Sir Faran-1

University of Education LMC Business Research Project
Dedication:
This work is dedicated to Allah Almighty and His Prophet
Hazrat Muhammad (S.A.W.)
Shohda-e-Pakistan
And our Institution.
We also dedicate our work to those who seek knowledge, as
HAZRAT MUHAMMAD (S.A.W.) said:
‘’Seek knowledge as far as China’’
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ACKNOWLEDGEMENTS
It is a moment of great delight and inclination to finally see this work accomplished. Though,
this type of work is new for us but still, we are happy with the level of success, we achieved
at the end. At this stage, we feel it mandatory to acknowledge the help and support of people
without whom this work could not be made to the quality it is.
First of all, we are thankful and grateful to our respected parents who made it
practically possible to continue our studies at bachelors’ level so that we are offered to
participate in this type of project report, through which we have gained wonderful
experience. The completion of this assignment gives us much pleasure.
Whom this work could not be made to the quality it is.
In performing our project, we had to take the help and guideline of some respected
persons, who deserve our greatest gratitude. We would like to show gratitude to Sir FARAN
ALI for giving us a good guideline for project throughout frequent consultations. We would
also like to expand our sincere gratitude to all those who have directly and indirectly guided
us in this project.
Many people, especially our classmates and team members itself, have made valuable
suggestions on this proposal which gave us and motivation to improve our Project. We thank
all the people for their help directly and indirectly to complete our project.
AQSA ASHRAF
AROOJ FATIMA
AMNA ILYAS
AMEENA SEHROSHH
BEENISH SHABBIR
BISMA
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Contents:
Executive Summary …………………………………………………………………………………5
Brief Introduction to the Industry……………………………………………………………….……7
Industry Analysis…………...………………………..…………………..……………….…………..8
Sales Volume ….………………………...………………………………………………...…............8
Major Competitors………..……………………………………………………………...…………...9
Barriers to entry……………………………………………………………………………………… 9
Technological Trends………………………………………………………………..….…....…….…9
Modes of Marketing ………………………………………………………………...………………. 9
Effect of Government Regulations on Textile Industry…………………………………….…….…10
Consumer Preference…………………………………………………………………………..……10
Demographic Factors……………………………………………..………………..…………..……10
Seasonality……………………………………………………………………………………..……10
Key Financial Measure……………………………..……………………………………………..…11
Value Chain…………………………………………………………………...................………..…11
Export and Imports……………………………….………………………….………………….…...12
External Factors affecting Industry………………………………………….…………...……….…12
Overview of the Organization………………………….………………………………..…………..13
Mission……………………………………………………………….………………..……..……...14
Vision…………………………………………………………………...……………..…………….15
Director’s Profile………………………………………………….……..…………….……………16
Corporate Objective………………..…………………………………………………..……….…...17
Market Standing…………………………………….………………………………..…………..…17
Quality Policy…………………………..……………………………………………….…………..17
Competitors…………………………………………………………….…………….……………..18
Business Volume………………………………………………………………..…………..…........18
Product Lines……………………………………………………….……………..……………......19
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Organizational Structure…………………………………………………………..………………..20
Organizational Hierarchy Chart……………………………………………………….....………….20
Departmental Hierarchy…………………………………………………………………..…………21
Number of Employee ….………….…………………………………………....……………..........22
Main offices …………………………………………………………………………………...........23
Brief Introduction of Departments………………………………………………………….……….23
Marketing Functions ……………….……………………………………………………....……. 26
PEST…..………………………………………………………………………………….…..……...30
Competitive Analysis…………………………………………………………………………..........31
STP…….………………………………………………………….……………………....…………32
Human Resource Management………………….……………………………………..………..…..33
Recruitment Policy…………………………………………………………………………...……..36
Training & Development………………………………………………………………..………..…41
Performance Appraisal…………………………………………………………………………….. 44
Compensation and Benefits System……………………………………………………..………….44
Financial Analysis………………………………………………………………………..…….…...48
Ratio Analysis Interpretation…………………………………………………..……………...…..…50
Vertical Analysis…………………………………………………………………………….………55
Horizontal Analysis……………………………………………………………...……………..........57
Competitive Analysis……………………………………………………..…………………………59
Future Prospects of Nishat……………………………………………………..….…………..…….67
SWOT Analysis…………………………………………………………………………....…..…….68
Conclusion………………………………………………………………………….…………….….73
Recommendation………………………………………………………………………..…………...74
References & Sources………………………………………………………………...……..............75
Abbreviations……………………………………………………………………………….............76
Annexes……………………………………………………………………………………..............77
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Executive Summary
Nishat is not only the name of brand. First it starts its business as cotton exporting business
but now it becomes number one business group of Pakistan. Nishat which is a public limited
company deals with many core businesses like Cement, Textiles, Banking and Power
generation, Dairy, Insurance, Vehicles . Today, Nishat considered as a multinational company
who produce locally and quality conscious Products. A company who never compromises in
quality and brand. There is no power crisis just because the company has its own power
generation plants to provide electricity.
The company deals with spinning, weaving, dyeing, printing, and stitching units with a large
production capacity. Company produces billion of products every month and exports it in big
countries like USA, France etc. to earn foreign exchange. It is the number one exporting
company in Pakistan. Enjoying the government rebates given to the company due to largest
exporting company Nishat is expanding its business day by day.
Company has a certain objectives as mentioned in the report. The company follow the
principles of the organization and successfully achieve all the goals and objectives.
Nishat Mills Limited, face a big competitors internally and internationally. There are many
other name falls in textile, have broken the monopoly of NML. In China less production cost
challenging the Nishat Mills because production cost in Pakistan is very expensive as
compared to China. But NML is selling its billion products in international market just
because of its strong brand image and quality of products.
Company has 7 directors which is the basic requirement for every public company. Out of
these 7 directors and few are executive directors and all other non-executive. The company
follow the centralized system in which final authority is the Chairman Mr. Hassan Mansha
and CEO Mr. Umar Mansha who is also director of the company. Employees are not allowed
to participate and do work their own will.
All the work in department is done under a specific sequence. All the employees are
responsible for their own works. One department does its work and send it to other who need
it. The next department gets e-mail as well form the previous department. This process
follows daily and team work shows good achievement in organization.
Marketing department plays an important role as it covers all order queries and timely respond
to buyer. The department also calculates the sale price for these products. It plays the role of
bridge between the buyer and production unit and also help the buyer to cross the river of
misunderstanding. This department also responsible for promoting activities of the company.
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HR department started newly few years ago. Before G.M. was authorized to hire the
employees. But now hiring, firing, training, compensation and performance evaluation is
responsibility of HR manager.
In financial analysis discuss, how NML respond in different years. What was the trend
followed in the last three years. In critical Analysis, it is showed that how company respond
as compared to its competitor by the help of Horizontal, Vertical and Ration analysis. All the
different in trend can clearly observed by the detailed competitive financial analysis.
SWOT Analysis, shows all the strength and weaknesses. In the external analysis we discuss
the opportunities which are more than threats to the company.
Hence, in conclusion we decided that company is good in many field but not in all the fields.
To cover these weaknesses and the threats at the end of report there are few recommendation
as well.
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Pakistan Textile Industry
Textile Composite Industry Analysis
Overview:
The Textile industry is one of the largest manufacturing industry of Pakistan and it contributes
a lifeline of its economy, making textile and garments the largest industrial sector in the
country. Pakistan is fast emerging center for textile and garments trade and 8th largest exporter
of textile commodities in Asia. [1]Established capacity the textile industry of Pakistan has a
total established spinning capacity of 1550 million yarn, weaving capacity of 4368 million
square meters of fabric and finishing capacity of 4000 million square meters. The industry
has a production capacity of 670 million units of garments, 400 million units of knitwear and
53 million kg’s of towels. The industry has a total of 1221 units engaged in ginning and 442
units engaged in spinning. There are around 124 large units that undertake weaving and 425
small units. There are around 20600 power looms in operation in the industry. The industry
also houses around 10large finishing units and 625 small units. Pakistan’s textile industry has
about 50 large and 2500 small garment manufacturing units. Moreover, it also houses around
600 knitwear-producing units and 400 towel-producing units. It plays avital role in
contributing to the country’s economy through its industrial production, high employment
opportunities and bringing in foreign exchange with respect to globalization and economic
challenges.
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Industry Analysis
Industry-wide sales volume:
Textile industry holds approximately 60% shares in national exports. (Export items
including: yarn, gray cloth, finished clothes, towels & bed sheets & their major
customer are USA, France, EU, Japan & Hong Kong & now UAE also.)
It contributes 8.5% of GDP
It holds the manufacturing about 46%
It provides employment to over 40% of industrial labor force
It accounts for 40% of banking credit
GDP
8%
92%
Country GDP
Textile
The sector recorded a growth of only 0.78% in the previous year.
Trends in Sales volume:
Sales, gross profit, profit before & after taxes considered as yardstick of operational
performance of capital market. Sales of industry recorded as Rs. 1, 412, 73 billion, of which
local sales remained dominant with 98.96% shares of overall sales.
Year 2018 Billion Rs.

Sales and Profitability
Sector Local Export Total Cost of Gross Profit Profit
Sales Profit before after
Tax Tax
Over all 1,398.00 14.73 1,412.73 1,156.18 256.55 172.855 126.53
Textile 135.87 3.33 139.20 118.16 21.04 12.87 10.74
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Major Competitors:
The major players in the textile segment include Nishat mills limited, Azgard Nine limited,
Gul Ahmed textiles mills limited, Crescent Textile Mills, Chenab Textile, Kohinoor mills
limited, Sapphire Textile Mills limited, Masood Textiles Mills Limited. Some of the major
players in weaving and grey fabric manufacturers include Umar Group, Nishat Group, the
Nishat mills Ltd is dominating in the industry as compared to local players. There are several
competitors at export level & local market. Their export level competitors are Crescent
Textile mills Ltd, Kohinoor Textile mills Ltd, and Ishaq Textile mills Ltd and Chenab
Textile mills Ltd. The local market competitors of NML are Khadi, Gul Ahmad, Sapphire
etc.
NML is number one company within the local environment; it is basically leading the industry
in the following aspects:
Product design
Research & development
Persistence in product quality
Trained Manpower
The major competitors of the NML are Chenab textile and crescent textile mills. NML
competes with its competitors in terms of innovation, price and promotions.
The higher managers innovate the employees of NML by listening them and have started to
give them benefits and hence get the desired results.
Barriers to Entry:
The entry barrier in terms of required investment is high. Energy crises are a major issue in
Pakistan. Load shedding of gas and electricity and instant rise in the electricity tariff which
has reduced the production capacity.
Effects of Technological Trends:

Developed countries are using biotechnology and genetic engineering to increase the quality
and quantity of their cotton production. They are able to grow colored cotton, organic cotton
and several different varieties cotton to add value to the textile chain. As Pakistan textile ranks
as the 4th largest producer of cotton in the world, now it is focused on bio-technology to
implement fully, that not only reduce cost but energy consumption as well. And it also
importing machines from other country including digital printing machines. Efficient
information system which helps in making decisions to allocate financial resources in order
to cut down the cost of major operations and enhance the computer based services.
Modes of Marketing:
Specific related actions in a marketing plan might include increasing the number of industry
trade shows, exhibitions, fairs and conferences the company attends to identify specific
outlets, such as the International Exhibition on Textile Industry held annually in China.
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At present age, because of consumer’s empowerment, the result is that each industry/firm use
various media types to create new options for marketing plans. Now In addition to traditional
marketing plan strategies, e-marketing is also used for B2B, promotion of products is done
by using social media, outdoor media (guerilla marketing, digital billboards etc. ), direct
mailing and public relation in order to achieve marketing goals.
Effects of Governmental Regulations:
The Government of Pakistan regulate the textile sector by several regulatory bodies such as
APTMA, Ministry of Textile and Ministry of commerce and Trade. By imposing regulations
such as CUSTOM ACT 1969, SALES TAX ACT 1990. All textile industry have to full these
requirement for sales tax law etc. current government of PM Imran Khan assure the textile
industry of Pakistan providing full support such GSP plus status and tax-break.
Perception of consumer’ preferences:
There are many factors that can affect consumer tastes. Good advertising campaigns are
altering consumer tastes. More educated consumers are more global minded, receptive to
imports and more demanding. Consumer Demand for the quality and durability of the
garment has risen in recent year. People from different cultural backgrounds will tend to have
different tastes. As people’s incomes change, so can their tastes.
Demographic Factors:
The evolving face of fashion, advertising and youth’s rising inclination and interest towards
them has led to emergence of new lifestyle trends and patterns among Pakistani youth. Their
consumerist tendencies are being brought out through effective advertising, buying habits of
people, Ethical concerns and spending priorities are tilted towards dining out and on
consuming fashion know-how products. There is a huge demand for entertainment by youth
belonging to varying socioeconomic backgrounds. The textile and fashion industry is
responding to this demand by providing wide range of products and services to select from.
Thus, youth values, habits and ways of living are being transformed into a more liberal and
at the same time consumerist outlook.
Seasonality & Business cycle of Industry:
In Pakistan the cotton crop season runs approximately from August to March. Prices are
generally high from August to September & fall later on as supply increases.
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Key Financial Measures:
Key Financial Nishat Mills Kohinoor Crescent Textile Sapphire

Measures: Limited Industries Mills Limited Textile Mills
2018 Limited 2018 2018 2018
PKR (000) PKR(000) PKR(000) PKR(000)
Sales 53,729,124 10,855,746 11,314,000 28,896,327
Profit/loss After 4,097,127 239,056 8,000,000 1,595,059

Tax
Gross Profit/loss 5,550,446 1,303,011 1,100,000 3,536,240
Earnings per 11.65 4.70 0.11 79.42

share
Value chain of Textile industry:

[2]
Raw Material Apparel plants Distribute centers
TEXTILE PLANTS
• Spinning Retail stores
• Weaving
• Dying
• Printing
Accessories Customer
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Exports & imports of Textile industry:
EXPORTS IMPORTS
Cotton fabrics Textile machinery
Yarn Fiber
Textile pattern Silk yarn
Towel And other raw material
Textile waste
Home fashion
Hosiery
Woven fabrics
Sports ware
External Factors affecting Textile industry:

Problems faced by industry:
Lack of research and development, lack of modernize equipment, increasing cost of
production, energy crisis and lack of new investment.
Climatic condition:
The textile sector is largely dependent on the supply of raw material of the
agricultural sector and hence whatever happens to the agricultural sector like floods
will adversely affect the textile industry rendering it even more vulnerable to
environmental conditions.
Training:
Limited availability of trained technical staff to maintain and run machinery at full
efficiency is a constraint upon the development of Pakistan’s textile industry.
Education:
If the basic factors are present, unless value addition is not done on them, they will
not be productive enough.
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Overview of the Organization
History:
[3] Nishat Mills Limited is the flagship company of Nishat Group. In 1951. Then
in 1959 company was incorporated as private limited company. In 1961 it was listed on
Karachi stock exchange, in 1989 company was listed on Lahore stock exchange and in 1992
company was listed on Islamabad stock exchange. In 1996 it had acquired the operating assets
of Nishat textile limited and Nishat fabrics limited. Later on, it had acquired the assets of
Umar fabrics limited in 2005 and Nishat apparel limited in 2008. It is one of the most modern,
largest vertically integrated textile companies in Pakistan. It has 238,032 spindles, 794 Toyota
air jet looms, modern dyeing and processing units, and 4 stitching units for home textile,
garments and power generation facilities with capacity of 130 MW. The Company’s total
export for the year 2018 was Rs. 38.862 billion (US$ 353.03 million).
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Mission and Vision:
Mission:
To provide quality products to customers and explore new markets to promote/expand sales
of the Company through good governance and foster a sound and dynamic team, so as to
achieve optimum prices of products of the Company for sustainable and equitable growth and
prosperity of the Company.
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Vision:
To transform the Company into a modern and dynamic yarn, cloth and processed cloth and
finished product manufacturing Company that is fully equipped to play a meaningful role on
sustainable basis in the economy of Pakistan.
To transform the Company into a modern and dynamic power generating Company that is
fully equipped to play a meaningful role on sustainable basis in the economy of Pakistan.
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3[a] Board of Director’s Profile:
MIAN UMER MANSHA MIAN HASSAN MANSHA

He holds a Bachelor degree in Business He has been serving on the Board of
Administration from USA. He has been various listed companies for several
serving on the Board of Directors of years. He also serves on the Board of
various listed companies for more than Nishat Power Limited, Security
21 years. He also serves on the Board of General Insurance Company Limited,
MCB Bank Limited, Nishat Dairy Nishat Hotels and Properties Limited,
(Private) Limited, Nishat Hotels and Nishat (Aziz Avenue) Hotels and
Properties Limited, Nishat (Aziz Properties Limited, Nishat (Raiwind)
Avenue) Hotels and Properties Limited, Hotels and Properties Limited, Nishat
Nishat (Raiwind) Hotels and Properties (Gulberg) Hotels and Properties
Limited, Nishat (Gulberg) Hotels and Limited, Nishat Hospitality (Private)
Properties Limited, Nishat Developers Limited, Nishat Dairy (Private)
(Private) Limited, Limited, Nishat Automobiles (Private)
Nishat Agriculture Farming (Private) Limited, Nishat Agriculture Farming
Limited, Hyundai Nishat Motor (Private) Limited, and Hyundai Nishat
(Private) Limited etc. Motor (Private) Limited.
Mian Umar Mansha Chief Executive Officer

Mian Hassan Mansha Chairman
Mr. Khalid Qadeer Qureshi Director
Mr. Ghazanfar Husain Mirza Director
Syed Zahid Hussain Director
Mr. Farid Noor Ali Fazal Director
Mr. Maqsood Ahmad Director
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Corporate objectives:
To fulfil customer needs by producing quality products; To act with good governance;
To achieve sustainable and equitable growth; To promote diversity and ethical behavior; To
develop a dynamic team of professionals to achieve excellence and innovation.
Market standings:
Pakistan’s largest textile composite, Nishat Mills Limited released its result for FY18 recently
which saw the company persisting in the face of tough environment for the overall textile
value chain in the past year.
The top-line of the company grew at a moderate 3 percent on a year-on-year basis and growth
came from higher margin product mix. NML has been diversifying its product mix and has
developed new market linkages as well. The company expects its new dynamic garments
segment to augment its top-line.
However, other segments such as the weaving segment have not faced so well this year
because of the decline in prices due to oversupply of fabric in the local market. NML plans
to manufacture more technical and industrial fabric variants such as polyester and viscose, to
continue to diversify its product range. The spinning division also showed lackluster
performance on account of low yarn prices but high cotton cost.
Policy of Nishat Mills (Ltd):

We work together as a team for the implementation, don’t compromise on quality
and continual improvement of total quality system in order to achieve satisfaction of our
internal and external customers.
Overall Strategic Objectives:

To enhance the profitability of the Company.
To increase the overall efficiency and productivity of the Company.
To become the market leader by outshining the competitors and be an innovative
Company by introducing new ideas.
To expand sales to the global marketplace by anticipating customer needs and develop
and maintain strong customer base.
To monitor and improve internal processes to achieve efficiencies, improve
organizational structure and ensure the best use of available resources.
To follow the latest technology trends and their implementation in the Company to
enhance the overall productivity of the Company.
To promote awareness and best practices about environmental sustainability and
social responsibility.
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Competitors of NML:
NML is a public company incorporated in Pakistan. Nishat is engaged in textile
manufacturing. They deal with yarn, linen, cloth and other goods including fabrics made from
raw cotton, synthetic fiber and cloth.
Major Competitors of NML:
Crescent Textile Mills Ltd.

Chenab Textile Mills Ltd
Azgard Nine Ltd
Sitara Textile Mills Ltd
Gul Ahmed Textile Mills Ltd
Kohinoor Mills Ltd
Main Competitors of NML are:
Crescent Textile Mills Ltd
Chenab Textile mill
BUSINESS VOLUME:
PKR (000) PKR (000)
Items 1FY18 1FY17
Revenue 53,729,124 49,247,657

Cost of sales (48,178,678) (43,867,819)
Gross profit 5,550,446 5,379,838

Other income 4,102,639 4,259,666
Distribution cost (2,438,118) (2,367,862)
Admin expense (1,074,286) (1,128,721)
Finance cost (993,824) (915,072)
Profit before tax 4,957,127 5,020,342

Tax (860,000) (758,000)
Profit after tax 4,097,127 4,262,342
Earnings Per Share 11.65 12.12
Gross Profit Margin 10.33% 10.92%

Net Margin or Profit after Tax
9.23% 10.19%
margin
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Product Range:
There are six major product lines:
Spinning
Weaving
Processing
Home Textile
Garments
Power Generation
Home Textile sub divisions of Products:

Garments
Nishat Linen
Bed Linen
Tough Mask
Quilt Covers
Quilted Throw-over
Pillow Cases
Cushions
Curtains
Baby Sets
Table Linen
Embroidery
Bedspreads
Valances
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Organizational Structure:
Chairman
Board of Directors
‘’’’
Board Committees
Audit Committee
HR & Remuneration
Committee
Chief Executive Officer
Spinning Division HR Management
Weaving Division Internal Audit
Dyeing Division Finance & MIS
Home Textile Division Supply Chain

Management
Garments Division Corporate Secretariat
Power Division Production
Marketing
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Departmental Hierarchy:
Cheif Exective Officer
Department Head
(Director/C. F. O)
General Manager
Deputy Genarl Manager
Asst. Genral Manager
Manager
Sr. Deputy Manager
Sr. Asst. Manager
Asst. Manager
Sr. Officer
Supervisior
Helper
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Number of Employees in Nishat Mills Limited:

Number of employees are 22450 approximately according to 2018.
Main Office NML:

Head office:
7, Main Gulberg, Lahore.
Registered Office:
53-A Lawrence Road, Lahore.
Brief Introduction of Departments:
. • spinning
. • weaving
. • processing
• Quality control
dep.
• Cutting &
dispatching dep.
• Commercial dep.
• Export
marketing dep.
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Spinning Department:
Nishat Mills Spinning Division has over 238,032 spindles, which are
operationally organized into 7 spinning units. The entire machinery is from world-
renowned manufactures. All yarns made at Nishat are Ring Spun suitable for both
knitting and weaving. Besides the best Pakistani cotton, long stapled American,
Egyptian and US Pima cotton is also used for fine counts. Nishat spinning is one of
the most trusted brands in the market due to its efficient production and quality.
Spinning production capacity for both Cotton and Blended Yarns is 200 Tons / Day.
Weaving Department:
Nishat Mills Weaving division has 794 modern Air Jet looms which produce
approximate 11.3 million meters of fabric per month and makes it the largest weaving facility
of Pakistan catering to home textile and apparel fabrics.
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Quality Control Department:

First of all the people of NML checks the quality of yarn before taking it into the process.
At every stage specific characteristics are checked by quality control department.
Processing Department:
Because it actually provides the finish fabric product which is either sent to customer
either as a piece good or as made up after converting the fabric into the required stitched
product. The processing unit of NML comprises of the following department:
Bleaching Department
Finishing Department
Printing Department
Dyeing Department
Folding Department
Quality Control Lab
Digital Design Studio & Engraving Department
Sample Room
Production & Planning Department
Cutting Department:
In this department the fabric is cut according to the specifications & need. From the
cutting department the fabric is transferred to the store
Stitching Department:
Stitching department is one of the well-equipped machines department in the field of the
Textile in Pakistan that's why there are most of the loyal customers of the Nishat from all over
the world specially WALL MART. 724 helpers are daily wages working as quality checker
in the whole stitching department. 400 stitching machines in the whole stitching unit. Every
machine operator has a unique no to find out the any type of the fault.
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Dispatch Department:
It is responsible to dispatch all types of Export after packing. It depends on the marketing
department when it should be dispatched. It’s not necessary to dispatch daily.
Commercial Department:
It is the duty of the commercial department to arrange all the equipment needed in the
stitching unit for every bulk order. The products which are the responsibility of the
commercial department includes label, fusing, polyester rope, stiffener, insert card, poly bag,
stickers, size stickers, identification sticker, barcodes, security codes etc.
Export Marketing Department:
NML Marketing has a very strong liaison with their customers around the world.
That's why NML has different segments on the basis of different regions like North America,
Australia and Europe. Every region has a different Export Manager and its whole staff. The
marketing responsibility is not only to just sales and marketing it has also to find out new
horizons and new ways. That's why Managers visit to new Markets around the world.
Comments on Organizational Structure:
Organization Structure is strong and well organized.

Proper Departmentalization present in Nishat.
Sufficient work load on employees.
Proper check and balance on production.
Excellent security supervising
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Marketing Analysis:
Marketing Functions:
Marketing mix is unified by the 4p's.
Products/Services offered
Pricing strategies
Place
Promotion
Products:
The managers of the Nishat Textile Limited trying to take the decision about products quality,
design, functionality and warranty as well.
Pricing strategies:
The Nishat Textile for the survival will have to reduce the prices and they are trying to do
this because they have the higher prices as compared to the competitors and this is because
of high cost of production.
Place:
It's about the Nishat Textile transportation, order processing, warehouse and logistics as well.
At a national and international level NML trying to reduce the expenses and this would be
helpful to increase the margin profit.
Promotion:
Customers are everything so NML trying to focus more on the customer-based policies so
that the customer's confidence can be won.
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Critical Analysis:
For Marketing:
Analysis of micro environment of the Nishat
Analysis of the macro environment of the Nishat
Competitor analysis
STP (Segmentation, Target Strategy, positioning)
Detailed of Critical analysis for marketing:

Micro Internal marketing environment:
Competences and Capabilities (5M'S):

The internal market environment consists of money, men, machinery, minutes and
materials. The description is as follows.
1) Machinery:
NML is using the latest machinery with latest technology. "Since 1997-98 textile
machinery has been imported when a bumper cotton crop was harvested, and the Textile
Industry reaped massive profits due to lower input cost. More than 9 billion (PKR rupee) have
been invested in the last five years for the import of spinning machinery. Nishat imports
machinery from all the developed countries."
2) Money:
Nishat mills limited is one of the profitable organizations in Pakistan with profit
of almost 4,097,127 after tax in FY2018.
3) Material:
For the high-quality production high quality material is used. As the various functions
are performed like spinning, weaving, stitching, dyeing, sourcing, bleaching and printing and
other as well. So high quality of production factor is used.
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4) Minutes:
As the latest machinery is used, it helps to produce the products on time and
customers are facilitating as well.
5) Men:
It has hired the skilled labor which contributes a lot in success. The higher authority has been
taken from the all over the world.
Analysis of Micro External Marketing Environment:
Micro external environment enables an organization to have a good knowledge of the forces
which can cause problems for the organization from outside the organization.
Porter Forces Model:
“Five forces model is helpful to analysis an industry’s competitive environment. In all

industries, the rules and nature of competition are alive in a five forces framework (FFF). The
Porter’s 5 Forces model is a very simple but the powerful tool which helps to understand the
business situation. This model enables an organization to understand both current competitive
situation and the position which you are looking for.
1. The bargaining power of suppliers

2. Threat of new entrants.
3. The bargaining power of buyers.
4. The threat of substitute
5. The rivalry among the existing competitors" (Porter, 1985, 1990).
The Porter's 5 Forces model is a very simple but the powerful tool which helps to understand
the business situation.
Supplier’s Bargaining power:
Supplier bargaining power is affecting the Nishat mills profit. Because of inflation the prices
have gone up and the raw material as well. So this powerful bargaining hitting the profit of
NML.
Page | 28
New Entrance threat:
This is a threat which every organization faces. Keeping them save from this threat they use
a scale of economies so that the cost can be reduced and product differentiation can be
maintained.
Buyers Bargaining power:
Bargaining power of the buyer is helping to reduce the profit ratio of the NML because they
want discount in the products and insist for the more which is helping to minimize the margin
ratio.
Substitute’s threat:
Substitute products are available in the market and creating the problems for the Nishat textile
mills. So such kind of threats are available both at national and international market.
Rivalry between existing competitors:
This is strong threat to the company’s profit ratio and market goodwill. Both nationally and
internationally the competitors are very strong and beating to each other in everything. So
this is the strongest threat for the NML and they will have to consider it as a first priority
threat for the survival.
Page | 29
PEST Analysis:
Political Instability:
The political situation of Pakistan is not satisfactory. Due to the rapid change in the
Government every government sets its own new trade policies. Govt. should apply
sustainable policies for the beneficial of the exporters as well as the investors.
Economic Situation:
The economic condition of Pakistan can also affect the foreign investors increasing inflation
rate make the cost of production high and thus reduce the profit margin of the investor.
Social Situation:
The change in the lifestyle of the people affects the growing demand of the NML products.
The change in the lifestyle and needs in different demographics also affect the demand of the
customers. Due to all these changes NML is performing excellent for the excellence
organization as well as for the customer.
Technological Factor:
Technological advancement in all the sectors of the country has changed the entire socio-
economic environment. Especially in the textile sector there is a lot of technological
development. NML Excellent computerized machines and devices are installed in the NML
has made extension in its present setup by installation of well advanced technology imported
from Japan China and France.
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Competitor Analysis:
The major competitors of the NML are Chenab Textile and Crescent
Textile mills. NML competes with its competitors in terms of innovation, price and
promotions.
Compete by Innovation:
The higher managers innovate the employees of NML by listening them and
have started to give them benefits and hence get the desired results. NML has good strategy
of innovation over the competitors.
Compete by Prices:
Price is the very important factor and NML trying to reduce the cost and prices
will go down automatically. This price strategy helps NML to become the industry leader in
Pakistan.
Compete by Promotion:
The employees are being promoted on their performance level within a fix
period while the competitor's employee need more time to be promoted.
No. of employee under Marketing Department:

There are 256 Employees working under Marketing Department.
Page | 31
STP (Segmentation, Target Marketing, Positioning Strategy)
Segmentation:
Segmentation is explained as "the subdivision of a market into discrete subsets of
customers". [Kotler, 1976, p. 144]. It is helpful to have a good idea of the need of potential
customers of the company. If it is done properly and in a good way, would be beneficial to
assure the highest return for your sales or marketing Expenditures. It depends on the following
points:
Customer
Product
Brand
Target marketing:
Target marketing needs a market plan to hit the market. Target marketing is in
between market segmentation and market positioning. It can be explained better in the four
following points.
The market targeting means who will buy your product/service.
The need your product means why and how the people will use your product or
service.
Improvement of the product or service. So the Nishat mill is targeting the market of
industry by geographic, demographic, psychographic and Behavioral.
After the identification of segmentation, the managers make decision of taking the
opportunities considering the prime target and secondary target but the target marketing of
NML wants to hit the weaving sector which contributed a lot in the revenues of NML. So,
this is the specific sector of NML where it wants better results and high-quality products are
essential.
Positioning strategy:
After selecting the target market, the next stage is to decide how company wants to hit
the chosen segmentation. NML has decided to hit the cotton industry in all over the world by
reducing the cost because china, India has the lower rates than the NML. So the low rates and
better quality is the demand of customer and company.
Page | 32
Human Resource Management
Critical Analysis:
HR Policies and Practices being followed by the Nishat mills limited:
Human resource department is the key department in any organization same is the case with
Nishat textile mills limited Lahore. HR department has to look after all the important
activities. It is responsible for the process of hiring, firing, training, development and all other
related activities carried out. Human resource department is also responsible for the process
of designing and evaluating the jobs and determining pay structure for the jobs.
JOB ANLYSIS:
Job Analysis
Job Specification job Evaluation Job Discerption
In the job analysis, HR Department of Nishat mill play the key role in the job documentation,
respective duties and responsibilities. They thoroughly collect, evaluate, and organize the
information about jobs.
1) JOB SPECIFICATION:
Qualification of employee
Experience of employee
Training or development needed for the particular job
Personal attributes required for the job
Interpersonal skills and communication skills.
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2) JOB EVALUATION:
Complexity of the Job.
Job analysis How much Stress one can Bear.
Available Budget for Compensation.
Experience Required for the Job.
Company Need for the Employee.
Abilities required performing a Job.
METHOD USED FOR JOB EVALUATION:

According to Nishat mill limited the method used for Job Evaluation are following:
Classification Method
Ranking Method
Point Method
Nishat mill limited use Classification Method when an employee is performing well and
has a chance to get promoted with the same position but at higher level.
On the other hand, Nishat textile mills limited believes that their hierarchy is flat in nature.
Due to which they consider that the pays vary according to the position of the Hierarchy. The
top management will get more salary as compared to employees of middle management.
Job Descriptions:
After collecting information HR manager produce job description. Job description is written
statement of what the worker actually does, how he or she does it, and what the job’s working
conditions are.
In Nishat mills limited there is no standard format for writing a job description. However,
most descriptions contain section that covers:
1) To whom the employee is responsible?

2) What are the Job Grade, title, and location of the job?
3) Job Summary and duties. It briefly describes the duties of the employees,
responsibilities, brief introduction of the job?
4) Working conditions. In this section of description, travel requirements and some other
features of the job is described?
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Methods for Collecting Job Analysis Information:

There are various ways to collect information on the duties, responsibilities and activities of
job. In Nishat mills limited they use interview, questionnaire and observation. These methods
are implemented as follow:
By the Interview:
In Nishat mills limited Human Resource Department conduct job analysis interview to find
the capable information from the employee. The interview is mostly conducted by the employ
time by time and analysis the job of the all the employee. That is difficult for the HR manger
that he is conducting the interview from all the employ and then analysis the job of the
employee.
By Observation:
Observation method is easy for the HR manger from the interview in this method the manger
only looks after or observe the entire employee within a short period of time. In Nishat mills
limited some jobs are analyzed through direct observation of HR manager e.g. assembly line
worker and accounting clerk.
By Questionnaires:
In this procedure HR manager fill out questionnaire from employees to describe their
job-related duties and responsibilities. They use structured format for questionnaires and
also use open ended questions.
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Recruitment Policy:
An organization's recruitment policy provides the framework for recruiting action and reflects
the organization's recruitment objectives. It details the overriding principles to be followed
by management in general and by HR manager in particular.
Recruitment and Selection Process:

In Nishat Mills the recruitment process starts when a there is a vacancy and employee is
required. The job requirement is forwarded to the HR Department by the head of the particular
department. HR department then use two approaches to hire these employee internal
recruitment and external recruitment.
Recruiting: Applicants Use selection

Build a pool complete tools; tests to
Employment of candidates application screen-out
planning & form applicants
forecasting
Candidate Director or department head interview

becomes final candidates to make final choices
employee
Recruitment is the process of finding and attracting capable applicants for employment. In
the Nishat textile mills limited Lahore, obviously responsibility of recruitment lies on
Personnel Department. They adopt the following procedure for recruitment. Nishat mill
limited has standard a list of jobs that are filled in accordance with international standards.
However, these lists are not permanent and new jobs are added to it keeping in view the
changing needs of the workforce. A new vacancy in Nishat textile mills limited may arise
because of the need to replace the retiring staff, dismissed staff, promoted staff or replacing
an employee on job rotation.
Types of Recruitment:
Page | 36
1-Internal Recruitment:
Job Posting:
Advertising of job openings to current employees via notice boards, newsletters, or
personal letters. Filling a job opening from within the firm has the advantages of stimulating
preparation for possible transfer, or promotion and increasing the general level of morale. The
first and foremost preference of Nishat Mills is to hire the employees through internal
recruitment and giving existing employees more chances to develop their career. For this
purpose Nishat Mills firstly use Internal Job Posting to fulfill the vacant seat.
Replacement charts:
A visual representation, of which employee will replace the existing incumbent in a
designated position when it becomes vacant. In Nishat Mills replacement charts are used
rarely.
2-External Recruitment
To search the employee to fulfill the vacant seat outside the organization is called external
recruitment. HR Department can use various approaches to locate and attract external
candidates like Government agencies, private employment agencies, recruiting consultants,
executive search firms, and educational institutions.
Nishat Mills run the external recruitment campaign itself and do not use the other sources
like agencies and search firms.
For external recruitment the candidate fills the following conditions.
No candidate under the age of eighteen will be considered.
To avoid conflict of interest, hiring of close relations.
However, candidates falling in this category who have exceptionally good
credentials may be considered.
Sources used for external job recruitment:

Following are the some sources of Job Recruitment in Nishat Mills:
By Advertisement
By Internet
By Employment agencies
By Application
1-Advertisement:
Advertisements are placed in various newspapers. More information about the
company and job specification is included in the ad to present some self-screening. Nishat
Mills use print media for advertisement because they think most of the people don’t have
Page | 37
knowledge about computer or internet and they can easily find job advertisement in
newspaper.
2. Internet:
Internet is very easy method for the external recruitment but that is costly for the
company in which the company pay the employee agencies for the recruitment. In Nishat
mills limited most of the time job ads are given on internet because today most of the people
use internet. In this way they got relevant resume and many of which include the necessary
experience for required post. They use many other sites for job ads like
www.expatriates.com
www.bayrozgar.com
www.careerberg.com
3. Employment agencies:
In Nishat mills limited recruitment is also made with some employment agencies
in Pakistan. These agencies recruit some experienced jobs and managerial jobs. These
employment agencies help the all the company those wanted to hire the persons and want to
hire those people who are competent and having a great experience.
4. Application:
Through application the candidate personally fills the application and send to the
company for the post which is required by the company. Applicants may apply online by
registering with the web-based recruitment portal. However, when considered for a specific
position, they will be required to fill the standard application form of the Company.
Selection Process:
Following steps are followed in the selection process.
1-Reception of Applicant
2-Preliminary Interview
3-Application Form
4-Tests
5-Interview
6-Background
7-Preliminary screening by HR Department
8-Final selection by line managers
9-Medical Examination
10-Placement on the Job
Page | 38
Detail of Selection Process:

1-Reception of Applicant:
The importance of giving the applicant a favorable impression at this stage cannot be
overstated. Rudeness, disinterest or discrimination at reception may cost the organization a
good applicant and foster negative attitudes about the company and its products. Nishat Mills
give high importance to the first step in selection process which is reception of applicants.
The staff makes such a friendly environment at this stage that does not make any negative
thinking about the company even if the candidate is refused for further processing. This
usually uses indirect way to candidate about refuse.
2-Preliminary Interview:
In Nishat Mills preliminary or initial screening interview is used to check quickly on
language skills, qualifications, willingness to do shift work, union membership and the like.
In Nishat Mills preliminary interview is typically brief and centered on very specific job
requirement. However, has carried out in a courteous, non-discriminatory and efficient way.
3-Application Form:
After preliminary interview or initial screening Nishat mills receives the applications
from the candidates who have cleared the initial screening step. The application form of
candidate is a valuable tool in screening out unqualified applicants. The HR Manager
considers the qualification, experience and other job related data provided in application
form.
4-Test:
In Nishat mills test is used to access the match between application and the job
requirement. The most used types of test in Nishat Mills are following:
Aptitude Test
Intelligence Tests
Personality Test
The most frequent method used to take the tests is computer-based tests but written tests
are also taken rarely in Nishat Mills.
5-Interview:
There are three types of interviews take by the Nishat Mills
Page | 39
Initial Interview:
The initial screening interview is taken by the HR Manager. The only purpose of
initial screening interview is to access the language skills, qualifications, and willingness to
do shift work.
Panel Interview:
In Nishat Mills the Panel interview is the next step for the candidates who have
successfully passed the tests. In Nishat Mills panel interview is taken by three managers
1-General Manager
2-HR Manager
3-Head of the Department
Unstructured Interview:
Nishat Mills do not use a programmed outlines or questions to be asked from

candidate but the take the unstructured interview and interviewer can ask any thing which he
thinks is necessary.
Criteria for Selecting Candidate in interview:

Following is the criteria for selecting candidates in Nishat Mills based on:
Communication Skills
Present Personality
Educational Background
Skills and Competency
6-Background:
After interview the Nishat Mills HR Department staff checks the backgrounds of
the successful candidates through the references provided by them. The background is
investigated to ensure that candidate have a fair character and is not involve in any criminal
activity.
7-Preliminary screening by HR Department:

HR Department completes all the works assigned to it and finally do a preliminary
screening. This screening is based on the overall results of the candidates. A list of successful
candidates is made, and the maximum no of toppers are screened as per required by the head
of department. The list of selected candidates is than forwarded to the particular Head of the
Department.
Page | 40
8-Final selection by line manager:

The list of selected candidates by HR Manager of Nishat Mills is given to the Head
of the particular department and now Head of the department is the final authority to select
the candidate.
9-Medical Examination:
After the candidates have been selected by the head of department, medical
examination of the selected candidates is taken by Dr. of the Nishat Mills. This is a check to
ensure that employees do not have any contagious disease and to save other employees from
this disease.
10-Placement on the Job:

After passing each and every selection step Nishat Mills the successful candidates
are given the job letter which indicated their job title, work timing, starting date and salary
package.
TRAINING AND DEVELOPMENT:
Employee Orientation:
Once the selection process is completed, new employees are oriented in order to become
productive contributors. According to the Personnel Manager, Orientation not only improves
the rate at which the employees are able to perform their job but also helps employees satisfy
their personal desires to be part of the Nishat textile mills limited social fabric. Nishat mill
feels responsibility for orienting the employees so that they can become familiar with
organizations environment and working procedure easily. Personnel manager gives brief
introduction about the job which the new employee will perform and then they are oriented
to their respective departments.
Page | 41
Brief introduction of Nishat mills limited

Complete Company profile
Organization
Product profile that’s made by the company
The working hours
Head office
Plant
Canteen mess
Traveling
Important telephone number
And also, for the orientation the company will giving the employee hand book to the
employees which have complete information about the company.
Training and Development:

Even after a comprehensive orientation and proper job placement, new comers in the
company are not able to perform satisfactorily. So, they require training which help
employees to do their job satisfactorily and moreover the benefits of training may extend
through out person's entire career and it helps develop that person for future responsibilities.
At Nishat mill the emphasis is on development of the employees to help the individual handle
future responsibilities. At Nishat mill there is a full fledge training department to conduct the
training and monitor the training programmed.
Methods of Training:
The Nishat Mills adopts many different training programs for enhancing the skills of its
employee. In Nishat Mills following methods are used for employee training
On job training
Off the job training
On Job Training:
Making teams of new employees with a few old specialized Employees.
Acquaintance with day to day procedures
Contribution to overall productivity.
Lower cost
Lower Time
Off Job Training:
In housing training done at once a year
Provide proper learning environment for employee s
Specialist trainer hired
For employee training and development to be successful, Nishat Mills do
following things:
They provide a well-crafted job description- it is the foundation upon which

employee training and development activities are built.
Page | 42
Provide training required by employees to meet the basic competencies for the job.
This is usually the supervisor's responsibility
Develop a good understanding of the knowledge, skills, and abilities that
the organization will need in the future staff.
Explain the employee development process and encourage staff to
develop individual development plans.
.I n t h e d e v e l o p m e n t p r o c e s s N i s h a t a l i g n s t h e i n t e r e s t a n d s k i l l s w i t h
t h e n e e d o f organization. It means carrier must be managed strategically so the
skills demanded by the organization’s strategic business objectives are
understood and a work force with the matching profile of skills is developed.
Training in Nishat mills limited:
Nishat trained employees during their job, the person who is head of the department
responsible the training of employee. Although when an employee is hired his basic education
matter a lot, but there is huge difference between practical and education.
Training in Nishat mills limited is basically of two types.
Training to new employees

Training to existing employees
Training to new employees:
When the company select the fresh candidate from the market those candidates are not well
trained from the job as well as the working condition for this purpose the company will
organizing the training for the new employee and trained them because they are given good
result for the company that is good for the company as well employee. Nishat mills limited
basically has a general induction-training plan for newly employed people. After induction
training the employee has been shifted to the department he was employed for, to go through
departmental training and the training of other relevant departments whom he has to interact
in his day-to-day activities
Training to existing employees:
Training to exiting employee also is given in Nishat textile mills limited because these
employees in not know about the computerized machinery. To introduce that new technology
to the old employee the company will be given the training to his old and exiting employee.
Page | 43
Performance Appraisal:
Department head of each department evaluate his subordinate and report to Main Department
Head.
There are three types of methods that Nishat use for evaluation of its employees.
360-degree appraisal system:
In Nishat mills limited mostly they have hired a Supervisor for appraising the employees
having a log of employee’s good and bad behavior during a particular period of his job and
they review the performance
Check Yearly performance

Through Performance ratting
IT Software:
This the software made by Research and Development department who
automatically evaluate the work performance of employees by the speed of their work done.
As we discussed above that every person is responsible for his own work where there is bottle
neck situation the system notify automatically that which employee is not working properly.
Ask Manager:
One another hand, company HR department tells us the manager is
answerable about the performance of their subordinates and the whole Department.
Compensation and Benefits System:
N i s h a t Mi l l s u s e co m p e n s a t i o n p r o c e ss i n w h i c h N i s h a t M i l l s w a n t s t o
s a t i s f y t h e individual need of employees and to make the employees work with
the organization. The company use cash and noncash rewards to motivate its employees.
Nishat mill has developed grades for rank and file workers and have structured Pay
Scale according to labor market and competition within the hospitality industry of Pakistan.
The compensation for executive and secretaries is negotiable depending on the abilities and
performances.
Page | 44
Free
Increments
transport
Medical Promotion
facility
Free
housing
Compensation and
Benefit system
Bonus
CPL
FEATURES OF COMPENSATION SYSTEM AND SOCIAL

SERVICES:
The company uses the following ways to retain the employee.
Promotion:
Promotion is direct shift only to the next level from the current grade, the Employee’s
performance is evaluated and if his performance is above average he is given promotion. In
Nishat two things are counted to give promotion.
1-Experience
2-Performance
Increments:
The company decides at the end of the financial year, according to its financial condition,
whether increments should be given or not. Once the increment is decided, it is effective
from January of each calendar year.
Page | 45
Free transport:
Nishat Mills provide free transport to local employee and also to their children
for school.
Medical facility:
Nishat Mills provide free medical facility to workers depending upon

the position/rank of the employee.
Free housing:
They give the facility of free accommodation for all level of employees, again the
facility is provided according to the position.
Bonus:
Nishat mills provide bonuses to its employees to motivate them.
Compensatory paid leave:
Leaves are compensated by overtime working.
OBJECTIVES OF COMPENSATION:
Compensation needs to be high enough to attract applicants.

Retain present employees.
Compensation management struggles for internal and external equity.
Comply with legal regulations imposed by government.
Information that gets from Company:

HR dept. performs the functions of Admin Department because a separate admin department
does not exist in Nishat Mills Limited. HR performs the following functions:
Admin
Security
Documentation verification
Payroll
In Nishat Mills Limited every Department’s Manager hire employee for related job by his
own self and mostly prefers references.
Page | 46
No. of Employee in HR Department:

There are 493 Employees working under HR Department.
Sub Department of HR:
HR Department
Gate Entry Training

Admin Security Time Office
Office Department
Page | 47
Financial Analysis
Income Statement
Balance Sheet
Ratios
Vertical Analysis
Horizontal Analysis
Income Statement FY2018 FY2017 FY2016

---------- (PKR in ‘000) ---------
Sales 53,729,124 49,247,657 47,999,179

Cost of goods sold (48,178,678) (43,867,819) (42,759,788)
Gross profit 5,550,446 5,379,838 6,239,391
Selling expenses 2,438,118 2,367,862 2,137,894

Administrative expenses 1,074,286 1,128,721 1,092,406
Other expenses 189,730 207,507 316,886
Total expenses 1,848,312 1,675,748 2,692,205
Operating income 5,950,951 5,935,414 6,771,259

Other income 4,102,639 4,259,666 4,079,054
Income before tax 4,957,127 5,020,342 5,725,038

Income tax (860,000) (785,000) (802,000)
Net income 4,097,127 4,262,342 4,923,038
Page | 48
Balance Sheet FY2018 FY2017 FY2016
--------- ( PKR in ‘000) --------
Assets
Non-current Assets
Property, plant & equipment 28,180,049 27,767,699 24,715,095
Investment properties 464,896 466,935 472,765
Long term investments 44,757,279 60,008,322 55,399,080
Long term loans 221,481 167,526 97,762
Long term deposits 69,643 121,646 63,687
Total non-current assets 73,693,348 88,532,128 80,748,389
Current assets
Stores, spare parts & loose tools 1,714,031 2,106,878 1,269,509
Stock in trade 12,243,652 12,722,712 9,933,736
Trade debts 4,029,789 2,245,620 2,253,369
Loans and advances 4,848,088 6,442,363 6,111,644
Short term deposits 90,616 60,454 65,433
Other receivables 3,420,370 2,828,285 2,023,092
Accrued interest 9,792 11,917 13,662
Short term investment 2,581,520 2,535,973 2,065,217
Cash & bank balances 104,827 43,945 2,115,168
Total current assets 29,042,685 28,998,147 25,850,830
Total assets 102,736,033 117,530,275 106,599,219
Liabilities
Current liabilities
Trade & other payables 6,416,602 5,762,119 5,737,896
Accrued mark-up 109,378 110,751 113,320
Short term borrowing 12,507,590 14,697,393 10,475,657
Current portion of non-current liabilities 2,144,900 2,093,024 1,980,768
Unclaimed dividend 81,746 75,271 1,245,400
Total current liabilities 21,260,216 22,738,558 19,553,041
Non-current liabilities
Page | 49
Long term financing 5,190,839 5,245,629 4,629,456

Deferred income tax liability 571,833 783,292 261,567
Total non-current liabilities 5,762,672 6,028,921 4,891,023
Total liabilities 27,022,888 28,767,479 24,444,064

Stockholders' equity
Capital stock 3,515,999 3,515,999 3,515,999
Retained earnings 72,197,146 85,246,797 78,639,156
Total stockholders' equity 75,713,145 88,762,796 82,155,155
Total liabilities & stockholders' equity 102,736,033 117,530,275 106,599,219
Ratio Analysis:
Liquidity Ratios: current assets/current liabilities

Ratios that measure a firm’s ability to meet its short term obligation.
Statement of financial position FY2018 FY2017

PKR (000) PKR (000)
Current Assets
Stores, spares and loose tools 1,714,031 2,106,878
Stock in trade 12,243,652 12,722,712
Short term investments 2,581,520 2,535,973
Other current assets 12,503,482 11,632,584
Total current Assets 29,042,685 28,998,147
Current Liabilities
Short term borrowing 12,507,590 14,697,393
Current position of long term liabilities 2,144,900 2,093,024
Other current liabilities 6,607,726 5,948,141
Total current liabilities 21,260,216 22,738,558
Current Ratio 1.37 1.28
Inventories 13,947,931 14,900,241
Acid test (quick) Ratio 0.71 0.62
Page | 50
Interpretation of Liquidity Ratio:
• Current ratio indicates that every PKR 1 of current liabilities is cover by PKR 1.37 of
current assets. Current Ratio shows the ability to cover its current liabilities with its
current assets. Current Ratio increased which is beneficial for the organization.
• Acid test (quick) ratio indicates that PKR 1 of current liabilities is covered by PKR
0.71 current assets without selling its inventory its means that a firms currently cannot
meet its liability without its available inventory.
Profitability Ratios:
Ratios that relate profits to sale and investment.
Statement of financial position 2018 2017
PKR (000) PKR (000)

Cost of goods sold 48,729,124 43,867,819
Net sales 53,729,124 49,247,657
Profitability in relation to sales Ratio 0.09% 0.11%
Profit after taxes
4,097,127 4,262,342
Total Assets 102,736,033 117,530,275
Profitability in relation to investment
Ratio 0.03% 0.04%
Interpretation of Profitability Ratios:
• Profitability in Relation to Sales this ratio is decreases which is not a good sign
because it shows that although the company’s net sales are increasing but a well as its
CGS also increases which is not good for firm’s Profit.
• Gross profit margin which is available to cover operating expenses and generate
profit.
• Profitability in Relation to Investment comparing with previous year it reflecting not

a good return on investment or the ability of assets to generate them.
Page | 51
Financial leverage (Debt) Ratios:

Ratios that show the extent to which the firm is financed by debt.

PKR (000) PKR (000)
Total debt 519,392,175 524,588,124
Shareholders’ Equity 75,713,145 88,762,796
Debt-to-Equity Ratio 6.86 5.91
Total Assets 102,736,033 117,530,275
Debt-to-Total-Assets Ratio 0.26% 0.24%
Interpretation of Leverage Ratio:
• Debt to Equity ratio indicates that creditors are providing PKR 6.86 of financing for
each PKR 1 provided by shareholder. It also shows that what ratio of debt used in
100% equity.
• It has increased which means the debt on company has increased which is not a good
sign but as Nishat is Public Limited company this much ratio is not much bad.
• Debt-to-Total-Assets Ratio indicates that the 26%of the company assets are financed
with debt and remaining 74% with assets.
Coverage Ratios:
Ratios that relate the financial charges of a firm to its ability to service, or cover them.
PKR (000) PKR (000)
Earnings before interest & Taxes 4,957,127 5,020,342
Interest Expense 860,000 758,000
Coverage Ratio 5.76 6.62
Interpretation of Coverage Ratio:
• Coverage Ratio indicates that the company has ability to cover its interest coverage
ratio 5.76 times with its operating income (EBIT).
• It shows that company’s interest expense has increase and EBIT decrease which is not
a good due to which it might be possible that company profit would decrease.
Page | 52
Activity Ratios/ Turnover Ratio:
Ratios that measure how effectively the firm is using its assets. It is also known as
efficiency or turnover Ratio.

PKR(000) PKR(000)
Net credit sales 58,556,734 61,911,159
Receivables 3,420,370 2,828,285
Receivable turnover Ratio 17.12times 21.89times
Receivable turnover in Days 21.32 16.67
Cost of goods sold 48,178,678 43,867,819
Inventory 13,947,932 14,900,241
Inventory turnover Ratio 3.86times 3.87times
Inventory turnover in Days 94.56 94.32
Total Assets 102,736,033 117,530,275
Net sales 53,729,124 49,247,657
Asset turnover Ratio 0.52% 0.42%
Interpretation of Turn over Ratios:
• Receivables turnover ratio indicates that if the company makes net credit sale of PKR
1 then it recovers only its only 17%. Which is not a good sign because it shows that
the firm’s is unable to collect its receivable efficiently.
• Receivable turnover in day’s increase which means that firm’s is not collected their
receivables on time.
• Inventory turnover shows that after every 3.86 times the inventory turned into sales
during this year. It decreases in FY2018 as compared to FY2017 which is a good sign.
• Inventory turnover in days increases which also not a good sign it shows that the firm
in not efficiently managing inventory.
• Increase in Total Asset Turnover ratio shows that how much Nishat earn against a
single rupee invested in total assets, the company is not utilizing its all assets
effectively and efficiently.
Page | 53
Investment/Market Ratio:
2018 2017 2016

Rupees. Rupees. Rupees.
Earnings per share 11.65 12.12 14.00
Dividend per share 4.75 5.00 5.00
Interpretation of Investment/Market Ratio:

• Earnings per share indicates that company’s earning is PKR 11.65 against per share
it has decreased over the last three years.
• Dividend also decrease which is not a good sign. Company must increase its earning
otherwise investor will move his investment out of the company.
FY2018
Page | 54
Vertical Analysis:
Income FY2016
FY2018 FY2017
statement:
Percent
Amount Percent Amount Percent Amount
%
PKR(000) % PKR(000) % PKR(000)
Sales 53,729,124 100% 49,247,657 100% 47,999,179 100%

Cost of goods sold (48,178,678) 90 (43,867,819) 89 (41,759,788) 87
Gross profit 5,550,446 10 5,379,838 11 6,239,391 13
Distribution cost (2,438,118) 4.5 (2,367,862) 4.8 (2,137,894) 4.5

Administrative
(1,074,286) 2 (1,128,721) 2.3 (1,092,406) 2.3
expense
Other expenses (189,730) 0.35 (207,507) 0.42 (316,886) 0.66
Total expenses 1,848,312 3.4 1,675,748 3.4 2,692,205 5.6
other income 4,102,639 7.6 4,259,666 8.6 4,079,054 8.5

Profit from
5,950,951 11 5,935,414 12 6,771,259 14.1
operations
Finance cost (993,824) 1.85 (915,072) 1.9 (1,046,221) 2.2
Profit before tax 4,957,127 9.23 5,020,342 10 5,725,038 12

Taxation (860,000) 1.6 (785,000) 1.59 (802,000) 1.67
Profit after tax 4,097,127 7.6 4,262,342 8.65 4,923,038 10.3
Page | 55
Balance sheet: FY2016

FY2018
FY2017
Amount Percent Amount Percent Amount Percent
PKR (000) % PKR (000) % PKR (000) %
Assets
Non-current Assets
Property, plant &
equipment 28,180,049 27.43 27,767,699 23.63 24,715,095 23.19
Investment properties 464,896 0.45 466,935 0.40 472,765 0.44
Long term investments 44,757,279 43.57 60,008,322 51.06 55,399,080 51.97
Long term loans 221,481 0.22 167,526 0.14 97,762 0.09
Long term deposits 69,643 0.07 121,646 0.10 63,687 0.06

Current Assets
Stores, spare parts &
loose tools 1,714,031 1.67 2,106,878 1.79 1,269,509 1.19
stock in trade 12,243,652 11.92 12,722,712 10.83 9,933,736 9.32
trade debts 4,029,789 3.92 2,245,620 1.91 2,253,369 2.11
Loans and advances 4,848,088 4.72 6,442,363 5.48 6,111,644 5.73
Short term deposits 90,616 0.09 60,454 0.05 65,433 0.06
Other receivables 3,420,370 3.33 2,828,285 2.41 2,023,092 1.90
Accrued interest 9,792 0.01 11,917 0.01 13,662 0.01
Short term investment 2,581,520 2.51 2,535,973 2.16 2,065,217 1.94
Cash & bank balances 104,827 0.10 43,945 0.04 2,115,168 1.98
Total Assets 102,736,033 100.00 117,530,275 100.00 106,599,219 100.00
Liabilities
Current liabilities 21,260,216 20.69 22,738,558 19.35 19,553,041 18.34
Long-term liabilities 5,762,672 5.61 6,028,921 5.13 4,891,023 4.59
Total liabilities 27,022,888 26.30 28,767,479 24.48 24,444,064 22.93
Capital stock 3,515,999 3.42 3,515,999 2.99 3,515,999 3.30
Retained earnings 72,197,146 70.27 85,246,797 72.53 78,639,156 73.77
Total stockholders'
equity 75,713,145 73.70 88,762,796 75.52 82,155,155 77.07
Total liabilities &
stockholders' equity 102,736,033 100.00 117,530,275 100.00 106,599,219 100.00
Interpretation of Vertical Analysis:

In the balance sheet analysis we divided all heads of different year with the same year total
asset amount to check what part we invest in every head of 100%. Nishat is spending more
in property, plant and fixed assets every year .This is due to increasing demand of products
in market. Although the amounts that company earn from its long term investment should
decrease in fiscal year 2018 by comparing on previous year that is the main cause of its total
assets decrease. Shareholder’s equity is decreasing which means Nishat is taking big portion
of loan for its operation. So, although liability also increases relative to its sales. In the income
Page | 56
statement due to increasing cost of sales every year .Nishat Mills Limited is decreasing its
operating and net profit every year. Although the revenue is increasing as well as but still due
to high cost of production Nishat facing the Profitability problems.
Horizontal Analysis:
Balance Sheet:
FY2018 FY2017 FY2016 Increase or Decrease
Amount Amount Amount Percent% Percent%

PKR (000) PKR (000) PKR (000) (2017-18) (2016-17)
Assets
Non-current Assets
Property, plant &
equipment 28,180,049 27,767,699 24,715,095 1.48 12.35
Investment properties 464,896 466,935 472,765 (0.44) (1.23)
Long term investments 44,757,279 60,008,322 55,399,080 (25.41) 8.32
Long term loans 221,481 167,526 97,762 32.21 71.36
Long term deposits 69,643 121,646 63,687 (42.75) 91.01
Current Assets
Stores, spare parts &
loose tools 1,714,031 2,106,878 1,269,509 (18.65) 65.96
stock in trade 12,243,652 12,722,712 9,933,736 (3.77) 28.08
trade debts 4,029,789 2,245,620 2,253,369 79.45 (0.34)
Loans and advances 4,848,088 6,442,363 6,111,644 (24.75) 5.41
Short term deposits 90,616 60,454 65,433 49.89 (7.61)
Other receivables 3,420,370 2,828,285 2,023,092 20.93 39.80
Accrued interest 9,792 11,917 13,662 (17.83) (12.77)
Short term investment 2,581,520 2,535,973 2,065,217 1.80 22.79
Cash & bank balances 104,827 43,945 2,115,168 138.54 (97.92)
Total Assets 102,736,033 117,530,275 106,599,219 (12.59) 10.25
Liabilities
Current liabilities 21,260,216 22,738,558 19,553,041 (6.50) 16.29
Long-term liabilities 5,762,672 6,028,921 4,891,023 (4.42) 23.27
Total liabilities 27,022,888 28,767,479 24,444,064 (6.06) 17.69
Capital stock 3,515,999 3,515,999 3,515,999 0.00
Retained earnings 72,197,146 85,246,797 78,639,156 (15.31) 8.40
Total stockholders'
equity 75,713,145 88,762,796 82,155,155 (14.70) 8.04
Total liabilities &
stockholders' equity 102,736,033 117,530,275 106,599,219 (12.59) 10.25
Page | 57
Income Statement: FY2018 FY2017 FY2016 Increase or Decrease

Percent Percent
Amount Amount Amount
(%) (%)
PKR(000) PKR(000) PKR(000)
(2017-18) (2016-17)
Sales 53,729,124 49,247,657 47,999,179 9.10 2.60
Cost of goods sold 48,178,678 43,867,819 42,759,788 9.83 2.59
Gross profit 5,550,446 5,379,838 6,239,391 3.17 (13.78)
Selling expenses 2,438,118 2,367,862 2,137,894 2.97 10.76

Administrative expenses 1,074,286 1,128,721 1,092,406 (4.82) 3.32
Other expenses 189,730 207,507 316,886 (8.57) (34.52)
Total expenses 1,848,312 1,675,748 2,692,205 10.30 (37.76)
Operating income 5,950,951 5,935,414 6,771,259 0.26 (12.34)

Other income 4,102,639 4,259,666 4,079,054 (3.69) 4.43
Income before tax 4,957,127 5,020,342 5,725,038 (1.26) (12.31)
Income tax 860,000 785,000 802,000 9.55 (2.12)
Net income 4,097,127 4,262,342 4,923,038 (3.88) (13.42)
Interpretation of Horizontal Analysis:

In horizontal Analysis we compare the current year with previous one. By the comparison
we discover that the decrease in total assets although the company plant and machinery value
has increased because the company reinvest a part of its profit in new and existing project.
There is also huge decrease in long term investment although it is a manufacturing company.
And it has a very less amount of cash in hand also decreases its total assets and invest the rest
in different things. But there is decrease in total liabilities of company because the company
utilizes all borrowing effectively and generate more Revenue by comparing with previous
year. The Shareholder’s equity in is also decreasing because the company does reinvest in its
operations with very less amount. Although the Earning per share is steady in somehow. By
analyzing its Financial year 2017-18 was marked with unpredictable raw material prices, low
international demand of textile products and high cost of production which were the main
reason for decrease in profit and after tax. Overall marketing strategy of the company worked
well which result in significant increase its revenue. Finance cost of the company increased
because the working capital requirement of the company is increased. Gross profit is
increased in this year because revenue is increased efficiently .And increased in sale
percentage is more than the cost of goods sold. Profit after tax of the company has decreased
due to the continuous hardships faced by the textile industry.
Page | 58
Competitive Analysis:
PKR (000)
Key Financial Nishat Mills Kohinoor Crescent Textile Sapphire

Measures: Limited 2018 Industries Mills Limited Textile Mills
Limited 2018 2018 2018
Sales 53,729,124 10,855,746 11,314,000 28,896,327

Gross Profit/loss 5,550,446 1,303,011 1,100,000 3,536,240
Profit/loss After Tax 4,097,127 239,056 8,000,000 1,595,059
Total Asset 102,736,033 8,864,934 17,614,000 42,330.15
Total Liabilities 21,260,216 5,757,980 8,399,000 26,307.9
Shareholder Equity 75,713,145 3,106953 9,215,000 16,022.25
Earnings per share 11.65 4.70 ------- 79.42
Interpretation of Competitive Analysis:
• Sales, Gross Profit, Profit after Tax, total Assets, and shareholder Equity of NML are
more than their competitors its good for NML.
• Liabilities of NML are more than their competitors which is not enough good for
NML but here is an advantage because it’s less than their local competitor.
• Earnings per share is more than their direct competitors but a huge difference exit to
their local direct competitor.
Ration Analysis with Competitors
Unit Nishat Mills Limited Sapphire Mills Limited

Current Ratio % 1.37 1.17
Quick Asset Ratio % 0.71 0.39
Debt to Equity Ratio % 6.86 6.89
Debt to Asset Ratio % 0.26 0.56
Inventory Turnover % 3.86 3.84
Total Asset Turnover % 0.52 0.42
Gross Profit Margin % 0.10 0.90
Return On investment % 0.03 0.01
Page | 59
Justifications of Competitive Ratio Analysis

Nishat current ratio is higher than the Sapphire Current ratio it means Nishat has
more capability to fulfill its liabilities with its current assets.
Nishat quick ratio is also higher than the Sapphire Quick ratio it denotes that Nishat
has more liquid assets than the Sapphire to fulfill its liabilities.
Debt to equity Ratio of both Companies have very less difference but Nishat’s debt
to equity ratio is better than the Sapphire textile Mills Limited.
It denotes that 26% of Nisha tana 56% of Sapphire Assets are financed by Debts. And
remaining 74%and 44% respectively are financed by equity.
Inventory turnover Ratio of Nishat is higher than the Sapphire textile Mills Limited.
And total Asset Turnover Ratio also.
Gross Profit Ratio indicates that Gross profit of Nishat is higher than the Sapphire
Mills limited by 1%.
Net Profit Margin Ratio of Nishat Mills Limited is 2% higher than the Sapphire
Textile Mills Limited.
Financial Statement
SML NML
INCOME STATEMENT FY2018 FY2018
---------- (PKR in ‘000) ---------

Sales 28,896,327 53,729,124
Cost of goods sold (25,360,087) (48,178,678)
Gross profit 3,536,240 5,550,446
Selling expenses 1,011,944 2,438,118

Administrative expenses 413,538 1,074,286
Other expenses 1,510,461 189,730
Total expenses 2,935,943 1,848,312
Operating income 600,298 5,950,951

Other income 1,348,444 4,102,639
Income before tax 1,948,742 4,957,127
Income tax (353,683) (860,000)
Net income 1,595,059 4,097,127
Page | 60
SML NML
BALANCE SHEET
FY2018 FY2017
------------ (PKR in ‘000) -----------
Assets
Non-current Assets
Property, plant & equipment 11,415,325 28,180,049

Investment properties 31,750 464,896
Long term investments 14,926,619 44,757,279
Long term loans 518,741 221,481
Long term deposits 90,470 69,643
Total non-current assets 26,982,905 73,693,348
Current Assets
Stores, spare parts & loose tools 390,370 1,714,031
stock in trade 5,471,701 12,243,652
trade debts 2,947,183 4,029,789
Loans and advances 119,637 4,848,088
Short term deposits 7,840 90,616
Other receivables 566,398 3,420,370
Accrued interest 1,685,600 9,792
Short term investment 4,103,069 2,581,5520
Cash & bank balances 55,449 104,827
Total current assets 15,347,246 29,042,685
Total Assets 42,330,151 102,736,033
Liabilities
Current liabilities
Trade & other payables 3,867,283 6,416,602
Accrued mark-up 661,396 109,378
Short term borrowing 7,302,116 12,507,590
Current portion of non-current liabilities 1,139,457 2,144,900
Unclaimed dividend 1,310 81,746
Total current liabilities 12,971,562 21,260,216
long term financing 12,857,958 5,190,839
Deferred income tax liability 478,376 571,833
Total non-current liabilities 13,336,334 5,762,672
Total liabilities 26,307,896 27,022,888
Page | 61
Capital stock 200,831 3,515,999
Retained earnings 15,821,424 72,197,146
Total stockholders' equity 16,022,255 75,713,145
Total liabilities & stockholders' equity 42,330,151 102,736,033
VERTICAL ANALYSIS
SML NML
Percent Percent %
%
Sales 100.00 100.00
Cost of goods sold (87.76) (90)
Gross profit 12.24 10
Selling expenses 3.50 4.5

Administrative expenses 1.43 2
Other expenses 5.23 0.35
Total expenses 10.16 3.4
Operating income 2.08 11

Other income 4.67 7.6
Income before tax 6.74 9.23
Income tax (1.22) (1.6)

7.6
Net income 5.52
Page | 62
SML NML
BALANCE SHEET
FY2018 FY2018
Percent Percent
% %
Assets
Non-current Assets
Property, plant & equipment 26.97 27.43

Investment properties 0.08 0.45
Long term investments 35.26 43.57
Long term loans 1.23 0.22
Long term deposits 0.21 0.07
Total non-current assets 63.74 71.74
Current Assets
Stores, spare parts & loose tools 0.92 1.67
stock in trade 12.93 11.92
trade debts 6.96 3.92
Loans and advances 0.28 4.72
Short term deposits 0.02 0.09
Other receivables 1.34 3.33
Accrued interest 3.98 0.01
Short term investment 9.69 2.51
Cash & bank balances 0.13 0.10
Total current assets 36.26 28.27
Total Assets 100.00 100.00
Liabilities
Total current liabilities 30.64 20.69
Total non-current liabilities 31.51 5.61
Total liabilities 62.15 26.30
Capital stock 0.47 3.42
Retained earnings 37.38 70.27
Total stockholders' equity 37.85 73.70
Total liabilities & stockholders'

equity 100.00 100.00
Page | 63
Competitive Vertical Analysis Explanation

By analyzing vertical analysis of both Nishat Mills Limited and Sapphire Mills Limited it
describes that the Gross profit of sapphire is increased but its other expenses are also more
than the Nisha’s other expenses. So due to this reason the Net income of Nishat Mills Limited
is more than the Sapphire Mills Limited. By analyzing the vertical analysis of both companies
Balance sheet it shows that Nishat Financial position is higher than the Sapphire .Total assets
of Nishat Mills Limited is more than the Sapphire Mills Limited. Although the total liabilities
of Sapphire is more than the Nishat that shows that that Sapphire not utilizing its borrowing
effectively to generate sales .And Shareholder Equity of Nishat is better than the Sapphire
Mills Limited.
HORIZONTAL ANALYSIS
SML NML
Percent % Percent%
Sales 12.95 9.10
Cost of goods sold 10.71 9.83
Gross profit 32.06 3.17
Selling expenses 9.31 2.97

Administrative expenses 14.78 (4.82)
Other expenses 13.26 (8.57)
Total expenses 12.07 10.30
Operating income 932.65 0.26

Other income (53.78) (3.69)
(1.26)
Income before tax (34.50)
9.55
Income tax 39.46
(3.88)
Net income (41.40)
Page | 64
BALANCE SHEET SML NML

FY2017-18 FY201718
Percent % Percent%
Assets
Non-current Assets
Property, plant & equipment 7.94 1.48

Investment properties 0.00 (0.44)
Long term investments (14.77) (25.41)
Long term loans 74.78 32.21
Long term deposits 6.28 (42.75)
Current Assets
Stores, spare parts & loose tools 18.47 (18.65)
stock in trade 0.87 (3.77)
trade debts 70.99 79.45
Loans and advances (67.62) (24.75)
Short term deposits (55.10) 49.89
Other receivables 112.46 20.93
Accrued interest 1.44 (17.83)
Short term investment 1.34 1.80
Cash & bank balances (23.13) 138.54
Total Assets (0.20) (12.59)
Liabilities
Total current liabilities 10.96 (6.50)
long term financing (3.51) (4.42)
Deferred income tax liability 17.99 0.00
Total liabilities 3.49 (6.06)
Capital stock 0.00 0.00
Retained earnings (5.79) (15.31)
Total stockholders' equity (5.72) (14.70)
Total liabilities & stockholders'

equity (0.20) (12.59)
Competitive Horizontal Analysis Explanation

By analyzing vertical analysis of both Nishat Mills Limited and Sapphire Mills Limited it
describes that Nishat Mills Limited and Sapphire Mills Limited Net income are decreasing
than the previous year due to increases its expenses and other cost. But the total assets of the
Nishat is decreasing more in fiscal year during 2018 than the Sapphire Mills Limited Total
Page | 65
assets. And it shows that the Nishat is utilizing all its borrowing effectively rather than the
Sapp hire Mills Limited. Both companies performance not very well in Fiscal year 2018.
Employees working under Finance Department:

There are 198 employee working under finance department.
Sub Department under Finance:
Finance Department
Export Import Material Fabric

Accounts Costing Payroll
Accounts Accounts Store Store
Page | 66
FUTURE PROSPECTS:
Financial Year 2018-19 will be a challenging year for Spinning Division. Fear of high price
of new cotton crop in local market as compared to last year is already a matter of worry. On
the other hand, cotton prices in international markets are showing a decreasing trend which
is why export customers are expecting a reduction in yarn prices. The Company is also
planning to diversify its business by contracting an open end yarn unit in Feroze Wattwan by
the end of financial year 2018.
Weaving Division plans to strengthen back process by acquiring latest sizing machines. We
are also planning to invest in new compressors and chillers. For technical and sheeting fabrics,
we are going to buy latest brushing / vacuuming equipment along with a wider width pelleting
machine.
The Company is committed to offer quality products to its customers; therefore, Dyeing
Division is planning to install an automatic inspection and fault grading system to accurately
identify faults in finished fabric at packing stage which will result in reduction of wastage
and labor cost. The system will be linked with ERP system of the Company.
The Company has achieved extraordinary success in digital printing business and has already
installed 8 digital printing machines in Home Textile Division. A plan is underway for the
procurement of another digital printing machine to fulfill the increased demand of Nishat
Linen (Private) Limited. The Division will also invest in a 6 chamber Stentor, a washing
machine and 2 computerized multi head embroidery machines.
Garments Division of the Company has introduced a number of changes in its units by hiring
the best professionals for its operations. The Company is planning to add 1 Jean logia twin
pro laser machine and 1 TUKAcad-2D pattern making machine in its collection of its existing
state-of-art machinery due to projected increase in the demand of garments products.
Page | 67
SWOT Analysis: (Strength, Weaknesses, Opportunities, Threats)
“SWOT is a practice which helps to analyze the internal and external environments of an
organization through the classification and judgement of its Strengths, Weaknesses,
Opportunities, and Threats. SWOT analysis shows an image of the results of an internal and
external audit which draws attention, from a strategic point of view, to the organizations
critical strengths, weaknesses, the opportunities and threats facing the organization.”
Strengths:
Strengths are those qualities which distinguish or give an edge to the organization
over other organizations. These are strengths that have Nishat Textile.
ISO 9001-2000
Strong security system
OKTEX 100
Skilled management
Latest mechanized machinery
Tremendous market positioning
Owen power generation plant
Strong financial position
Page | 68
Detail of Opportunities:
1) ISO 9001-2000:
Nishat textile has the certification of ISO 9001-2000 which means its quality standards
are its major strengths and hence it also fulfils the requirement of international standard and
has a great importance in the industry internationally as well.
2) OKTEX 100:
Nishat also has the certification of oktex100 with itself which insures that it doesn’t use
any harmful chemicals.
3) Latest mechanized machinery:
They are using modern looms which they purchased from Japan and France. And by
using that latest machinery the productivity of employees are very high.
4) Skilled management:
The highly skilled management from all over the country has been hired by Nishat
and especially the foreign graduate people in their management contributing a lot in the
success of the NML.
5) Tremendous Market Positioning
Nishat textile is one the pioneer in the Pakistan so it got the position in the mind of its
customer. And being an old textile company people are loyal with it. Nishat has a better
positioning in the mind of its customers.
6) Financial position:
The owner of the NML is one of the richest people in Pakistan and has the adequate
financial resources which mean the back of the NML is very strong.
7) MIS:
NML is fully equipped with the management information system through which the
employees and various departments are connected with each other and share the data with the
top management. So it is a very appreciable system.
Page | 69
8) Power generation plant:
The electricity power is a very immense issue in Pakistan so NML has its own power
generation plants and producing the power not for itself only but also selling it to the
WAPDA.
Weaknesses:
Weaknesses are the attributes of an organization that are harmful in achieving the
objective of an organization. These are some weakness that are descries by Nishat Textile
Limited.
High cost of production

Centralized decision making
Small international market share
Less promotional activities
Lack of benefits and reward for employees
Detail of Weaknesses:
1) High production cost:
The resources are not being used properly and due to the economic crisis the rates are
going up rapidly and hence cost of production is increasing as well.
2) Centralized decision making:
The decision are made by the upper management that is basically weakness of Nishat
Mills because it has no proper idea about to situations and their decision can be not fruitful
for the company.
3) Small international market share:
Although Nishat is very strong in national wide but it has small market share in global
textile industry due to sound competitors as China and Bangladesh etc.
4) Less promotional activities:
Advertising and promotional cost of Nishat is very low to take advantages for more
turnouts.
Page | 70
5) Lack of benefits and reward for employees
Some facilities that other providing to their employees like transport and medical fee etc.
Nishat not providing to their employees because of which the productivity of employees
decreases.
Opportunities:
Opportunities are the external factors that are helpful in achieving the objectives of
the organization. These are main opportunities which have Nishat Textile Limited.
Product Expansion.
Low Cost Production.
International Market.
Detail of Opportunities:
1) Product expansion:
The very important opportunity for the Nishat mill is that it should expand its
products in the form of knitwear. As NML has plants, good market position and strong
financial back so it should avail this opportunity by dealing in knitwear.
2) Low cost production:
The NML should use the resources in a good way so that the production can be
reduced to a great extent and can maximum the profit ration.
3) International market:
NML should take the benefits of global recession and has a chance to increase its
market share price internationally.
Threats:
Threats are the external factors which could damage the business performance of the
organization. These are some threats which have Nishat Textile.
Political instability.
Government policies.
Buyer needs changing.
Global instability.
Page | 71
Detailed of Threats:
1) Political instability:
This is the threat which cannot be ignored due to the current circumstances of
Pakistan and the export of the products may affect in account of this.
2): Government policies:
As the political instability is in Pakistan and every new government imposes its own
rules and regulations and especially the sudden increment in the taxes is not affordable for
the NML.
3) Buyer needs changing:
The NML has a great threat from international market because of its satisfactory
design and competitors providing the latest ones which can put the NML reputation down.
4) Global instability:
The global instability is still in operation for this industry. Any unusual incident can
happen as 9/11 was happened so still that kind of threats are able to disturb the company
performance.
Competitive strategy:
It has two types. The brief description is as follows:
Attacking Strategy
Defensive Strategy
Attacking strategy:
At the moment NML is not in attacking position because it has problems both
nationally and internationally. Because of the high cost of production, heavy government
taxes, political instability are main factors.
Defensive strategy:
NML’s defensive strategy is to block the attack of the competitors because

of the above problems it has been adopting the defensive strategy.
Page | 72
Nishat Mills Limited is one of the largest composite unit in Pakistan. This company has a vast
network within country and internationally also. The overall system is generating a grand
revenue. The increasing cost of things in Pakistan and in international market effects Nishat
Mills net profit. This profit ratio is decreasing every year. Group in textile sector is failing to
fulfill international market demand due to high cost of production in Pakistan. In this report
most of the point are given at which Nishat has to take hard steps to save itself from the future
loss. Company has centralized system which also create barrier between company efficiency
and the market. As employees aren’t that much efficient how much big Nishat Mill name is.
But irrespective of these things Nishat still working hard to stay number one in the Pakistan
and achieving this objective successfully.
In a nut shell, this overall analysis shows that the workers are not that much motivated but
still they are doing their work effectively. This is the reason that Nishat still surviving as the
leader in Pakistan and many other competitors tried to follow it. The company is in a sound
position and can survive in market for many upcoming year with the current policy.
Page | 73
Nishat Mills Limited is export oriented company. The difference in prices of national and
international market is trouble for Nishat Mills. Hence, Nishat also has to focus in national
market and must tried to capture the national market big shares.
HRM is not very efficient, they must take more steps for the remuneration and reward system
for the employees. The company should focus on basic salary of junior staff.
Company should be semi- centralized by this the communication gap between upper and
middle management will be vanished and the employees become more efficient in their
works.
Page | 74
References and sources:

https://www.ukessays.com/essays/business/effects-of-textile-industry-on-growth-of-economy-of-
pakistan-business-essay.php
https://mettisglobal.news/pacra-maintains-entity-ratings-of-nishat-mills-ltd-at-aa-a1/
http://www.nishatmillsltd.com/nishat/home-textile-2.htm
http://www.nishatmillsltd.com/nishat/governance.htm
https://www.ukessays.com/essays/marketing/company-and-market-analysis-for-nishat-
group-marketing-essay.php
http://www.academia.edu/28708827/NISHAT_MILLS_LIMITED_MARKETING_IN_HO
ME_TEXTILE_REPORT_WORKED_BY
https://www.scribd.com/doc/55466067/Nishat-Group-Final
https://www.academia.edu/28708827/NISHAT_MILLS_LIMITED_MARKETING_IN_HO
ME_TEXTILE_INTERNSHIP_REPORT_WORKED_BY
https://www.ukessays.com/essays/marketing/company-and-market-analysis-for-nishat-
group-marketing-essay.php
http://www.nishatmillsltd.com/nishat/pdf/annual12.pdf
http://nishatmillsltd.com/wp/index.php/financial-highlights-2/
https://www.slideshare.net/AhmadMehmood4/internship-repor1
http://nishatmillsltd.com/wp/index.php/garments/
http://nishatmillsltd.com/wp/index.php/weaving/
http://www.kohinoormills.com/uploads/financialstatement/KMLAnnualReport2017.pdf
Crescent+tetile+mills&oq=crescent+tetile+mills&aqs=chrome..69i57.11828j0j4&sourceid=
chrome&ie=UTF-8
Sapphire+tetile+mills&oq=sapphire+tetile+mills&aqs=chrome..69i57.12518j0j9&sourceid
=chrome&ie=UTF-8
Page | 75
Abbreviation and Acronyms:
Acronyms: Description
NML Nishat Mills Limited
CEO Chief Executive Officer
G.M General Manager
G.P Gross Profit
B2B Business 2 Business
Asst. M Assistant Manager
Sr. Asst. M Senior Assistant Manager
GDP Gross Domestic Profit
CGS Cost of Goods Sold
CPL Compensated Paid Leave
Page | 76
Annexes:
University of Education Lower Mall Campus Lahore.
Business Research Project

Name…Tahir Zaib………….
Job Status…Sr. Asst. Manager ………….
Questionnaire (Educational Purpose Only)
Q.01
What is the Departmental Hierarchy of the Organization?
.If We Discuss Hierarchy
Q.02
How many Employees working under Finance Department?
Q.03
How many Employees working under Marketing Department?
Q.04
How many Employees working under HR Department?
Q.05
Is there any sub department under Finance, Marketing and HR Department? If
yes, please mention it briefly.
Q.06
What is the Appraising Policy of Nishat Mills Limited?
Q.07
What is the Compensation Policy of Nishat Mills?
Q.08
What is the performance Management Policy of Nishat Mills Limited?
Q.09
How many types of training implement in Nishat Mills?
Page | 77
Finance Department
Azam Sb (C.F.O)
Tahir Zaib Sr. Asst. Manager
HR Department
Malik Akram (G.M Hr. and Admin)
Page | 78

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University of Education LMC Business Research Project

HAZRAT MUHAMMAD (S.A.W.) said:

‘’Seek knowledge as far as China’’

Executive Summary …………………………………………………………………………………5

Brief Introduction to the Industry……………………………………………………………….……7

Sales Volume ….………………………...………………………………………………...…............8

Modes of Marketing ………………………………………………………………...………………. 9

Effect of Government Regulations on Textile Industry…………………………………….…….…10

Key Financial Measure……………………………..……………………………………………..…11

Export and Imports……………………………….………………………….………………….…...12

External Factors affecting Industry………………………………………….…………...……….…12

Overview of the Organization………………………….………………………………..…………..13

Organizational Hierarchy Chart……………………………………………………….....………….20

Number of Employee ….………….…………………………………………....……………..........22

Main offices …………………………………………………………………………………...........23

Brief Introduction of Departments………………………………………………………….……….23

Marketing Functions ……………….……………………………………………………....……. 26

Human Resource Management………………….……………………………………..………..…..33

Training & Development………………………………………………………………..………..…41

Compensation and Benefits System……………………………………………………..………….44

Ratio Analysis Interpretation…………………………………………………..……………...…..…50

Future Prospects of Nishat……………………………………………………..….…………..…….67

References & Sources………………………………………………………………...……..............75

Pakistan Textile Industry

Textile Composite Industry Analysis

Industry-wide sales volume:

The sector recorded a growth of only 0.78% in the previous year.

Trends in Sales volume:

Year 2018 Billion Rs.

Effects of Technological Trends:

Effects of Governmental Regulations:

Perception of consumer’ preferences:

Seasonality & Business cycle of Industry:

Key Financial Measures:

Key Financial Nishat Mills Kohinoor Crescent Textile Sapphire

Sales 53,729,124 10,855,746 11,314,000 28,896,327

Profit/loss After 4,097,127 239,056 8,000,000 1,595,059

Earnings per 11.65 4.70 0.11 79.42

Value chain of Textile industry:

Raw Material Apparel plants Distribute centers

Exports & imports of Textile industry:

External Factors affecting Textile industry:

Overview of the Organization

Mission and Vision:

3[a] Board of Director’s Profile:

MIAN UMER MANSHA MIAN HASSAN MANSHA

Mian Umar Mansha Chief Executive Officer

Policy of Nishat Mills (Ltd):

Overall Strategic Objectives:

Major Competitors of NML:

Crescent Textile Mills Ltd.

Revenue 53,729,124 49,247,657

Gross profit 5,550,446 5,379,838

Profit before tax 4,957,127 5,020,342

Profit after tax 4,097,127 4,262,342

Earnings Per Share 11.65 12.12

Gross Profit Margin 10.33% 10.92%

Home Textile sub divisions of Products:

Spinning Division HR Management

Weaving Division Internal Audit

Dyeing Division Finance & MIS

Home Textile Division Supply Chain

Garments Division Corporate Secretariat