Problem Facing by Company:

Pakistan’s textile industry has been facing problems thanks to the invasion of Chinese and
Bangladesh products in the international markets. Industries whose interest was entirely on
international trade have began to face issues in the international markets as well. The
merchandise quality of Pakistani textile is now being questioned in international markets too and
complains regarding compromised and low quality has been accounted for. The shortage of
production resources has highly affected the Pakistani market too and factories are now shifted to
Bangladesh as well. However, inferiority in needs to be addressed as previously Pakistani textile
was deemed to be finest and superlative. Absence of quality management system was present in
Kohinoor textile mills initially, but after experiencing declining sales, the firm decided to go
for quality management practices implication. The intervention of quality management
practices within the organizations is imperative as augmentation of Human Resource practices
lead to the path of success and triumph. Previous studies show that radical problems were
experienced in various industries regarding quality management practices, and were resolved by
the intervention of state of the art quality management cell. The widely famous textile of
Pakistan has also been experiencing decline in organizational performance and job performance.
Quality management practices and procedures within the organization are very much needed to
be address.
Following are the most crucial challenges that Kohinoor Textile Mills is facing:

• High cost of electricity generation on furnace and diesel.

• Rising staple prices with reduced profit margins and return for shareholders
• Export sales are becoming more difficult due to sharp increase in the cost of production.
• Risk of increase within the value of borrowing may limit the avenues for availability of
sufficient working capital.

Company facing the matter of high cost of power generation on furnace and diesel but grill
company is providing good quality products. KTM improve the operating cycle. KTNM mostly
focuses on international customer's. KTM has no advertisement strategy a touch like its
competitors like Nishat and Gul Ahmed. Only concentrate on international customer make
problem of insufficient working capital due to insufficient working capital the directors have
passed over dividend payment in 2013.exhange rate fluctuation also affect the export sales.
Increasing competition in textiles from China, India.

Objectives:
Following are the foremost principally constituted strategic objectives of Kohinoor
Textile Mills Limited that are meant to be achieved within the following years:

1. Effective use of obtainable resources and improved capacity utilization of the Company's
production facilities;
2. Modernization of production facilities so on ensure the most effective production;
3. Effective marketing and innovative concepts;
4. Implementation of effective technical and human resource solutions;
5. Strengthening independence in terms of secure supply of low-cost services and resources,
including energy supply, transportation and logistics services;
6. Explore energy resources;
7. Further improvements in corporate code governance through restructuring of assets and
optimization of management processes;
8. Personnel development, creating proper environment for professional growth of highly skilled
professionals, ensuring safe labor environment, competitive staff remuneration and social
benefits in accordance with scope and quality of their work;
9. Compliance with local and international environmental and quality management standards,
implementation of technologies allowing to suits the restrictions imposed on pollutant emissions
10. Implementation of projects in social and economic development of communities.

Recommendations:
• Focus on advertisement strategy advertise in international magazines also as digitally market
themselves.
• KTM should develop new markets, so as to be diversify and segmented.
• Explore energy resources to cater to their energy crisis that creates a bottles neck during the
production phase, it's very vital to have at least one or two energy recourses as back up as well as
have a fool proof working energy efficient production process.
• KTM should also concentrate on local market, which cater to later plenty of sub markets that
can help them diversify and expand business.
• To transform the corporate into a modern and dynamic yarn, cloth and processed cloth and
finished product manufacturing company with highly professionals and fully equipped to play a
meaningful role on sustain able basis within the economy of Pakistan.
• To transform the corporate into a modern and dynamic power generating company with highly
professionals and fully equipped to play a meaningful role on sustainable basis in the economy
of Pakistan.

Goal:
TKTML stated mission is to become then remain because the most progressive and profitable
company in Pakistan in terms of industry standards and stakeholders interest.
To provide quality products to customers and explore new markets to promote/expand sales of
the company through good governance and foster a sound and dynamic team, so on achieve
optimum prices of products of the corporate for sustainable and equitable growth and prosperity
of the company.
The company shall achieve its mission through a continuous process of having sourced,
developed, implemented and managed the only leading edge technology, industry best practices,
human resources and innovative products and services and sold these to its customers, suppliers
and stakeholders.

Employees:
Gender, age, ethnicity and non-secular beliefs and its promotional policies are freed from any
discrimination.
The Company ensures that employees work towards achievement of corporate objectives,
individually and collectively as a team and conduct themselves at work and in society as
respectable employees and good citizens.
The Company believes in continuous development and training of its employees.
The Company has set high standards of performance and recognizes employees contribution
towards its growth and rewards them based on their performance. the company believes
development, growth and recognition end in motivated employees.
All employees of the company are part of Kohinoor family and the families of all members are
also part and parcel of Kohinoor family. the company believes that the sense of belonging to
Kohinoor fulfils an essential need of its employees and the organization and as such will always
be nurtured.

Environment and Social Responsibility:

Protecting the environment during which we live is a crucial element. the company uses all
means to ensure a clean, safe, and healthy and pollution free environment not only for its
workers and employees but also for the well-being of all people who live in and around any of
the production and manufacturing facilities.
The Company will always employ such technology as may be beneficial in maintaining a healthy
and hygienic working environment. It also believes in community development without political
affiliations with an individual or group of persons and contributes part of its resources for a
better environment with an unprejudiced approach.

Future outlook:
Keeping in view a difficult macro-economic scenario and increasing competition in textiles from
China, India and other emerging markets, your management has devised an thorough counter-
strategy. For increased revenues
and better margins, the management is intensifying its marketing efforts, that concentrate
on market development and penetration, development , especially niche products for famous
brands and technical textiles. For cost-savings, the management is ensuring better supply-chain
management for raw materials and increased reliance on alternate fuels for power-generation.
Therefore, the management is confident that the company shall be able to improve its
performance, going forward.