at the Diplomatic Enclave. The list of local and international bigwigs known personally to Hashwani is unending.

6 - Nasir Schon & family U.A.E/Pakistan

Ranking: 6 (tied at 6) Worth: £500m ($1billion) Industry: Businessman

Nasir Schon is a prominent business leader of Pakistan and the CEO of Schon Group. Nasir Schon is the son of Captain Ather Schon Hussain, an ex-pilot of PIA. The Schon family is one of the few striving Muhajir Urdu business families in Pakistan. Starting off in Singapore in 1982, the peek of Schon group was in 1995 when they owned National Fibres, Schon Bank, Schon Textiles and Pak-China Fertizilers. Famous for the trend-setting roundabout, Schon Circle, Nasir Schon is also known to be one of the first people to have a Rolls-Royce in Pakistan. Directors of Schon group flew to Dubai in 1997 in exile after the dismissal of ex-Prime Minister Benazir Bhutto. The directors of Schon group were known to have close contacts with the husband of former Prime Minister, Asif Zardari. Many assets of the Schon group were auctioned by the Nawaz Sharif government. Schon Group is the only group in Pakistan who has paid the government over 3 billion rupees ($65m) in order to return from exile. Living in Dubai gave Nasir Schon an opportunity to start businesses there. Currently working on an $830 million real estate project known as Dubai lagoon, Schon group is also fighting to get back the assets they once lost. Currently, the Schon group operates a pilot training center in Pakistan known as Schon Air.

7 - Abdul Razzaq Yakoub & family U.A.E

Ranking: 6 (tied at 6) Worth: £500m ($1billion) Industry: Businessman

Mr Yakoub is a prominent Pakistani expatriate businessman based in Dubai. He is the president ARY group ($1.5Billion turnover) and World Memon Organization (WMO). He is one of Pakistan's biggest media barons controlling around 7 channels. Besides this he has a huge property holdings in Karachi, Islamabad and Dubai amounting to over $200m. He is major in the gold market also having around 20 outlets in Asia. He has also been involved in paying Asif Zardari $5m in 1990's for allowing him to import/export gold. Which he denies and claim's is government forgeries.

8 - Rafiq Habib & Rasheed Habib Pakistan

Ranking: 7 Worth: £450m ($900) Industry: Businessman

Legend has it that the Goddess of Wealth has been in love with the seasoned Habibs more than anybody else in Pakistan. Most pundits believe that Habibs own at least 100 companies throughout the world, but these content mega-tycoons never boast off, something which has made it uphill for most to predict about their financial standing. This industrial group was founded by Seth Habib Mitha, born in 1878 to Esmail Ali-a factory owner in Bombay. The financial strength of the Habibs can be gauged from the fact that Muhammad Ali Habib gave a cheque of Rs 80 million to Quaid-e-Azam in 1948 at a time when Pakistan government was penniless owing to delay in transfer of Pakistan's share of Rs. 750 million by the Reserve Bank of India. They had offices in Europe in 1912. They incorporated the Habib Bank in 1941. They own the Habib Bank A.G Zurich, Bank Al-Habib, Indus Motors assembling Corolla cars and many dozens of units in sectors such as jute, paper sack, minerals, steel, tiles, synthetics sugar, glass, construction, concrete, farm autos, banking, oil, computers, music, paper, packages, leasing and capital management. Habibs today are headed by Rafiq Habib and Rashid Habib in two distinct groups. What makes them extremely influential players of all times is the fact that for dozens of top businessmen today, Habib were a myth once.

9 - Tariq Saigol & Nasim Saigol Pakistan

Ranking: 8 Worth: £425m ($850) Industry: Businessman

Hailing from Jhelum. The pioneer of the Saigol dynasty in 1890 was Amin Saigol who established a shoe shop that eventually transformed into Kohinoor Rubber Works. And then times saw them shining literally like the Kohinoor until their progress was halted by Nationalization in which they lost two-thirds of their wealth. Saigols got trifurcated in 1976 and 15 descendents of Amin Saigols four sons got a share. The name of the Saigols has been used in this part of the world as similes describing quantum of wealth. Yousaf Saigol, along with his brothers Sayeed Saigol, Bashir Saigol and Gul Saigol then nourished an excellent crop. In 1948, Saigols established the Kohinoor Textile Mills with a cost of Rs 8 million and this group happens to be the first to open an LC with the State Bank of Pakistan. They bought the United Bank in 1959 and then witnessed five of their units getting nationalized. They lived in Saudi Arabia during the Bhutto regime. Today, cousins Tariq and Nasim are holding the family's fort together and have risen to unprecedented heights in individual capacities. NAB did haunt Nasim but Tariq spent more time either accepting or refusing prized slots everywhere. Tariq is the one of the finest business brains around.

10 - Dewan Yousaf Farooqui Pakistan

Ranking: 9 (tied at 9) Worth: £400m ($800) Industry: Businessman

Mr Farooqui. The mentor of this group has been the Sindh Minister for Local Bodies. Industries, Labour, Transport, Mines & Minerals. Dewan Mushtaq Group is one of the Pakistan's largest industrial conglomerates in sectors like polyester acrylic fiber, manufacturing and automotives. Six of their companies are listed at the Karachi & stock Exchange and one at the Luxembourg bourse. Dewan Farooqui Motors assembles around 10,000 cars annually under technical license agreement with Hyundai and Kia Motors of Korea. The Dewan Salman Fiber is the pride of this empire as it ranks 11th in the world in total production capacity. The group owns three textile units, a motorcycle manufacturing concern and the largest sugar unit in the country. Dewans also have business interests in India. They possess dozens of millions of shares of Saudi Cement and Pak land Cement. They also have the franchise licence for BMW in Pakistan and now Rolls Royce showrooms.

11 - Sultan Ali Lakhani & family Pakistan

Ranking: 9 (tied at 9) Worth: £400m ($800) Industry: Businessman

The Lakhanis are currently having a hard time at the hands of NAB. Sultan Lakhani and his three brothers run this prestigious group and the chain of McDonald's restaurants in Pakistan. NAB has alleged the Lakhanis of having created phoney companies through worthless directors and raised massive loans from various banks and financial institutions. Sultan is currently abroad after having served a jail term with younger sibling Amin, though the latter was released much earlier. NAB had reportedly demanded Rs 7 billion from Lakhanis, but later agreed they pay only Rs 1.5 billion over a 10-year period. Lakhanis, like their arch-rivals Hashwanis, are the most well-known of all Ismaeli tycoons. Their stakes range from media, tobacco, paper, chemicals and surgical equipment to cotton, packaging, insurance, detergents and other house-hold items, many of which are joint ventures with leading international conglomerates. Though Lakhanis are in turbulent waters currently, the success that greeted them during the last 25 years especially has been tremendous. They have rifts with large business empires despite being known fur their genteel nature. Whether it is any government in Sindh or at the Federal level, Lakhanis have had trusted friends everywhere, though the present era has proved a painful exception.

12 - Malik Riaz Hussain Pakistan

Ranking: 9 (tied at 9) Worth: £400m ($800) Industry: Businessman

Malik Riaz Hussain heads the massive project which is currently developing state-of-the-art schemes in Lahore, Karachi and Rawalpindi/Islamabad. Emerging out of the blue, this developer has reportedly developed tremendous connections where it matters in Pakistan-One of the few reasons why his constructed projects get completed in time without hindrance. Whether he has gifted bungalows free of cost of country's bigwigs or offered them at highly concessional rates, the reality on the ground is that Malik has managed to mesmerize most through his generous wallet. His land-holdings both within and outside Pakistan amounts to nearly a billion dollar. He is the man behind the Bahria Town. Irrespective of who is in power; he continues to build house after house-swelling his wealth. He is also the first man to drive a Bentley car on Pakistani soil.

13 - Sheikh Abid Hussain alias Seth Abid Pakistan

Ranking: 10 Worth: £390m ($780) Industry: Businessman

Sheikh Abid Hussain alias Seth Abid. He is one of the most resourceful developers/builders in the country owning vast stretches of land in major cities. On this land worth many billion of rupees, Seth has constructed residential schemes under the brand name of "Green Fort." Seth came into this business after decades of notoriety as being one of the spearheads in cross-border smuggling. While many remember Seth for his allegedly illegal trading stints, a lot of informed circles still say with conviction that he, along with Dr.Qadeer and former Premier Bhutto, was the brain behind the success of Pakistan's nuclear programme. About three dozen of Seth's very close relatives, friends and nephews are members of country's bourses and for many years now, the Seth Abid group assumes the role of king-makers during the annual polls of these stock exchanges. He is a leading investor in stocks, metals and currency but what gives him immense pleasure is his philanthropic institution Hamza Foundation that he sponsors for the welfare of deaf and dumb children. Pakistan has not had a single ruler, politician, bureaucrat or Army General who doesn't know the Seth who is more of a myth for most. The Seth, throughout his life, has avoided publicity-a fact known to most journalists.

14 - Mian Mohammed Latif Pakistan

Ranking:11 Worth: £350m ($700) Industry: Businessman

Chenab Group Mian Muhammad Latif supervises this group along with his brother Mian Ashfaque- a legislator in the National Assembly of Pakistan. Founded in 1975, Chenab Limited set up its first fashion outlet "Chen One." Chen One has seven outlets throughout Pakistan. After establishing its retail chain stores in various cities of Saudi Arabia, the group is now planning to establish its new retail chains in Bahrain, UA.E, Qatar, Kuwait and Central Asian Republics. While Chenab Group is an eight-time Export Trophy winner, its Chief Mian Latif has won the 'Businessman of the Year award on four different occasions from various business bodies. Chenab is principally engaged in manufacture and distribution of clothing, furniture goods, including non-iron suit, quilt cover and curtains etc. Chenab processes 50 million square metres fabric weaving and 75 million square metres fabric dyeing every year and has established a global sales network spanning across five continents. Chenab is licensed to the Swedish Texcote Technology in the manufacturing and sale of textile materials, garments and textile house-hold goods. The group's textile products have been awarded the Oekotex 100 accreditation.

15 - Haji Abdul Ghafoor & Haji Bashir Ahmed Pakistan

Ranking: 12 Worth: £330m ($660) Industry: Businessman

Sitara Group Started its activity with textile weaving as early as 1956, under brothers Haji Abdul Ghafoor and Haji Bashir Ahmed. It is now its textile cloth finishing and processing, textile spinning, chlor-alkali sector and in power generation. The units owned by this establishment include Sitara Chemicals, Sitara Chemicals (Textile Division 1) and Sitara Chemicals (Textile Division 11), Sitara Textiles, Sitara Energy and Yasir Spinning. The charities being managed under the aegis of Sitara group are Aziz Fatima Hospital, Ghafoor Bashir Children Hospital and Aziz Fatima Girls School. Sitara's name with the industrial City of Faisalabad is synonymous. They are the decades-old veterans in business, who have excelled in leaps and bounds. At their units, the owners of Sitara use technology imported from Japan, UK and Germany and are export leaders in bedding and fabric collection to South America, USA, Canada, New Zealand and Europe. Their textile divisions together operate at strength of 33,984 spindles. The Sitara (group, to a common man, is more famous for its lawn brands like Sitara Sapna and Mughal-e-Azam. The men at helm of affairs in Sitara hardly believe in setting up dozens of units, of which they are otherwise very much capable of.

16 - Sheikhani Family Pakistan

Ranking: 13 Worth: £300m ($600) Industry: Businessman

They are one of the most reputed land developers in the country. The Sheikhani, although not a very big industrial establishment by any means, are led by Abu Bakar Sheikhani. The Sheikhanis are famous for their construction and land development-related errands. Abu Bakar is deemed to be one of the largest investors in real estate trade at Gwadar Port. He has all the right connections that are required to be in such business. Despite being well known to the national political circles, the man in street knew more of him during March/April 1991 when he surfaced as the single largest contributor to then Premier Nawaz Sharif's Debt Retirement Fund with a donation of $ 8million. Today, his adversaries dub him a land mafia man, alleging him for selling his Gwadar land at only $ 4000 per acre only to senior Army officials while the same was being sold at $ 2,50,000 per acre to ordinary investors. But that is the way Sheikhani runs his vast land/construction empire. Accusations don't disturb Sheikhani, who according to many large developers is a man who has managed to create tremendous impression in land business. The rumours of his landing in any Pakistani City for land acquisition purposes, helps the price of real estate surge unprecedented overnight

17 - Razzaq Dawood Pakistan/UAE

Ranking: 14 (tied at 14) Worth: £250m ($500) Industry: Businessman

Razzaq presently heads one of Pakistan's biggest construction and engineering conglomerate know as Dawood group/Descen group. With a roaster of impressive clients. His group has won many contracts in Dubai, Saudi Arabia and Iraq and employ's over 1,000 people directly. His name was more prominent among the top 22 richest families in 1970 until the Bhutto nationalization which then made him set up abroad, he returned to Pakistan in the early 90's and started from scratch and today makes it in the top easily. The group also has investment of $300m in Bangladesh in investments in fertiliser, energy and infrastructure and development sectors.

18 - Byram Dinshawji Avari Pakistan

Ranking: 14 (tied at 14) Worth: £250m ($500) Industry: Businessman

Byram Dinshawji Avari is a prominent Pakistani Parsi tycoon in Karachi, Sindh, Pakistan. Together with his sons Dinshaw and Xerxes and their direct families, he owns and operates the Avari Group of companies, of which he is the chairman. Hotel management is the Avari Group's core business. In Pakistan, the group owns and operates Avari Hotels which includes 5-star deluxe hotel in Lahore, the 5-star Avari Towers and the seafront Beach Luxury Hotel in Karachi. The group is also actively pursuing opportunities for owning and/or managing 3 and 4-star properties elsewhere in Pakistan. The Avari Group is the first Pakistani company to have obtained international hotel management contracts: they operate the 200-room 4-star hotel in Dubai in United Arab Emirates and manage the 200-room Ramada Inn in Toronto at Pearson Airport in Canada.

19 - Rafiq Rangoonwala Pakistan

Ranking: 15 (tied at 14) Worth: £240m ($480) Industry: Businessman

Mr. Rafiq Rangoonwala, Chief Executive Officer Cupola Group of Companies, was born in Karachi, did BA (Hons.) from University of Karachi, went to United States of America in 1979, and did Executive Development Course from Whittemore School of Business, University of New Hampshire along with several management courses from U.K, U.S, Canada, Australia and Singapore. In 1980, he started his career in Fast Food restaurants from KFC in Houston. Since then he has managed several other brands alongside KFC like Pizza Hut, Harry Ramsden's, TGI Fridays, Pizza Express etc. e joined Artal Restaurants International as CEO in October 1999 and is currently heading Cupola Group of Companies who has franchise rights in Pakistan for KFC, Indulge, Freshens and Casa. The associate Investment Company of Cupola is AL ABRAJ, with approximately US $400 million under management.

20 - Shimmy Querishi USA

Ranking: 15 (tied at 15) Worth: £240m ($480) Industry: Businessman

A jet-setting international businessman who fly's by jet and swings a polo mallet with some of the world's top players, Qureshi seems a model of successful enterprise. Shimmys business interests are mainly property, which with the boom and his holidings has took his wealth to a new level. Although people may remember him for his stunt in the early 90's with George Lindemann, the billionaire founder of Cellular One, when Lindemann took him to court claiming he has cheated them in to a deal to buy their home on Hurlingham Drive in Wellington for $3.5 million. A year before the Lindemanns filed their suit, Qureshi bartered with another wealthy family - the al-Thanis, who rule the Arab country of Qatar - to buy Gulf Union Bank in the Cayman Islands.
In May 1997, the al-Thanis agreed to sell Gulf Union to International Business Holdings - a Cayman Islands company owned by Qureshi - for $4.5 million, according to court records.

While Cayman Islands officials were reviewing the deal, Qureshi named an associate, Kazmi, to run Gulf Union and a subsidiary, First Cayman Bank. Within three months, Kazmi, acting at Qureshi's direction, had shunted more than $5 million from First Cayman into his own account and into accounts held by Qureshi and the al-Thanis. Shimmy Qureshi also fully manages all the properties in the USA owned by Asif Zardari.

21 - Faruque Khan Pakistan

Ranking:15 (tied at 15) Worth: £240m ($480) Industry: Businessman

The late Khan Bahadur Ghulam Faruque Khan (1899–1992) was a politician and industrialist of Pakistan. He belonged to the village Shaidu in Nowshera District, Nowshera is the home of the famous Pashtun Tribe the Khattaks of the NWFP Province in Pakistan. Because of his contribution to Pakistan's Industrial development he is sometimes described as "The Goliath who Industrialized Pakistan., today his family own Cherat Cement Company Ltd. Cherat Papersack Ltd. Cherat Electric Ltd. Mirpurkhas Sugar Mills Ltd. Faruque (pvt) Ltd Greaves Air-Conditioning(pvt) Ltd Greaves Engineering Services(pvt) Ltd Unicol Ltd.- A JV Company Madian Hydro Power Ltd. - A JV Company Zensoft (pvt) Ltd and prime properties around Pakistan

22 - Shahid Luqman UK

Ranking: 16 (tied at 16) Worth: £230m ($460) Industry: Businessman

Shahid Luqman, born in Gujrat, is a financier from Manchester and has founded 'Pearl Holdings' for the property finance market He is a prominent property developer in the UK and in Pakistan is projects run into multi-million pounds. He also runs a loan facility. Although in the past it has been noticed of him filling bankruptcy and pocketing huge unpaid loans.

23 - Mukhtar Ahmed Pakistan

Ranking: 16 (tied at 16) Worth: £230m ($460) Industry: Businessman

Late Haji Sheikh Mohammad Ibrahim, founder of the Ibrahim Group, settled in Faisalabad after partition of India in 1947 and re-established his ancestral business of cloth trading by the name of "Ibrahim Agencies". What is known in business today as Ibrahim Group with diversified business interests from Spinning to PSF, Financial Institutions to Banking and Energy, started off as a mere cloth trading agency just half a century ago. Recently Mr Ahmed bought a stake in the Allied Bank at $300m.

24 - Aqeel Karim Dhedi Pakistan

Ranking: 16 (tied at 16) Worth: £230m ($460) Industry: Businessman

Starting from interests in real estate and stock-broking in the year 1947, the late Haji Abdul Karim Dhedhi (may he rest in peace) laid the foundation of what today is the AKD group of companies, one of the largest domestic business enterprises in Pakistan with a combined net worth of over US$ 1 billion, of which Mr Karim share is at $400m. Mr. Aqeel Karim Dhedhi, son of (late) Haji Abdul Karim Dhedhi, is the Chairman of the AKD Group. He has built the AKD Group as a leading and vibrant set of business enterprises operating in key sectors of Pakistan's economy, ranging from stocks and shares, media, textile, real estate and Oil and Gas exlporation. Yet AKD is still on the move!

25 - Syed Family Pakistan

Ranking: 17 (tied at 17) Worth: £220m ($440) Industry: Businessman

Listed on all three stock exchanges in Pakistan, Packages Limited has maintained a long-time credit rating of AA. The joint ventures and business alliances with some of the world's biggest names reflect our forward-looking strategy of continuously improving customer value through improvements in productivity. The group also acquired a good number of Coca Cola plants in Pakistan. Its famous brands include Nestle Milk Pak, Treet, Mitchells and Tri Pack Films. It has stakes in the textile, dairy, agriculture and rice sectors too. The group's contributions towards the cause of an independent Pakistan are unprecedented are the only packaging facility in Pakistan offering a complete range of packaging solutions including offset printed cartons, shipping containers and flexible packaging materials to individuals and businesses world-wide. They employ over 4000 people.

26 - Saif Family Pakistan

Ranking: 17 (tied at 17) Worth: £220m ($440) Industry: Businessman

Is owned and operated by the sons of famous NWFP lady politician Begum Kalsum Saifullah. Her eldest son Javid Saifullah heads this very powerful business group. Javid obtained his Master degree in Business Administration from the University of Pittsburgh, USA in 1973, followed by diversified experience of over 30 years in textiles, telecommunication, cement and Information Technology. He also remained the Chairman of All Pakistan Textile Mills Association (APTMA) for two years and NWFP for seven years. He has also been the member Task Force IT & Telecommunication Advisory Board, Ministry of Science and Technology, Member of Task Force (Liberalization & Privatization of Pakistan Telecommunication Company Limited), Ministry of Science & Technology) Javed Saifullah Khan is looking after the group businesses for the past 20 years. Saifullahs are in power always, in one form or the other. Javaid's brothers Anwar Saifullah Khan (Former Federal Minister), Salim Saifullah Khan (king-maker in NWFP polities) and Osman Saifullah (another APTMA & wizard) have very close family ties with a lot of key politicians in the country, besides being related directly or indirectly through marriages to the families of a few leading and famous Army Generals who ruled Pakistan.

27 - Jehangir Elahi Pakistan

Ranking: 18 (tied at 18) Worth: £200m ($400) Industry: Businessman

Jehangir Elahi is brother in law of Mian Mohammad Mansha and is ranked among the tycoons in Pakistan. He has launched several projects as joint ventures with Mian Mohammad Mansha, as for example Genertech, one of the earliest private sector power plants conceived in Pakistan. Independently his group has four companies listed on the stock exchange.

28 - Sherazi Family Pakistan

Ranking: 18 (tied at 18) Worth: £200m ($400) Industry: Businessman

This group was founded by Yousaf Sherazi, a former Income Tax official and journalist in 1962 with a capital of Rs 03 million only. The first company set by the Atlas Group was Sherazi Investments (Pvt) Limited and since then, there is no looking back. The East Pakistan tragedy, however, nearly crippled Sherazi but he never lost hope and went out forming numerous joint ventures with leading Japanese concerns like Honda. Atlas-Honda today is a name to reckon with in country's engineering sector and associated with this just one name are hundreds of vendors. He holds stakes in insurance, financial services, information technology, leasing, warehouses, office equipment, motor cars and motorcycle-assembling units, besides running a renowned firm that manufactures batteries. Sherazi owns the Atlas Investment Bank too. The Federal Budget 2004-05 is perhaps the only budget in country's history that has hit the very influential car manufacturers on the head, otherwise people like Yousaf Sherazi have always managed to dictate terms where it matters. The Atlas Group owns no less than seven companies quoted on the stock exchanges of Pakistan. The group's assets are believed to have touched the hundreds of millions dollars mark and so have the sales.

29 - Noon family Pakistan

Ranking: 19 Worth: £190m ($380m) Industry: Businessman

Noon family comes from Tiwana family from Mitha Tiwana. The Tiwana family lives in an old historical village in Khushab district. The Tiwana caste is a very popular landholding and influential political caste in the Khushab district. The Noon Family own 27 villages in Bhalwal and Bhera. The fields of these villages are very cultivated and fertile. The Landlord Noon family created many bankers, industrialists, ambassadors and politicians for Pakistan. The Noon family is very popular in the area because of their character , their attitude,their behaviour with the people and helps the poor and needy people in the area without any prejudice so Noon family is very well-wisher,well-behaved ,sympathetic with the area. On their land they own over 40 factories on total ranging from brick manufacturing to cotton farms and production. They are a tax paying landlords for this reason they are the only feudal lords including in this edition.

30 - Mian Abdullah Pakistan

Ranking: 19 Worth: £190m ($380m) Industry: Businessman

One of the largest manufacturers and exporters of textile products in Pakistan, Sapphire technology comes from Europe, Japan and USA. Capitalizing on the region's principal crop, cotton, we source this locally, and augment our offerings by providing imported fiber from the world's best crops. We work with specialized fibers bringing in the newest innovations from major fiber and chemical producers, and our manufacturing from yarn to finished fabric is performed in our facilities in Pakistan. Synergies are formed with offshore garment manufacturing companies. Our products are marketed to the industry's biggest names in Asia, Europe, Australia, and North America. Over 14,000 employees ,Annual turnover US $ 500 Million

Headed by a veteran industrialist Mian Abdullah, this splendid empire owns 11 yarn spinning plants (producing 60,000 tonnes of yarn annually), 3 woven plants of greige fabric ( producing 50 million metres annually), one yarn dyeing plant (capacity 5 tonnes per day), one knitting unit (10 tonnes per day), one knitted fabric dyeing plant (10 tonnes per day), one woven fabric dyeing and finishing plant ( 1.2 million metres per month) and three power plants having the capability to produce 40 MW of energy. Sapphire forms synergies with off-shore garments companies. The group markets its products in biggest brand names in Asia, Europe, Australia and North America. Sapphire started with one spinning mill in 1969 and employs over 10,000 people. Mian Abdullah's repute can be gauged from the fact during the October 2003 minis at APTMA, more than 1000 textile millers bad tendered their resignations against incumbent Chief Waqar Monnoo to him. Dozens of leading tycoons had proposed his name to head APTMA in case of an interim setup. Having an influence among textile millers is no easy job but Mian Abdullah stands privileged in this context He is often seen part of the entourages of key business leaders to foreign countries and provides input to fellow colleagues whenever requested.

31 - Shahzad Family Pakistan

Ranking: 20 (tied at 20) Worth: £170m ($340m) Industry: Businessman

Shahzad Group is a reputable name which takes pride in being identified as a beacon of business development involved in almost all avenues of Nation building activities i.e. Energy, Communications, Minerals, Construction, Geophysical survey, Security and many other ventures. Shahzad Group has , by itself, and in some cases in collaboration with foreign and local partners, who are the leading brand names in the world, identified, initiated, supervised and successfully completed major business ventures. Shahzad Group prides itself for its accomplishments during almost three decades of business activity. The Group has actively participated in enhancing Pakistan's international competitiveness and social development, and for promotion of foreign and domestic investment in business ventures. It takes pride in delivering quality products, solutions and services that obtain a competitive advantage over others.

The Group is a wholly owned Pakistani establishment with offices in Calgary (Canada), Houston (USA), London, Kuwait, Beijing and Singapore, with a strong presence in various other metropolises all over the world. Shahzad International Group of Companies,Oil and Gas,Gold and Minerals Mining,Geological surveys,Defence supplies,Travel and Tour Operators,Flash security services and Trading Worldwide.

32 - Nazir Family Pakistan

Ranking: 20 (tied at 20) Worth: £170m ($340m) Industry: Businessman

One of Faislalabads most prominent families is the Haji Nair family. Owning Masoos textiles, Mahmood Textiles, Asim Textiles and power generation plants. Son of Mr Nazir Shahid Nazir is also a prominent politician.

33 - Abdul Bhati UK

Ranking: 21 (tied at 21) Worth: £150m ($300m) Industry: Businessman

Bhatti, 71, is a director of London-based wholesaler Bestway, which saw profits up 27% in 2005-06 at £73m on a turnover up 26% at £1.7 billion. Bhatti and his family have a stake worth £140m as well as other assets.

34 - Adalat Chaudhary UK

Ranking: 21 (tied at 21) Worth: £150m ($300m) Industry: Businessman

Director of the London-based Bestway cash-and-carry business established by Sir Anwar Pervez.

35 - Younis Sheikh UK

Ranking: 21 (tied at 21) Worth: £150m ($300m) Industry: Businessman

Bestway director Sheikh, 70, London cash-and-carry business Bestway continues to thrive.

36 - Chaudrey Zameer UK

Ranking: 21 (tied at 21) Worth: £150m ($300m) Industry: Businessman

Finance director of the London-based Bestway cash-and-carry business started in 1976 by Anwar Pervez . In 2004 Pervez stepped down as managing director, Choudrey took over. In 2005-06 Bestway profits rose 27% at £73m on turnover up 26% at £1.7 billion. Choudrey and his family have a 10.1% stake. They also own 70% of the Buybest supermarket chain in UK

37 - Zafar Iqbal Khwaja Pakistan

Ranking: 21 (tied at 21) Worth: £150m ($300m) Industry: Businessman

Zafar Iqbal Khawaja (born January 3rd, 1952) is a prominent Pakistani businessman who owns a number of companies around the world. He is better known in Pakistan as the "Prince of Sargodha". Also referred to as the "Shaheen of Sargodha" (The Eagle of Sargodha). Zafar Iqbal Khawaja, is the son of a significant military commando Muhammed Sadiq Khawaja, who worked with Muhammed Ali Jinnah (The Founder of Pakistan) during the 1947 partition of India and Pakistan. Zafar Iqbal Khawaja is most widely known as the Managing Director of a multi-million dollar company called Inter Equipment. It's Head Quarters are located at the Jebal Ali Free Zone, Dubai which is a recognized commercial capital of the Middle-East. In Mr.Khawaja's business circle, he is known for his commitment to honest work and his ethical manner of business. Within 15 years, he has developed himself from a fresh college graduate, into a business tycoon. Currently, he is in the process of writing an auto-biography describing his success story. This auto-biography would be a must-read for any business-person pursuing major success.

38 - Shahid Hussain Pakistan

Ranking: 22 (tied at 22) Worth: £130m ($260m) Industry: Businessman

With more than 325 retail outlets and 13 wholesale depots, Service Sales Corporation (Pvt.) Limited is the leading retail and wholesale company in Pakistan with annual sales $300m. The Company has established some of Pakistan's leading footwear brands including DON CARLOS, CHEETAH, SKOOZ, TOZ and LIZA and has distribution agreements with CATERPILLAR and NIKE. As part of our growth strategy, we have expanded our businesses to include Service Communications, Shoe Planet (Pvt.) Limited and Soul Collections.

39 - Younis Brothers Pakistan

Ranking: 22 (tied at 22) Worth: £130m ($260m) Industry: Businessman

Yunus Brothers is actively involved in international trading of various products including Cotton & Blended Yarn, Cotton & Blended Fabrics, Garments, Rice, Sugar, Fertilizer, Earth moving equipments, Chemicals, Spare Parts and Automotive Vehicles etc. Yunus Brothers is one of the largest export houses of the Pakistan exporting mainly to the European, US, Far Eastern, Middle Eastern and African markets. Yunus Brother's annual sales turnover exceeds USD 300/- million with 95% of the sales geared towards the export markets.

40 - Ghani Family Pakistan

Ranking: 22 (tied at 22) Worth: £130m ($260m) Industry: Businessman

Abdul Ghani Dada Bhoy was the founder of Dada Bhoy group, starting in trade and branching off into the construction business. The group has a big share of cement market in Southern Pakistan. Like other Memon groups, Dad Bhoys are closely linked through intermarriages with other leading families like Jaffer and Bawany. Abdul Ghani Dada Bhoy had five sons and two daughters, namely Noor Mohammad Dada Bhoy, Mohammad Farooq Dada Bhoy, Mohammad Hussain Dada Bhoy, Abdullah Hussain Dada Bhoy and Ghulam Mohammad Dada Bhoy. Daughters are Mrs Mehrunisa Jaffer and Mrs Zaibunisa Tanveer .

41 - Saddiq & Sons Pakistan


Ranking: 22 (tied at 22) Worth: £130m ($260m) Industry: Businessman

This group made the bulk of its fortune during the chief ministership and premiership of Nawaz Sharif when the group was sold Pasrur Sugar Mills for a token price of Rs one and its Chairman, Mohammad Saleem was appointed managing director of National Development Leasing Corporation (NDLC) replacing Rafiq Habib. Today the have invested huge amounts in prime properties around Pakistan.

42 - Afzal Kushi UK

Ranking: 23 (tied at 23) Worth: £120m ($240m) Industry: Businessman

Afzal Khushi, 51, managing director of Jacobs & Turner, last year received a CBE for services to business in Scotland. He and his brother, Akmal, 50, have made the £90m Glasgow sportswear firm a global business. They also have £30 other assets.

43 - Ghulam Hassan Khan Pakistan

Ranking: 23 (tied at 23) Worth: £120m ($240m) Industry: Businessman

The SK group of companies shares a set of five core values: integrity, adaptability, excellence, unity and responsibility. These values, which have been part of the SK Group's beliefs and convictions from its earliest days, continue to guide and drive the business decisions of SK companies. The SK Group and its enterprises have been steadfast and distinctive in their adherence to business ethics and their commitment to corporate social responsibility. This is a legacy that has earned the SK Group the trust of many thousand of stakeholders The SK Group comprises of six operating companies in following business segments: Information technology, Real estate, Developer and Builders, Media, Welfare, Import and exports and CNG stations. The SK Group was founded by Sardar Gulam Hassan Khan Niazi in the mid 1980's. Sardar Khan Niazi and those who followed him aligned business opportunities with the objective of nation building. This approach remains enshrined in the SK Group's ethos to this day. Rose Shopping Mall
Companies owned by the family today: Paradise City, SK Trading, DUBAI Gasco 2000, chain of CNG stations SK Constructions , rose club, SK plazaz, Chuna Pa chain fast food chinese., SKN tust and sk farms.

44 - Kasim Dada Pakistan

Ranking: 24 Worth: £100m ($200m) Industry: Businessman

Kasim hails from a 19th Century Memon business family known to have possessed the vision of international trade when most of their contemporaries were rather naïve on this count. This family had offices in Burma, South Africa and countries of the Far-East long before 1940. Dadas, have held decisive positions at the Karachi Stock Exchange and own shares of various Pakistani and foreign monopolies without creating any hype. Kassim Dada's family is known to have held major local equity in multinationals like Glaxo SmithKline, Brook Bond and Berger Paints, besides being the sponsoring directors of Messrs Hyderabad Electronics, Automotive Battery Limited and Interfund Bank etc. Kassim Dada is one of the few Pakistani Tycoons who used to fly on private planes from Karachi to hit cement plants in Hyderabad. It was this family which had hired Mahatama Gandhi as a solicitor in 1890 to contest a business case in South Africa. Dada, was once a symbol of wealth. Had his assets not been nationalised by Bhutto he would definitely had the status many richest men in the world enjoy today.

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