OPEN BOOK MANAGEMENT AND ORGANISATIONAL PERFORMANCE IN SELECTED MANUFACTURING FIRMS IN ENUGU STATE NIGERIA

ABSTRACT

This research work critically examined the concept of Open Book Management and its effect on Organizational  Performance  in Manufacturing  Firms in  Enugu State, Nigeria.Open  book  management  is  based  on  the  principle  that  managers  and employees who know and understand financial performance and goals and share a stake in organizational success are more apt to be highly effective and motivated in meeting  those  goals.  Specifically,  the  study  sought   to:  ascertain  the  effect  of transparency   on   organizational   survival,   determine   the   extent   accountability enhances  goal attainment,  ascertain  the  extent employee  participation  in decision making  affects  employee  output,  determine  the  extent  confidence  and  trust affect employees commitment and  determine  the influence of equitable reward system on employee morale. The  study adopted the survey research design. The population of the study was a total of 1,276 staff of the five selected manufacturing firms in Enugu State,  Nigeria. The sample size 125 was obtained from the population using Evans Morris  formular  at 95%  confidence  level  and  5%  margin  of  error.    Data  were collected  using  the  questionnaire  research  instrument  and  interview  which  was designed in a 5 point Likert scale and manually administered to the respondents. The

hypotheses were tested using regression analysis and Chi-Square (X2). The findings

indicate  that transparency  had a significant  and positive  effect  on  organizational survival   (r   =   0.875,   p   <   0.05);   Accountability   significantly   enhanced   goal attainment(X2   =  221.219,  p  <  0.05);  Employee  participation  in  decision  making significantly had positive effect on employee output(r = 0.866, p < 0.05);Confidence

and  Trust  had  positive   influence  on  Employee   Commitment(r   =  0.876,  p   <

0.05);Equitable   reward   system   significantly   influenced   employee   morale(X2    =

127.933).The  study  recommends  that  in  the  practice  of  open  book  management, organizations should place emphasis on ensuring the practice of transparency among the  employees;  accountability  should  be  encouraged  in  the manufacturing  firms; employees should be involved at certain levels in the decision making process and/or should   be   kept   abreast   of   management’s   decision   processes   and   decisions; Confidence and trust should be built between the employers and the employees; and an  efficient  equitable  reward   system  should  be  designed  and  implemented  by management.The  study  concludes  that open  book  management  processes  puts the organization   on   a    pedestal   to   achieving   organizational   growth,   employee performance and sustainability.

1.1       Background to the Study

CHAPTER ONE INTRODUCTION

Over  the  years,  organizations  have  adopted  and  practiced  several  management principles and methods in a bid to increase organizational performance.   Much has also  been  written  about  the  organizations’   corporate   strategy,  goals/objectives, mission  statement,  visions  and  how  to  transform  organizational  performance  or activities that will result in the appropriate action by the workforce. To achieve the objectives of the organization, the factors of production which include finance, land, labour and entrepreneur must be in place. The employees who make use of the other factors to achieve the organizations objectives are not engaged optimally to achieve better overall results. (Aggarwal and Simkins, 2001). This results in the employees working to earn a living  rather than working to achieve the overall organizational objective. Kantian  approach to business ethics analysis by Bowie(1999) emphasize that human beings have free will and thus are able to act from laws required byreason; they have dignity or a value beyond price. Thus, one humanbeing cannot use another simply to satisfy his or her own interests. “Always treatthe humanity in a person as an end and never as a means merely.” (Kant 1990 as cited in Bowie 1999).

Oko  and  Agbeze  (2013)  state  thatLabour-Human   Capital,  though  a  factor   of production  is  not  ordinary,  thus  ought  to  be  managed  with  care  based  on  well- articulated  motivational  schemes  and policies.  They furthermore  opine  that  among these,  is  the  most  canvassed  Open  Book  Management  system,  which  tends  to recognize  the  potentials  inlabour  and  seesameas  almost   being  at  par  with  the entrepreneur.

TheBusiness Dictionary definedOpen Book Management as the philosophy that a firm will succeed if all of the employees share finances and operations information.Four basic  practices  are  necessary  for  this.Employees  must  be  appropriately  trained; employees must be empowered to use this information to cut costs, employers must trust  employees  to  act  as  equal  business  partners  and  employees  must  be  fairly rewarded for business success.

McCune (2011) defines open book management as a style of management in which employees  learn  about  a company’s  bottom  line,  their  contribution  to  it,  and  are rewarded for meeting financial targets.Open Book Management is a way of running an organization in which the information received by employees should not only help them do their jobs effectively, but help them understand how the company is doing as a whole. It is a management method that orients employees towards building a better business.Instead  of  using  typical  motivational  tools  and  expecting  employees  to complete their assigned tasks, Open Book Management attempts to actively involve employees in all aspects of the business. OBM is based on the principle that managers and employees who know and understand financial performance and goals and share a stake in organizational success are more apt to be highly effective and motivated in meeting those goals. As a result, management  overhead  and the agency  problems between  employees,  managers,  and  owners  will  be  much  lower.  (Aggarwal  and Simkins, 2001).

TheCentral   States   Manufacturing   in   Lowell,   Arkansas,   is   a   company   that manufactures  quality  metal  building  components  for  the  post-frame,  light  gauge, architectural/residential  and commercial  markets.   The products they  offer  include exposed and concealed fastener panel profiles as well as trapezoidal standing seam

panels   and   other   products.   The   human   resource   director   of   Central   State Manufacturing  Company stated that they are an employee owned  company.  Open- book management has been very much part of their culture since the beginning, they act  asemployee  owners  in  making  day-to-day  decisions.  Open-book  management enables  employees  to  enhance  their  impact  on overall  performance  (Buchko  and Goiten, 2011). Employees hear and discuss updates on the company’sfinancials,  the business growth plan and strategicdirection during company-wide monthly meetings. The company tries to educate employees aboutwhat it takes to run a business, since communication  is  key to  successful  open-book  management  (Gregg,  2007).When people can tietheir performance to the company’s performance, it helps them to act more as an ownerin making decisions.

CleanScapes,  a waste reduction,  diversion  and collection  service  headquartered  in Seattle, Washington, was named by Inc. magazine in 2011 as one of the top 5,000 fastest growing companies in the U.S. and the fourth fastest growing environmental firm (Broughton 2012). Leaders at CleanScapes credit much of their success (which includes $50 million in revenue in 2009, low employee turnover and high levels of customer satisfaction)  to their open-book  management approach.   They keep close tabs  on  important  metrics  (called  “CleanStats”)  and  share  them  with  employees during weekly meetings. These metrics go beyond financial and include operational efficiencies, errors and kudos. The metrics have been instrumental in helping the firm meet and beat its internal financial performance goals. CleanScapes leaders hold daily morning  huddles by department. The company also offers generous benefits and is known to promote from within. Drivers and managers meet for lunch once a month to offer feedback and suggestions on how to improve operations, which has resulted in

organization-wide  efficiency  gains  which  include  lower  missed  pick-ups,  fewer accidents and reduced route hours. (Broughton 2012).

Steve Baker, in Springfield Remanufacturing  Corporation (SRC), Jack Stackand  12 other managers bought a failing division of International Harvester in the early1980s, hoping  to  save  jobs.  They  had  a  heavy  debt  load  and  didn’t  know  how  to  run thebusiness. The managers learned together, developing a business plan in 1983 and strivingto   make   a   bank   loan   payment.   Contributions   from   everyone   in   the organization,   acting  as  owners,  were   needed  to  payment,   whether  they  were bookkeepers   or  machinists.   When   leadership   adopted   open-book   management, communicating  through  numbers  so that everybodycould  see what was  going  on; employees learned how to focus on important issues facingthe company. In turn, SRC prospered. As others  clamored for information about thissuccessful  approach, SRC began to offer plant tours(Tonkin, 2015).

In 1982, the International Harvester’s engine rebuilding plant in Springfield, Missouri was facing closure. Instead, plant manager Jack Stack and 12 of his fellow managers borrowed   $9   million   and   bought   the   place,   renaming   it   SRC   (Springfield Remanufacturing   Company.)   The   loan   payment   was   big   and   the   team   was inexperienced, so they opened the books and got everyone in the company focused on the financials, so all the employees could help the company make money and survive. They created  a business  of business  people.  The firm  was supposed  to have 800 tractors ready by the target date, but at its current production rates, it was going to be

700 tractors short of that target. Stack was advised to keep this to himself and to just focus on his job.Instead, Stack told the employees about the problem and set a goal of making the 800 tractors needed by the end of the month. Employees worked together

to meet the goal. They prioritized tasks and detected key bottlenecks to assembly.  For example, when needed parts were received, they would ordinarily wait at the loading dock  for  long  periods  instead  of  being  rushed  to  the  assembly  line.  Employee awareness of the problem and reorganization of their efforts around  the goal meant that by the end of the month, 808 tractors were ready; as for Stack, he concluded that “secrecy is baloney.” (Tonkin, 2015).

Instead of secrecy, OBM gives employees the information they need in order to make the best decisions for the business. With OBM, employees know the  firm’s goals, understand  how they contribute  to these  goals, receive  feedback  on  their progress toward goals and are rewarded  when the firm reaches these  goals. Employees  are empowered  to make decisions based on this information,  and are enabled  to take actions that produce the desired financial results.

Other companies  started  hearing about Springfield  Remanufacturing  Corporation’s success and began trekking to Springfield to learn more and are now actively seeking ways of educating employees on financial information that affect the organizational performance.  Jack  Stack  then  wrote  his  now-classic  book  The  Great  Game  of Business   and  it  became  (and  remains)  an   international   sensation.   Springfield Remanufacturing  Corporation has since  grown into a $400 million company with 7 subsidiaries. (Tonkin, 2015).

In his book –The Great Game of Business, Stack (1994) stated that the more people know about a company, the better that company will perform. You will always be more successful in business by sharing information with the people  you work with than by keeping them in the dark. He therefore posits that information should not be a power tool – it should be a means of education, one  should not use information to

intimidate, control or manipulate people rather information should be used to teach people how to work together to achieve common goals.

However,  with the rise of such theories as Open Book Management  (OBM),  the Nigeria   Manufacturing   firms   are   skeptical   about   the   issue   of   Open   Book Management. Organizational managers and organizational employees engage in some form of corrupt practices (Osuagwu, 2012). The Transparency International ranked Nigeria as one of the most corrupt nations in the world in 2005. Corruption is linked with individuals within the organization and the organizations themselves (Osuagwu,

2012). In the business firm, it is the pursuit of individual interest by one or  more persons through the intentional misdirection of organizational resources, procedures, authority and power (Lange 2005), which includes bribery, fraud, deception, extortion and favouritism  (Luo 2004). So the Nigeria manufacturing  firmsfind  it difficult to understand and practice open book management because of its basic operationalities. In the light of the above, some manufacturing firms in Enugu Metropolis have been selected to study, how they operate/practice Open Book Management and its effect on Organizational Performance.

1.2       Statement of Problem

Organizations practicing Open Book Management explain clearly the organization’s key  measures  of  business  success,  allowing  employees  to  make  better-informed business  decisions.  They share  financial  information  (such  as  income  statements, balance sheets and other key metrics) with  employees, and ensure they understand them  and  know  how  they  relate  to  the  organization’s  key measures  of  business success. Firms practicing Open Book Management tell the stories behind the numbers (financial and operations  numbers  that drive the company’s  success) to bring them

alive and give them meaning. They teach employees how to follow the action and keep score. All employees track progress on critical numbers (numbers that indicate the profitability or break-even point) through regular meetings and scorecards. They are empowered to take action to improve performance as needed. These organizations allow employees to share in the success of the organization through a profit-sharing program that is tied to key business metrics and engage the ingenuity of all employees in solving key business challenges, such as how the organization can become more socially and environmentally sustainable.

The issue of whether Open Book Management exists in the Nigerian industrial set-up is very controversial.  Some organizations would like to keep their employees in the dark     when     it     comes     to     the     financial     information.               Theyhoard someimportantinformation.Thiscreatesan atmosphereofdistrustandlackofconfidencebetweentheemployeesandtheemployer.   The resulting    distrust     sets    the    organizational     inputs     towards     diversity     of directionswhichendsintheorganizationnotattainingtheirorganizationalgoals. The reason for    this    is    not    far-fetched.    Social    scientists,    especially    managers    and organizational/management    theorists   are   now   accepting   that   the   patterns   of management and employee behaviour in the work place are largely culture – bound. That is, there is no culture-free context of management principles. Based on this there are certain problems that may militate against the practice of Open Book Management in Enugu State, Nigeria. One of these is the nature of our culture. Cultural background of  managers   affects   their   managerial   values,   beliefs,   attitudes,   practices   and philosophy.    Factorsas    ethnicity,    cultural   heterogeneity,    excessive   religiosity, superstitious beliefs,  poverty, and extended  family background  among others affect management  practice  in Enugu  State, Nigeria.  Another  problem  is the inability to

change attitude.  Most managers in the manufacturing firms in Enugu and leaders do not seem to be willing to undergo  appropriate  attitudinal changes which  are pre- requisite  to  successful  adaptation  of such philosophy  as  open book  management. Again such philosophy seems difficult to take place in a corrupt  society like ours whose citizens are marked by extreme selfishness, indiscipline, graft, nepotism, greed etc. A highly performing organization  is made up of  people who  are basically all pointing in the same direction – that is, they are in agreement about the reason for the organization to exist, and what they would  like to see the organization achieve. But here in Enugu State, Nigeria, those involved are not open and clear about the purpose of the organization and about the ways that it intends to work.  The Nigeria reward system is not encouraging. It is a society where national priorities are turned upside down, hard work is  poorly rewarded,  but rogues are often glorified.  Some of the managers  feel   that   the  knowledge  of  the  important  information  is  their  sole prerogative  and as such should be protected. Again top management like to remain aloof from its employee so as to build an all-important air around them. It is then very significant  that  the organizations  that  hide useful information  from their staff  are moving towards their peril. This means that such organizations will not be efficient and profitable, because they do not actively involve employees in all aspects of the business. The problems listed above among others serve as stumbling blocks against open book management practice inEnugu State Nigeria.  Therefore there is a strong need to expose the merits of Open book Management to all and sundry. In the light of the above, this study therefore is set to determine the effects of the practice of Open Book Management in Manufacturing Firms in Enugu State, Nigeria and its influence on organizational performance.

1.3       Objectives of the Study

The broad objective of this study is to explore the effect of Open Book Management on  the  performance  of  selected  manufacturing  firms  in  Enugu   State,  Nigeria. However, the specific objectives are to:

i.   ascertainthe effect of transparency on organizational survival. ii.  determine the extent accountability enhances goal attainment.

iii. ascertainthe   extent   employee   participation   in   decision   making   affects employee output.

iv.  determine the extent confidence and trust affect employees commitment. v.   determinethe influence of equitable reward systemon employee morale.

1.4     Research Questions

i.   What is the effect of transparency on organizational survival?

ii.   To what extent does accountability enhancegoal attainment?

iii.   To  what  extent  does  employee  participation   in  decision  making   affect employee output?

iv.   To what extent does confidence and trust affect employee commitment?

v.   To what extent does equitable reward system influence employee morale?

1.5 Researcher’s Hypotheses

Ha: 1 Transparency significantly has effect on organizational survival. Ha: 2 Accountabilitysignificantlyenhancesgoal attainments.

Ha: 3  Employee  participation  indecision  making  significantly  affectsemployee output.

Ha: 4Confidence and trust significantly have effect on employee commitment.

Ha: 5 Equitable reward system significantlyinfluences employee morale.

1.6       Significance of the Study

This study is designed to provide information on the extent manufacturing firms  in Enugu   State  practice   Open  Book  Management   and  its  contributions   to   their productivity,  thereby enhancing organizational performance.  It is expected  that this study will be beneficial to the management by giving enough insight into the benefits of Open Book Management, make clear to managers what Open Book Management stands  for, hence,  reducing  the fear often  harbored  by these  managers.    Workers, students of Business Administration and the society at large are equally the potential beneficiaries  of  this  study,  since  it  is  going  to  open  their  intellect  towards  the operationalities of Open Book Management. The study is also expected to be of great value to academicians and practitioners in the field of management. This work adds to already existing knowledge on Open  Book Management  and will also be useful to researchers for further studies.

1.7 Scope of the Study

This  study  is  on  Open  Book  Management  and  Organizational  Performance   in manufacturing  firms  in Enugu  State,  Nigeria,  and  the extent  manufacturing  firms practice Open Book Management  and its effect on the overall  performance of the organization.    The   study   focused   on   transparency,    accountability,    employee participation in decision making, confidence and trust  and equitable reward system and  their  effect  on the organizational  survival,  goal  attainment,  employee  output, employee commitment and on employee morale.

The geographical scope of the study covered the management and staff of the  five selected   manufacturing   firms   which  are  of  Innoson   Technical   and   Industrial

Company, Juhel Pharmaceuticals Limited, Emenite Limited, Sunchi Integrated Farms Limited and EastchaseAluminium  Products all in Enugu State, Nigeria. These firms were chosen for the study because of their strategic position  among the registered manufacturing firms in Enugu. They are in full practice of manufacturing operations in terms of production and distribution and they are the organization that provided the relevant  information  relevant  to the study.  Their  nearness  and accessibility  to the source of data was also considered.

1.8 Limitations of the study

Studies  of  this  nature  usually  do  face  some  limitations.  In  as  much  as  lots  of commitment and zeal was employed in conducting an intensive and thorough study, certain  impediments  /challenges  were  encountered.  The  limitations  among  others include the following;

The major problem the researcher encountered was during the data distribution and collection   process   in   form   of   reluctance   of  the   respondents   to   answer  the questionnaire  and  concealed  certain  information  due  to  some  confidentiality.  The unwillingness  of  management  to  divulge  strategic  information  in  the  name  of confidentiality was also another limitation.

Another major challenge for the researcher  is time which limited the effort of  the researcher  to  conclude  this work within the stipulated  time.   The  researcher  was equally constrained by inadequacy of fund while trying to cover all the areas needed.

1.9 Operational Definition of Terms

Open Book Management: This is theprinciple and practice that makes provision for sharing with employees at different and all levels of corporate activities, information hither-to consider the exclusive right of management.

Employee:  An  individual  who  workspart-time  or  full-time  under  a  contract  of employment, whether oral or written, express or implied, and has recognized  rights and duties.

Accountability:  Accountability  entails  a state  being  held  responsible,  by both  its people and its elected bodies, for its choices and actions.

Organizational   Survival:This   provides   a  rational,   researchbased   approach   to creating a durable business strategy designed to meet the needs of today’s customers and  position  an organization  to outperform  while  positivelyimpacting  society,  the environment, community, and the bottom line.

Employees Participation: Employee Participation is generally defined as a process in which  influence  is  shared  among  individuals  who  are otherwise  hierarchically unequal. This  is  creating  an  environment  in  which  people  have  an  impact  on decisions and contribute ideas towards the organization and actions that affect their jobs in the organization.

Organizational   performance:   Organizational   performance   is  the  idea  that   an organization  is  the  voluntary  association  of  productive  assets,  including  human, physical,  and  capital  resources,  for  the  purpose  of  achieving  a  shared  purpose (Barney, 2001 as cited in Carton 2004).

Employee  Morale:  This  refers  to  the  overall  outlook,  attitude,  satisfaction  and confidence that employees feel at work.

Employee  output:  This is the amount of energy,  time,  work, goods and  services produced by an employee within a particular period. Outputs are the final products, or goods and services produced for delivery.

Trust: Trust is a current conviction that another party is willing to take individual and organizational interests into account within the context and under possible events.

Transparency: Transparency is lack of hidden agendas and conditions, accompanied by the availability of full information required for collaboration, cooperation, and collective decision making. It could also be seen as minimum degree of disclosure to which agreements, dealings, practices, and transactions are open to all for verification. Employee Commitment: This is referred to as a psychological state that

characterizes the employees’ relationship with the organization which has the implication for the decision to continue or discontinue membership in the organization.

Reward  System:  These  are  incentive  and  motivating  programs  developed   by organizations   to   influence   the   morale   and   productivity   of  individual   in   the organization.

1.10     Profile of Selected Manufacturing Firms

1.10.1Innoson Technical & Industrial Company

Innoson  Technical  &  Industrial  Co.  Ltd  produces  plastic  products.These  include chairs,  jerry  can,  drums,  motorcycle  parts  etc.  Innoson  Technical  and  Industrial Limited is a subsidiary of Innoson group of companies and was incorporated in 2002 with its Head Office/Factory situated at Plot W/L Industrial Layout, Emene, Enugu State, Nigeria. Full scale operations and production commenced in October 2002. It is an indigenous  blue chip company engaged  in  the manufacturing  of Plastic Chairs, Tables, Trays, Plates, Spoons, Cups, Jerry Cans of different  sizes and many other allied products.

Since inception, the company is said to be producing a very high quality range of the plastic products of international standard and has a production over 10,000 pieces of chairs and tables per day. Due to the rapid demand of these products, the company’s twelve  production  lines  of  injection  moulds  have   since  been   increased   with

tremendous and near perfect production lines of international standard.

It was also established to further consolidate our leading position in the Motorcycle industry by producing the motorcycle plastic requirement of Innoson Nigeria Limited which  is  a  sister  company.  This  effort  was  in  direct   response  to  the  Federal Government  policy direction  towards  encouraging  private  sector  as the  engine  of growth for the economy. Over six hundred indigenous employees and few expatriate staff  are  working  in  the  company  with an  annual  turnover  of  3.6  billion  Naira. Innoson’sforeign  partners  are  CRETEC  INDUSTRIES  CO.,  LTD  (China)  whose wealth of experience is unquantifiable.

1.10.2. Juhel Pharmaceuticals Limited

Juhel Pharmaceuticals Limited is located at Emene in Enugu, capital of Enugu State, Nigeria. it is a 100% indigenous company  incorporated in 1987 with RC No. 104,648 as a wholesale pharmaceuticals  company.  In answer to calls for  local provision of cost-effective  generic  products  to  fill  the  gap  left  by  multinational  companies operating in the country, the founder, Dr.  IfeanyiOkoyeMni,  with a focused vision, ventured  into  production  and  the  factory was  commissioned  in 1989  as  the  first pharmaceuticals tablet manufacturing company in old Anambra State.

Today, through diligence, dedication, commitment to the excellent of staff which is over 300 and management,  and support from numerous customers  nationwide,  the company progresses as a pharmaceutical manufacturing company in Nigeria.

1.10.3 A Brief History of Emenite Ltd

Emenite  Limited,  Enugu  was  incorporated  in  1961  as  TURNERS  ASBESTOS CEMENT (TAC) Nig. Ltd. The industry started actual business of manufacturing re- enforced cement materials such as roofing sheets and flat  sheets (ceiling boards) in

1962. The product line was later expanded to include pressure pipes.

In  1988,  Turners  Asbestos  Cement  (TAC)  was  acquired  by the  Etex  Group  of Belgium from the former British owners, and the name was consequently changed to Emenite  Limited,  still  maintaining  the  manufacture  of  flat  sheets  called  Emciel, roofing sheets of different sizes, like big six corrugated sheets and other hand mould products like qualities, Emlux and Duraceil. These products are durable, economical continent,  reliable,  pleasing  and toxic  fee,  leading  to  its  award  of NIS 150 9002 certificate.

Since the acquisition or change of ownership, Emenite have continued to grow from strength to strength. For instance, in 2003, it commissioned  a new  production line worth five billion Naira (N5,000,000,000) with totally internally generated fund. And also commission  another one in 2004, called SM III. This  attests to 17’s vibrancy making sure it’s more than three hundred production  staff and the two production lines are busy, they produce not less than fifty thousand sheets of both corrugated and flat sheets per day.

Their raw materials are partly local and imported. Raw materials like cement paper and lime stone are sourced locally while others like felt and polyelectrolyte (a binding component) and fiber are imported. Generally, it could be said that 60% of their raw materials are locally sourced while others are imported, including sub-assemblies and machine parts. Emenite limited has a team of becoming a leader in building materials manufacture in Nigeria and in the West Africa sub – region and has a population of about 224 staff.

1.10.4 Brief Profile of Sunchi Integrated Farm Limited (SIFL)

Sunchi Integrated Farms Limited (SIFL) is a child born in 1988 through the visionary

foresight of a renowned industrialist Chief Sunday Ephraim Ezeobiora. Infrastructural development  of the farm started  in 2009with emphasis  on  breeder stock, hatchery development  (Day Old Chicks production),  and broilers  rearing,  feed milling/food processing as well as soya oil refinery. The company SIFL became a legal entity of its own with full registration and incorporation  as  a  limited  liability company by the Nigerian  Coperate  Affairs  Commission  on  5th  December,  2013  under  Nigerian Company and Allied Matters Act of 1990. SIFL started parent stock rearing in May,

17th 2013.

SIFL is located at Plot S/12 and IN/14 Emene Industrial Layout Enugu, Enugu State Nigeria and sets its goal to produce affordable day old chicks for poultry farmers in the south-east and south-south Nigeria as well as reduce the risk of  mortality and stress in transportation  of DOCs and death of farmers in these  zones due to long distance journey of sourcing DOCs from other parts of Nigeria to the south-east and south-south of Nigeria.The company has staff strength of 102 personnel with various qualifications,  skills and  experiences.  The company presently  has Breeders  Farm, Hatchery  Development  (DOCs  production),  Broilers  Rearing  and  soya/feed  mills sections/departments.

1.10.5EastChase Aluminium Products Limited

East Chase is a very fast growing aluminium company in Nigeria, established in the year 2000. Their main product is aluminuim roofing sheet with staff strength of 50 personnel. They have two corrugating plants and a step tile machine. They also have a coating plant which increases thealuminium coil consumption to  approximately 500 tons with plans to become major players in this field in Nigeria in the nearest future.

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