Nawab Traders, Sargodha: B.Z.U Sub-Campus D.G.Khan

Nawab Traders, Sargodha
Table of Contents
Nawab Groups Profile ................................................................................................................... 3 Rice and Rice Industry Profile ........................................................................................................ 4 Definations: ................................................................................................................................. 6 A) RICE: ................................................................................................................................. 6 1) Cargo Rice: ......................................................................................................................... 6 Major Exporters of Rice.............................................................................................................. 7 Nawab Traders, Sargodha ............................................................................................................. 10 Vision Statement ........................................................................................................................... 11 Mission Statement......................................................................................................................... 11 Departments and their functions ................................................................................................... 12 Procurement Department .......................................................................................................... 13 Front Office Department ........................................................................................................... 14 Finance Department .................................................................................................................. 14 Quality Department ................................................................................................................... 15 Testing Lab ............................................................................................................................... 16 Inventory Controller Department .............................................................................................. 17 Engineering Department ........................................................................................................... 17 Export Department .................................................................................................................... 17 Domestic Trade Department ..................................................................................................... 18 Extra Long Finest Rice ......................................................................................................... 19 By Products of Rice .............................................................................................................. 19
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B.Z.U Sub-Campus D.G.Khan

Company Business Process........................................................................................................... 20 Par-Boiled Processing ............................................................................................................... 21 Milling and Husking ................................................................................................................. 22 Normal Rice Reprocessing .................................................................................................... 24 Tasks performed during internship ............................................................................................... 25 Record Keeping of By-Products ............................................................................................... 25 Made Sales Report: ................................................................................................................... 25 Reviewed all machines are in running condition: ..................................................................... 25 File sorting; ............................................................................................................................... 26 Attending Calls: ........................................................................................................................ 26 Labors Inquiry: ........................................................................................................................ 26 Supervision on Loading/Unloading: ......................................................................................... 26 Financial Analysis ......................................................................................................................... 27 SWOT Analysis of Privilege Club:............................................................................................... 35 Strengths: .................................................................................................................................. 35 Weakness: ................................................................................................................................. 35 Opportunities: ........................................................................................................................... 35 Threats: ..................................................................................................................................... 36 Recommendations: ........................................................................................................................ 37 Conclusion: ................................................................................................................................... 38 References: .................................................................................................................................... 39
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Nawab Traders, Sargodha Nawab Groups Profile

Nawab Group of Companies was constituted under the leadership of Mr. Nawab Fazal Karim (Late) around five decades back. He through his single handed dedication and commitment to the profession has transformed this Group in to a one of the leading industrial groups of Pakistan, well known for its forward-looking approach, and highest standards of quality and integrity. Nawab Fazal Karim started with Rice Trading before the creation of Pakistan, Nawab Group of Companies today has a big portfolio of companies under its head. Nawab Agriculture Farms Nawab & Co. - No limit tender company Nawab Rice Mills Kashif Rice Mills Nawab HB Corporation Sweden. Nawab Traders, Sargodha Nawab Floor Mills
Beside this portfolio Nawab Group is also involved in real estate business. Mr. Nawab Fazal Karims son, Mr. Nawab Mehboob Alam with his keen eye on the future is now guiding the Nawab Group to enter the field of Information Technology (IT). The Group is constantly on its forward march. Mr. Nawab Mehboob Alams Vision knows no bounds and it will be difficult to predict as to what will be his focus of attention tomorrow. Mr. Nawab Mehboob Alam runs Fazal Karim Foundation whose sole objective is to engage in humanitarian projects in support of social and cultural causes and for the uplift of the deprived. Through this Foundation he not only fulfils his corporate responsibilities but also more importantly his commitment to promoting the good of common man.
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Nawab Traders, Sargodha Rice and Rice Industry Profile

Rice is the seed of the monocot plants Oryza sativa or Oryza glaberrima. As a cereal grain, it is the most important staple food for a large part of the world's human population, especially in East and South Asia, the Middle East, Latin America, and the West Indies. It is the grain with the second-highest worldwide production, after maize (corn). Since a large portion of maize crops are grown for purposes other than human consumption, rice is the most important grain with regard to human nutrition and caloric intake, providing more than one fifth of the calories consumed worldwide by the human species. A traditional food plant in Africa, its cultivation declined in colonial times, but its production has the potential to improve nutrition, boost food security, foster rural development and support sustainable land care.[citation needed] It helped Africa conquer its famine of 1203. Rice is normally grown as an annual plant, although in tropical areas it can survive as a perennial and can produce a ratoon crop for up to 30 years.[4] The rice plant can grow to 11.8 m (3.35.9 ft) tall, occasionally more depending on the variety and soil fertility. It has long, slender leaves 50100 cm (2039 in) long and 22.5 cm (0.790.98 in) broad. The small windpollinated flowers are produced in a branched arching to pendulous inflorescence 3050 cm (12 20 in) long. The edible seed is a grain (caryopsis) 512 mm (0.200.47 in) long and 23 mm (0.0790.12 in) thick. Rice cultivation is well-suited to countries and regions with low labor costs and high rainfall, as it is labor-intensive to cultivate and requires ample water. Rice can be grown practically anywhere, even on a steep hill or mountain. Although its parent species are native to South Asia and certain parts of Africa, centuries of trade and exportation have made it commonplace in many cultures worldwide. The traditional method for cultivating rice is flooding the fields while, or after, setting the young seedlings. This simple method requires sound planning and servicing of the water damming and channeling, but reduces the growth of less robust weed and pest plants that have no submerged growth state, and deters vermin. While flooding is not mandatory for the cultivation of rice, all
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other methods of irrigation require higher effort in weed and pest control during growth periods and a different approach for fertilizing the soil. (The name wild rice is usually used for species of the grass genus Zizania, both wild and domesticated, although the term may also be used for primitive or uncultivated varieties ofOryza.) Rice is unique among cereal grains in that the entire polished grain is eaten while other cereals are usually processed before they reach the consumer. Grain quality in rice is, therefore, a very sensitive issue. Interests and priorities of different sectors of rice industry are different. Farmers are interested in early maturity and high yield that would give them high returns in the form of good produce and provide enough time for sowing
subsequent crops including wheat. Miller's interest is high head rice recovery. Traders prefer attractive physical appearance (shape and size), whiteness and uniform grain size.
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For consumers, quality encompasses a complete range of visual, sensory and palatability criteria that include impressive appearance of raw as well as cooked rice texture in terms of stickiness/flakiness and appealing aroma. Rice grain quality depends on intrinsic quality of rice variety (appearance, milling quality and cooking characteristics), environmental conditions (temperature, humidity, rainfall) and management practices such as use of healthy seed; optimum sowing time; balanced and timely application of fertilizers; proper harvest and post-harvest operations, use of modern milling and polishing machinery etc.
Definations:
A) RICE: means milled rice which includes cargo rice, white rice, glutinous rice and boiled rice, whether it be whole grain, head rice, big broken, broken or small broken. 1) Cargo Rice: (BROWN RICE, HUSKED RICE) means rice obtained from paddy of which only the husk has been removed. This includes its whole grain, head rice, big broken, broken, and small broken. 2) Plain or White Rice: means rice obtained from paddy which has been husked and milled while by removing its bran layers. This includes its whole grain, head rice, big broken, broken, and small broken. 3) Parboiled Rice: may be husked or milled rice processed from paddy or husked rice that has been soaked in water and subjected to a heat treatment so that the starch is fully gelatinized, followed by a drying process. B) GRAIN CLASSIFICATION: means the proportional mixture of rice of difference classes to form a grade
Rice Kernal is divided into four classes namely: 1) Extra Long Grain: shall be the head rice/whole grain having the average grain length of 6.90 mm or more. 2) Long Grain: shall be the head rice/whole grain having the average grain length of more than 6.0 mm but not more than 6.90 mm. 6

3) Medium Grain: shall be the head rice/whole grain having the average grain length of more than 5.0 mm but not more than 5.9 mm. 4) Short Grain: shall be the head rice/whole grain having the average grain length of 5.00 mm or less. C) YELLOW KERNEL: means the kernel of which 25% or more of the surface area has turned yellow in color. D) CHALKY KERNEL: means the kernel of which 50% or more of the surface area is white like the color of chalk. E) GREEN RICE: means the kernel of green color in Cargo (Brown) rice which when broken is also green in color from inside or in the endosperm. F) BROKEN RICE: Broken of size length of grain and above shall count as head rice.
Rice is the second largest food item of the Pakistani households after wheat flour. During the last decade, the production of rice in Pakistan has been around 5 million tons per annum. Around 2.9 million tons of rice is available for domestic consumption of Pakistan. The per capita availability of rice in Pakistan is 20.78 kg. Pakistan has scattered population of rice eating people throughout the country. In most of the urban and rural areas of the Punjab, people eat rice at least once a week. In Azad Kashmir, the entire households consume rice in their daily meals. In Sindh province, particularly Karachi, people eat rice 3-4 times a week.
Major Exporters of Rice

Thailand is the largest rice exporter with exports of over $6 billion during 2005. Pakistan comes on the 3rd position in the international rice export market with exports of $2.4 Billion during 2004-2005. Following are the major exporters of the rice in the world for the year 2005
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ISLAMABAD: Pakistans top rice export body said it aims to export 4 million tonnes in fiscal year 2010/11, about 1 million tonnes more than previous estimates made after destructive floods in August. Irfan Ahmed Sheikh, chairman of the Rice Exporters Association of Pakistan (REAP), said total rice production would be nearly 6 million tonnes. A senior food ministry official on Tuesday, however, low-balled REAPs estimate and said output would be about 5 million tonnes. We dispute the governments figure, Sheikh told Reuters. Our assessments are that the production will be nearly 6 million tonnes. We are now aiming to export about 4 million tonnes of rice this year on good global demand. REAPs export target tops previous trader estimates by almost a million tonnes. The government in September estimated losses of up to two million tonnes from the August floods. Before the floods, the food ministry expected 6.1 million tonnes for the 2010/11 crop. The countrys eight-month-long rice season runs from April to November and final estimates of the crop size will not be available until late December. The reason for the increased estimate, Sheikh said, is that the monsoon floods, which devastated more than 2.4 million hectares of farmland, did not affect the rice crop in the Punjab province, which produces 60 percent of the total national output. Production losses in the second-largest rice growing province of Sindh were estimated at about 500,000 tonnes, but that would largely be offset by the better yield in Punjab, Sheikh said. The president of the Agri-Forum Pakistan agreed with the REAPs production estimates.
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Despite losses in Sindh, our production estimate is between 5.7 million tonnes and 6.1 million tonnes, as per-acre yield in Punjab has increased by up to 10 percent, said Ibrahim Mughal. Pakistan had a bumper crop of 6.7 million tonnes of milled rice in 2009/10 and exported about 4.5 million tonnes. Pakistan retained up to 800,000 tonnes from the 2009/10 crop, traders said. The countrys domestic consumption of milled rice is about 2.3 million tonnes. Rice exports in July-October 2010 rose by 17.26 per cent to 1.1 million tonnes, compared with 940,838 tonnes in the same period last year, according to the Federal Bureau of Statistics. In the July-Oct period in 2010/11, exports of basmati rice stood at 304,141 tonnes, almost the same as last year. Other varieties totaled 799,052 tonnes for the same period, compared with 636,773 tonnes. Rice is Pakistans third largest crop after wheat and cotton and contributes about 1.6 percent to the countrys gross domestic product.
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Nawab Traders, Sargodha Nawab Traders, Sargodha
Nawab Traders, Sargodha is a subsidiary of Nawab Group. The organization has a big share in the total revenue of the group and earns much foreign exchange for the government. The management at Nawab group has gathered valuable experience in Rice Export through trading to Europe and Middle East since 1992. After assessing high demand for premium quality Pakistani Basmati Rice, in the international market, management decided to set-up a state-of-theart processing plant of its own.
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Nawab Traders, Sargodha has one of the finest plants, conforming to international standards of excellence in hygiene and quality. The complete plant is supplied by Buhler GmbH
(a
German
Industry
Supplier),
renowned
name
in
food
processing.
As a member of Nawab Group, Nawab Traders, Sargodha enjoys an exceptional advantage in financial matters, sales, logistics, research and development.
Vision Statement
The company is committed to serve the humanity by providing the most hygienic food so they can live a healthy life
Mission Statement
To be a market leader in rice industry ensuring the highest quality of the product and building employees career, serve the society and earn foreign exchange for the country by exporting and establishing the quality image of Pakistani rice in outer world
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Nawab Traders, Sargodha Departments and their functions

Procurement department Front office department Inventory controller department Finance department Quality department Engineering department Export department Domestic Trade department Par-Boiled processing Unit Husking & Milling Unit Reprocessing Unit
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Procurement Department
Procurement is the first step where the business starts, procurement department contains 18 employees who purchase Paddy (rice crop) and achieve the purchase targets set by the upper level management.
This department is responsible for purchasing the paddy of desired quality. The employees of this department have special and expert level knowledge of paddy because it is the most sensitive part of the business. If wrong type of paddy is purchased or undesirable quality of paddy is purchased then its going to be a big mess.
Teams are built among these 18 employees and then regions and territories are allotted to them, and each team is responsible to go to their particular area and achieve the purchase target from that area. Keeping quality of the paddy is the first thing these employees have in their minds.
Procurement is really a tough job because when rice crop comes in the market, the duration is only 1 month. You have to purchase within one month. Because this is a seasonal product so it only comes once in the year. Employees have to achieve their purchase targets within one month so they have a huge responsibility.
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Since paddy has not fix rate, paddy is purchased in Ghalla Mandi (Food Market) and paddy is purchased by auctions. So to purchase at a low cost is also responsibility of this department, because cost is the major competitive edge.
Front Office Department

Front office is very well organized in the company, who so ever come in the company is welcomed by front offices staff and the query is listened and solved as soon as possible. Any meeting of outsider with the management or supervisors is arranged by this department.
Guests of employees and management are also warmly welcomed by this department. Any person comes in the firm first tells the issue to the front office, front office then calls to the corresponding person and informs him about the issue then a meeting is arranged or an appointment is set and issue is solved. All phone calls are also first received by the front office staff.
Finance Department
Finance department is the hub of the organization. This department has many things to do. How to float capital Arranging payrolls Arranging wages Maintaining cash flows Making budgets Calculating costs Setting prices
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Preparing Financial Reports
Budget is prepared which is the most complex thing, how to spend, where to spend, when to spend and how much is to spend. Cash flows are generated and it is tried that cash flows are maintained as they were projected at the beginning of the fiscal year.
Costs of different varieties of rice are calculated and the price is set by keeping both markets, domestic and international market. Labor is given wages on weekly basis and rest employees are given salaries and payrolls within the first seven days of the month. It is ensured that Cash InFlow should meet the timings when the expenditures are to be incurred.
Quality Department
The first and foremost responsibility of Nawab Traders, Sargodha is the customers satisfaction by providing them highest quality. We pursuit for the highest quality standards and its philosophy of quality product deliverance as only reiterated its mission statement.
We seek satisfaction for our customers by making our products and services worthy of them through our commitment, teamwork and an efficient ever-improving quality management system.
Company is committed and endeavoring to do environment-friendly and pollution-curtailing rice processing business while continually improving its Green Practices and complying by all applicable national and other standards. Company is focused to consistently interact with and address the concerns of all interested parties.
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Testing Lab
Right from procurement to delivery of rice to end customer, management takes effective quality control measures to maintain desired characteristics in the product, Nawab Traders, Sargodha has its own fumigation chambers, where rice is fumigated during storage and after final packing.
This process is closely watched by highly trained and experienced personnel. Management maintains most moderns testing laboratory equipped with mini mill.
Detailed laboratory analysis form part of the routine control. Testing is regularly performed by our experienced and highly qualified analyzers right from raw rice to finished end product to ensure that product delivered to customer conforms to the given specifications.
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Barkat Rice Mills has been awarded ISO-9001:2008, ISO-14001:2004, HACCP, ISO22000:2005, BRC Global Standard- Food(Issue 4).The company has designed its Quality Management System in line with ISO 9001 and HACCP. Top management brings its experience in Quality management Systems from member companies having successfully implemented such systems.
Inventory Controller Department

This department is responsible of keeping the records that how much paddy of each type has come and where it is stored. Out of that paddy how much has been processed and where the yield is stored. Keeping all the records and preparing reports is the main responsibility. Secondary auditing the physical inventory is also the responsibility of the department. Rice is stored in warehouses and godowns whereas paddy is stored in Silos (Mega Storage Bins).
Engineering Department
Engineering Department is responsible for the smooth flow of operations in the plants and machinery. Engineering department has a complete schedule and plan of when to repair and when to conduct maintenance.
If any machine goes out of order, the department is responsible for the repair and to keep running machines in full-season. All compulsory and important spare parts of machines are already kept to tackle in case of emergency.
Export Department
70% of the revenue of the company is generated by this department. All the Export orders and tenders are gained by the personnel working in this department. This department is responsible to fulfill export orders at time and win tenders from different countries.
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60% of rice produced is exported to following countries: Dubai Saudi Arab Iran Qatar Behrain Oman Kuwait Jordan England Sweden Australia Spain
Different orders from different countries and different tenders are won and to fulfill the orders at time by keeping the quality at required level is the utmost responsibility of the department.
Domestic Trade Department

40% of rice produced is sold domestically. To fulfill local market orders on time and then recovering the money back is the responsibility of this department.
Two types of rice is sold locally:
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Extra Long Finest Rice By Products of Rice Extra Long Finest Rice This is the finished product which is sold domestically as well as internationally. It has following types: 86 Non Basmati Rice Super Kernal Extra Long Basmati Rice
Par-Boiled Super Kernal Extra Long Basmati Rice Par-Boiled 1121 Qayenaat Extra Long Rice
By Products of Rice Processing, husking and milling of rice leaves many By-Products which are scrap and sold separately. The selling of by-products also contributes much to the total revenue of the organization.
The kinds of by-products are given as follow: Husk of Rice (Toh) Bran (Powder of Rice) Broken Tip (Nakku) Broken Rice (Totah) Damaged Rice (Dhaghi Daanay)
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So Domestic Trade Department is also responsible for selling of these by-products as well in the market.
Company Business Process

Nawab Traders, Sargodha actually trades in two types of rice: Normal Rice Par-Boiled Rice Thats why it has two main business processes which are given as follow: If Par-Boiled rice is to be prepared then you first have to go through a special process which is given as follow:
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Par-Boiled Processing Procurement of Rice Basmati or Non-Basmati Rice Paddy Cleaner
Pre-Steaming
Marinating for 10 - 14 Hours
Double Steaming
Cooling through towers and chambers
Drying
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Milling and Husking
If rice is only to be produced normally then the procedure starts from here, if it is not par-boiled, otherwise if it is par-boiled then it will be the second stage.
Procurement of Rice Basmati or Non-Basmati Rice
Paddy Cleaner
Drying of Paddy
Husking
Husk Seperation
Paddy Seperation
Polishing
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8 9 10 11
Shining
Destoning
Shifting
Width Grading
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Length grading
When selling domestically only this procedure is followed, in local market only normal rice, both Basmati and Non-Basmati is sold. This type of rice is neither par-boiled nor it is reprocessed. It because the domestic market doesnt have enough demand for par-boiled and re-processed rice thats why company do not pay much attention here. It only sales non par-boiled and non reprocessed rice locally.
If rice is further to be exported then the following procedure which is known as re-processing is done to make it of export quality.
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Normal Rice Reprocessing
1
Cleaning Width Grading Shinning Water Polishing Shifting Length Grading
Color Sorting
Final Grading Packing
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Nawab Traders, Sargodha Tasks performed during internship

Record Keeping of By-Products
During my internship period, record keeping of by-products was my main job, although management rotated me in many directions. But I mostly used to record: 1. How much Broken Tip has accumulated at the end of the day 2. How much Damaged Rice has accumulated at the end of the day 3. How much Broken Rice has accumulated 4. At the end of the day a report was compiled which contained the final figures I also updated the files continuously throughout six weeks regarding by-products.
Made Sales Report:

Every two weeks, by-products were sold locally to the local distributors: Projected sales Projected Revenue Achieved Sales Achieved Revenue Difference in actual and projected sales
Reviewed all machines are in running condition:

It was also my duty to keep an eye on the Milling & Husking unit that all machines are working properly; if there were any problem on any machine or any break-down then it was my job to inform the Engineering department so the problem can be immediately solved.
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File sorting;
I also used to sort out and index files in the office area. Locally sold by-products invoices and expense invoices were sorted out in the corresponding files
Attending Calls:
Few days I also worked in front office where I answered the calls and transferred to the concerned department.
Labors Inquiry:
Took the inquiry of any labor worker working on any machine within the unit to the corresponding person.
Supervision on Loading/Unloading:
When by-products were loaded in trucks/containers, it was my job to count how much the bags are loaded. Counting them and making a report was my job.
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Financial Analysis
To analyse the financial position of Nawab traders, different tools are use, which includes Ratio Analysis, Common size Analysis of the last five years. Importance of Financial Analysis Importance of Financial Analysis Financial analysis involves the use of various financial statements. These statements do several things. First the balance sheet and the second is income statement. The balance sheet summarizes the assets, liabilities, and owners equity of a business at a point in time, while the income statement summarizes revenues and expenses of a firm over a particular period of time. A conceptual framework for financial analysis provides the analyst with an interlocking means for structuring the analysis
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Balance Sheet
2012 2011 (Rupees in 000)
Assets Cash and balances Balances Lendings to financial institutions Investments Advances Operating fixed assets Deferred tax assets Other assets
10,685,057 2,178,455 633,333 22,711,980 131,731,158 3,471,838 8,388,162 6,109,137 185,909,120
14,210,302 1,927,662 2,450,000 73,461,695 133,893,585 3,252,759 5,805,097 235,001,100
Liabilities Bills payable Borrowings Deposits and other accounts Sub-ordinated loans Liabilities against assets subject to finance lease Deferred tax liabilities Other liabilities Net Assets Represented By Share capital Reserves (Accumulated loss) / Un-appropriated profit
5,287,974 7,427,232 (7,658,686) 5,056,520 4,230,379 7,427,232 3,452,842 15,110,453 3,885,341 18,995,794 1,219,801 12,278,773 164,072,532 -30,632 4,564,257 182,165,995 3,743,125 937,647 17,842,915 191,968,909 40,321 2,205,530 3,009,984 216,005,306 18,995,794
(Deficit) / Surplus on revaluation of assets - net
(1,313,395) 3,743,125
Contingencies and Commitments
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Income Statement
2012
2011
(Rupees in 000)
Mark-up/return/interest earned Mark-up/return/interest expensed Net mark-up/ interest income Provision against non-performing loans and advances Provision for diminution in the value of investments Bad debts written off directly Net mark-up/ interest income after provisions Non Mark-up/interest Income Fee, commission and brokerage income Dividend income Income from dealing in foreign currencies Gain on sale and redemption of securities Unrealized gain / (Loss) on revaluation of investments classified as held for trading Other income Total non-markup/interest income Non Mark-up/interest Expenses Administrative expenses Provision against other assets Provision against off balance sheet items Other charges Total non-markup/interest expenses Extra ordinary/unusual items (Loss) / Profit Before Taxation Taxation - Current - Prior years - Deferred (Loss) / Profit After Taxation Unappropriated profit brought forward Transfer from surplus on revaluation of fixed assets net of tax 29
-
17,752,969 17,539,0 16,614,000 1,138,969 94 13,939,3 18,863,58077 366,387 17 19,229,967 3,599,7 1,616,4 24,479 21 246,86 9 1,711,9 653,51 1,804,8 2 377,23 78 2,039,5 3 35
(18,090,998)1,887,7 69 577,630 48 2,020,896 324,328 733,787 -
526,185 4,182,826
547,63
5 (13,908,172)5,422,7 93 2,799,933 10,101 114,700 2,924,734 41 7,134,7 2,250,7 77 292 37,950
(16,832,906)2,289,0 4,845,7 19 (16,832,906) 22 4,845,7 207,600 169,25 1,052,000 22 (19,921 2 (8,033,001) 250,77 ) (6,773,401) 2 (10,059,505) 400,1 3,452,842 03 5,572 19 4,445,6 3,219,2 5,866 46

3,458,414
(Accumulated loss) / profit available for appropriation Basic Dilut ed Financial Business Summary (loss) / earnings per share (after tax) - Rupees (loss) / earnings per share (after tax) - Rupees
3,225,112 (6,601,091) 7,670,731 (19.02) (19.02) 41 41 8. 8.
2008
Operating Results
2009
2010
2011
2012
Markup/ return/ interest earned
Rs in m
2,555
6,125
11,579
17,539
17,753
Markup/ return/ interest expenses
Rs in m
719
2,669
7,509
13,939
16,614
Net markup income
Rs in m
1,836
3,456
4,070
3,600
1,139
Non-markup based Income
Rs in m
1,097
1,331
2,954
5,423
4,183
Non-markup based expenses
Rs in m
1,150
1,291
1,882
2,289
2,925
Provision against NPLs
Rs in m
47
331
374
1,888
18,864
Net profit before tax
Rs in m
1,736
3,165
4,769
4,846
(16,833)
Net profit after tax
Rs in m
1,368
2,353
3,804
4,446
(10,060)
Balance Sheet
Total Assets
Rs in m
66,320
111,154
164,855
234,974
185,909
Advances (net) Investments
Rs in m Rs in m
39,439 16,198
63,624 18,026
101,320 28,233
133,894 73,462
131,731
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22,712
Shareholders Equity
Rs in m
4,420
6,777
10,659
15,110
5,057
Revaluation Reserve
Rs in m
3,419
6,893
5,467
3,885
(1,313)
Deposits
Rs in m
54,724
88,465
137,728
191,969
164,073
Borrowings from FIs
Rs in m
2,832
6,791
6,989
17,843
12,279
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Ratio Analysis
Ratio analysis is used to calculate the profitability, liquidity/leverage etc. of the firm. From ratio analysis it is possible to predict future variances. Following ratios of NAWAB TRADERS, SARGODHA has been calculated: Ratios Gross spread ratio Profit before tax to total income Markup/ Interest cover ratio Profit after tax to total income Total assets turnover Return on avg total assets (after tax) Price earning ratio EPS (Non dilutive) Dividend per share Market value per share Capital adequacy Ratio Gross Spread Ratio Gross spread ratio defines the total spread of interest between borrowing and lending. Spread: Difference between funded revenue as a percentage of average earning assets and the cost of funds as a percentage of average paying funds. The higher the spread the higher will be the profit margin. GSR= Rev/CGS GSR= (Mark-up earned Mark-up Expense)/Mark-up earned GSR is 2nd highest all over the globe in Pakistan. GSR of the bank is decreasing because of the decrease in margin, a SBP rise up the interest rates on the deposits. 32
2008 % % times % times 72 59.19 5.08 46.65 0.06
2009 56 66.11 2.79 49.16 0.07
2010 35 67.89 1.94 54.16 0.09
2011 21 53.71 1.65 49.27 0.1
2012 6.42 (316.29) 1.32 (189.03) 0.12
% times Rs./share Rs./share Rs./share %
2.49 7.25 9.08 4 65.9 12.83
2.65 10.23 10.01 5.2 102.45 12.78
2.76 7.71 13.14 3.25 101.25 10.09
2.22 9.31 10.51 3.5 97.8 9.69
(0.05) (0.60) (19.02) 11.50 1.92

Profit Before Tax To Total Income Operating income less operating cost (profit before tax). This ratio tells what percent of total income is earned before paying all the taxes. NAWAB TRADERS, SARGODHA has a high value of profit before tax to total income and they are decreasing after 2010 because of increase in admin expenses and righting off the bad debts. The main reasons for reduction in the profitability were additional provision against NPL due to the elimination of benefit of FSV and downturn in consumer and individual banking Interest Coverage Ratio MP/Interest cover ratio= EBIT/Mark-up This ratio tells what percent of interest is covered from the total income of a firm or a bank.It tells the ability of a bank to pay its mark-up to the depositors.. Profit After Tax To Total Income This ratio analysis tells profitability of a firm after paying all the taxes to total income. Profitability of NAWAB TRADERS, SARGODHA is increased because of decrease in the tax paid to the govt and of high spread ratio. NAWAB TRADERS, SARGODHA negotiated their taxes with the government and only paid 20% tax in 2010 and only 8% in 2011 instead of 35% TOTAL ASSET TURNOVER Asset turnover= Net Income/ Total assets This ratio tells the turnover of the asset to generate income. This ratio is increased during last few years which represent increase in the turnover by assets.
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Return on Total Asset This ratio gives an idea of returning net profit generated by the bank in comparison with assets. Return on assets= Profit after tax / Total Assets This ratio is decreasing in the last year because of decrease in Profit as expenses raised up.The decrease was mainly due to increased equity as a result of increase in minimum capital requirements and additional provision due to withdrawal of benefit of FSV for most types of advances. Price Earning Ratio Price Earning Ratio= Market price of a share/ EPS From this ratio it is analyzed what % of EPS is the part of MPS. What percent earned from a share equivalent to the worth of 1 RS MPS by the bank or a firm EARNING PER SHARE EPS = Net Income/ total shares Through this ratio it can be analyzed what percent of 1RS share is earned. Capital Adequacy Ratio Capital adequacy ratio informs lending up to a certain ratio of equity.
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Nawab Traders, Sargodha SWOT Analysis of Privilege Club:
Strengths:
Nawab Traders, Sargodha has strong foundation regarding finances In local as well as international Markets, Aroma Rice is a name of quality Goodwill in terms of commitment and delivery on time of an order Have expert personnel in each department Latest and advanced automated machinery Power Back-ups It has Low cost cheaper labor Cameras are installed everywhere for monitoring
Weakness:
Organizational structures nature is not decentralized. Only Export related documents and accounts are computerized Procurement department has less staff than required
Opportunities:
More share in exports can be captured because still there is a lot of room It can go for related diversification as Biscuits can be made from its by-product (Bran/Powder) From Its Husk Tip and Bran, Rice Canola Oil can also be produced Putting the product into its own brand, can create new markets and profits
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Threats:
Threat of new entrants is really high. Many new units are being installed and competition is becoming tougher Threats from political scenario is very much high. As exporters are not trusting on Pakistani parties If river/water issue is not resolved, then there could be a shortage in crop due to lack of water and depression may come.
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Nawab Traders, Sargodha Recommendations:

Six weeks of internship are not enough to cover all the aspects of a business but a student can get an idea of the business processes, its strengths and weaknesses. So after analyzing Nawab Traders, Sargodha, I would like to recommend them the following: I noticed that the structure of the organization is centralized, its not decentralized due to which process is slow because every decision has to first go at upper level then theres a wait of approval and then the action is executed. If the power is decentralized and authority is give to employees then the decision making can be more efficient and the process can become quick.
All documents including domestic trade as well should be computerized and reports should be generated on computers. This will reduce the time of reports generation and furthermore it will reduce the chances of error. If any error happens then it can be immediately rectified on computer while on the other hand it is very difficult to find it and then correct it on manual books.
The duration of paddy procurement is only one month, and the procurement department has only 18 employees working in it. Purchase targets are so high that in this one month employees are overloaded and it is very difficult for them to achieve targets because they also have to achieve the quality levels. If more employees are hired then it will ensure the quality level as well as the fulfilled purchase targets within the time duration.
Since Nawab Traders, Sargodha is involved in business to business market, I also recommend that Aroma Rice should also put some of their production in their own brand and market it, If they can commercialize their own brand/product they can earn more on the same sales.
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Nawab Traders, Sargodha Conclusion:

Nawab Group is one of the fastest growing groups of Pakistan. It was not an easy job for internees to study the complete working of this organization within six weeks. I think one need a lot more time to study. It was very difficult for me to manipulate all sort of information about Nawab Traders, Sargodha because the setup is very much complex and big. This internship program was very fascinating experience for me and during my stay at Nawab Traders, Sargodha, I learned so many things. So it was the best time for me to see the application of the theoretical frame work studied by me in the MBA classes in practical fields. In the end I think the future prospects of the Nawab Traders, Sargodha are quite bright because the managements vision is too broad. It will grow and advance more and more with time. I also want to pay gratitude to my supervisor because it provided me the opportunity to work in an organization like Nawab Traders, Sargodha.
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Nawab Traders, Sargodha References:

Mr. Ehsan-ud-Din Mr. Shahid Farooq Mr. Jawad Akram (Production Coordinator) (Supervisor By-Products) (Local Sales supervisor)
REAP online sources: http://www.reap.com.pk REAP is Rice Export Association of Pakistan, an exporters body where national and international level decisions are taken.
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