Monno Ceramic Industries Ltd.

Company overview
Monno Ceramic is a ceramic tableware manufacturing companies in Bangladesh. Based in
Dhaka, the company was established in 1984 by the late Harunur Rashid Khan Monno. The
company owns and operates modern ceramic wares factory and produces high quality Porcelain
and Bone China tableware products and sells them in the local as Monno Ceramicsll as in foreign
markets. It has a production capacity of 22 million pieces. Products Porcelain, New Bone China,
Ivory China and Bone China tableware. Area served North America, Europe, Asia, Australasia
and Africa

Vision
Monno Ceramics see business as a means to the Monno Ceramicsll-being of the shareholders
and all other stakeholders, society as Monno Ceramicsll as the national interest as a whole.
Mission
Monno Ceramics Mission is to provide world class quality products to Monno Ceramics valued
customers, strictly maintain ethical standard in business operation.
Objectives
Monno Ceramic’s objectives are to conduct transparent business operation within the legal &
social frame work with aims to attain the mission with a quantitative/qualitative target in
business operation.

Balance scorecard

The balance scorecard mainly deals with fMonno Ceramics keys. Namely-
1) Financial perspective
2) Customer perspective
3) Internal process perspective
4) Employee knowledge and growth perspective

The balance scorecard is basically designed to express the financial outcome of the respective
company. Firstly, Information is collected and analyzed from Monno Ceramic’s aspects of a
business. First, learning and growth are analyzed through the investigation of training and
knowledge resMonno Ceramicsces. This first leg handles how Monno Ceramicsll information is
captured and how effectively employees utilize the information to convert it to a competitive
advantage over the industry.
Second, business processes are evaluated by investigating how Monno Ceramicsll products are
manufactured. Operational management is analyzed to track any gaps, delays, bottlenecks,
shortages or waste.
Third, customer perspectives are collected to gauge customer satisfaction with quality, price and
availability of products or services. Customers provide feedback regarding if their needs are being
met with current products.
Finally, financial data such as sales, expenditures and income are used to understand financial
performances. These financial metrics may include dollar amounts, financial ratios, budget
variances or income targets. These fMonno Ceramics legs encompass the vision and strategy of an
organization and require active management to analyze the data collected. Therefore, the balanced
scorecard is often referred to as a management tool, not a measurement tool.

Financial Perspective

Financial Management Policy

All financial policies like investments policy, dividend policy and financing policy is to
maximise the value of the organisation.
Dividend
The Board of Directors has recommended 5% Cash Dividend i.e. Tk.0.50 per ordinary share of
Tk. 10.00 each and 5% stock dividend for the year 2016-2017 which is subject to approval by the
shareholders in the ensuring annual general meeting. Upon yMonno Ceramics approval in this
General Meeting, the dividend will be paid to the Shareholders whose names would appear in the
Register of Members/CDS Record as on November 16, 2017 at the close of office
2017’s cost of goods sold was Tk.700.21 million as compared to last year’s cost of goods sold of
Tk. 667.55 million. Gross profit earned during the year was Tk.159.28 million as against last
year’s gross profit of Tk. 151.51 million. Net profit after tax earned during the year was Tk.2.72
million as compared to last year’s Net Profit after tax of Tk.2.18 million. The Ceramic Sectors of
the country has made a better market progress both at home and in global context. But economic
recession & other prevailing, Monno Ceramics could not earn more profit during the year.
Business Process Perspective

Corporate Focus
Monno Ceramics vision, Monno Ceramics mission and Monno Ceramics objectives are to
emphasise on the continuous development in making value addition to Monno Ceramics
products for producing the higher end products, to keep Monno Ceramicsll prepared for
competitive world market.

SWOT ANALYSIS –
A scan of the internal and external environment is an important part of the strategic planning
process. Environmental factors internal to the firm usually can be classified as 50 strengths (S) or
Monno Ceramicsaknesses (W), and those external to the firm can be classified as opportunities
(O) or threats (T). Such an analysis of the strategic environment is referred to as a SWOT
analysis. The SWOT analysis provides information that is helpful in matching the firm’s
resMonno Ceramicsces and capabilities to the competitive environment in which it operates. As
such, it is instrumental in strategy formulation and selection.
Strengths: MONNO CERAMICS’s strengths are its resMonno Ceramicsces and capabilities that
can be used as a basis for developing a competitive advantage. Examples of such strengths
include:  Strong brand names  Good reputation among customers  Cost advantages from
proprietary know-how Exclusive access to high grade natural resMonno Ceramicsces Favorable
access to distribution networks.
Weakness: The absence of certain strengths may be vieMonno Ceramicsd as a Monno
Ceramicsakness. Each of the following may be considered Monno Ceramicsaknesses:  High
cost structure  Lack of access to the best natural resMonno Ceramicsces  Lack of access to key
distribution channels  High cost for importing raw materials In some cases, a Monno
Ceramicsakness may be the flip side of strength. Take the case in which a firm has a large
amount of manufacturing capacity. While this capacity may be considered a strength that
competitors do not share, it also may be a considered a Monno Ceramicsakness if the large
investment in manufacturing capacity prevents the firm from reacting quickly to changes in the
strategic environment.
Opportunities: The external environmental analysis may reveal certain new opportunities for
profit and growth. Such opportunities include: 51  An unfulfilled customer need in some cases
Arrival of new technologies  Loosening of regulations Removal of international trade barriers 
A developing market such as the Internet.  Mergers, joint ventures or strategic alliances. 
Moving into new market segments that offer improved profits.
Threats: Changes in the external environmental also may present threats to the firm. Such
threats include:  Shifts in consumer tastes away from the firm’s products  Emergence of
substitute products  New regulations Increased trade barriers  A new competitor in home
market. Price wars with competitors.  A competitor has a new, innovative product or service. 
Competitors have superior access to channels of distribution.  Taxation is introduced on product
or service

Customer Perspective
RESEARCH AND NEW PRODUCTS DEVELOPMENT
As a part of Corporate Social Responsibility for Good Governance the company maintains a
team of scientific Porcelain Tableware experts who continuously conduct research &
development programs for improving quality of products, reduction of cost, adaptation of
products that are free of intellectual property rights and innovative products. These efforts have
enabled the company to add new products to its product lines every year to the benefit of the
common men of the country and the shareholders. The success in this field has secured the
leading position for the company in the Ceramic sector.
CORPORATE SOCIAL RESPONSIBILITIES (CSR)

The Board of Directors is also awoken of the Corporate Social Responsibilities (CSR) especially
in the areas of gender equality, race-religion-regional equality, non-employment of child
labMonno Ceramics, human rights, environmental pollution, social-marketing, social activities
(promotion of sports & culture, health care and population control programs, elimination of
corruption programs, participation in charitable activities etc. in non-partisan manner) right to
form and participate in Union under ILO convention, employment of disabled etc

Learning and Growth Perspective

HUMAN RESMONNO CERAMICSCES DEVELOPMENT

In order to improve productivity of human input, the company continuously provides formal and
informal training to the employees at every echelon of operation and management. During the
year under review 1,859 persons (note – 47.00) of employees working in factory as Monno
Ceramicsll as Head Office of the Company which will ultimately make great contribution to the
company’s profitability as Monno Ceramicsll as their own remuneration in due cMonno
Ceramicss

REPLACEMENT OF NEW MACHINERIES IN PLACE OF OLD MACHINERIES.

It is to be noted that due to some old machineries Monno Ceramics are unable to produce a
premium quality product in large quantities and maintain the reputation of quality and quantity of
product, to minimize the cost of production, to raise turnover and the demand of product both at
home and abroad, the Board of Directors decided to replace some old machineries with more
technologically advanced machineries in the factory during the previous year under review. The
new machineries are:
(a) Spray Glaze Machine - 1 set (b) Isostatic Flatware Press - 1 set. (c) Gas Generator - 1 set. (d)
Auto Clay Cutter – 10 sets. (e) Filter Press - 1 set. (f) Augger Machine - 1 set. (g) Vibrating
Sieve & Ferro Filter - 1 set.
The above new installed automatic machineries has transform Monno Ceramic’s factory to the
most technological advanced ceramic tableware manufacturer in South East Asia. Now Monno
Ceramics are in trail production. It will enhance Monno Ceramic’s production capacity upto 10%
(approx.). By this new facilities Monno Ceramics are able cater to all market demographics at
home and abroad.