Engro Fertilizers has begun to rewrite how it reaches the people who ultimately determine its fortunes: Pakistan’s smallholders and medium-scale cultivators. The company is rolling out direct-to-farmer retail outlets and pairing them with a programme to extend formal-sector credit to growers in partnership with Bank Alfalah. Together, these moves aim to reduce the layers of intermediaries that have long separated Engro from the farm gate – layers that add cost, blunt incentives, obscure demand signals, and often capture a disproportionate share of the margin between factory and field.
On the distribution side, management confirmed that Engro has opened four retail stores – branded “Engro Markaz” – since late 2024, with the explicit goal of ensuring the “smooth supply of products” directly to farmers. The stores augment the traditional dealer network rather than replacing it wholesale, but the strategic intent is clear: build a channel where Engro can set prices transparently, offer agronomic guidance, and tighten feedback loops on demand. The company has also adjusted trade terms and introduced targeted discounts – sometimes as much as Rs150 per bag – to support offtake when market conditions soften.
On finance, Engro is leaning on its own corporate relationships and credibility to bring farmers into the formal credit system. During the latest analyst call, management highlighted microcredit through Bank Alfalah as a centrepiece of its farmer-support initiatives, designed to lower the cost of capital and smooth working-capital gaps that routinely keep growers from applying the optimal dose of nutrients at the right time. The logic is simple: if cheaper, predictable financing is available at planting and top-dressing stages, farmers buy closer to agronomic recommendations, yields improve, and the company sells more fertiliser with fewer distressed discounts. The content in this publication is expensive to produce. But unlike other journalistic outfits, business publications have to cover the very organizations that directly give them advertisements. Hence, this large source of revenue, which is the lifeblood of other media houses, is severely compromised on account of Profit’s no-compromise policy when it comes to our reporting. No wonder, Profit has lost multiple ad deals, worth tens of millions of rupees, due to stories that held big businesses to account. Hence, for our work to continue unfettered, it must be supported by discerning readers who know the value of quality business journalism, not just for the economy but for the society as a whole.To read the full article, subscribe and support independent business journalism in Pakistan
