Nishat Mills final project management

A!S  "RA #" $ish at  "e%til  "e%til e Mills Ltd& is one o' the large st  "e%til  "e%til e Wamic Hassan L1s15mbam0010 Arslan Asghar L1s15mbam0008 Daim Daim-u -urr-Reh -Rehma man n

L1s1 L1 s15m 5mba bam0 m000 00 

Hareem Submitted to: Mam Madiha Hamid

ACKNOWLEDGEMENTS First of all we would like to thank Allah for blessin us with su!h knowlede and i"in this o##ortunit$ to do this work% &e a"e us knowlede' skills and abilit$ to #erfor( in su!h a ood wa$ (arkin our e)!ellen!e% We would like to thank Ma( Madiha &a(id for i"in us this task and hel#in us understand the ke$ #oints of this task% We are thankful to Ms% Aroo* +Marketin Manaer at Nishat Linen, for hel#in us with atherin the infor(ation about Nishat Te)tile% Finall$ Mr% -awad .ukhari+ Manaer O#erations at LaLa Te)tile, hel#ed us with understandin the #lannin  #ro!ess in te)tile (ills and leadshi#s skills% We are thankful to all other fellows too%

 ACKNOWLEDGEMENTS  2  EXECUTIVE SUMMARY  4  HISTORY OF THE ORGANIZATION  4  INTRODUCTION  4 VISION STATEMENT  5  MISSION STATEMENT  5 GOALS & OBJECTIVES  5 OPERATIONS OF THE BUSINESS  5

 Planning fun!i"n  6  Formal Planning Proce Fi!e S"e# 6  Le!el o$ managemen" in!ol!emen" in #lanning% 7  PORTERS ' FORCES ANAL(SIS OF NISHAT MILLS LT)  7 Con"em#orar* I+e 8

O#gani$ing fun!i"n  9  Managerial Hierarc,* 9 T*#e o$ )e#ar"men" 10 Organi-a"ional S"r+c"+re 11  A##lica"ion o$ Organi-a"ion )eign 12

Leading Function 12  A##lica"ion o$ mo"i!a"ion Tec,ni.+e% 12  E$$or" "o/ar0 0e!elo#men" an0 "raining o$ Em#lo*ee% 12  A##lica"ion o$ "eam /or1% 13 Con"em#orar* i+e in Managing ,+man reo+rce% 13

CONTROLLING FUNCTION 14  SWOT ANALYSIS  15

RECOMMENDATION 1! CONCLUION 1"  EXHI%ITS  19

REFRENCE 2#

E/EC0T12E S0MMA34  Nishat ha"e !ontinued on this *ourne$ fro( !otton e)#ort to now (arkin its roots in 5 !ore  businesses% Te)tile' Ce(ent' 6ower Generation and .ankin% Nishat is ser"in international le"el 7ualit$ rane of #rodu!ts with the hel# of its e)!e#tional (anae(ent skills% For ele!tri!it$ eneration the$ ha"e their own #ower eneration #lant and the$ are also sellin ele!tri!it$ to o"ern(ent% The$ ha"e fi"e di"isions8 S#innin' Wea"in' D$in' a##arel and #ro!essin ea!h workin se#aratel$ with hue !a#a!it$% Nishat is also runnin its #rodu!t rane with flashi# stores all o"er the !ountr$ with the na(e Nishat Linen% The$ are ser"in with the hel# of different de#art(ents and are usin well established (anae(ent infor(ation s$ste( +M1S, to interate the fun!tions of the orani9ation in a well: (anaed wa$% We #ro(ise to deli"er des#ite the odds%

&1STO34 OF T&E O3GAN1;AT1ON  Nishat Mills Li(ited is the flashi# !o(#an$ of Nishat Grou#% 1t was established in <=><% 1t is one of the (ost (odern' larest tall interated te)tile !o(#anies in 6akistan% Nishat Mills Li(ited has ??@'5B s#indles' @= To$ota air *et loo(s% The !o(#an$ ha"e ad"antae of usin latest te)tile d$ein and #ro!essin units' ? stit!hin units for ho(e te)tile' % Due to the a##li!ation of dilient (anae(ent #oli!ies' !onsolidation of o#erations' a stron balan!e sheet and an effe!ti"e (arketin strate$' the !o(#an$ is set on the route of rowth% The Co(#an$s !urrent  #rodu!tion fa!ilities !onsists of s#innin' wea"in' #ro!essin' stit!hin and #ower eneration%

1NT3OD0CT1ON  Nishat Mills Li(ited en*o$s the benefits of lare s!ale and uses the (odern te!hnolo$ and et an ede% The$ ha"e i(#le(entation of ta!ti!al (anae(ent and effe!ti"e #oli!ies% The$ ha"e (arket oriented (arket strate$ with ai( of !ontinues rowth% The !o (#an$ #ro"ide "arious rane of #rodu!ts with !o(#an$ ha"in different #rodu!tion fa!ilities su!h as s#innin' wea"in'  #ro!essin and #ower eneration%

21S1ON STATEMENT To turn the Co(#an$ into a well:#ositioned and (odern $arn' !loth and #ro!essed !loth and finished #rodu!t (anufa!turin Co(#an$ that is full$ resour!eful to #la$ a (eaninful role on sustainable basis in the e!ono($ of 6akistan% To turn the !o(#an$ into well:de"elo#ed and (oderni9ed #ower eneratin !o(#an$ that is !o(#letel$ resour!eful to #la$ its (eaninful role on sustainable basis in the e!ono($ of 6akistan%

M1SS1ON STATEMENT To i"e its !usto(ers 7ualit$ #rodu!ts and also dis!o"er new (arket#la!e to e)#and sales of the !o(#an$ with ood (anae(ent and foster a sound and d$na(i! tea(' so with the #ur#ose of  a!hie"in o#ti(u( #ri!es of #rodu!ts of the !o(#an$ for sustainabilit$ and e7uitable rowth and #ros#erit$ of the !o(#an$

GOALS H O.-ECT12ES • • •

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To (ake the !o(#an$ (ore #rofitable% To in!rease the #rodu!ti"it$ and o"erall effi!ien!$ of the !o(#an$ To show inno"ation b$ introdu!in new ideas and be!o(e the (arket leader b$ ettin  better than our !o(#etitors% To in!rease the s#an of our lobal (arket#la!e b$ knowin the needs of our !usto(ers e"en before the$ do and de"elo# and (aintain our !usto(er base s$ste(% To a!hie"e effi!ien!ies b$ (onitorin and i(#ro"in internal #ro!esses' enhan!e orani9ational stru!ture and ensure the o#ti(al use of a"ailable resour!es% To kee# our #a!e with the worlds latest te!hnolo$ trends to #ro"ide best 7ualit$  #rodu!ts and et (ore #rodu!ti"it$ with low !ost% To de"elo# and #ro(ote the i(ae of the !o(#an$ in front of the !on!erned #eo#le su!h as shareholders' !reditors and in"estors et!% To #la$ its role in so!ial res#onsibilit$ and en"iron(ental sustainabilit$ b$ #ro(otin awareness and ettin it into #ra!ti!e%

O6E3AT1ONS OF T&E .0S1NESS  Nishat Te)tile works with different di"ision su!h as S#innin fun!tion !o(es first in the o#erations then wea"in is another fun!tion% A##arel' #ro!essin and #ower eneration are other fun!tions% Nishat te)tile o#erates b$ interatin different fun!tions% O#erations of Nishat in!ludes (anufa!turin of different #rodu!t lines for their flashi# stores as well as #ower eneratin for (anufa!turin% O#eration also in!lude the e)#orts of the ar(ents in the international (arket%

6lannin fun!tion For(al 6lannin 6ro!ess Fi"e Ste#s  Nishat linen oals are set b$ to# (anae(ent and then di"isional #lans are (ade to a!hie"e those oals su!h as 6rodu!tion #lans' Iualit$ assuran!e #lans' Marketin #lans et!% Ste# J 1(#le(entationJ Finall$ the #lan is set in a!tion ea!h line of seasonal rane is #rodu!ed and laun!hed with #ro#er  #lan e)e!ution% Our own distribution !hannel is "er$ stron it hel#s us in orani9in our work in a better wa$% Ste#J ControlJ After i(#le(entation we kee# in !onta!t with our store (anaers on weekl$ basis ettin re#orts about !usto(er res#onse and if we dont et (u!h res#onse we #ut (ore in ad"ertise(ent and !he!k our desin rane with that of our !o(#etitors% 6lans are (ade b$ to# (anae(ent in Desin heads' Marketin de#art(ent head' A##arel di"ision head%

Le"el of (anae(ent in"ol"e(ent in #lanninJ The To# (anae(ent is res#onsible for #lannin in the larer #i!ture but ea!h di"ision #lans in its own wa$ to e)e!ute the #lans (ade b$ the to# (anae(ent% Middle (anaers (ake their own oals to a!hie"e the oal of the orani9ation% Low Manaer then si(ilarl$ (ake #lans and the$ are then #ut to workin to a!hie"e oals% To# (anae(ent (ake #lans for lon ter( that are not detailed *ust dire!tion to !a#ture the (arket then (iddle (anaers (ake (ediu( ter( #lans a!!ordinl$ to take a!tions to su##ort that lon ter( #lan then with few details% Low le"el (anaers (ake detailed #lans with dire!tions to e)e!ute the( to a!hie"e the o"erall #ur#ose of the orani9ation%

6O3TE3S > FO3CES ANAL4S1S OF N1S&AT M1LLS LTD Mi!heal #orters fi"e for!es i"e $ou an idea about $our fir(s standin in the (arket% .A3GA1N1NG 6OWE3 OF S066L1E3SJ The barainin #ower of su##liers is Low as 6akistan is one of the (a*or   #rodu!ers of !otton and !otton is the (ain !o(#onent for te)tile industr$% Labor is also !hea# to et so su##liers barainin #ower is low and te)tile ha"e an ad"antae% .A3GA1N1NG 6OWE3 OF C0STOME3SJ The barainin #ower of the !usto(ers is also Low be!ause of brand na(e and 7ualit$% Custo(ers dont need to !hane brand the$ are lo$al so the$ ha"e low  barainin #ower% Good (arket in 0%S and Euro#e also #la$ i(#ortant role in stron #osition of Nishat linen% 312AL34 AMONG E/1ST1NG F13MSJ The (ain ri"als of Nishat Te)tile are Cres!ent Te)tile and Chenab Te)tile% There is touh !o(#etition but still Nishat Te)tile holds its #osition "er$ well% 6ower  o"er industr$ is e7uall$ di"ided a(on bi fished su!h as Nishat' Cres!ent and Chenab% T&3EAT OF NEW ENT3ANTSJ There is threat of new entrants as there is not (u!h !o(#etiti"e ede with res#e!t to te!hnolo$ other than e!ono(ies of s!ale% No barriers in the do(esti! (arket and new entrants !an #enetrate% T&3EAT OF S0.ST1T0TE 63OD0CTSJ Substitutes de#ends on the !usto(er lo$alt$ and !usto(er s#endin beha"ior and swit!hin !osts% There is alwa$s threat of substitutes with alike #rodu!ts su!h as Khadi is a substitute for Nishat these da$s with alike #rodu!ts and flashi# stores%

Conte(#orar$ 1ssues There are a lot of te(#orar$ issues fa!ed b$ orani9ations% Ti(e bound is the (a*or issue (anaers (ust know their #ro*e!t ti(elines and how to finish their tasks in ti(e or otherwise o"erall #rodu!tion will fa!e dela$s% Another issue is a"ailabilit$ of resour!es (anaers (ust be aware of resour!es a"ailable and their !onsu(#tion and their resto!kin and deli"er$ ti(e% Mis!o((uni!ation takes #la!e !reatin a lot of (a*or #roble(s at all le"els% Manaers (ust know the abilities of their tea( and #lan a!!ordinl$% Lealities related to #lans (ade (ust be known so(e #lans fa!e leal issues afterwards and suffers due to faults in resear!h #hase% Te!hnoloi!al role (ust be ke#t in (ind and its !a#a!it$ #lans (ade without these thins in (ind !reates #roble( to (eet tarets or o"ere)ert the usae of resour!es% Finan!in is i(#ortant #lans (ade without kee#in in (ind the finan!e sour!es are useless% 6lans should be feasible finan!iall

%$ Orani9in fun!tion Manaerial &ierar!h$

#()

Director *rocessing

Manager ,olding

Manager *rocessing

D+& Manager ,olding

D+& Manager *rocessing *rinting

D+& Manager *rocessing d+ing

-&M Local Mar.eting

/ncharge ,air *ricing

D+& Manager 1ualit+

Sr& Assistant Manager 3aste

Assistant Manager 'air 0ricing

Assistant manager 2ualit+

assistant manager 3aste

(%hibit 1&1 $ishat te%tile mills 'ollo3 the 'ormal structure and there is chain o' command and centrali4ed decision ma.ing& #() 3ith his subordinates such as &M Sales and Diision heads such as Director *rocessing are to managers 3hile the managers rocessing or manager 'air ricing or manager o' regions or areas are middle managers& "he managers o' 'actor+ and managers at o6ces are lo3 leel managers& $ishat strictl+ 'ollo3s the 'ormal structure 3ith resect to authorit+&

T$#es of De#art(ents (%hibit 1&

Human Resource Manageme nt

/nternal Audit

#or0orate Sectariat

,inance 7 M/S

*roduction

Su00l+ #hain Manageme nt

Mar.eting

 Nishat Te)tile Mills ha"e "arious de#art(ents a!!ordin to its needs% &3 De#art(entJ &3 de#art(ent deals with all kind of issues related to e(#lo$ees or workfor!e su!h as their salaries' the issues the$ ha"e and the #roble(s the$ fa!e% &3 de#art(ents kee#s the en"iron(ent of the !o(#an$ ood and o"ersees the relationshi# (anae(ent inside and outside the orani9ation% 1nternal AuditJ This de#art(ent is a re7uire(ent for the !o(#an$ and it kee#s the books of a!!ounts in !he!k and !he!k the workin of the internal s$ste(s of the orani9ation' Finan!eJ Finan!e de#art(ent !he!k the resour!e of the fir( and ets funds and s#onsors% 1t kee#s the e!ono(i! en"iron(ent of the !o(#an$ in !he!k% Su##l$ !hain Manae(entJ it is a !ru!ial de#art(ent in the !o(#an$ $our su##l$ !hain (ust be stron to kee# the business runnin s(oothl$% All #rodu!ts and all other thins needs to be at the riht #la!e at the riht ti(e% Cor#orate Se!tariatJ This de#art(ent is res#onsible for (akin strateies and #lannin for the o"erall orani9ation% 6rodu!tionJ 6rodu!tion de#art(ent is res#onsible for (anufa!turin the #rodu!ts and kee# in !he!k the 7ualit$ !ontrol% MarketinJ This de#art(ent is in"ol"ed in the #ro(otion a!ti"ities and ad"ertisin a!ti"ities% The$ #lan for (arket #enetration and (arket sur"e$s and knowin !usto(er insiht%

Orani9ational Stru!ture (%hibit 1&9

A##li!ation of Orani9ation Desin 1t is Matri) orani9ation in whi!h there are different di"isions workin in their field su!h as S#innin' Wea"in' A##arel' 6ro!essin and 6ower eneration% Then ea!h di"ision ha"e their own tea( !onsistin of (e(bers fro( different de#art(ents su!h as (arketin' finan!e' !or#orate' hu(an resour!e et!% Me(ber fro( ea!h di"ision are answerable to the head of the di"ision in whi!h the$ are workin and then the$ are also answerable to the head of their own de#art(ent% 1ts kee#s the orani9ation in !he!k and the workin of the orani9ation is double !he!ked and kee#s tra!k of the oals bein a!hie"ed% 1t ensures the s(ooth workin of the !o(#an

%$Leading ,unction

A##li!ation of (oti"ation Te!hni7uesJ  Nishat te)tile is a "er$ well orani9ed fir( with stron (anae(ent understandin the funda(entals of (anae(ent% The$ know how to kee# their e(#lo$ees (oti"ated  be!ause the$ know in return e(#lo$ees will do better work% The$ kee# !he!kin the e(#lo$ees #erfor(an!e on (onthl$ basis and i"e in!enti"es and bonuses for ood  #erfor(an!e but the$ know that its not enouh so the$ (ake !hallenin oals and with ti(e s!hedules as the$ need to et work done in ti(e to (eet their taret dates these thins kee#s the e(#lo$ees (oti"ated and the$ #ro"ide ood work en"iron(ent b$ de"elo#in their (anaers with different (anaers trainin #rora(s fro( ti(e to ti(e so (anaers listen to e(#lo$ees i"e the( a"ailable resour!es and sort out their  #roble(s% E(#lo$ees trainin #rora(s are also orani9ed fro( ti(e to ti(e and this also kee#s the( (oti"ated% Their &3 de#art(ent is well established and it also hel#s e(#lo$ees et in better #osition% The whole en"iron(ent of Nishat te)tile is established in su!h a wa$ that kee#s the e(#lo$ees (oti"ated%

Efforts towards de"elo#(ent and trainin of E(#lo$eesJ Fro( ti(e to ti(e Nishat orani9e se(inars on de"elo#(ent of e(#lo $ees and different trainin #rora(s are orani9ed% When the$ hire e(#lo$ees the$ train the( first and i"e the( the sa(e wae rate as other workin e(#lo$ees et% This trainin hel# Nishat to kee# their #rodu!t 7ualit$ (aintained% Different trainin #rora(s are de"elo#ed for workers and for (anaers% The$ orani9ed e)e!uti"e de"elo#(ent #rora(' labor de"elo#(ent #rora( and in:house trainin #rora(s et!%

A##li!ation of tea( workJ  Nishat ha"e different di"ision ha"in its own de#art(ents% Tea(s are of ea!h di"ision that are workin own a!hie"in their own oals for instan!e A##arel di"ision one tea( fo!uses on (akin the trend$ Nisha st$le while the other tea( is workin on (akin the &o(e Linen et!% The$ ha"e different rou#s workin% Nisha b$ Nishat is (arketed se#aratel

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Conte(#orar$ issues in Manain hu(an resour!esJ Trust should be based on knowlede and intellien!e% Workin with (ulti:enerational !hallenes su!h as ae rou#s ranin fro( re!ent raduates to senior (anaer aed ?B: >% Affe!ted b$ leislations for work#la!e su!h as so!ial se!urit$ for e(#lo$ees and workfor!e and other benefits s!he(es su!h as health benefits et!% Te!hnoloi!al ad"an!e(ent ha"e !haned the work#la!e and &3 ha"e to !he!k for telework and fle)ible s!hedules and wa$s of kee#in in tou!h with workfor!e% 3e!ruitin and retention #roble(s of e(#lo$ees% 3e!ruitin needs to be #re!ise as e(#lo$ees at Nishat need to know the funda(entals of the orani9ation be!ause Nishat se!ret to best #erfor(an!e is ood (anaers%

#)$"R)LL/$ ,$#"/)$

Control 6ro!ess is "er$ i(#ortant for the s(ooth runnin of the !o(#an$ there are e ste#s of !ontrol #ro!ess% Ste#
so(eti(es it is not the fault of the e(#lo$ee but the standards set are wron su!h as o"er e)#e!ted 7uota et!%

SWOT ANAL4S1S Strenths •

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Te!hnolo$ is its (a*or strenth as it uses the (odern international standard te!hnolo$ for #rodu!tion of world !lass #rodu!ts%  Nishat ha"e stron se!urit$ s$ste( for its e(#lo$ees es#e!iall$ for labor whi!h retains the e(#lo$ees and i"e the( satisfa!tion%  Nishat is a #art of a lare industrial rou# ha"in its roots in different industries so it ha"e stron finan!in #osition% 1t workfor!e is hihl$ (oti"ated and best (anae(ent tea( with reat workin en"iron(ent% The$ ha"e their own #ower eneration #lants% Iualit$ !ontrol ha"e best (a!hiner$ to kee# !he!k on the 7ualit$ of their #rodu!ts on different staes%  Nishats 1SO !ertifi!ation i"es a sense of satisfa!tion to its e(#lo$ees%  Nishat ha"e Good i(ae in international (arket as well whi!h i"es it (ore #ro(inent  #la!e%

Weaknesses •

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The (a*or drawba!k is Nishat is still followin the for(al t$#e of orani9ation and its de!ision (akin is !entrali9ed% Nishat !entrali9ed de!ision (akin takes lon ti(e and results in dela$s so(eti(es% 6ri!e is hih for international (arket as other !o(#etitors are #ro"idin # rodu!ts (ade in China or .anladesh while Nishat is (akin its #rodu!t in 6akistan with a bit hih !ost% Gi"in hih salaries kee#s the turnout rate "er$ hih whi!h in return results in slow rowth% Centrali9ation hinders the deleation fun!tion whi!h sto#s the e(#lo$ees to work freel$ and be inno"ati"e% 1nternational (arket share is s(all due to China and .anladesh share%  Nishat s#end (ore on e(#lo$ees but less on ad"ertise(ent and #ro(otional a!ti"ities so the$ dont et to attra!t (u!h in the (arket%

O##ortunities •

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E)#orts !an be in!reased with followin the #ro!edures laid down b$ WTO followin international standards and offerin #rodu!ts at a !o(#etiti"e #ri!es% Should i(#le(ent new 1SO standards to !a#ture the international (arket as the$ are (ore !on!erned with knowin the in:de#th detail of #rodu!ts bein #ro"ided%  New e)#ort 9ones !an be dis!o"ered rea!hin new (arkets !an in!rease o"erall  #rofitabilit$%  Nishat !an introdu!e new #rodu!ts or start new #ro*e!t as #eo#le belie"e in the na(e of  Nishat so the$ will ha"e a !o(#etiti"e ede% 3e!ent brands trend !an be used to #ro(ote their #rodu!ts (ore with ad"ertise(ent as  #eo#le now:a:da$s belie"e (ore in brands% More skilled raduates are ste##in in the (arket and !an be hired to skillfull$ i(#ro"e !o(#an$ #oli!ies and in!rease effi!ien!

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WTO i(#le(entation !an be fruitful but if Nishat !annot kee# their !o st low or (aintain their 7ualit$ the$ !an suffer hea"$ losses and lose its #la!e% 3a#id !hanes in Go"ern(ent #oli!ies !an be har(ful for lon #lannin An$ terrorist in!ident in 6akistan !an !ause (a*or unrest in international (arket whi!h !an i(#a!t the (arket#la!e of te)tile e)#orts% 1n!rease in !o(#etition is a (a*or threat whi!h re(ains there at all ti(es% 1n!rease in ta)es kee#s the !o(#an$ in bad #osition% Ener$ !rises is a #est for the #rofitabilit$ of the orani9ation% Chinese #rodu!ts (arket #enetration !hallenes the (arket% Curren!$ flu!tuations (akes it diffi!ult to (ake lon ter( !ontra!ts%

R(#)MM($DA"/)$S  "hese are 'e3 recommendation 'or imroing the current condition o' $ishat "e%tile Mills Ltd&

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Fe(ales should be #ro(oted in the desin di"ision as the$ ha"in natural estheti!al 7ualities% The$ would *ust introdu!e new #rodu!tion desins and i(#ro"e inno"ation% 6rodu!t lines should be e)#anded with new #rodu!ts rane as !usto(ers are willin to  bu$ and there are still wide rane of #rodu!ts that !an be still used to #enetrate new se!tors of ar(ents di"ision su!h as knitwear et!% 1nternal *ob anal$sis should be done to know the !onditions of the e(#lo$ees workin and i(#ro"e the s$ste(% 1t will not onl$ result in e(#lo$ees satisfa!tion but will also i(#ro"e (oti"ation le"el and i(#ro"e the #rodu!tion% Males like fe(ales should be i"en trans#ort fa!ilit$ as well be!ause it will sa"e ti(e and (oti"ate the( too% Medi!al fa!ilit$ should be i"en to offi!e ad(inistration too not onl$ w orkfor!e workin in the (ill% 1n"entor$ #ur!hasin should be (ade better as so(eti(es there is o"ersto!kin (akin the funds s(aller for other #ur#oses and so(eti(es understo!kin whi!h also !reates  #roble(s%

#)$#LS/)$ $ishat te%tile Mills Limited is one o' the largest "e%tile grou o' *a.istan haing its root in other industries as 3ell& /t still 'ollo3s the centrali4ed 'ormal s+stem 3hich is not ma.ing things better but slo3ing the rocesses and limiting the manager innoation& $ishat is tr+ing to ma.e itsel' big in the international mar.et but still 'acing some issues 3ith haing high cost comared to its cometitors& $ishat is using the latest modern technolog+ to roduce the 3orld class roducts& /n'ormation s+stem is not er'orming as it should be but management is oerall good so these roblems are not so big& $ishat is roiding its customers 3hat the+ need and 2ualit+ control ma.es sure that its 2ualit+ is not comromised& "he ma;or thing is that at $ishat emlo+ees are 3ell motiated although motiation actiities are neer enough but still managers are satis
E/&1.1TS E)hibit <%
R(,R($#(S htt:==333&nishatmillsltd&com=nishat=d'=annual15&d'  htt:==nishatlinen&com=age=about