Government College University Faisalabad

Final Year Project

Name: Muhammad Zahid
Department: Lyallpur Business School
Semester: 8th
Course Code: BMA-631
Course Title: Business Project
Roll Number: 461413
Registration No: 2021-GCUF-092745
Company: KOHINOOR TEXTILE MILLS LIMITED
Sr.No Particular Page no
1 Company Profile……………………………..
 Introduction…………………………………
 Historical Context of Textile Industry………….
 Current Context of Textile Industry ……………
 Future of Textile Industry …………………………..
2 Kohinoor Textile Mills Limited History…… 8-11
 Current Status of Kohinoor Mills Limited (2025).. 11-13
13-14
 Future of Kohinoor Mills Limited …………..
3 Founding and Early Years of Kohinoor Mill Limited 15
 Chairman Profile …………………………………
4 Misson & vision …………………………………
5 Management Figures and Leadership
 BOARD OF DIRECTOR ………………………………
 Chart of Over Time ………………………………
 Chief Financial Officer………………………………
 Company Secretary and Legal ……………… 30
KOHINOOR TEXTILE MILLS LIMITED
Location: Peshawar Road Rawalpindi Pakistan
Kohinoor textile Mills Ltd is part of Kohinoor Maple Leaf Group, which was
born from the trifurcation of the Saigol group of companies and is a reputable
and leading manufacturer of textiles and cement. KMLG comprises of
Kohinoor Textile Mills limited (KTML) and Maple Leaf Cement factory limited
(MLCF). Both companies are incorporated in Pakistan and are listed on three
stock exchanges of the country.
KTML was established in 1953 at Rawalpindi and is one of the oldest
companies of Pakistan with over 50 years experience in textile manufacturing.
It was initially set up as a spinning and weaving project with 25,000 spindles
and 600 looms. However, after decades of aggressive expansion and
modernization KTML has emerged into a fully vertically integrated home
textiles company with state of the art capabilities for spinning, weaving,
dyeing, printing and stitching. The company has a diverse customer base with
sales in both the local and export markets. The main international markets
include Asia, Europe, USA and Australia. Kohinoor Textile Mills Limited
(KTML), the journey from fiber to fabric has been one of continuous
innovation and excellence. From the transformation of raw cotton into
intricately woven textiles imbued with vibrant colors and remarkable designs,
our mission has always been to bring vitality and joy to the lives of our
stakeholders. For over seven decades, KTML has stood as a leader in
Pakistan’s textile industry, driven by a commitment to innovation,
sustainability, and quality. Our fully integrated operations from spinning and
weaving to processing and stitching set new benchmarks, not just in the local
market but internationally, powered by advanced technology and the
dedication of skilled workforce. As we mark 71 years of unwavering
excellence, we remain focused on sustainable growth, contributing
meaningfully to Pakistan’s economy while empowering communities to
achieve their aspirations. KTML’s legacy is a unique blend of timeless
craftsmanship and modern innovation, where the finest traditions meet
cutting-edge advancements. Our story is one of resilience, progress, and an
unshakable commitment to the future. With pride, we embrace our role in
shaping the industry, knowing that the values we uphold today will define the
path forward for generations to come.
 Historical Context of the Textile Industry in Pakistan
The textile industry has been the leading force behind Pakistan's economy
right from its inception in 1947. Pakistan boasted an exceptionally tiny
industrial base and no contemporary manufacturing facilities when it gained
its independence. However, since the country had rich cotton-cultivating
lands — largely in Punjab and Sindh the textile industry emerged as the
leading industry by default. During the initial decade, several textile mills
were initiated with government assistance and private sector effort.

During the 1950s and 60s, Pakistan experienced incredible industrial

development, particularly of the textile sector. This was supported by pro-
import substitution and pro-domestic manufacturing policies of the
government. During President Ayub Khan's regime, agriculture's "Green
Revolution" created a cotton production boom that became the raw material
lifeblood for the proliferation of spinning and weaving mills across the
country.
The 1970s witnessed a significant turn of events when the government of
Zulfikar Ali Bhutto took large industries, such as the textile industry, into
public ownership. Though an ideologically driven step, the action disrupted
private investment and caused inefficiencies in most of the state-owned
textile mills. The private sector resumed control, though, in the 1980s under
General Zia-ul-Haq's leadership, when liberalization measures made way for
the re-privatization of most mills and the return of entrepreneurs.

1990s and early 2000s were the period of export orientation and
modernization. Pakistan emerged as one of the top South Asian textile and
garment exporters. The sector was aided by the Multi-Fiber Agreement (MFA)
quotas and expanded with a fast growth rate. With the elimination of the
MFA in 2005, Pakistani textile producers had to compete in overseas markets
vigorously, particularly as they had to face strong competition from China,
India, and Bangladesh.
In spite of economic crises, power outages, and political unrest, the textile
sector is Pakistan's largest industrial sector. It contributes approximately 60%
of the nation's exports and employs approximately 40% of the industrial
workforce. The government continues to nurture the industry with incentives,
subsidies, and an effort to improve value-added exports like garments, home
textiles, and technical textiles.

Today, the textile sector is moving into a new era, with most companies
investing in automation, sustainability, and global compliance regulations.
Inclusion of Pakistan in the EU's GSP+ trade status and free trade agreements
with various countries has ushered in new avenues of growth. History of
resilience, coupled with modernization, ensures that the textile sector will
remain the backbone of Pakistan's economy

Current Context of the Textile Industry in Pakistan

1. Economic Importance
The fabric sector is still Pakistan's economic pillar in 2025, accounting for
close to 60% of all exports and offering a substantial proportion of the
industrial labour base. Employing more than 15 million persons directly and
indirectly, the sector is invaluable in foreign exchange earnings and
employment at the country level. Having a value chain ranging from cotton
cultivation to garment manufacture, the sector is an integrated sector of
strategic value.
2. Infrastructural and Energy Challenges
In spite of the potential, the industry is gravely confronted with infrastructural
challenges. Shortages of energy, high energy-intensive utility costs, and aging
equipment have derailed productivity momentum across the board. Although
some units have shifted to solar power and alternative energy, there are
others experiencing unstable supply of electricity and gas, particularly in
Sindh and Punjab. These issues persist in increasing the cost of doing business
and lowering global competitiveness.

3. Government Policies and Reforms

The government has embarked on a series of incentive schemes including
zero-rating of exports, duty drawback, and subsidization for modernization,
particularly after 2022. Periodic policy U-turns and delay in refund, however,
have been unfavorable for investor sentiment. The Textile Policy 2020–2025,
aspirational in vision, has been unbalanced in execution, with regulatory
inconsistency and release of funds irregularities.

4. Global Market Dynamics

Pakistan garment exports are influenced by global economic trends,
particularly the EU and US. Despite the GSP+ advantage with the European
Union offering duty-free entry to most of the items, competition from India,
Vietnam, and Bangladesh continues to remain robust. Currency devaluation
helped in certain instances, but higher inflation and raw material costs
consume most of the advantage.

5. Sustainability and Innovation Trends

There is an emerging concern in the industry for green manufacturing and
sustainability. Top textile business houses of Pakistan are now implementing
green technology, water recycling, and organic cotton procurement to comply
with international environmental regulations. In addition, digitization, ERP
implementation, and smart manufacturing are gradually gaining traction,
primarily with large export-oriented business houses.

6. Future Outlook
The future of Pakistan's textile sector in 2025 is encouragingly hopeful. With
sustained policy assistance, better energy infrastructure, and investment in
higher value products such as garment and house textiles, Pakistan can
increase its international market share. Macro-economic stability, improved
governance, and the strengthening of infrastructure are the most important
requirements if the sector is to unleash its true potential
 Kohinoor Textile Mills Limited History
1. Post-Independence Beginnings (1949)
The Kohinoor Mills Limited was established in 1949, shortly after the
independence of Pakistan. The founders had the vision of adding to the
industrial growth of the new nation, especially textiles, since this was a
pillar industry of the economy due to the massive production of cotton.

2. Establishment in Spinning and Weaving

Firstly, the spinning and weaving activities were started by Kohinoor Mills,
producing yarn and grey cloth for the domestic market. The company had
been in regular textile processing, serving local needs, during its initial phase.

2. Industrial Growth in the 1960s

Pakistan's textile industry experienced a high boom in the 1960s as the
government was actively promoting industry and formulating industrial
policy. Kohinoor Mills took advantage of the situation to expand its
production capacity and invest in the latest machinery of the era.
4. Foray into Finishing and Processing
By the 1970s, Kohinoor Mills became a vertically integrated textile factory,
which also had dyeing, printing, and finishing of products. This enabled the
company to upgrade the value chain and cater to more diversified customer
demands.

5. Expansion in the 1980s

In the 1980s, Kohinoor continued investments in infrastructure, human
resource development, and quality control systems. It started building
relationships with international buyers, laying the groundwork for exports.

6. Coping with Political Uncertainty

The company survived the politically unstable years of the late 1980s and
early 1990s. Kohinoor Mills continued to function, notwithstanding inflation
and devaluation of currency, and even broadened the product mix.

7. Listing on Stock Exchange

Kohinoor Mills Limited was listed on the Pakistan Stock Exchange (PSX) and
became transparent and accountable. Listing public also brought new
investments, widening the scope for the expansion and growth of the
company. (https://dps.psx.com.pk/download/document/201573.pdf)
8. Transition to Export Orientation (1990s–2000s)
In the late 1990s and early 2000s, the firm transitioned to an export-oriented
strategy, targeting Europe, USA, and the Middle East. Privileges of GSP and
quota-free market helped in augmenting sales.

9. Adopting Modern Technology

While globalization occurred, Kohinoor Mills began equipping its machinery
with international standards. It involved making investments in state-of-the-
art dyeing, stitching, and printing machines, thus enhancing its efficiency and
becoming globally competitive.

10. Certification and Environmental Compliance

Kohinoor embraced green culture, and it achieved international certifications
such as ISO 9001, OEKO-TEX and BCI compliance. All these initiatives gained
popularity with customers committed to ethical and sustainable
procurement.
11. Contribution to Economy of the Country
Kohinoor Mills has expanded over time into an industrial symbol of strength
and ingenuity in Pakistan. It has been contributing consistently towards GDP
growth, export, and employment generation, particularly in Punjab where the
largest portion of its operations is located.

12.Situation and Future

Kohinoor Mills Limited is known to be a producer of high-quality processed
and woven fabrics. The organization has been going digital by adopting digital
ways, foraying into smart textiles, and focusing on value addition. Its heritage
in the past makes it a cornerstone in the Pakistani textile sector.
Current Status of Kohinoor Mills Limited (2025)
Kohinoor Mills Limited posted second-quarter and six months ended
December 31, 2024 earnings reports. During the second quarter, the
company recorded sales was PKR 7,492.38 million against PKR 7,713.23
million in the same period last year. Net income was PKR 160.37 million
against PKR 17.99 million in the same period last year. Basic earnings per
share from operations continuing was PKR 3.15 against PKR 0.35 last year.
Sales for the six months stood at PKR 14,512.47 million versus PKR 15,285.76
million of the corresponding period of last year. Net profit was PKR 171.25
million versus PKR 400.56 million of the corresponding period of last year.
Basic earnings per share of continuing operations were PKR 3.36 versus PKR
7.87 of the corresponding period of last year.
1.Operational Strength & Range of Products
Kohinoor Mills Limited is one of the top-ranked vertically integrated textile
organizations of Pakistan. It is involved in woven fabric, dyed fabric, and
processed cloth for both domestic as well as export markets. With its
advanced processing mills in Punjab, the organization manufactures a vast
variety of fabrics like denim, canvas, twills, and stretch fabrics.

2. Export Performance
Kohinoor still exports its products to significant markets such as Europe, USA,
Turkey, and the Middle East. The firm has established good relations with
international retailers because of its consistency in quality, tailor-made textile
solutions, and higher ethical standards of procurement. Even with worldwide
inflation and economic ups and downs, its export basket is very strong on the
strength of long-term arrangements and compliance certifications.
3. Financial Health & Stock Listing
Kohinoor Mills Limited is a listed company at Pakistan Stock Exchange (PSX)
with ticker symbol KML. Its recent financial statements show flat revenues
but compressed bottom line because of high energy prices, inflation, and
supply chain fluctuation. The company so far has survived through cost
cutting and enhanced operational effectiveness.
4. Sustainability & Compliance
Kohinoor has adopted environmental and social responsibility. It is following
international certification standards like ISO 9001, OEKO-TEX®, GOTS, and BCI.
Kohinoor incorporated water recycling systems, solar integration, and effluent
treatment plants in accordance with international eco-friendly textile
processes.
Future of Kohinoor Mills Limited
5. Investment in Digital Transformation
Kohinoor Mills will likely develop a strong digital spine by deploying ERP
systems, AI-based production planning, and real-time inventory management.
It will enhance transparency, lower waste, and speed up delivery—critical for
competing in the fast fashion supply chain.

6. Value Addition & Product Diversification

In the near future, the corporation will focus more on value-added segments
like ready-made garments, technical fabrics, and fashion wear. Diversification
will lead to greater profitability and less dependence on export of basic fabric.
7. Expansion in New Markets
It is targeting non-traditional markets like Central Asia, South America, and
Africa as it shifts to minimize reliance on consumers in European and North
American countries. Such geographic expansion strategy can assist in
insulating it from trade policy threats and market saturation.
8. Emphasis on Sustainability and ESG Targets
To comply with the international buyers' expectations, Kohinoor will shift
emphasis more towards Environmental, Social, and Governance (ESG)
principles. Initiatives such as carbon footprint minimization, workplace
gender-inclusivity, and green building compliance for factory buildings.
9. Human Resource and Skill Development
Kohinoor will invest in HR development training, upgrading technicians, and
leadership training. Pakistani textile workers are not generally offered formal
training, and the firm will fill this gap to boost productivity and innovation
potential.

10. Defense Against Economic Cycles

Given Pakistan's economically uncertain environment—volatile currency,
inflation, and political uncertainty—Kohinoor will develop resistance in the
shape of strategic alliances, financial risk hedging, and greater localization of
raw materials.
 Founding and Early Years of Kohinoor Mill Limited
Kohinoor Mills Limited was founded in 1949, two years following the
establishment of Pakistan. It was conceived by Khawaja Ziauddin, a visionary
businessman who envisioned the important role that textile industry was
going to have in Pakistan's economic growth. The nascent nation at that time
was short of industrial facilities, particularly in the manufacturing of textiles—
indeed, a topmost cotton producer.

MR. TARIQ SAYEED SAIGOL (CHAIRMAN / DIRECTOR)

He is the Chairman of Kohinoor Maple Leaf Group. He belongs to the
prestigious Saigol Family who had ventured into textile production after
partition and subsequently diversified into the banking line, chemicals,
synthetic fibers, sugar, edible oil refining, civil engineering, construction,
cement and energy.
Mr. Saigol studied at Aitchison College, Lahore and graduated from
Government College University, Lahore, and did his Law studies from
University Law College, Lahore.
He began his career in 1968 with Kohinoor's Chemical Complex, Kala Shah
Kaku. When the Group was trifurcated in 1976, he became Chief Executive of
Kohinoor Textile Mills Limited, Rawalpindi. He has been serving as Chairman
of Kohinoor Maple Leaf Group with textile, cement production and energy
interests since 1984.
He was Chairman All Pakistan Textile Mills Association during 1992-94,
President Lahore Chamber of Commerce and Industry during 1995-97 and
Chairman All Pakistan Cement Manufacturers Association during 2003-2006.
Mr. Saigol was a member of Federal Export Promotion Board and Central
Board of State Bank of Pakistan. He has also been a member of different
Government Commissions and Committees on different matters, such as
Export Promotion, re-structuring of WAPDA and EPB, Right Sizing of State
owned Corporations and Mobilization of Resources. He is the author of
"Textile Vision 2005" endorsed by the Government in 2000 and its critique
prepared in 2006. He was also a member of the Central Board of State Bank
of Pakistan for the second time during 2007 and was a member of the Prime
Minister's Economic Advisory Council established in 2008.
He is interested particularly in the growth of education and health care in
Pakistan. He has been a Governor of the Board of Lahore University of
Management Sciences, Chairman of the Board of Governors of Chandbagh
School, Founder Trustee of Textile University of Pakistan, member of the
Syndicate of University of Health Sciences and Member of Board of Governors
of Aitchison College, Lahore. He is a member of the Managing Committee,
Gulab Devi Chest Hospital, Lahore.
He received the civil award, Sitara-e-Isaar by the President of Pakistan in 2006
for his service.
He is an avid golfer and played as a team member of the Pakistan golf team in
Golf in Sri Lanka and Pakistan in 1967)
Kohinoor Mills started on a small textile spinning and weaving facility in the
state of Punjab. It was with the intention of lessening the dependence of the
country on foreign cloth imports by possessing a domestically owned,
vertically integrated textile facility. Initial years centered on making plain
cotton yarn and grey cloth for local requirements with the base of what could
be produced that would be export-worthy in the future.
Aided by the state-sponsored policy of industrialization of the government
and state bank finance, Kohinoor Mills kept expanding from year to year
during the 1950s and 60s. The firm gained a reputation for quality output,
effective production management, and timely delivery, which assisted in
acquiring public as well as private investment.
Today, Kohinoor Mills is a witness to Pakistan's post-independence
industrialization because it has grown from a small unit to one of the most
respected and diversified textile units in the country.

1. Genesis of an Industrial Dream (1949)

Kohinoor Mills Limited was founded in 1949, the initial years of Pakistan's
independence. While the nation had no concrete industrial base at that time,
particularly in textiles, the promoters believed that they could help national
development by setting up a textile manufacturing unit. It was in line with the
government's first phase of industrialization to curb reliance on imported
material.
2. Industrial Pioneers and Founders
Khawaja Ziauddin was the founder of the company, a visionary business
leader and trailblazer in the early business climate of Pakistan. Coming from a
business-savvy family with community entrepreneurship, he was gifted with a
vision to develop a modern textile facility that would be capable of competing
globally while meeting local requirements. His visions and passion laid the
grounds for what became one of the most renowned names within the textile
industry of Pakistan.

3. Strategic Position and Facilities

Kohinoor Mills was founded in Punjab, a place with plenty of raw cotton and
qualified labour. The availability near the large areas of cotton production and
transport routes made it a very good place for a textile venture. Spinning and
weaving equipment were invested in by the promoters, building a technical
base for the company's business. The factory started small but was based on
a long-term expansion policy.

4. National Relevance in Early Challenges

During its initial years, Kohinoor Mills was confronted with grave problems
such as non-availability of sufficient capital, insufficient supply of machinery
of industrial quality, and unavailability of expert technicians. Despite all these
problems the company managed to survive and earned the reputation of
being one of the first sober attempts in Pakistan towards the establishment of
a vertically integrated unit of textile manufacturing from cotton to fabric.

5. National Policy Synergy

1950s and 60s were decisive decades when Pakistan policy swung in favor of
private-sector industrial growth. Kohinoor Mills also benefited from such
policies, as the government provided assistance in the form of loans, tax
concessions, and permission to import machinery for textiles. Such assistance
enabled the company to modernize its processes and enhance its capability
to manufacture.
6. Creating a Brand Image for Quality
Right from the beginning, Kohinoor Mills was focused on product quality and
consistency. The firm established a solid reputation with wholesalers and
industry consumers as a reliable producer of cotton yarn and woven fabric.
Quality helped in winning others over and establishing local and overseas
customers both incrementally and steadily.

7. Establishing the Foundations for Expansion

By the late 1960s, Kohinoor Mills had a strong operating foundation. The
management of the company started looking for possibilities of diversification
into fabric processing like printing and dyeing. These initiatives played a vital
role in positioning the company for the shift from the position of a basic
textile unit to that of an integrated textile manufacturer, which would
ultimately be fully realized in the coming decades.

8. Legacy of the Founding Phase

The establishment of Kohinoor Mills Limited was the beginning of an
industrial legacy. Its initial focus on innovation, quality, and national service
set an example for other later textile units of Pakistan. It has been
maintaining the thrust of its founding ideals—industrial excellence with
national purpose-through the years and is now a corner stone of Pakistan's
textile industry.
Mission
vission
 Management Figures and Leadership
Kohinoor Mills Limited is guided by a visionary and experienced
leadership of the CEO and founder personality, Aamir Fayyaz
Sheikh who has been instrumental in leading the company to its
position of excellence as a top textile exporter in Pakistan. They
are well complemented by his two sons, Ismail Aamir Fayyaz**
and Imrat Aamir Fayyazwho are Chief Operating Officers of the
Weaving and Dyeing & Finishing Divisions respectively, bringing to
the company up-to-date management and innovation. Rashid
Ahmeda veteran investment banker, is the Chairman of the Board,
while Hajra Arham and Taimur Afzalhighly experienced
professionals, are independent directors through the Audit and HR
& Remuneration Committees. Matiuddin Siddiqui is a nominee
director of the National Investment Trust (NIT) to provide
institutional balance. Kamran Shahid, the veteran CFO, handles
financial affairs of the company, and Muhammad Rizwan Khan the
Company Secretary, handles legal and compliance issues—the
three constituting a governance-oriented and visionary leadership
panel.
1.Nationalization & Restructuring (1971–1976)
Then came the nationalization era from '72 to '76 during Zulfikar Ali Bhutto’s
time when a lot of the Saigol businesses got taken over. But by the late '70s,
they managed to keep their textile and sugar businesses and got them back
under Zia-ul-Haq.

2.Saigol Family Split & Focus on Textiles (1975–1985)

During 1975 to 1985, the Saigol family, one of the most powerful industrial
families of Pakistan, experienced a tremendous divide that reshaped the fate
of their business empire. Generational differences and intra-household
contrasts resulted in dividing the properties among the family. So, various
branches of the family started working separately, each performing
specialized functions. During these decades, the Kohinoor Mills-led group
shifted its prime focus towards the textile sector seeing in it the potential as
the backbone of the Pakistani economy. The textile push paved the way for
future growth, like the setup of Kohinoor Weaving Mills in 1989, and set the
group up to establish a strong, vertically integrated textile firm in the decades
that followed. In the early '80s, the Saigol family split things up. Tariq and
Taufeeq Saigol took charge of Kohinoor Textile Mills and started diving into
weaving, apparel, and even cement.

3.Formation of Kohinoor Weaving Mills (1989)

Kohinoor Weaving Mills became a subsidiary company in 1989, another
milestone to becoming one of the most successful textile groups of Pakistan.
The group also diversified into cement with Maple Leaf Cement.
By '89, they officially kicked off Kohinoor Weaving Mills as a subsidiary, which
really put them on the map as one of Pakistan's top textile companies. They
also got into the cement game with Maple Leaf Cement.

4.Aamir Fayyaz Sheikh & Independence (2005)

In 2005 Aamir Fayyaz Sheikh assumed as a key player in kohinoor Mills
Limited, which was the onset of a new era of independence and strategic
reform for the company. Being an entrepreneurial businessman and visionary,
he grabbed the management in hand and directed the company from
conventional family business practices to a corporate and professionally
managed business organization. Kohinoor Mills looked at modernization,
diversification, and global competitiveness under his management. It was also
the time when the company's independence from previous family conflict
and internal problems came in, enabling it to manage with a clearer strategic
outlook and make attempts for sustainable development in the fast-changing
textile market.

Then in 2005, Aamir Fayyaz Sheikh, who’s part of the Saigol clan, decided to
branch off from the Kohinoor Maple Leaf Group to focus on apparel. The
company rebranded as Kohinoor Mills Limited but stayed in the family’s
hands.

BOARD OF DIRECTORS
1.Chairman Of Kohnioor Mill Limited
Mr. Rashid Ahmed Chairman
Mr. Rashid Ahmed is a retired senior investment and development banker. He
served the banking and financial services industry for over 40 years in senior
positions like Group Chief and CEO. He served Board of Directors of large
corporate sector companies including telecommunication, fertilizer, cement,
textile etc., and investment banks, leasing companies and modarabas.
He is currently Chairman of the Board of Directors and Member of Human
Resource & Remuneration and Audit Committees. He also served as the
Chairman of Audit Committee of Kohinoor Mills Limited. Mr. Rashid Ahmed is
a member of Board of Governors of Lahore University of Management
Sciences (LUMS) and as a visiting faculty member at Quaid e Azam University,
Islamabad, University of the Punjab and University of Engineering and
Technology, Lahore. Visulaising Mr. Rashid qualification and vast professional
experience The Securities and Exchange Commission of Pakistan awarded
exemption to him from Director's Training Programme.
2.Aamir Fayyaz Sheikh – CEO And Industry Voice Chairman
Aamir Fayyaz Sheikh, the MD of Kohinoor Mills Limited, is one of Pakistan's
textile industry's strongest men. With almost four decades of experience at
the top, he has transformed Kohinoor Mills from its humble origins as a small
weaving unit to being a vertically integrated textile giant, business in weaving,
dyeing, finishing, and garment production added only lately to its fold. A
University of Texas at Austin Economics graduate, Aamir blended scholarship
with applied leadership to transform business, increase exports, and place his
firm at the vanguard of Pakistan's textile enterprise. His passion for industrial
growth goes beyond the corporate community; he is a former Chairman of
the All Pakistan Textile Mills Association (APTMA), having a leading initiative
in negotiating EU GSP+ trade concessions and negotiating relief packages
from the government for exporters. A strong voice for policy reforms, he
often writes on energy crises, interest rates, and transport problems, often
articulating the interests of Pakistan in international trade forums. Sheikh's
leadership has been characterized by innovation and responsiveness,
particularly in times of economic crises, energy requirements, and volatility in
international markets. He is interested in ethical leadership, corporate
governance, and corporate social responsibility, as evidenced by
chairmanship of the Punjab Social Security Health Management Company for
improving industrial worker health facilities. His vision-oriented strategy
includes diversification into garment stitching and research on sustainable
processes to achieve international standards. Aamir Fayyaz's style of
functioning is participative, and he spends a lot of time personally handling
clients, suppliers, and trade missions. Changes in the global textile industry
have not prevented him from making Kohinoor competitive by synchronizing
with the newest technology, higher productivity, and operational efficiencies.
Described as an expert of governance, Aamir has been exempted by SECP
from mandatory director training due to his wealth of experience and
success. His stake in the company—around 20%—promises not only
investment but commitment that is profound. An avid golfer and well-known
philanthropist, Aamir maintains his business interests together with social
sensitivity, championing the causes of workers, education, and social welfare.
As a public face of the textile sector, his observations on matters such as
Pakistan's waning position in the international textile trade are proof of his
concern and resolve to regain industrial might. Whether leading from the
front in driving in-house transformation or being a voice in global and
national forums, Aamir Fayyaz Sheikh is an innovative leader who sets
tradition and innovation side by side, local talent and global expertise, and
business achievement in line with national development. His leadership has
transformed Kohinoor Mills as well as the future direction of Pakistan's textile
and manufacturing sectors and thus is a true industrial renaissance architect
and policymaker in the nation.

The next generation is stepping up too! Ismail Aamir Fayyaz joined in 2016
after studying Physics and Philosophy at McGill University. He’s the COO of
Weaving now and is all about modernization. His brother Imrat, a chartered
financial analyst who graduated from Cambridge, hopped on board in 2019 as
COO of Dyeing & Finishing.
3.Mr. Ismail Aamir Fayyaz

Director
Mr. Ismail Aamir Fayyaz is the son of Mr. Aamir Fayyaz Sheikh. He joined the
company in 2016 after studying Physics and Philosophy at McGill University,
Canada. For the past 7 years he has been heavily involved in sales and
marketing, travelling extensively to new markets in order to grow KML's
customer base. After the new expansion in 2018, he has been heading the
Weaving division as Chief Operating Officer and has been instrumental in
revamping the organizational structure and efficiency of the Weaving division.
He is the driving force behind Balancing, Modernisation and Rebalancing
initiative at Kohinoor Weaving, which has seen the gradual replacement of
older loom sheds with the newest, cutting edge technology. Mr. Ismail is also
a Chartered Financial Analyst, a Certified Director and enjoys learning new
languages.

4.Imrat Aamir Fayyaz

Director

Ms. Imrat Aamir Fayyaz after completing her Bachelor’s and Master’s in
Engineering from the University of Cambridge,UK, started her career in the
infrastructure sector of Pakistan with a focus on business development,
transaction structuring, acquisitions, debt arrangement, private equity and
financial modelling relating to power,energy,infrastructure and manufacturing
sectors. In 2019 after clearing all three levels of Chartered Financial Analyst
program, she joined the family textile business as Chief Operating Officer of
the Dyeing and Finishing Division at Kohinoor Mills. Like her father and
brother, she is playing an instrumental role in the growth of the company. Ms.
Imrat is also a certified director from LUMS and enjoys travelling and
experiencing new cultures.

5. Hajra Arham
Director

Mrs. Hajra Arham is a qualified Chartered Accountant from The Institute of

Chartered Accountants of Pakistan. She has over 25 years’ post qualification
work experience with public and private sectors at advisory and management
board positions. She has worked at projects funded by Govt. of Pakistan,
Punjab Govt., World Bank, Asian Development Bank, Department for
International Development UK Govt. and Japan International Cooperation
Agency. Her work exposure relates to Information Technology, Water Sector,
Power/ Energy Sector and widely diversified clientele of CA firm from Textile
and Sugar Industry to Financial Institutions and Development Authorities. She
is also currently serving as Independent Director and member of Audit
Committee of Lalpir Power Limited, a power generation and distribution
public limited listed company owned by Pakistan-based multinational
business conglomerate “The Nishat Group”.

6.Muhammad Anwarul Haq Siddiqui

Director

Mr. Muhammad Anwarul Haq Siddiqui is a dynamic, multifaceted and

performance focused professional offering extensive experience in human
resource operations, administrative functions and general management and is
known for strong work ethics, exercising independent judgment in dealing
with wide ranging HR responsibilities. He holds Master’s degree in Human
Resource Management and Bachelor in Laws from University of the Punjab,
Lahore, Pakistan. His professional experience of over three decades embraced
key management and HR positions with leading national and multinational
entities covering footwear and FMCGs businesses.
7.Matiuddin Siddiqui Director - NIT Nominee

Mr. Matiuddin Siddiqui is serving the board of directors’ of Kohinoor Mills

Limited as a nominee director of National Investment Trust Limited (NITL) -
the largest and oldest asset management company in Pakistan. Mr. Matiuddin
holds Masters degree in commerce from University of Karachi and is a
Certified Director from Institute of Cost and Management Accountants of
Pakistan. He upholds over two decades of professional experience in the field
of Accountancy and Finance and is serving NITL as a Head of Accounts &
Finance.
8.Mr. Taimur Afzal (Director)
Mr. Taimur Afzal started his career in the financial sector as a financial
controller, GTE Sylvania, USA, and has over 4 decades years of extensive
experience in senior commercial and proficient leadership roles in leading
Leasing and Banking sectors of Pakistan. The negotiating skills and problem-
solving capabilities accolade his persuasive abilities.
Mr. Taimur has a Masters degree in Finance from Clark Atlanta University,
USA, and Advanced Management Program from Harvard University. He
served and represented as Chairman of Pakistan Mortgage Bankers
Association, Chairman Leasing Association of Pakistan and Rep. to Asian
Leasing Association, Tokyo, Japan and also rendered his services on the Board
of Directors, Islamabad Stock Exchange, Pakistan.
Mr. Taimur is a certified director from LUMS and is also registered in databank
of independent directors at Pakistan Institute of Corporate Governance.

Chart of Over Time

Chief Financial Officer (CFO)
Kamran Shahid has been the Chief Financial Officer (CFO) of Kohinoor Mills
Limited (KML) since June 2011, ensuring the company's financial business is
conducted with foresight and leadership. With more than a decade of tenure
as the CFO, he has been held accountable for the company's financial
planning, budgeting, reporting, risk management, treasury operations, and
regulatory financial compliance. His extended term is evidence not only of
fiscal health but also his capacity to navigate the organization through
economic downturn and industry change. The finance function, under his
guidance, has put into place strict internal controls, encouraged openness of
financial disclosure, and built close collaboration with audit and regulatory
authorities. Kamran Shahid also collaborates closely with the senior
management so that financial targets are synchronized with overall business
targets, leading to growth that is sustainable and good corporate governance
for Kohinoor Mills Limited.

Audit and Internal Controls

Kohinoor Mills Limited's Audit and Internal Controls department is a primary
organization that fosters financial integrity, transparency, and compliance in
the organization. It is the task of this department to assess and enhance the
effectiveness of risk management, control processes, and governance
policies. Through internal audits conducted on a routine basis, the team
ensures that financial transactions are accurate, well documented, and
compliant with applicable laws, regulations, and in-house policy. It also flags
the areas of operating inefficiency, risk of fraud or policy non-compliance and
suggests these to the management to rectify. The internal control framework
safeguards company assets, financial reporting integrity, and eliminates
financial misstatements or fraud. In sum, the internal controls and audit unit
promotes investor confidence, regulatory compliance, and operating
discipline for Kohinoor Mills Limited.

Company Secretary and Legal

The Company Secretary and Legal position in Kohinoor Mills Limited serves as
a pillar of the company's governance and regulatory strategies, perpetuating
integrity, transparency, and stringent compliance in every corporate business.
This role is designated to a highly experienced professional who serves as a
liaison between the Board of Directors, top management, stockholders, and
regulatory authorities, upholding the highest level of corporate compliance
and ethical behavior. The Company Secretary organizes the board meetings,
prepares and keeps minutes, and submits statutory documents on time to
bodies like the Securities and Exchange Commission of Pakistan (SECP) and
the Pakistan Stock Exchange (PSX). Apart from management of company
records and shareholders' communication, the Company Secretary performs a
critical role as a mentor to the Board on legal and regulatory updates that
could affect the affairs of the business or running of the business enterprise.
The role also involves a significant legal component such as examination and
preparation of contracts, resolving disputes under law, and consulting with
lawyers outside of the organization in order to avoid risks and safeguard
interests of the firm. By monitoring company announcements, compliance
with listing regulations, and backstopping the enforcement of internal polices
in conformance with national and international corporate governance
standards, the Company Secretary ensures Kohinoor Mills remains in
compliance with the law while promoting accountability and transparency.
The legal function also supports the development of a strong corporate
culture by way of early identification of potential legal issues, intellectual
property protection, and management of labor, commercial, and tax-related
legal issues. The function is not only enforcement of compliance but is
advisory in nature at the strategic level to allow the company to walk through
turbulent legal waters while meeting its long-term business objectives. In the
fast-changing business environment of a country such as Pakistan's textile
industry, the Company Secretary & Legal function is a keen watchdog of the
company's reputation, guardian of the company's legality, and trusted advisor
of the management. Their function not only keeps Kohinoor Mills Limited in
conformity with its legal requirements but also maintains a culture of good
governance, ethical business ethics, and corporate social responsibility—
enabling the stability of the company in the long term, investor
trustworthiness, and long-term growth.
z
Committee Reconstitution
Reconstitution of the Committee at Kohinoor Mills Limited is an important
step towards putting in place the corporate governance of the company and
ensuring effectiveness, relevance, and responsiveness of the Board of
Directors and its sub-committees to changing business needs and regulatory
environments. Such organizational re-planning includes reviewing the
structure, composition, and mandates of main board committees—i.e., the
Audit Committee, Human Resource and Remuneration Committee, Risk
Management Committee, etc.—so as to be suitably staffed with directors in
an appropriate mix of expertise, independence, and experience.
Recomposition of such committees often happens following shifts in board
membership, enhancing compliance requirements, or enhancing oversight
and decision-making roles in the firm. It recognizes that every committee is
well-placed to deal with its mandate in the appropriate way, whether it is
reviewing financial reporting and internal controls, developing HR policies,
addressing enterprise risk management, or contributing to sustainability
strategy. By reconstituting, the Board can introduce new members, rotate
chairmen, or re-engineer terms of reference to enable fresh perspective,
enhance accountability, and harmonize committee structures with best
practice in governance. This forward-looking practice of governance
reinforces the company's dedication to transparency, integrity, and
compliance with laws. In addition, reconstitution continues to promote
ongoing separation of monitoring and executive duties, and lessens conflict of
interest and facilitates improved risk management. It also keeps board
committees dynamic and responsive to internal and external demands—like
fluctuating accounting principles, labor laws, taxation laws, and expectations
from stakeholders. In Kohinoor Mills, reconstruction committees is done with
highest regard to the SECP's regulatory principles and Code of Corporate
Governance so that independent directors are tasked with primary
responsibility for material oversight functions. It is an extension of the
company's conventional emphasis on internal controls, ethical leadership,
and prudent decision-making. By frequent examination of the composition
and functioning of its board committees, Kohinoor Mills maintains good
governance not only conforming but also future-oriented. Doing so, it also
increases investor and stakeholder confidence by reflecting a culture of
perpetual improvement and future-oriented governance. Lastly, reorganizing
the committee is not just an administrative task—it is a testament to the
evolving strategic vision of the company and its commitment to being
resilient, responsive, and accountable in a dynamic business landscape.
Leadership Transition Strategy
The Process of Succession Planning of Kohinoor Mills Limited is a designed
and strategy-led process of continuity, stability, and long-term growth in the
face of executive or board-level management change. Leadership change
having a substantial effect on organizational performance, reputation, and
culture, the organization has developed an elaborate process intended to
concentrate on visionary planning, open lines of succession, and concurrence
with long-term business objectives. This approach starts with developing and
nurturing in-house talent by programmed growth programs, mentoring, and
performance monitoring, enabling future successors to develop skills,
experience, and confidence for more senior positions. While doing so,
Kohinoor Mills is also on the lookout for external talent as and when needed
to introduce fresh thinking or fill critical skill shortfalls, particularly in
innovation, technology, or regulatory-driven positions. The Board of Directors
closely works with the Human Resource and Remuneration Committee in
succession planning and keeps key leadership posts under continuous review,
reviews readiness, and revises contingency plans. Succession to leadership is
tackled within a governance-led structure, keeping issues in perspective and
openly informing stakeholders—employees, shareholders, and regulatory
bodies alike—so that they are adequately informed and guaranteed of
organizational stability. At periods of real change, exiting and incoming
leaders are facilitated to go through a strategic knowledge handover,
concurring on strategic priorities, organizational culture, and stakeholder
relations. The simultaneous handover period reduces disruption and ensures
new leaders are not just operationally settled but culture embedded. The
process involves maintaining institutional memory in conjunction with
adopting new leadership strategies and strategic thinking. Kohinoor Mills
realizes that succession is a time for innovation and innovation, and so
encourages successors to draw from the past yet bring with them innovations
responding to changing market realities. Furthermore, the firm regularly
monitors post-transition performance and integration through periodic board
reviews and feedback mechanisms to guarantee leadership competence as
well as ongoing congruence with company objectives.
 Evolution of Management Structures and Strategies
The growth of the management structure and policies of Kohinoor Mills
Limited is the reflection of the firm's evolutionary process through emerging
industry environments, international market trends, and organizational
growth stages, guided by a vision of sustainable development and excellence
in operations. It has been a step-by-step journey since its inception as a family
business based on traditional textile traditions, evolving to a professionally
run system-based organization with strategic thinking, corporate governance,
and performance accountability. This transformation was initiated with the
formal structuring of divisional structures that enabled one-minded
management of core business divisions like weaving, dyeing, and energy, with
each managed by specialist teams and regulated by an empowered board of
directors. With the passage of time, the management level was reduced in
order to enable quicker decision-making and cross-function coordination,
particularly in reaction to heightened competition and the call for timely
action in supply chains. Strategic decision-making previously guided by
experience and instinct is now bolstered by data analysis, market research,
and cash flow simulation, and each business decision supported by facts and
feasibility. Leadership positions previously held by a few are now shared by
competent professionals who specialize in finance, operations, technology,
compliance, and human resources, reflecting a preference for specialization
and institutionalization. The application of ERP systems and computerization
also helped the company to automate processes, track KPIs in real-time, and
enhance accountability at the management levels. In the meantime, company
strategies shifted from single-orientation production strategy to market-
oriented as well as innovation-based strategies that focus on value-added
services, product diversification, sustainability, and customer responsiveness.
Strategic programs like export market development, mechanization, and
environment-friendliness have been planned through cross-functional
coordination and stakeholder management. It has strengthened its internal
governance, created formal audit, risk, and HR committee frameworks, and
followed international corporate governance practices, marking its growth
into a mature and forward-looking business company. Continuous training
and leadership development initiatives are imbibed in the organizational
culture, gearing the next generation of managers to shoulder the
responsibility of steering changed strategic objectives. This path of structural
and strategic change has helped Kohinoor Mills navigate economic volatility,
negotiate regulatory evolution, and sustain its competitive advantage in
domestic as well as international markets. In essence, Kohinoor Mills'
transformation as a manager is a reflection of its commitment to resilience,
innovation, and long-term value creation—grounded in great leadership,
empowered teams, and a flexible, modern approach to implementing
strategy.
Evolution of Management Structures and Strategies
1.Foundational Phase
2.Expansion and Formalization
3.Restructuring and Technology Integration
4.Governance Reform and New Leadership
5.Innovation and Sustainability
Foundational Phase
The stage of development of management frameworks and strategies of
Kohinoor Mills Limited was a transformational time when the company
shaped its core identity, business intensity, and strategic direction for the long
term in Pakistan's expanding textile industry. Rooted in the heritage of the
Saigol family and ignited by an ethos of innovative spirit, the initial
management framework was marked by family members' dominance,
characteristics such as centralized decision-making, autocratic leadership and
personal style, and hands-on direct operational control. By this point,
business strategy had developed spontaneously by experience, market trend,
and warm relationships in the textile fraternity as opposed to formal data-
based models. Multi-functional leadership positions were typical, with senior
individuals responsible for numerous aspects of production, finance, and
marketing, thus a unified but highly centralized authority structure. In spite of
the hardships in the absence of advanced systems and external experts
during these years, what was built during these years was solid in the area of
discipline, creativity, and entrepreneurial risk-taking. Priority was given
towards creating operational stability, achieving good raw material supply
lines, building customer confidence, and ploughing back into core systems like
weaving units and electricity supply systems to facilitate round-the-clock
production. This period also witnessed the development of loyalist labor
culture by direct communication, personal contacts, and long-term job
security, which was the hallmark of industrial organizations in early Pakistan.
While there was little formal strategic planning, the root management
reflected an unmistakable sense of direction with cautious but gradual
expansion, reinvesting profits back into operations, and laying foundations for
future modernization. Organizational forms, while simplistic and hierarchical,
may yield short-run objectives of expansion and viability in an industrially
developing country. Leadership was accessible to in-house family advice and
industry networking as opposed to outside boards or advisors. Risk-taking,
albeit prudent, came before detailed knowledge of textile cycles and
domestic requirements. With passing years, the challenges of size,
complexity, and globalization had brought to the forefront the imperative of
structural fine-tuning, but it was the grit of the initial phase, intentionality,
and managed stewardship that provided Kohinoor Mills with conviction and
capability to move into the next phase of its growth. It may be viewed,
therefore, not only as the start of an industrial venture but also as an example
of the company's values of permanence—hard work, quality, trust, and
continuity. It provided a foundation upon which subsequent generations
could develop more sophisticated systems, professional standards of
management, and internationally-oriented practices. In real terms, the
formative period was less about vision, commitment, and flexibility and more
about less formal structures and, therefore, these would continue to be the
characteristic features of Kohinoor Mills even when it became a complex,
system-oriented, and world-integrated business.

Expansion and Formalization

The growth and formalization stage during the time of development of
Kohinoor Mills Limited's management systems and strategies was a stage of
transformation wherein the company shifted from a conventional family
business house to a formally conducted, professionally managed
organization. As the textile industry became globally competitive and
international competition loomed large, Kohinoor Mills felt it was time to
expand operations in an effective and visionary manner. This brought in
sharply defined functions like finance, human resource, marketing,
purchasing, and production, regulated by professionals with skills relevant to
the industry. The organization brought in contemporary management
practices, initiated internal policies, and had enterprise resource planning
(ERP) systems implemented to attain transparency, accountability, and instant
decision-making. At this stage, formal corporate governance frameworks
were introduced, such as the formation of specialist board committees such
as audit, risk, and HR, and aligning Kohinoor Mills with national and global
regulation compliance standards. Strategic planning was made more data-
driven, focusing on more long-term growth, diversification, and operational
excellence. As the roles and responsibilities were institutionalized, the
company established a performance culture, paving the way for more
delegation, cross-functional communication, and succession planning at the
leadership level. This phase not only improved internal efficiencies but also
synchronized the corporation's worldwide market competitiveness as well as
compliance, innovation, and sustainable growth.
Restructuring and Technology Integration
The phasing of restructuring and technology integration in Kohinoor Mills
Limited management evolution was the turning point when the company
adopted innovation to drive efficiency, competitiveness, and responsiveness
in a dynamic textile market. Having discovered the constraints in conventional
processes and hierarchical decision-making, Kohinoor Mills embarked on a
structural reformation that simplified processes, reduced duplication, and
enhanced cross-functional coordination. Firms were rearranged into core
business operations with well-defined KPIs, responsibility systems, and lean
management. The focal point of the revolution was the incorporation of
cutting-edge technology—mainly, the adoption of Enterprise Resource
Planning (ERP) systems that combined finance, production, inventory, and HR
data. This digital spine facilitated real-time monitoring, evidence-based
decision-making, and frictionless coordination between units. Advanced
equipment, mechanization of weaving and dyeing, and computerized
monitoring of compliance came in for improving product quality and
international standards. Mid-management was made easy, creativity was
triggered, and a quicker command chain was set. Retraining programs began
to retrain employees and align them with the new digital-first world. With
this technology integration and organizational reorganization initiative,
Kohinoor Mills became a modern, streamlined, and innovative firm that could
compete in international markets.
Governance Reform and New Leadership
The era of new leadership and governance change in the development of
Kohinoor Mills Limited management models and strategies was a move
towards becoming vision-based and institutionalized. As the company
enlarged itself both in size and complexity, it realized that it needed to have
healthy mechanisms of corporate governance so that sustainable decision-
making, accountability, and transparency could be brought in. This move
brought reforms according to international standards of governance, such as
restructuring the Board of Directors, creating independent audit, HR, and risk
management committees, and demarcation of ownership and management
functions. These kinds of reforms instill a more robust framework for strategic
leadership and ethical practices. In parallel, a new generation of leaders
surfaced who were professionally qualified, highly educated, and
internationally experienced, with a new vision and high-energy approach to
corporate strategy. They stressed innovation, sustainability, and global
competitiveness and created a meritocratic performance culture. Their vision-
driven approach drove digital transformation, ESG alignment, and market
growth. By delegating professionals at every level and adopting best practices
in governance, Kohinoor Mills saw to it that not just was the leadership
visionary but also accountable to its stakeholders. It was during this time that
the company developed into a professional, transparent organization well
equipped to tackle contemporary challenges and appreciate emerging trends
in the textile industry globally.
innovation and Sustainability
The innovation and sustainability of Kohinoor Mills Limited's management
practices and systems is the clear indication of the company's visionary drive
towards sustainable value creation and growth. Even when world textile
industries more and more demanded that efficiency be coupled with
environmental responsibility and social accountability, Kohinoor Mills started
integrating sustainability into its organizational culture in addition to evolving
a culture of endless innovation. Management systems were changed to put a
topmost priority on R&D, and cross-functional teams were tasked with the
autonomy to venture into green technologies, alternative material usage, and
waste reduction processes. Leadership emphasized putting sustainability at
the top of the planning agenda—fittings energy-efficient equipment, water
recycling technology, and cleaner production techniques with global
environmental standards. Simultaneously, innovation was not merely process
and product innovation but also management philosophy, engendering
responsiveness, experimentation, and flexibility in following consumer taste.
Clever answers and new digital technologies facilitated tracking
environmental footprints and improving transparency in reporting. Training
programs and stakeholder engagement programs applied equal responsibility
towards sustainable practice on all levels of departments. This venture not
only set Kohinoor Mills as a stronger global competitor but also re-established
its brand image as a socially responsible industrial pioneer, demonstrating
that sustainability and innovation are not two distinct tracks, but closely
related pillars of success for the modern-day industry.
 Human Resource Management of Kohnioor Mill

Human Resource Management (HRM) is significant as it strategically

maximizes human capital to enhance organizational performance and
business prosperity. By combining practices such as hiring, training,
and performance management, HRM aligns the capabilities and
motivations of workers with the firm's objectives to create a setting
where group and individual achievement are attainable. This
coordination improves organizational culture and workplace
relationships, which improve sustainable development amidst
competitive business environments. HRM is therefore imperative in
achieving employee potential and long-term organizational success

The **Human Resource Management (HRM)** process of **Kohinoor

Mills Limited** is a contemporary, organized, and people-centric
process that is strategic in its organizational growth, employees'
productivity, and long-term sustainable development. Aware of the fact
that its people are the backbone of its business, particularly in the
highly competitive textile business, Kohinoor Mills has reengineered its
HR processes from conventional administrative processes to an
integrated and technology-enabled system that covers the entire
employee life cycle—hire to retire.

Kohinoor Mills' Human Resource Management system rests on core

pillars like **talent sourcing**, **training and development**,
**performance management**, **incentives and compensation**,
**compliance**, **employee engagement**, and **HR analytics**.
Kohinoor Mills has a **merit-based and transparent recruitment** policy
wherein the most deserving talent from a skills, experience, and culture
perspective is employed. The employees hired go through formalized
**orientation programs** and are provided with continuous professional
growth opportunities through avenues of specialized training, skill-
development, and leadership development programs.The performance
management system** places emphasis on the clarity of goals, tracking
of KPIs, and frequent feedback, which is associated with effort at the
individual level and organisational performance. Adequate importance
is given to **reasonable compensation**, including punctual payment of
salary, statutory benefits, performance bonus, and welfare facilities like
conveyance, meals, and medical care. Kohinoor Mills focuses on
**employee involvement and welfare** by encouraging a healthy,
harmonious, and growth-inducing work environment. Advanced
technologies like **Employee Self-Service (ESS)** portals and ERP-
based HR solutions offer real-time access to information, leaner
processes, and improved communication. In addition, **labour law
compliance**, environmental law compliance, and internal policies are
ensured through automation controls and audits.
Essentially, Human Resource Management at Kohinoor Mills is more
than just an aid function—instead an efficiency driver, an innovation
catalyst, and an employee satisfaction catalyst. Through its trail-blazing
HR philosophy, Kohinoor Mills goes on to foster a loyal, high-
performing team able to contend with the demands of a rapidly
evolving global textile industry.
 Overview of Kohnioor Mills Human Resource Management
System
The Human Resource Management System (HRMS) of Kohinoor Mills
Limited is a well-defined, progressive, and strategically aligned function that
is taking a key role in enabling organizational performance, employee
productivity, and sustainable growth within Pakistan's competitive textile
sector. One of India's foremost vertically integrated textile players, Kohinoor
Mills knows that its most important asset is its human capital and how the HR
function over a time span has grown from being passive administrative
support to an acquisitive, technologically advanced, and strategy-formulation-
driven department. The HRMS of Kohinoor Mills comprises the entire range
of human capital management, from talent acquisition to onboarding,
training and development, performance appraisal, payroll administration,
employee relationship management, and succession planning. The
recruitment is done through the merit-based and open recruitment process,
allowing the proper skills to be chosen with individuals who follow the values
and business goals of the company. After onboarding, employees receive
orientation and role-based training, with ongoing development opportunities
extended through workshops, certifications, and technical upskilling programs
specifically in core business functions like weaving, dyeing, and power. The
process of performance management has been transformed from traditional
annual reviews to more dynamic and quantifiable assessments, with
transparent KPIs and feedback loops to drive employee development and
reward high performance. Compensation and benefits are effectively
managed, payroll systems being a part of ERP systems to provide accuracy,
compliance, and timeliness. Besides wages, Kohinoor Mills offers welfare
benefits like health coverage, transport facilities, and subsidized meals,
leading to employee satisfaction and retention. Workplace safety, ethical
labor practices, and compliance with national and international labor laws are
of critical concern for the company, especially in export-oriented industries.
The above feature reduces the transaction costs of exchange. Apart from
that, the HR function also facilitates effective internal communication,
grievance redressal, and employee involvement through official and unofficial
channels. Feedback from employees at regular intervals, reward schemes,
and team-building activities serve to create a motivated and harmonious
work culture. The HRMS also has an important part to play in facilitating
digital transformation as well as reorganization of an organization by mapping
future talent requirements, creating learning routes, and preventing change
failure. The use of HR software solutions has made it possible to monitor
attendance, leave, and employee data in real time in a secure and
confidential way. With the company's future leaning more towards
sustainability and innovation, HR is actively engaging in integrating ESG
thinking within employee training, work practices, and leadership programs.
Gender diversity, ethical recruitment, and employee well-being are becoming
part of HR strategy. In practice, Kohinoor Mills' Human Resource
Management System is not a back-end administrative task but a front-end
strategic imperative that enables the company to compete effectively in the
global market by creating a capable, committed, and forward-looking talent
pool on the foundation of values of integrity, innovation, and improvement.
Through this strategic approach, Kohinoor Mills has been able to create a
culture of high performance that combines excellence in operations with
employee empowerment and long-term organizational strength.
Human Resource Management System (HRMS)
Recruitment and Onboarding
HRMS simplifies the recruitment process by posting job openings, managing
applications, and new-hire onboarding guidance. This makes the recruitment
of the desired candidate efficient and integrating them in the organization
smooth. Onboarding evaluation is the same as the onboarding process so
organizations are recommended to administer an onboarding survey for
enhancing the onboarding process quality. Download our free HR toolkit for
on employee onboarding survey

The Recruitment and induction process of Kohinoor Mills Limited is an

efficiently planned function with an eye to recruiting, choosing, and inducting
best-fit candidates in favor of the long-term vision and operational
effectiveness of the company. The recruitment in KML is merit-based and
transparent in nature, where the applicants are assessed not merely on the
technical capabilities and academic performance but on the parameters of
compatibility with the company's culture, values, and direction towards
expansion as well. The HR department works in tandem with the department
heads to determine manpower requirements, create appropriate job
descriptions, and recruit candidates through all possible means such as
internal reference, job boards, campus placement, and employment agencies.
After selection, the induction process is started with an appropriately
designed orientation program that familiarizes new employees with the
company's background, main operations, safety procedures, ethical codes,
and performance standards. The objective is to condition for a smooth
induction into the organizational setting and to prompt early productivity,
participation, and membership. New members are supported through the
initial assignments by mentoring and departmental assistance, which helps
them acclimate to both the technological and cultural sides of the role. In
toto, Kohinoor Mills' induction and recruitment process is a pivotal gateway
for recruitment and talent retention where every new trainee starts with a
clear conception, confidence, and orientation.
  Payroll Management
Administration of payroll within Kohinoor Mills Limited is a very systematic
and technology-based practice towards ensuring accuracy, transparency, and
adherence to standards in disbursal of salaries and incentives to workers. The
activity of payroll has been integrated into the company's Enterprise Resource
Planning (ERP) system, which enables calculation in respect of wages, over-
times, deductions, bonus disbursement, and allowances, while reducing the
incidence of human mistakes and enabling timely disbursement. It
accommodates various forms of employment—permanent, contract, and
daily wage employees—without contravening Pakistan's labor law and tax
laws. HR and finance are thoroughly integrated in the management of existing
employee data, attendance, leave remaining, and mandatory deductions like
EOBI, gratuity, and provident fund contribution. Confidentiality and data
protection are provided the highest priority with access controls to limit
visibility of sensitive payroll data. Apart from monetary compensation,
incentives such as medical reimbursal travel allowances, and performance
bonuses are also provided. In-house audit and managerial observation are
facilitated through updated payroll reports in a bid to ensure transparency
and fiscal accountability. In ensuring a seamless payroll cycle, Kohinoor Mills
not only fulfills its statutory and moral requirements but also ensures worker
trust and satisfaction, consequently leading to overall morale and operational
stability. The system demonstrates the company's dedication to business
discipline, efficiency, and fairness.
  Time and Attendance Management
Time and Attendance Management of Kohinoor Mills Limited is a critical
element of the Human Resource system of the company to maintain
disciplinary workforces, efficient operations, and proper payroll processing. It
is computerized using biometric check-in devices as well as ERP-linked
software to monitor employee in-time, out-time, break, and shift changes in
real-time. This automated system erases manual mistakes, minimizes the
likelihood of time theft, and allows the operations and HR departments to
track workforce punctuality and productivity from different departments
through production floors, admin departments, and technical departments. It
accommodates multiple shift schedules and is most essential in tracking the
large workforce used in 24/7 textile factories. It avoids time theft and
promotes time discipline among all the workforce. Leave balances, absences,
and overtime hours are also tracked and directly correlated with payroll, so
that employees receive proper pay and as per their working hours.
Notifications and reports produced by the system help supervisors and HR
members make staff decisions in time about staffing, scheduling, and
compliance with labor laws of working hours and rest breaks. Through open
and effective time and attendance reports, Kohinoor Mills engenders
accountability culture, minimizes business disruption, and facilitates
integrated human capital planning that significantly enhances employee
satisfaction and organizational discipline.
 Performance Management
HRMS enables establishing performance objectives, performance review,
and giving feedback. HRMS assists in identifying top performers, career
management, and connecting individual performance with organizational
goals.Performance Management at Kohinoor Mills Limited is a process
that is structured and continuously changing based on the process of
connecting individual employee objectives with the firm's corporate
strategy and creating a climate of accountability, improvement, and
development. The process replaces the conventional annual appraisals
with measurable Key Performance Indicators (KPIs), feedback loops at
regular intervals, and appraisals based on performance designed with a
focus on each department and role. Managers and team leaders play
active roles in setting concise expectations, tracking progress, and
providing feedback to keep employees on track, motivated, and
supported in reaching their goals. The performance-based and open
system has performance outcomes tied directly to rewards such as
promotions, bonuses, and recognition schemes. Training requirements
too are determined by way of performance appraisals so that the HR role
can suggest individualized development plans for career progression and
skill acquisition. Blending performance data with the HRMS renders the
evaluation not only fact-driven but also uniform across divisions. Kohinoor
Mills subscribes to performance management as a dynamic instrument
for creating a culture of high performance in which employees are
encouraged to take ownership, be innovative, and contribute extensively
to the long-term success of the organization. This helps in retaining best
talent, managing underperformance, and ensuring every member of the
team aligns to the mission and values of the organization.
. Benefits Administration
HRMS automates the administration of employee benefits like medical insurance,
retirement schemes, and others. It simplifies employees' benefit management and
tracking, with less paperwork for HR personnel

Benefits Administration of Kohinoor Mills Limited is an organized and people-focused

activity with the purpose of improving employees' contentment, well-being, and
long-term loyalty. The organization provides a full spectrum of benefits in addition to
base pay so that employees can feel valued and cared for during their working life.
Key advantages are the contribution towards health insurance of employees and
their family members, EOBI and provident fund schemes, gratuity, leave days, and
incentive awards. Kohinoor Mills offers at-site facilities including concessional food,
conveyance, medical care, and sanitary working areas—particularly essential for its
vast operational staff in production and textile processing sections. The scheme of
benefits is administered using an HRMS system that is integrated for easy tracking,
processing, and upgrading of employees' benefits without compromising on
confidentiality or labor practices. Periodic audits and feedback loops ensure benefit
designs optimized and their updating to meet employees' needs. The HR function
facilitates effective communication of eligibility, enrollment, and claims procedures
without confusion and generating confidence. By providing a competitive and fair
benefits package, Kohinoor Mills not only cares about the welfare of the employees
but also builds a committed, enthusiastic, and efficient workforce in sync with the
company's culture of concern, respect, and long-term commitment.
Employee Self-Service
Kohinoor Mills Limited's Employee Self-Service is arguably one of the most important
features of its modern-age HR infrastructure, aimed at empowering employees by
providing them easy access to their own information, employment history, and
regular HR services. An integral component of the company's ERP-based Human
Resource Management System (HRMS), the ESS portal enables employees to easily
perform activities like paying slips, leave applications, viewing payslips, viewing
attendance records, updating personal information, and monitoring performance
appraisals—all within a single secure web environment. By leveraging a self-service
approach, the company minimizes reliance on HR staff for day-to-day queries,
simplifies intra-organizational procedures, and maximizes transparency within the
organization. Employees also get access to policy documents, benefit information,
training calendars, and internal newsletters in real time, enhancing communication
and interaction. The system ensures accuracy and security of information and simple
interfaces for employees to operate at all levels, ranging from operationals to admin
staff. ESS fosters a culture of ownership, responsibility, and technolgy awareness
among Kohinoor Mills staff. Not only does it enhance the efficiency of operations but
also greatly enhances employees' satisfaction since it ensures convenience, ease,
and mastery of their workplace matters—ending up making the organization more
responsive, agile, and people-oriented.
  Compliance Management
Compliance Management within Kohinoor Mills Limited is a key support of its
corporate governance and operational integrity, ensuring that every aspect of the
company's business stays aligned with national regulations, international practices,
and company internal moral norms. This role is deeply embedded within the
company's management system, as employed compliance personnel collaborate
with legal, HR, finance, and operational divisions to monitor, implement, and
constantly improve compliance processes. The firm adheres to major regulatory
regimes such as labor laws, taxation law, environmental law, export control laws,
corporate governance regulations, and safety laws as required by the Government of
Pakistan and such foreign regulatory bodies as may be applicable. It starts with
policies, for which detailed SOPs are developed, revised, and disseminated
throughout the company to inform the employees on good practice, reporting, and
discipline. Kohinoor Mills maintains audit trails and ERP-enabled systems to make
documentation, reporting, and approvals traceable and transparent. Internal audits,
third-party audits, and periodic training sessions enforce compliance sensitivity
across levels—right from factory floors to executive suites. The company also
maintains an effective whistleblower mechanism and grievance redressal system to
identify potential risks and unethical behavior on time. Compliance is not dealt with
as a reactive requirement but as an active culture-based imperative integrated into
decision-making, risk management, and strategic planning. Through strict adherence
to legal, social, and environmental requirements, Kohinoor Mills not only offsets
operating and reputation risks but also earns regulators', customers', investors', and
employees' confidence. This integrated compliance strategy makes the company a
good corporate citizen, optimally positioned to realize long-term development with
the utmost accountability and ethical behavior in the highly competitive and
regulated textile sector..
.Training and Development
Training and Development is a structured and ongoing activity in Kohinoor Mills
Limited for improving the skills of employees, filling gaps in skills, and creating a
culture of learning and innovation within the company at all levels. Knowing that its
human resources are at the core of maintaining operational excellence and world-
class competitiveness, Kohinoor Mills has made training and development part of its
core human resource management practices. The program is designed to
accommodate organizational and personal career goals, with the provision of a
combination of technical, behavioral, and leadership training programs. For technical
personnel, particularly operations such as weaving, dyeing, finishing, and energy
management, frequent hands-on training familiarizes them with the new machines,
production norms, and safety measures. For administrative and management staff,
computer skills, compliance, teamwork, and communication workshops provide
room for strategic planning and operational effectiveness. New staff go through
systematic orientation programs that facilitate their integration into company culture
and practices, while experienced employees are offered development opportunities
to ready them for greater roles and succession planning. Training requirements are
pinpointed by performance reviews, departmental objectives, and future manpower
planning, with training content being imparted by internal subject matter experts,
external trainers, and web-based e-learning modules. Kohinoor Mills also fosters
ongoing improvement through knowledge-sharing meetings, cross-functional
learning, and course design based on feedback. The Learning & Development (L&D)
function works closely with the company's vision of innovation, efficiency, and
sustainability in order to maintain employees' agility in a rapidly changing textile
sector. By investing in talent, Kohinoor Mills enhances employee satisfaction and
retention, builds new, anchored internal talent pools, lowers the reliance on external
hiring, and generates a high-performance culture poised to confront challenges in
the future. Essentially, training and development within Kohinoor Mills is not merely
an administrative back-office function–it is a strategy driver of enduring growth
operating greatness, and employee empowerment.
. Analytics and Reporting
Reporting and Analytics for Kohinoor Mills Limited is of utmost importance to
facilitate data-based decision-making, transparent business operations, and
strategic planning among all departments, especially in the Human Resource
Management System (HRMS). With applications integrated with ERP and
business intelligence tools, the organization records, processes, and analyzes
real-time employee performance-related information, attendance, payroll,
turnover, training effectiveness, and compliance rates. These analytics give
vital insights into trends, patterns, and gaps which assist the management in
streamlining workforce planning, resource utilization, and process
optimization. For example, detailed HR dashboards and customized reports
assist the leadership in tracking KPIs, measuring departmental productivity,
tracing cost-effectiveness, and measuring employee engagement or
absenteeism. Predictive analytics have a part to play when it comes to talent
management and succession planning too, where high-potential employees
are singled out and future staffing requirements predicted. The reporting
process facilitates timely creation of routine as well as ad-hoc reports that are
utilized for internal audit, board meetings, and reporting to regulators.
Through the process of converting raw data into meaningful information, the
analytics and reporting function enables Kohinoor Mills to make effective,
timely decisions that are advantageous to its long-term business goals. To a
competitive textiles firm, this analytical skill adds up to speed, accountability,
and ongoing improvement—the very impetus for the company's
contemporary and adaptive management system.
 5 Benefits of Human Resources Management System
The Human Resource Management System of Kohinoor Mills Limited provides a
multitude of benefits which cumulatively enhance organizational performance,
functional effectiveness, and employee satisfaction. Essentially, the HRMS replaces
conventional, paper-based HR procedures with efficient, computerized procedures,
greatly reducing administrative burden, reducing the scope for human error, and
overall enhancing precision in procedures like payroll, attendance tracking, leave
handling, and employee record keeping. This automation enables HR practitioners to
move away from mundane processing to more strategic activities such as talent
development, succession planning, and organizational design. This, above all else,
has the most dramatic effect: having access to workforce data in real time to support
informed decision-making and forward planning by management. Embedding
analytics tools within the HRMS enables the capturing of trends in employee
performance, retention, and absence so that interventions may be made promptly.
Employees also enjoy self-service portals, via which they can request leave, view
payslips, and modify personal information, promoting transparency and
independence. The system is fully compatible with labor regulations and regulatory
laws, with audit-ready records and reports that build corporate governance. It also
facilitates structured training programs through tracking skill gaps and learning
pathways, mapping workforce development to business objectives. In a big and
dynamic textile society like Kohinoor Mills, where responsiveness, accountability,
and efficiency are crucial, the HRMS gives the company a solid, core platform that
keeps the company dynamic and future-proof. Finally, it not only improves
employees' experience but also improves leadership transparency, data accuracy,
and overall well-being of the company and, therefore, is a cornerstone of
contemporary human capital management for Kohinoor Mills Limited.
 1. Increased Improved Efficiency and Productivity
Improved Efficiency and Productivity as a result of the Human Resource
Management System (HRMS) of Kohinoor Mills Limited is one of the most
consequential impacts of its digitization of human capital management. By
automating tedious and time-consuming tasks like attendance records, payroll
processing, leave applications, and record keeping of employees, the HRMS
decreases the amount of manual labor involved, reduces errors, and accelerates
intra-departmental processes. This automation frees up precious time for the HR
department but allows the employees and managers to view and manage their own
information using self-service portals—abolishing redundant delays and response
times. Further, real-time data visibility helps in making quick decisions, good
communication, and efficient coordination between HR and other departments like
finance and operations. Performance management components of the system assist
in monitoring goals, tracking KPIs, and developing timely feedback, all of which
contribute towards greater individual responsibility and greater team performance.
Training and development modules are also managed better, where the right skills
are transferred to the right individuals at the right time, resulting in ongoing
improvement and flexibility. Finally, the HRMS increases productivity overall by
developing a more structured, nimble, and performance-oriented work environment
where the employees and management can devote more time to strategic
development as compared to administrative tasks.
2.Improved Employee Experience
Enhanced efficiency and productivity*of Kohinoor Mills Limited, owing to its
state-of-the-art Human Resource Management System (HRMS), have greatly
facilitated maximum day-to-day activities and overall organizational
performance. Owing to its automation of essential HR activities like payroll,
attendance, leave management, and performance monitoring, the system has
eliminated workloads manually, redundant processes, and human errors. The
staff also get access to a self-service portal where they can input their own
data, arrange leave, and see payslips, which is more transparent and less
reliant on HR staff. Managers have real-time data and insights that enable
quicker, fact-driven decisions and assist in optimizing team performance.
Performance reviews and training modules are now integrated smoothly, so
the staff gets timely feedback and development assistance. This combined
system not only saved time and money but also evolved a more responsive,
accountable, and productive work culture—setting Kohinoor Mills up for long-
term growth and operational excellence.

3.Better Employee Development and Retention

Improved Employee Development and Retention within Kohinoor Mills Limited
results from the company's collective endeavors in formalized human resource
strategies, guided by an improved Human Resource Management System (HRMS).
The company realizes that building talent is not just imperative for employee
development but also necessary to ensure business sustainability. Employees are
equipped with technical and soft skills through clearly outlined training and
development initiatives to improve their performance as well as equip them for
future leadership responsibilities. From new orientation through continuous
learning, the organization provides steady development programs applicable to
every employee's job, department, and career growth.
4.Cost saving
Cost saving in Kohinoor Mills Limited is the outcome of the seamless and automated
procedures enabled by its Human Resource Management System (HRMS) that
minimize the extent of manual intervention, errors, and idle use of resources in the
firm. Through the automation of central HR functions like payroll, attendance, leave,
and handling employee data, the firm has significantly reduced administrative
overheads and ongoing costs with regard to paper-based systems. Streamlined
recruitment also minimizes recruitment cost and time, while real-time measurement
of employee performance and productivity contributes to higher workforce planning
and managed overtime expenditure. The system further supports timely compliance
with employment legislation to eliminate fines and legal expenses. Training
programmes become more targeted and cost-saving, addressing precise skill gaps
and not a general measure. Overall, the HRMS facilitates intelligent decision-making,
improved asset management, and lean operations, allowing Kohinoor Mills' cost-
effectiveness in the long run without compromising quality or employee satisfaction.

5.Improved compliance and data protection

Improved compliance and data protection at Kohinoor Mills Limited is a key benefit
of its advanced Human Resource Management System (HRMS), ensuring that HR
activities are regulatory compliant as well as handled securely. Adherence to labor
law, tax laws, and company regulations is automated by the system through accurate
digital storage, statutory deduction tracking, and audit-compliant report generation,
thereby reducing the likelihood of errors, fines, and regulatory violations.
Simultaneously, the HRMS ensures data confidentiality by using strict access
controls, encryption, and secure authentication techniques, to guarantee that
sensitive employee data like payroll information, identification details, and
performance records are not disclosed or made available to unauthorized
individuals. System updates and internal audits on a regular basis assist in ensuring
security as well as compliance with existing legal and IT guidelines. This twofold
strategy not only promotes business transparency and legal responsibility but also
generates employee trust as well as reiterates Kohinoor Mills' commitment to
ethical, secure, and responsible management of the workforce.