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| About |
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| With 142
years of history, AVS is one of
the leading innovators in its
industry's realm. AVS is a symbol
of experience, stability, steady
growth and a forward looking management
style. Over the years, we have
had the pleasure of representing
a host of global organizations
in Pakistan and continue to do
so today.Cognizance of market
needs in today's dynamic economic
sphere, business foresight, entrepreneurship,
organizational stability and vision
have contributed to customer satisfaction,
an ever expanding client more
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AVS
Group of Companies
AVS carries out much of the older businesses
of the parent company. It is engaged in marketing
of industrial plants and products and financial
structuring and management of contracts to
the last stages of implementation. |
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Tapal
Enterprises (Pvt) Ltd. is a subsidiary primarily
holding responsibility for management of working
capital and financial engineering of cash
intensive projects.
Industrial Engineering and Construction Ltd.
was formed to carry out industrial installation
activities. It holds to its credit major electrical
and mechanical works at power plants set up
by WAPDA in former East and West Pakistan
during the 1960s.
Tapal Chemicals (Pvt) Ltd. has been recently
formed to enable concerned business managers
realize the growth potential this business
holds. The current textile chemicals business
is a thriving one, supplying textile auxiliaries
to majority of the textile mills in Pakistan.
Upon implementation of diversification strategies
it is expected to cater to a particular market
niche for specialized chemicals.
Tapal Energy (Pvt.) Ltd. was one of the first
few private sector companies to receive a
Letter of Support for power generation. TEL
was developed with Wartsila Group, which is
already a well-known name in the power sector
in Pakistan. The 126mW diesel power plant
commenced commercial operations in June 1997. |
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AVS
Today
The 1971 war with India and the subsequent separation
of East Pakistan caused major losses to companies
with business interest in the eastern wing. AVS,
too, suffered a setback, in terms of loss of revenues
from the shipyard as well as loss of a growing market.
The The company, however, proved to be resilient
and began to recover rapidly. |
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During
the 70s, power plant generation plants of
KESC and WAPDA. Industries that came up during this
period (rice processing, sugar, fertilizer and chemicals)
were equipped with AVS supplied products.
With macro economic policies geared favourably towards
privatization,
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liberalisation
of imports and decentralization AVS’s share
in the private sector grew. To cater to competitive
market forces and consistently improve responses
to customers, AVS reorganized its businesses and
set up semiautonomous divisions carrying total responsibility
for specific businesses. The central AVS management
has retained a synergistic role, to ensure that
common resources are shared appropriately, organization
goals are clear and strategic business decisions
are taken and implemented.
The company is staffed by over 100 persons of whom
about 60% are experienced engineers or technicians.
Various software systems are in use extensively
for accounts, finance and sales, thereby allowing
a faster response time and easier information retrieval.
People retention is high as company policies are
designed around goal achievement, work satisfaction
and an encouraging environment. more
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