Kohinoor Mills Limited

Internship Report

Hira Tariq
 ACKNOWLEDGMENT
‘In the name of Allah, the most Gracious, the most merciful’

First, I would like to thanks Almighty Allah who gave me strength to complete challenging tasks & His

blessings that He provided me confidence, guidance & strength to complete this report. The journey has not

finished yet and I pray to Him to show me the straight path & help me more in future as I am nothing without

His blessings.

Writing an internship report appeared to be a great experience for me. It added a lot to my knowledge.

Completion of internship report is not an easy task. It requires continuous hard work. Completion of this report

would have not been possible without the support of all staff of HR department to whom I interacted. . I would

like to thanks especially Mr. Zubair Massod, Miss Gulnaz Latif, Mr. Ameer Saeed, Mr. Hassan,

Mr. Asif Ali, Mr.Omer Shahid to their practical guidance and personal interest by which I become able to

complete this task.

Very special thank to all my dear teachers that build my personality and enable me to do some creative

work be a successful person in practical life.

May Allah Bestow His Blessings on All of Us

 Executive Summary:
(INTRODUCTION)
As per requirement to complete MBA (HR) Program at ‘The University Of Lahore’. I completed my
Internship Program at “Kohinoor Mills Limited”. This is for six weeks orientation prepared me to better
understand the practicality of different tools of business administration.

At the end of training program, it is required to submit an Internship report in university and Kohinoor
mills limited. The Internship report has been completed, which is a result of one’s time taking efforts. I
prepared this report as what I observed and what so ever I learnt here in Kohinoor mills limited. I also
got the help of company’s published material.

My report covers a series of topical areas that I took them in analytical way. Major portion of this report has
been devoted to Company’s introduction and particularly to its management system. Efforts were to explore
their hierarchies and identify the channels of workflow here in KML. Then I discussed their major
management and HR activities. Finally, I drew conclusions.
1. KML: A Brief Introduction

1.1 History

Kohinoor Mills Limited (KML) was established in 1953, initially with 25000 spindles and 600 looms with
further expansion in 1954.

Initially KML was a part of Saigol Group owing over 250000 spindles. The Saigol Group represents a golden
era of history of industrial and commercial development in Pakistan.

The Group established industrial projects in the field of textiles comprising seven textile mills with spinning
(over 2500000 spindles), weaving and finishing facilities, a chemical complex producing insecticides, caustic
soda, and chlorine and acetate rayon yarn, a sugar refining unit, vegetable oil & paper mills. The Group also
entered into the field of construction, engineering, banking, (owing 55% of shares of United Bank limited) and
had interests in many other fields.

Prior to nationalization of the private sector industries in the early 1970’s the Group was one of the largest in
Pakistan. After nationalization, the group focused in textiles only.

In 1976 KML became a part of Kohinoor Maple Leaf Group (KMLG).

KMLG was born from trifurcating the Saigol Group in 1976. It is now a leading textile manufacturer in the
country consisting of one composite textile unit, two weaving and one spinning unit. The Group is also involved
in a number of other industrial activities including cement & power generation. The Group participated in the
acquisition of Maple Leaf Cement Complex in 1992 under the Government’s privatization program.

The Group manages the following companies:

1. Kohinoor Mills Limited Textile Composite

2. Kohinoor Gujarat Khan Mills Limited Textile Spinning
3. Kohinoor Weaving Mills Limited Textile Weaving
4. Kohinoor Raiwind Mills Limited Textile Weaving
5. Maple Leaf Cement Factory Limited Cement Manufacturing
6. Kohinoor Genertek Limited Power Generation
7. Maple Leaf Electric Company Limited Power Generation

All KMLG companies are ISO-9000 Certified by Lloyd’s Register Quality Assurance, UK and are listed on
the stock exchange with a capitalization of $333 Million. The group annual sales turnover is in excess of $250
Million.
1.2 Mission Statement
“To dynamically participate in nation’s economic well-being through providing high
standard yarn, fabulous prints and made-ups by maintaining high quality
standards, utmost customer satisfaction and perfect working conditions for
employees.”

1.3 Objectives
 To ensure high quality standards
 To provide safe working conditions
 To work earnestly for customer satisfaction
 To foster the element of continuous training & development for employees

1.4 KML Major Export Markets

 Australia
 Greece
 Korea
 Russia
 U.S.A
 Hong Kong
 South Africa
 U.A.E
 China
 Indonesia
 Spain
 France
 U.K
 Philippines
 New Zealand
 Scandinavia
 Tunis
 Portugal
 Germany
1.5 Divisions of KML

KOHINOOR MILLS
LIMITED

1.6 Organizational Hierarchy:

MANAGING
DIRECTOR

GENERAL GENERAL
MANAGER MANAGER
PROCESSING MARKETING

GENERAL
MANAGER
MANAGER FINANCE
SPINNING

PRODUCTION MANAGER
MANAGER HR & ADMIN
STITCHING

MANAGER MANAGER
FOLDING PURCHASE

MANAGER MANAGER
PPC Q/A

MANAGER GENERAL
ENG.SERVICES MANAGER
SALES
2.Kohinoor Strength:

Inputs Conversion Process Outputs SatisfiedBusiness Goals

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2.1 Basic Information

Strength of HR Dept 22 People

Total Work force 3000 Employees
Regular 2700 Employees
Temporary/Contract 300 Employees
Male About 80%
Female About 15-20%
Probationary period 3 Months for Line workers
6 Months for Management Level
Working Hours 24 Hours
Full Time 8 Hours
Flex Time N/A
Part time 8 Hours
No. of Shifts 3 Shifts of 8 Hours each
Temporary period 3 Months Maximum

2.2 INFRASTRUCTURE:
 Kohinoor has planned infrastructure and buildings available which have been designed to take
the current capacity to the next levels.

LAND ACRE
OCCUPIED IN FACTORY
BUILDINGS, RESIDENTIAL
62
BUILDING, ROADS AND GREEN
BELTS
UNOCCUPIED AVAILABLE FOR
48
FUTURE EXPANSION
TOTAL LAND 110
FACTORY RESIDENTIAL
TOTAL
BUILDINGS BUILDING BUILDING
SQFT
SQFT SQFT
HOSIERY 301,665 189,090 490,755
WEAVING 285,606 140,339 425,945
DYEING 244,543 30,642 275,185
APPAREL 146,808 - 146,808
GENERTEK 71,560 13,982 85,542
TOTAL
1,050,182 374,053 1,424,235
AREA
2.3 STATE OF THE ART EQUIPMENT:
 Kohinoor has modern machinery and equipment. We can expand capacity on the need of our
strategic business partners, within a reasonable period of time.
2.4 KOHINOOR MAN POWER

DIVISION MD GM DGM MANAGER EXECUTIVE SUPERVISOR WORKERS TOTAL

HOSIERY 1 1 3 5 35 77 1855 1977

WEAVING 0 3 0 7 35 53 695 793

DYEING 1 2 0 10 52 56 575 696

APPAREL 0 1 1 7 16 35 792 852

GENERTEK 0 0 1 3 5 12 49 70

POOL 1 1 2 6 18 29 81 138

TOTAL 3 8 7 38 161 262 4047 4526

2.5 Machinery and Equipment of Hosiery division:

Knitting
Machine Type No. of Machines
LONATI
108 Needle 4" Dia 252
132 Needle 4" Dia 138
84 Needle 5" Dia 24
144 Needle 4" Dia 18
MATIC
108 Needle 4" Dia 48
Total 480
ADDITIONAL CYLINDERS
108 Needle 4" Dia 132
CAPACITY
800,000 Dozen per Month

Linking
Machine Type No. of Machines
Automatic Liner Linking Machine for Socks
with Rosso Ultraturn 35
Conti Complett Linking Machine Digitronic 4
Rosso Truning Devices 40
Total 79
CAPACITY
960,000 Dozen per Month
* Fully Computerized Machines That Produce Neat Toe Finish

Bleaching & Dyeing

Machine Type No. of Machines
Continuous Bleaching Tunnel Machine with Auto Dozing
1
& Auto Dryers from Kannegiesser Germany
Rotary Dryers Pmt Italy 4
Rotary Dryers Poly Craft 1
Rotary Dyeing Machines Reb Impianti Italy 2
Poly Craft Bleaching Machines 12
Hydro Extractors 4
Poly Craft Washing Machines 4
Total 28
CAPACITY
Bleaching 23,000 KGS 900,000 Dozen
Dyeing 5,000 KGS 210,000 Dozen

Boarding & Packing

Machine Type No. of Machines
Automatic Boarding Machines Tecnopea Italy (Electric) 17
Automatic Boarding Machines Tecnopea Italy (Electric /
16
Steam)
Manual Press Machines 14
Total 47
CAPACITY
Boarding 960,000 Dozen per month
Packing 900,000 Dozen per month
* Online Packing: Chain system at boarding for reduced handling time.
* Offline Packing: Specialized in band/tag and assorted packing.
3.Products & Customers:

 Hosiery division:

Products:

Kohinoor Hosiery is engaged in the production of high quality socks with a capacity of 9.6 million dozen per
annum. Its core product is 108 needle sports/casual socks.

Customers:

Kohinoor Hosiery is designed to cater high volume customers with short through put time. Driven by market
trends and customer requirement it has developed a wide range of socks. It has a Product Tracking System
coupled with Effective Management Information System catering with both customer and management
requirements. Further to which customer can access its order and shipment status through Customer Service
Portal. Strict Quality Assurance right from procurement till dispatch of goods enables Kohinoor Hosiery to stay
up to customer satisfaction level.

 Weaving division:

Products:

Twills Yarn dyes

Poplin / Canvases Broken twills
Sateen Herring bone
Jacquards Bfc
Dobbies Ripstop

CUSTOMERS:

A significant portion of our weaving capacity is consumed in house by our dyeing division. We also supply
greige fabric to dyeing facilities in Europe, Asia and Australia.

 Dying division:
PRODUCTS:
Reactive, Disperse, VAT, Sulpher and Pigment dyed fabrics for bottom wear in;
 100% Cotton
 Poly cotton blends
 Stretch fabrics

CUSTOMERS:

Kohinoor Dyeing has a diversified customer base in USA, Europe, Asia and Australia. We work with
brands and labels such as: LEVI’S, Banana Republic, GAP, Collins, Vf, Liz Claiborne, Next, Mango, Zara, and
retailers like: Wal-Mart, Target, C&A, BHS, Tema Carrefour directly or through their nominated cutters.

 Apparel division:
Products:

 MEN’S WEAR
 Chino’s, Basic 5 pockets, regular, relaxed.
 Special finishes such as: Pre cure, Teflon, Dual action,
 YOUNG MENS
 Shorts, Cargos, Multi Pockets.
 Special Finishes such as: Scrapping, Grinding, knotting and Heavy enzyme affects.
 LADIES WEAR
 Pants, Skirts, Caprice.
 WORK WEAR
 Trousers, Shorts, Overalls, Coveralls.
 Special finishes such as: Resin, Fire retardant, Water repellent, Stain resistant, Wickable soil
release.

CUSTOMERS:

 Kohinoor Apparel is geared up to service re-known brands and private label for retailers in USA,
Europe, and Asia.
 Kohinoor is already a nominated fabric supplier for brands like LEVI’S, GAP, VF, Next, Collins
and is now offering complete garments to them.
4.Hosiery
Fabric Process Flow:
Supplies

Fabric
Supplies Testing
& Knitting
Inspection

Bleaching
Sewining & Pressing
Dyeing

Checking Packing
5.Kohinoor HRM Philosophy

 Our people are our most valuable asset.

 Kohinoor view Human Resources as a competitive advantage.
 To ensure business goals are realized through people while meeting their own personal
aspirations.
 To ensure only motivated and professionally qualified people are employed.
 Kohinoor is an equal opportunity employer with policies to ensure there is no discrimination on
the basis of caste, creed, sex, religion etc.

TRAINING
&
DEVELOPMENT

COMPENSATION
& SOCIAL
Benefits COMPLIANCE
HUMAN
RESOURCE
MANAGEMENT

SAFETY
HEALTH
INDUSTRIAL &
RELATIONS Environment

5.1 Training & Development

Training and Development of employees is a core value at KMLG

 • Management supports training and development programs to ensure motivated and professionally
competent people are available within the organization. This is an essential responsibility of every
manager and is a part of his or her key result area and objectives.
• A corporate training department, which apart from assessing individual training needs also, provides
extensive in-house training and consultancy for the development of employees.

 HRO is responsible for Employee Orientation.

 Immediate supervisor is concerned if an employee is queries even after orientation.
 Formal training programs both for the employees and management.
 Absenteeism 1.3% of in the last 6 months

Training Centers

 Specialized training officer is used for effective training programs which weren’t used previously.
 Workers club and training centers are specifically designed for training.

Training Cost

 All aspects are trained but mostly need base job skill development.
 0.4-.5% avg. of total wages is estimated training cost.
 Normally 20-25 employees are under training at a time
 Induction Training
N O T E : A l l employees must attend an Or i e n t a t i o n Session

Employee's Name: Pass No.

Job Title: Dept. Date:

H U M A N R E S O U R C E S D E P A R T M E N T : The information checked below has been

Given or explained to the employee. Put (3)
Signature:
Introduction to the Company Training & Development
First Aid and Requirements for
Employee Handbook Reporting Injury
Code of Conduct Parking Facilities
I.D. or Entrance Card Safety Guidelines
Attendance Procedure Training & Development
Performance Evaluation -Insurance Policy
Complaints and Grievance
Promotions Procedures
Holidays Voluntary Registration Notice
Leave of Absence -- Maternity -- Termination Procedures
Medical & Family, and so on
Payroll Procedures Site Visit
Q U A L I T Y A S S U R A N C E D E P A R T M E N T The information checked below has been
Given or explained to the employee. Put (3)
Signature:
What is ISO, IS09001: 2000 and How is it implemented in any
What are its requirements? Organization?
What i s the structure o f Quality What is your Role in QMS of KTML? .
Management System of KTML?
How important your role iS for the
meeting? Our Quality Policy
1. Customer Requirements "Customer Comes First"
2. QMS Requirements
3. Product Requirements
 5.2 Compensation & Benefits
Compensation systems are communicated to the employees using employee handbook, newsletters and circulars.
 COLA is used and varies pay to pay scale.
• Security scheme. Company contributes 7% of wages for medical facilities to employees, spouse, children
and parents. Dispensary/injury treatment Center located in the colony.
• Group Health Insurance - Other employees are covered under group hospitalization insurance.
• Old-age Pension - Company contributes 5% of wages for each employee for pension for male and female
employees at age of 60 and 55 respectively.
• Group Life Insurance - All employees insured ranging from 100,000 to 400,000 for various categories.
• Children’s Education - Company contribute Rs. 100 per year for each employee, which provides grants and
scholarships to employees children.
• Personal Protective Equipment - All employees provided personal protective equipment.
• Contributory Provident Fund - 8.3% deducted from wages with equal amount contributed by the company.
• Working Hours - : 8hr/shift (inclusive of lunch & tea breaks)
• Workers Participation in Company’s profit - 5% of Net profit is contributed towards the fund.
• Leaves - 8 sick; 10 casual, 14 earned leaves annually and 12 Weeks maternity leaves.
• Canteen - Self-service canteen where subsidized hygienic food is served round the clock.
• Dowry - Daughter Marriage - Besides dowry Funds paid by the Social Security Rs. 3000/- each is paid by
the Mills for first two daughters.
• Water Purification Plant
• Recreational/Sports Facilities
• Carriage of Dead Body - Paid by the Mills depending on the distance covered.
• Colony - Employees provided free accommodation with recreation facilities.
• Family Quarters - 470
• Number of residing single - 500
• Utilities - Free Electricity, gas and water to colony residents.
• Transportation - Pick and drop facility for female employees

5.3 Industrial Relations

12.1 Compliance of All Applicable Labor Laws

KML comply with all applicable labor laws:

• Factories Act, 1934 - Law regulating labor in factories

• West Pakistan Industrial and Commercial Employment (Standing Orders) Ordinance, 1968 - Law relating to
Industrial and Commercial employment.
• Industrial Relations Ordinance, 1969 - Law relating to the formation of Trade Unions; regulating of
relations between employees and workmen and avoidance and settlement of any differences or disputes
arising between them.
 • Provincial Employees Social Security Ordinance, 1965 - Scheme for providing benefits to certain
employees or their dependents in the event of sickness, maternity, injury or death etc.
• Employees’ Old-Age Benefits Act, 1976 - Act relating to old age pension for person employed in industrial,
commercial and other organizations.
• Employment Children Act, 1991 - Act to prohibit employment of children..
• Company Profits (Worker’s Participation) Act, 1968 - Act to provide for participation of workers in
company profits.
• Worker’s Children (Education) Ordinance, 1972 - Law relating to education of worker’s children.
Workmen’s Compensation Act, 1923 - An Act to provide for the payment by employers to workmen for
compensation relating to injury by accident.

5.4 Health & Welfare Benefits

Health & Safety is essential for their success. The principles by which they operate:

• All work related injuries and illnesses are preventable.

• Compliance with local regulations is a priority.
• Line Management accountable in Health &Safety performance.
• Energy, water and other resources, both natural and man-made, will be utilized efficiently to minimize
waste

Policies to regulate Health & Safety of employees and operations

• Health & Safety Policy

• Accident & Work Related III-Health Reporting, Notification & Investigation
• Noise Level
• Personal Protective Equipment
• Tobacco Smoking Policy

5.4.1 Committee
Health & Safety Committee

5.4.2 First Aid

 First Aid Boxes
 Trained First Aiders
 Social Security Dispensary/ITC
5.4.3 Fire Safety
 Separate Fire Section
 Fire Hydrant System
 Fire Extinguishers
 Operating Instructions in Local Language
 Fire Fighting Training
 Monthly Fire Equipment Inspection
 Record/History of Fire Equipment
 Fire Incidents Notification

5.4.4 Chemical Safety

 Proper Storage of Hazardous Chemicals
 Material Safety Data Sheets in Local Language
 Safety Signs & Posters
 Chemical Handling Training
 Personal Protective Equipment & Emergency Showers

5.4.5 Workers’ Awareness

 Workers Hand Book
 Health & Safety Manual
 sops & Awareness Training
 Health & Safety Notice Boards

6.Social Compliance
Social Responsibility is one of the central values of Maple Leaf Group.
KML follow and meet all the requirements of SA-8000 standards and believe in social responsible trading.

• Child Labor
• Forced Labor
• Health and Safety
• Discrimination
• Disciplinary Practices
 • Working Hours
• Compensation
• Management System
•
Freedom of association and right of Collective Bargaining
One company of KMLG Group has achieved SA-8000 certification
Handi cap cota is currently 1.2% in KML out of 2% standard

6.1 Sponsored Projects

Sponsored Welfare Projects

• Chand Bagh School - Fully residential public School. Chairman, Board of Governors Mr. Tariq Sayeed
Saigol (KMLG, Chairman).
• Lahore University of Management Sciences (LUMS) - Mr. Tariq Sayeed Saigol is a member of Board of
trustees and Mr. Sayeed Tariq Saigol MD, (KDML/MLECL) is a Member, Board of Governors

6.2 Serving the Community

• Textile Institute of Pakistan - Offers Bachelor Degree in Textile Management and Textile Science. KMLG
is Founding Trustee.
• Lahore Art Gallery - Housed at our corporate Head Office is a non-profit organization promoting painting
and sculpture.
• Aitchison College - Saigol House donated by KMLG in 1965.
• Ghulab Devi Hospital - Saigol Ward and Hall donation.
• Institute of Charted Accountants of Pakistan - Donation of Auditorium

Community Services
• Kohinoor Government High School (Boys), No of students = 850
• Kohinoor Government High School (Girls), No of students = 1200
• Kohinoor Government High School (Boys/Girls), No of students = 800
Total No. of students = 2850

These schools were owned by KML to provide free and quality

education to employees’ children. Later on nationalized in 1972.
But KML is continuously providing administrative support to these schools.

Internship Training
236 internships offered during year.2000 -2002

Study Tours/Visits
30 Study visits
Assistance to Complete Master Level Thesis/Research (FJU)

 Organization Development
 Communication System
 Critical Analysis of Job
 Descriptions of HRD
 Management Skills Survey
 Internal Manpower Supply
 Forecasting
 Compensation & Wages Structure

Planned Projects

• Primary and High School - Managed by the Citizens Foundation, KMLG will donate a primary school later
to become a high school on 2 acres of land at Raiwind.
• Institute of Textile Technology - KMLG plans to establish in collaboration with other leading Pakistani
Textile Groups an Institute of Textile Technology at Raiwind. The institute will offer Diploma and Degree
courses in Textiles in the areas of Spinning, Weaving, Processing, Stitching, Knitting, Home Apparels and
Readymade Garments.

7. Human Resource Policies

Human Resources policies reflect the Group’s over-all purpose and culture.
KML revise its policies every 2 years. A list of policies published in the KML is as follows;

1. Recruitment Policy
2. Performance Appraisal & Management System
3. Promotion Policy
4. Engagement of Management Trainee Policy
5. Car Policy
6. In country Travel Ploicy
7. Transfer Policy
8. Training & Development
9. Succession Planning Promotion Policy
10. Health & Safety
11. Retirement Policy
12. Overseas Travel Policy
13. Record Policy
14. Noise Control Policy
 15. IT Policy
16. Security Policy
17. Tobacco Policy
18. Accident work related
19. Reporting, Notification & investigation
20. Grade & Salary Structure
21. MIS-Human
22. Resources

Policy Objective

To recruit and retain capable and qualified employees. Placing

Recruitment Policy right people on the right job that is willing to contribute their
best efforts to accomplish objective of the organization.

To assist the extent to which employees are performing their job

Performance
effectively and to propose measures to enhance utilization of
Appraisal
their potential. It provides an opportunity to reward good
Management Policy
performance and to pin point areas needing improvement.

To promote people from within whenever possible, provided

suitable person with requisite academic/technical qualification
Promotion Policy
with necessary experience capacity of hard work and
shouldering responsibility are available.

Engagement of To induct young qualified professionals at entry levels to meet

Management the future requirement of the company and impart systematic
Trainee Policy training to develop potential leaders.

To provide guideline to define, monitor and administer the

Car Policy policy regarding company, maintained car allotted to certain
categories.

The purpose of this policy is to set-forth travel rules for the

Country Travel employees and to determine reimbursable entitlement for various
Policy expenses incurred when they are on the company's business
within Pakistan.
 The purpose of this policy is to set-forth transfer rules for
employees within the group companies. The principle governing
Transfer Policy
the transfer shall be the interest of the Kohinoor Maple Leaf
Group.

KGML is committed to excellence in training and development

of its manpower appropriate to their duties / responsibilities.
The objective is to impart knowledge, develop skills and bring
Training and
about a change in the attitude of employees. It will enable to
Development Policy
achieve company's objectives as efficiently and effectively as
possible and to provide the opportunity for employees to realize
& achieve development of KGML personnel.

To identify successor to key jobs and high potential employees

to assure a study flow of internal talent to fill important
openings.
To encourage "hiring from within" and create an environment in
Succession Policy
which employees have career and not merely jobs.
To identify Human Resources Shortage and skill deficiencies
before opening occurs which will ensure greater continuity of
operations and availability of qualified incumbent.

To prevent accidents or incidents this may result in injury. To

ensure health and safe working conditions by identifying and
Health and Safety
eliminating all occupational health and safety hazards. To
Policy
continuously monitor and evaluate the effectiveness or the safety
performance of all Group companies.

To fix age, at which most people normally retire for work,

Retirement Policy enabling the company to do succession planning and induction
of new blood in the organization.

The purpose of these rules is to set forth travel instructions for

Over Seas Travel the employees and to determine reimbursable entitlement for
Policy various expenses incurred when they travel on the Company's
Business outside Pakistan.

To provide guide-lines for the retention of useful records for

Record Policy reasonable period and destroy after lapse of certain period
keeping in view its utility.
 To maintain work environment that does not subject employees
to noise levels, which could result in a loss of hearing capability.
Noise Control Company must carry out noise monitoring to ensure that
employees are not exposed to noise levels that exceed the
company standard of 85 dB (A)

The overall objective of having IT Policies and procedures is to

protect the integrity, confidentiality, and availability of
information. The primary threats either accidental or deliberate
IT Policy and
that keep an organization from attaining this goal are
Procedure Manual
unauthorized access, modification and destruction, as well
incompatible hardware, poor quality networks and non
standardized or illegal software.

The purpose of these rules is to set-forth security instructions

and continuously monitors & evaluates security performance and
Security Policy effectiveness of all Group Companies. To prevent theft,
pilferage of material/information and regulate entry of only
authorized personnel in the Mills premises.

It is the policy of the KMLG to provide a health environment for

all employees and to encourage a healthy lifestyle to help reduce
Tobacco Smoking health risks. Employees who do not smoke MUST not be
exposed to tobacco smoke. To this end, one goal should be to
become totally non-smoking at site.

It is KMLG policy that all accidents including non-injury

Accident & Work-
accidents and related conditions of ill-health MUST be: -
Related III-Health
Reported-usually by the person injured or involved.

Reporting, Investigated and documented-the scale of investigation and level

Notification & of detail in associated documentation being determined by the
Investigation nature and severity of the accident-using an Accident
8. Human Resource Information System
Maintaining an up to date record of employees working in the organization is critical. KML is also doing this job
both on software as well as on the papers. Besides a lot of paper work KML is using Oracle 8i where lot of
information is stored regarding employees working in the organization like; Employees personal bio-data and
payroll system etc.
A separate Time and Attendance System is to be launched for which KML has received no. of offers from
different vendors and for one which they did test checking for the period of one month is A to Z technologies
situated in Lahore.
KML has its own production house in Lahore called IT department. But initially they rely on using fox-pro and
clippers. Payroll System is the interface between Human Resource department and the finance Department.

9. Human Resource Documentation

A huge stock of stationary can be found in the HR Department of KML regarding employee records because their
HR Department keeps an up to date record of each and every activity of its employee like; Job Analysis, Job
Descriptions, Job Evaluations, paid time off and bulk of other important record.

Personal Files of Employees are maintained and following is included in it;

1. Personal Requisition Form

2. Application for employment
3. Performa Personal Particulars
4. Testimonials
5. Applicant’s ID card
6. Applicant’s Photograph
7. Experience Certificate
8. Written Test Mark Sheet
9. Interview Rating Form
10. Medical Certificate
11. Selection Process Report
12. Applicant Appraisal Form
13. Appointment letter
14. Joining Report
15. Induction Training Form
16. Confirmation Letter
17. Training & Development Plan
18. Personal Data Sheet
19. Personal Status Form
20. Efu

These files are kept for the whole life of the organization.
All the Govt. policies awards and schemes and allowances are accordingly updated and benefits are transferred to
the employees.

KML’s Work force has declined over the years. But their future projected figure for work force requirement is 500
plus.

9.1 Recruitment & Selection

 Human Resource department offers for the employment whenever a vacancy arises.
 A written test is also conducted before screening interview
 Human Resource Department does the preliminary screening.
 Immediate supervisor with the consent of Human Resource department make selection of an employee.
 All the screening, recruiting and selection process is documented
 Usually Panel interview is conducted.
 Manager of the particular department makes final selection

Sources for Hiring

1. Advertising
2. Internal
3. Referrals

 Employees are given promotion subject to the conditions that vacancy and competency
 No training is provided for those who conduct interviews.
 HRO checks the references.
 References check is not documented.
 Turnover rate is 7% in the last 6 months

Steps of Hiring for New Vacancy

1. Job Analysis
2. Job Specifications
3. Job Description
4. Requisition Form
5. Database
6. Written Exam
 7. Screening Interview

9.1.1 Recruitment of Permanent Workers

The concerned departments will raise a requisition to Incharge Time Office

a. The Incharge Time Office after checking the vacant posts will invite the applications and will ask the short
listed candidates to fill the preliminary form attaching the copy of Identity Card, Matric Certificate or
Certificate of more qualification, experience Certificate if any. Asstt. Labour Officer will verify his age and
qualification and will sign the application form

b. A short interview will be taken by the General Manager/Managers from the concerned departments
to check the candidate's eligibility/suitability for the job. The recommended applications will be
forwarded to Manager HR & Assistant Manager HR & Administration who will accord final
approval for recruitment.
c. The Service Record Keeper will then issue a Trial Card and the worker will be allowed to go for
Trial in the Mills Area for a period of maximum 03 days
d. On completion of the trial period the concerned head of the department will declare fit on the
specified column in the Trial Card or otherwise and the Assistant Labor Officer will countersign the
Trial Card Form, otherwise in case of unfitness his service will be liable to be terminated
e. The Service Record Keeper will than issue Nomination Form, Medical Slip and Mills Departmental
Ticket to the worker for onward completion of necessary formalities/signed by the Concerned
Authorities specified in the relevant column.
f. An appointment letter will be issued by Assistant Labor Officer/Industrial Relations & Labour
Welfare Officer after getting prior approval from Manager HR & Admin, hence workers will be
taken on probation for a period of 03 months.
g. The worker will be confirmed after satisfactory completion of 03 months probation period and to
this effect, a confirmation letter will be issued to him duly
h. After confirmation, the management can terminate the services of workers by giving 30 days notice in
writing or 30 days pay to the company in lieu thereof.
9.1.2 Recruitment of Temporary Workers
a. The worker will fill an initial application form recommended by the Concerned Head of the
Department and will attach thereof the copy of I.D. Card and Educational Certificate for submission
to the Incharge Time Office.
b. The Incharge Time Office after checking the vacant post will verify his age, qualification and other
particulars from the documents attached which will be countersigned by the ALO
c. A temporary appointment letter will be issued to the worker duly signed by the IR & LWO. The letter will
be issued on purely temporary basis till the completion of job not exceeding than 90 days (3 Months).

9.2 Retirement
The retirement age at KML is 60 years

9.2.1 Exit Interview

An exit interview is conducted at the time of retirement or when an employee leaves the organization for
any reason and that includes following questions;
1. What is your reason for leaving?
2. Why did you decide to seek employment elsewhere?
3. . Are there any other reasons why you are leaving?
4. Was your job here the way you thought it would be after hearing it described in job?
5. As an employee, were you given all of the information you needed to perform your job?
6. How did you feel about the quality of training you received for your job?
7. How did you feel about the supervision in your unit?
8. How did you feel about your rate of pay in relation to the type of work you did?
9. How did you feel about opportunities for advancement within the company?
10. What do you think of company benefits?
11. What was the most common complaint of fellow employees?
12. What were the things you liked most about working here?
13. What were the things you like least about working here?
 14. What changes would you make to make this a better place to work?
15. Would you refer friends to the KML?
16. Is there anything you would like to add about your reasons for leaving?

9.2.2 Succession Policy

It is the Company policy to identify successors in advance for key positions, which may create unusual situation at
the time of recruitment or separation from the company. The succession policy is as under:
Objective
To identify Successor to key jobs and high potential employees to assure a steady
flow of
internal talent to fill important openings. .
To encourage "hiring from within" and create an environment in which employees
have
careers and not merely jobs.
To identify human resources shortages and skill deficiencies before opening
occurs which
will ensure greater continuity of operations and availability of qualified
incumbents.
Policy
It is the Policy of KMLG to identify successors in advance for key positions, which may
create
unusual situation at the time of recruitment or separation from the company.
Procedure

Replacement Chart.
Each unit will prepare its Replacement Chart (HRGP 19/F-O1) depicting all such
positions covered under this policy.
Replacement Charts are a visual representation of who will replace whom if there is an
opening and based on two variables i.e. present performance and promotability.
Replacement Chart will be reviewed after every two years, however, in case of any
movement of any Executive it may be updated accordingly.
 Replacement Summary.
Replacement Summary (HRGP 19/17-02) will be prepared as and when an employee
attains age of 59 years or services notice of separation from the company. This provides
considerably mare data than do replacement chart and follow decision-maker to make
more informed choices.
Human Resources Manager of each Group Company will be responsible for preparing
the Replacement Summary for onward submission to the Chief Executive Officer.

Confidentiality

Whether Replacement Chart or Summaries are used this information is normally kept
confidential. Confidentiality not only guards the privacy of employees but also prevents
dissatisfaction among those who are not immediately promotable.

Preparation of Succession Plan

Group General Manager Human Resources will arrange to initiate Succession Plan of
Senior and
key positions (Particularly employees in guards M-18 & Above) in the form of
Replacement
Chart and forward to the concerned Chief Executive who will finalize it in consultation
with the
Chairman.
Succession Plan of Dept./Section Heads (in grades M-16 & M-17) will be initiated by the
concerned Human Resources Manager and forwarded to the Chief Executive Officer who
will
finalize it in consultation with the Department Head.

Implementation

The Managing Director of each Group Company has the over-all responsibility for
ensuring the
implementation of this policy.
 10.Job Planning

 KTML uses Benchmark and qualification base methods to determine wages and salary for any job title.
 After every 2 years job description is revised and job revaluation is conducted.
 Need base salary surveys are conducted
 Result of survey could revise salary structure.

10.1 Job Analysis

10.2 Job Description
10.3 Job Categories

 E1 UN Skilled
 E2 Semi Skilled
 E3 Skilled
 E4 Highly Skilled
 M11 Foreman/Supervisory Staff
 M12 Sr. Foreman/Supervisory Staff
 M13 Management Trainee/Officer/Executive
 M14 Deputy Manager
 M15 Manager
 M16 Senior Manager
 M17 General Manager
 M18 Director
 M19 MD/C.E.O

10.4 Job Evaluation.

11. Employee Relations

11.1 Unions

KTML is Freedom of association and right of Collective Bargaining and believe in social responsible trading.
KTML has three unions but they allow 0% outsiders;

 Labor Union; Is also the CBA

 Mazdoor Union
Workers Union
12. CONCLUSION

KML being the largest and oldest textile company in Pakistan has obtained all the quality assurance certificates
which a company needs to be successful in the competitive global market. Top management and employees work
side by side for continuous improvement of the quality. Employees are involved in decision making at every stage
through different Employee Involvement program. The top management with the board develops strategies but
involvement for supervisory division is also there. KML emphasize greatly on Human Resource practices and HR
department is very much concerned about the betterment of employees. KML is working very well for making its
employee more secure and stable in case of jobs. Kohinoor textile mills maintain a very stable system for quality
management. They have separate divisions for each process, which contribute a lot in meeting the high standards.
KML main strategy is "customers come first" and they fulfill their customer needs by constantly improving their
quality and by doing so they produces one of the top quality textile products. There is excellent communication
between the HR, Marketing, Sales and production department, which lead to increase the profit margin of the
company.