My Final 1

Internship Report on YMW
NCBA&E
Internship Report on
Yunas Metal Works (Pvt) Ltd.
Submitted To:
Sir Rizwan Umar.
Submitted By:
Usama Almas
M.B.A (3.5).
Roll No. MBA351703006.
Session 2015-2019.
National College of Business Administration & Economics. 1

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Internship Report on
M/s. Yunas Metal Works (Pvt) Ltd.
EXTERNAL EXAMINER:
NAME: ----------------------------------------------------------------------------
SIGNATURE: ----------------------------------------------------------------------------
HEAD OF DEPARTMENT:
NAME: -----------------------------------------------------------------------------
SIGNATURE: -------------------------------------------------------------------------------
SUPERVISOR:
NAME: --------------------------------------------------------------------------------
SIGNATURE: ---------------------------------------------------------------------------------

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DIDICATION
This report is dedicated to my Almighty ALLAH

(The most Gracious & The most Merciful).
Secondly this Report is dedicated my Mom & teachers

who supported me and pray for me.

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Acknowledgment
First of all I am very thankful to Almighty Allah for granting me and enabling me to utilize
my abilities. I am able to complete this report successfully with prayers & moral boosting
and spiritual support of my mother and our intelligent staff of YMW.This report enables
me to better understand the contents of the course. The report has given me practical
experience, which will prove to be very beneficial in my forth-coming practical life.
I am very thankful to my honorable teachers for their support and guidance making this
internship report. I would like to acknowledge the kind support of all management of M/s.
Yunas Metal Works (pvt) Ltd, G.T Road Gujrat want to thank all the management of YMW
from the core of my heart for their remarkable assistance and cooperation during my
internship period in M/s. Yunas Metal Works (Pvt) Ltd.

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Executive Summary
I am pleased to present my final report to the most respected members of NCBA & E,
Gujrat Campus. In this project I tried to explain all the aspects of Fan Industry and
“Yunas Metal Works (Pvt) Ltd”, starting with an introduction of Fan Industry of Pakistan
and its importance. In this report I have explained briefly all the operational working of
YMW.
I have also tried to turn the attention of the readers towards the functions, policies,
practices of the activities of company. I have explained all the major department of
company and explain how these departments function? In addition to that I have also
explained the financial analysis of financial statements of company which proves that the
company’s business flourish as far as financial aspect.
At the last part of report I have made a SWOT analysis of company’s strength,
weaknesses, opportunities and threats. I have tried to put some useful recommendations
for the betterment of company in feature according to my study.

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Table of contents
Chapter No.1
1. Vision of Fan Industry ---------------- 10
Chapter No.2
2. Introduction of Fan Industry --------------- 11
2.1 Fan Industry Setup in Pakistan --------------- 12
2.2 Historical Background of Fan Industry of Pakistan -------- 14
2.3 Overview. --------------- 15
2.4 Industrial Profile. --------------- 17
2.5 Division of Units. ---------------18
Chapter No.3
3. Social Dynamics of Gujrat Cluster. -------------- 19
Chapter No.4
4. Regulatory Bodies of Fan Industry ---------------20
Chapter No.5
5. Company Profile. ---------------24
5.1 Timeline. ---------------25
5.2 Mission & Vision of Company. ---------------27

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5.3 Organizational Commitment. ---------------28
5.4 Corporate Social Responsibility. ---------------29
Chapter No.6
6. Dealers & Distributors ---------------30
Chapter No.7
7. Varity of Products. ---------------33
7.1 Ceiling Fans. --------------33
7.2 Pedestal Fans. ---------------40
7.3 Exhaust Fans. --------------- 42
7.4 Wall Bracket Fans. ----------------44
7.5 Circo Fans. ----------------45
7.6 Louvre Fans. ----------------46
7.7 Table Fans. ----------------48
Chapter No.8
8. Company Departments. ----------------50
8.1 Production Department. ----------------50
8.2 Sales & Marketing Department -----------------53
8.3 Human Resource Department. -----------------59
8.4 Accounting & Finance Department. -----------------62

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Chapter No.9
9. Financial Statements. -----------------65
9.1 Statement of Financial Position. ----------------66
9.2 Statement of Profit & Loss. -----------------68
9.3 Statement of Cash Flow. ------------------69
Chapter No.10
10. Financial Statements Analysis. ------------------71
10.1 Horizontal Analysis of Balance Sheet. -----------------72
10.2 Horizontal Analysis of Profit & Loss. -----------------73
10.3 Vertical Analysis of Balance Sheet. -----------------75
10.4 Vertical Analysis of Profit & Loss. ------------------76
Chapter No.11
11. Financial Ratio Analysis. -----------------77
11.1 Liquidity Ratio Analysis. -----------------78
11.2 Leverage Ratio Analysis. ----------------81
11.3 Efficiency Ratio Analysis. -----------------84
11.4 Profitability Ratio Analysis. -----------------90
11.4 Market Value Ratio Analysis. -------------------94
Chapter No.12
12. SWOT Analysis. -------------------97

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13. Recommendation. -------------------99
14. Conclusion. ----------------100
15. Index. ----------------102

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1. VISION OF FAN INDUSTRY.
“To Penetrate the Global Fan Market with a diversified product base by
market the domestic fan industry internationally competitive”.

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2. INTRODUCTION
A mechanical fan is an electric ally powered device used to produce airflow for the
purpose of creature comfort (particularly in the heat), ventilation, exhaust, cooling or any
other gaseous transport.
Mechanically, a fan can be any revolving vane or vanes used for producing currents of air. Fans
produce air flows with high volume and low pressure, as opposed to a gas compressor which
produces high pressures at a comparatively low volume. A fan blade will often rotate when
exposed to an air stream, and devices that take advantage of this, such as anemometers and
wind turbines often have designs similar to that fan.
Typical application include climate control, cooling systems, personal comfort (e.g., an electric
table fan), ventilation (e.g. an exhaust fan), winnowing (e.g., separating chaff of cereal grains),
removing dust (e.g., sucking as in a vacuum cleaner) , drying ( usually in addition heat) and to
provide draft for a fire. It is also common to use electric fans as air freshener, by attaching fabric
softener sheets to the protective housing. This causes the fragrance to be carried into the
surrounding air.
In addition to their utilitarian function, vintage or antique fans, and in particular electric fans
manufactured form the late 19th century through the 1950s, have become a recognized
collectible category, and in the U.S.A. a collector club, the antique Fan Collectors Association,
supports the hobby.
Pakistan is self sufficient in fan industry.
 There are two types of fans:

 Domestic fans:
The fans that consumes less than 125 watts of energy
(SITC74341).
 Industrial fans:
The fans that consumes more than 125 watts of energy
(SITC74343).
 The industry is producing a variety of products in different size and designs.

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2.1. Fan industry set up in Pakistan

Gujrat, and Gujranwala, are two key players in the production of fans which is almost 98%.
Some of the production is also done in Lahore and Karachi. This industry primarily belongs to
small and medium enterprises (SMEs). There are 450 SMEs engaged in the production of fans
both were domestic market and for export. Out of this a major number of 300 units are known to
exist in Gujrat. Fan sector is not only earning precious foreign exchange for the country but is
contributing in multiple ways to the national economy. This industry employs up to 30,000
workers. However, the down side is that the production is mostly seasonal and confined to 1st
six months of the year. Therefore the workers are not adequately skilled as they are forced to
find alternative sources for earning livelihood. Few major companies have endeavored to keep
their workers engaged throughout the year by shifting to related engineering products. A major
contribution of the fan industry is that it has developed clusters in Gujrat and Gujranwala.
Around 90% productions cater to domestic demands. It is interesting to note that local consumer
demands better quality and innovative designs as compared to export products which are of low
margins. Most of the companies operate under locally created brands with only a few moving
towards international branding. Fan industry is producing around 90,000 indirect employment
opportunities. Thus its contribution to total manufacturing employment is up to 1.54%.
Pakistan’s exports are mainly concentrated in low-income markets, such as Africa, Bangladesh
and some Middle East countries. The average export price of Fans made in Gujrat and
Gujranwala is around $23-25, which is much lower than some of the more sophisticated fans
which sell for around US$400-500. The retail price of Pakistani fans in its export markets on the
other hand varies between US$35-40. The sector, which has shown high levels of growth in the
recent years suffer from low levels of productivity, inadequate technology upgrade and shortage
of skilled staff. The industry also requires testing and certifications. Certifications are normally
required for export markets, whereas, general performance and safety testing are conducted
regardless. Additionally, the surveys conducted suggest that current export markets usually
offer lower margins as compared to local markets. 6 7. Production Capacity: On average, 8
million fans are produced per annum with an estimated value of Rs. 20 billion. Category-wise,
production of around 63% goes to ceiling fans, 30% to Pedestal fans, and remaining 7% to
bracket fans. About 7-8 companies are large scale manufacturing units which have composite
integrated system i.e. from motor winding to high pressure dies casting. These units have
induced higher level of investment on adoption of modern technology and automated process.
Since, fan production is seasonal activity which remains in demand during 1st 6 months of the
Year, therefore, the large companies switch to alternate production of washing machines,
geyzers and recently into motorcycle parts. That is why the big fan manufactures are also
known as auto parts maker. However, the local fan industry is mostly dominated by small firms
and as such, does not benefit from economy of scale. This is a critical reason why the fan

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industry is not able to compete costs with international competitors. The capacity of an average
fan manufacturing unit is up to 400 fans per day which is no comparison to China where
average production per day is reported to be about 40,000 fans. One of the solution to address
this issue could be mergers of companies or creating standardization in production processes,
common facility centre, joint sourcing of materials, and joint production. It is estimated that 10%
of the install capacity production is export oriented.

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2.2. HISTORICAL BACKGROUND

The industrial revolution in the late 19th century introduced belt-driven fans powered by factory
waterwheels. Attaching wooden or metal blades to shafts overhead that were used to drive the
machinery, the 1st industrial fans were developed. One of the first workable mechanical fans
was built by Alexander Sablukov in 1832. He called his invention, a kind of a centrifugal fan, an
Air pump. Centrifugal fans were successfully tested inside coal mines and factories in 1832-
1834. When Thomas Edison and Nikola Tesla introduced electrical fan was introduced.
Between 1882 and 1886, Dr. Schuyler Skaats where developed the two bladed desk fan, a type
of personal electric fan. It was commercially marketed the American firm Crocker & Curtis
electric motor company. In 1882, philp Diehl introduced the electric ceiling fan. Diehl is
considered the father of modern electric fan. In the late 19th century, electric fans were used
only in commercial establishments or in well to-do household.
Gujrat is well known industrial city of Pakistan, Main industries like Fans, Furniture, Caremics,
Shoes, PVC Pipes, Abrasive Cloth, and Motorcycle have played a vital role to uplift the
economy of Pakistan. These industries are not only fulfilling the needs of domestic buyers but
are also exporting their products to different parts of world. These industries are providing
employment to a large number of persons directly & indirectly.
Gujrat is home to the largest concentration of fans manufactures in Pakistan and is located in
the region with a rich tradition of metal based industries. Before the emergence of fan
production, local metal workshops manufactured components for water pipes (hookas or
Hubble-bubbles) and water hand-pumps. The fan manufacturing industry was started in Gujrat,
before the partition of India by late Mr. Muhammad Azam.He founded M/s S.A Fans in 1944,
and drives the industry with his personal technical skills and experience. (He gained experience
on fan manufacturing from the city of India, “Amritsar”).After partition, some more
enterprenurers initiated the fan manufacturing business and got acquainted with the trade in
later years.
 The fan industry is one of the industries that existed at the time of independence.
 In the early 1950s, it was declared as cottage industry and its more than 50% units still
fall in this category.
 In 1992-93, only two-lac fans were exported to only two countries, Iraq and Iran.

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2.3. Overview
The fan industry is mainly clustered in Gujrat and Gujranwala, where some units are also
operating in Lahore and Karachi.
The state of the engineering industry describes the status of industrialization of a country since
it portrays the capability to add value to the primary products and indigenous production of
plants and machinery. The developed countries have assigned high priority to the engineering
industry in their own country. The range of light engineering goods covers electrical goods,
transport equipment, domestic appliances, telecommunication equipment etc. There are about
2500, registered units and much large number in the unorganized sector, with fixed assets of
over Rs.100 billion. A number of small industrial units are operating in Karachi, Lahore, Gujrat,
Gujranwala and Sialkot. Engineering goods have already made a breakthrough in the export
market. In addition to exports of conventional surgical instruments, cutlery goods and other light
engineering product, Pakistan still is for behind in export of engineering goods as compared to
newly industrialized countries i.e. Korea and Malaysia and thus offer great opportunities for
export mainly in the Middle Eastern, Africa and neighbor countries. The country has a limited
capability to design, test and experiment on new machines. The small and medium sized units
do not have the finances to risk innovations. There are a number of large industrial units which
have successfully duplicated certain models of machines or adopted the patent or design of a
few products or have acquired the rights on permanent basis on the expiry of the valid period.
These are the slow speed engines, sewing machines, cycles ,electric fans and motors, dry
electrical cells and pumps, to name a few. These efforts have been effective in the import
substitution of commodities.
Fan is a daily use item .Its utility increase, especially in the summer season. The industry is
producing about 5to 6 million fans per annum and meeting successfully the local as well as the
export demand. Out of the total production, approximately 30% fans consist of Pedestal Fans,
7% Bracket Fans and the remaining 63% are Ceiling Fans. The industry belong to the light
engineering industry category, and is one of the industries that existed at the time of
independence, In the early 1950s,its was declared as cottage industry and its more than 50%
units still fall in this category.
Fan industry is mainly confined to Gujranwala and Gujrat cities of the Punjab province. The
reason for its remaining a cottage industry is that majority of the units does not have full facilities
of production under one roof. They usually give orders to the units having machines for different
parts like fan guard, blade casting, core lamination etc. These units have lathes, shapers, milling
machines, and power presser, die casting machines and electroplating. Therefore, most of the
units are simply assembling units. Thus, they do not give brand names to their products.
Besides small and medium units, a few are quite large and have integrated system i.e. from
motor winding to high pressure dies casting. These companies have reputed brand names and

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qualities of their products are of International level. These units are the main players in the
export field.
The current output (8 working hour per day) of the Gujrat cluster is about 70, 000, 00(Seven
Million Fans per Annum). A rough estimate unveiled that the installed capacity of the cluster was
almost double. Hence, the fan manufacturers were operating under capacity, their existing setup
could attain double output at the minimum provided exploration of new markets, availability of
finance and other variants as closely matched and explained later in the export. The above
mentioned yrealy production could be segregated on the basis of different kind of fans being
produced in the following manner:
Electric Fans Total Production Percentage (%)

PEDESTAL FANS 21,000,00 30%
BRACKET FANS 490,000 7%
CEILING FANS 44,100,00 63%
Total 70,000,00.

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2.4. Industrial Profile
Total Capital Investment Rs. 5 Billion.
Total Annual Installed Capacity 10 million Fans
Current Capacity Utilization 80%
Total Production 8-10 Million Fan/Year
Direct Employment 30,000 People
Annual Revenue Rs. 5.25 Billion
Export Potential 15 – 20 million fans
Contribution to National Exports 0.20%
Contribution to GDP 0.27%
Current Total Local Demand 10 – 12 million fans
Capital Output Ratio 0.25
Cluster Direct Employment 35,000 – 40,000
Cluster Indirect Employment 4 times the direct employment
Capital Labour Ratio 8 workers/million (Rs)

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2.5. Division of Units
Large Scale Unit:
UNITS 8
PROJECT COST Rs. 250-350 Million.
EMPLOYMENT 200-300
PRODUCTION 60,000-250,000
REVENUE GENERATED. Rs. 150-250 Million.
Medium Scale Unit:
UNITS 50
PROJECT COST Rs. 10-20 Million.
EMPLOYMENT 60-80
REVENUE GENERATED. Rs. 150-250 Million.
Small Scale Unit:
UNITS 450
PROJECT COST Rs. 0.5-1.0 Million.
EMPLOYMENT 20-25
REVENUE GENERATED. Rs. 2.0-5.0 Million.
Vendors:
UNITS 1000
PROJECT COST Rs. 0.45-1.0 Million.
EMPLOYMENT 5-20.

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3. Social Dynamic of Gujrat Cluster.
The Gujrat fan cluster has evolved over a long span of time. The present configuration of the
cluster was the reflection of the changes and adjustments that have taken place overtime
including the habits of the entrepreneur, the growth of workers into SMEs and the spread of the
skills from the workers of the pioneer firms to the new comers. All these developments have
gradually contribution to the evolvement of a dynamic cluster entity. Most of the entrepreneurs
belong to either the blacksmith (“Lohaar”) family or they are Sheikh or Kasmiries. The influence
of the caste system is not very high.
The fan manufacturers of Gujrat normally used to produce large volumes of low cost products.
In the current situation, an acute price competition was present among the manufacturers, and
the quality has been sacrificed to reduce the cost of the product. Even the big players
(Manufacturers) were also involved in this “Price War”. Some of the reasons behind the cut-
price competition included the unbalanced demand and supplies, policies which were trader-
oriented not manufacturer-oriented, unplanned growth of the industry, etc.
There was a shortage of educated personnel in the business. Most of the manufactures were
under-graduated. This lack of education had suffered the business at all levels starting from
management to the shop-floor labour handling.
The labour was employed from nearby villages as well as from far-off areas, depending on the
nature of reference. The skills were transferred to the new comer through the traditional “Ustad
Shahgird” system. All the training was provided practically on the manufacturing floor.

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4. Regulatory Bodies & Institutions
1- Pakistan Electric Fan Manufacturers Association (PEFMA) :-
Pakistan Electric Fan Manufacturers Association (PEFMA) was incorporated under the
company’s ordinance 1984 on the 12th of December, 1989. The registered office of the
association is situated within the premises of FDI. The area of operation of the association
covers the entire Pakistan Azad Jammu & Kashmir. PEFMA was providing the following
facilities to its members:
 Quality awareness seminars.

 Information provision regarding the international trade fairs.
 Arrangement of the Trade delegations through TDAP.
 Settlement of disputes among the members.
 Meeting platform to conduct meetings with various stakeholders.
 Organize courses regarding technical education with FDI.
There were about 148 registered members of the association. The membership fee of the
association was Rs. 1000/- per Annum.
2- Fan Development Institute :-
FDI was establishing in Gujrat in 2001 by the joint efforts of Trade Development Authority of
Pakistan (TDAP) and the Ministry of science & Technology (MOST). The institute possesses the
role of “Training Center” for the fan industry and also fulfils the laboratory testing requirements
industry.
Machinery / Equipment
The following machines were installed in FDI:
 CNC (Computerized Numerical Control) vertical machine center.

 CNC wire cut EDM (Electric Discharge machine)
 Fully automatic surface grinding.
 Lathe machines.
 Drilling machines.
 Shaper machines.

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3- Chamber of Commerce, Gujrat (GCCI) :-
The Gujrat chamber of Commerce & Industry was providing valuable services to both the
commercial and industrial sectors in the area. Especially for the fan cluster, the Chamber was
serving in the following manner:-
 Attestation of document of Origin for exports.

 Meetings with foreign trade delegations.
 International Trade fairs information provision.
 Organization of seminars about international trades and quality standards.
 Facilitation to solve the problems from its platform.
There were about 1200 members belonging to the commercial/Industrial sector registered with
the chamber (About 70-80% of the entrepreneurs related to the fan cluster were the members).
4- Banks / Financial Intuitions :-
Twelve different banks were providing the banking and overdraft/credit facilities to the
commercial and industrial sectors. About 30% of the manufacturers had acquired the credit
facility from at least one of these Banks/Financial Institutions. However, the increase in the rate
of markup to 12-14% was creating problems for the manufacturers.
5- Small and Medium Enterprise Development Authority ( SMEDA) :-
SMEDA was established in October 1998 to take on the challenge of developing small &
Medium Enterprises (SMEs) in Pakistan. It is a relatively new organization, with a futuristic
structure and focus on providing business development services to small and medium
Enterprises. It is not only an SME policy-advisory body for the Govt of Pakistan but also acts as
a one stop shop for its SME clients.
SMEDA Overview and Service Profile:
 SMEDA Gujrat office was established in 2002.

 Developed “Light Engineering” sector study.
 Sector brief and other developed on Fan.
 Meeting of SEDMA with FDI & fan manufacturers ( approx. 10-15 per year).
 Developed feasibility report on Fan guard in 2002 updated in 2006.

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6- Trade development Authority of Pakistan (TDAP) :
TDAP is the primary agency of the Govt of Pakistan engaged in the promotion and boosting of
country’s exports. Since its inception in 1963 as an attached department of the Ministry of
Commerce, TDAP continued to facilitate the exporters in overcoming difficulties faced by them
on the supply and demand side, Various services are provided by TDAP in the areas of
marketing, communication, human resource development, regulations etc.
Facilitative role of TDAP for the Fan Cluster:
 Provide funds for the building of “Fan Development Institute” and “Pakistan Electric Fan
Manufacturers Association (PEFMA) “.
 Provision of information about the related International exhibitions and trade fairs to the
cluster.
 Arrangement of the trade delegations; so far, 3-4 trade delegation had been conducted
for the fan cluster since 2000; provided the Kenya warehouse facility however, no
entrepreneur did avail the opportunity so far.
7- Technical Educational and Vocational Training Authority (TEVTA) :-
TEVTA is another significant endeavor of the Govt of Punjab, which focuses on the
development of human resource in terms of skill up-gradation for girls and boys. It directly leads
to an improvement in employment opportunities of the students who are readily employed by
the industry.
TEVTA was managing by nearly 400 different technical, commercial and vocational training
institutes throughout the province. There are 16 training institutes (11 for men & 5 for women)
operating under TEVTA in Gujrat, imparting training in various trades including mechanical,
electrical, auto-engineering, instruments, welding, wood working and commerce.
8- Punjab Small Industries Corporation(PSIC) :-
PSIC is the provincial department which supports the establishment of small and cottage
industries in the province of Punjab. PSIC has provided facilities in the following areas:
 Offered credit facilities to small and cottage industries (new and existing businesses).
According to the PSIC officials, the loaning scheme was announced in 1992 with max
limit of 750,000/- and the mark-up rate was 7%. Only 8-10 entrepreneurs form Gujrat
Fan Cluster had avail the facility so far.
 Established the industrial areas for small industries. The industrial estate project was
started in 1961/62 and consisted of 568 Kanals. About 50-60% of the fan manufacture
ring facilities were operational in the industrial estate.

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 Currently, PSIC has acquired land (about 1400 kanals) for the new “Industrial Park” on
Bhimber road, Gujrat.
9- Pakistan Council for Scientific & Industrial Research (PCSIR) :-
The institute used to provide the facility of testing laboratory for all kinds of industrial products
produced in Pakistan. For the fan industry, the institute used to issue the ‘Standard Certificate’
according to PS-1/1991. The fee structure as follows:
 Pedestal Fan Rs. 3500/-.

 Ceiling Fan Rs. 3000/-
PCSIR also used to certify fan products on the behalf of “SASO” (Saudi Arabian Standard
Organization); a pre-requisite for Fan exports to Saudi Arabia. SASO and PCSIR used to jointly
inspect the export consignments’ according to the standard as detailed in paras 112 and 113,
PKR 35000/- were charged for the process.
10- Pakistan Standard Institution (PSI) :
The institute used to issue the license for all the industrial sector products to be
produced for Public sector organization. For fan, the license was issued for each separately and
a fee of Rs. 3000/- charged for the purpose.

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5. Company Introduction

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5.1Timeline
The Company started its journey in 1944 with nominal capital with the registered name of
“Yunas Metal Works”, by manufacturing and supplying various types of mechanical lubricating
components and various types of parts for defense oriented operational activities. This business
was initiated by (Late) Haji Muhammad Yunas and (Late) Haji Muhammad Ayub on very small
scale. From 1944 to 1963 the company operated in the foresaid product line with very
remarkable achievements. As a result, founders of the company considered about second line
of product, hence they stepped forward in the field of electric fans manufacturing. As the
honesty, dedications, and hardworking were there, the company continued its success story in a
very comprehensive manners. In 1985, the status of firm again changed to a Private Limited
Company, and formed under the Companies Ordinance 1984, in the name of “Yunas Metal
Works (Pvt.) Ltd.”. The company started its operations with enhanced enthusiasm on producing
electric fans and its related parts and its sales.
In late 1980’s and early 1990’s, a group started operations in the name of “Yunas Group of
Industries”, Yunas Fans operated as a mother concern along with Metro Fans, General Fans
(GFC), Yunas Electronics Pak (Pvt.) Ltd, Yunas Electronics AJK (Pvt.) Ltd, Yunas Corporation,
and Ayub Engineering.
In the beginning, company’s main emphasis was manufacturing of ceiling and pedestal fans
with distinguishing features; high quality products, customer’s satisfaction. After considering, i.e.
the positive products performance and appreciations from consumer/market, the company
expands its line in different types of fans like wall bracket, circo-matic, table, table-cum pedestal,
carriage and exhaust fans. In addition to that, keeping in view the strength of “Yunas” brand in
the market, company decided to launch other house hold items such as washing machines,
dryers, geysers, electric skimmers, electric irons and juicers/blenders with the brand name of
“Yunas Appliances”. With the passage of time the company became a market legend in
manufacturing of fans and home appliances.
Yunas Metal Works (Pvt.) Limited has also the honor to be first ISO-9000 certified company in
Pakistan fan industry in 1999, which was further upgraded with ISO-9001-2000 in 2001 and with
ISO-9001-2008 in 2011, which is being upheld till now.
With the passage of time, the company not only became a market leader with respect to
domestic usage but also explored various segments in international market. The company has
its sub office in UAE to handle the operations in Middle East market (Kuwait, Bahrain, Oman,
Dubai, Abu Dhabi, Sharjah, Iraq etc). Whether it is a market of KSA, Yemen, Bangladesh, Sri-
Lanka,
South Africa or Afghanistan, company introduced its quality and innovative products in an
effective manner through which, it not only became a market leader but also started to be
considered as bench mark.
The company has also registered with various Government departments and corporations and
has entered into sales through contracts/tender for supply of its products.

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We welcome orders for manufacturing special purpose fans for our valued clients, e.g. fans for
Pakistan Railway has been developed to adopt AC type carriage roof fans for its passenger cars
instead of DC fans with their collaboration and is under regular supply.

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5.2. Mission & Vision
Mission
“Yunas Fans has been providing its customers with premier quality products
since the inception of the company. We intend to continue with this trend
without compromising design, technology and efficiency of our products. We
aim to make our products easily available to our customers nationally as well as
internationally”.
Vision
“With the development of technology and new methods our company’s

Research and development department is ensuring to keep our products up to
date in every aspect. We strive to make our products more and more energy
efficient. We are continuously expanding our network so that our products are
easily available in every part of the world for our loyal customers”.

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5.3. Organizational COMMITMENT
The entire team of Yunas Fans has the enthusiasm to manufacture Products which are:
 Safe to use
 Highly durable
 Energy efficient
 Unique in design
 Easily available to its consumers.
By using every possible resource i.e. advanced technology, professional and qualifies work
force. Our strong commitment has rewarded us with an excellent reputation as a credible and
reliable electrical product manufacturer.

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5.4. CORPORATE SOCIAL RESPONSIBILITY
Movement aimed at encouraging companies to be more aware of the impact of their business
on the rest of society, including their own stakeholders and the environment.
Corporate social responsibility (CSR) is a business approach that contributes to sustainable

development by delivering economic, social and environmental benefits for all stakeholders.
CSR is a concept with many definitions and practices. The way it is understood and
implemented differs greatly for each company and country. Moreover, CSR is a very broad
concept that addresses many and various topics such as human rights, corporate
governance, health and safety, environmental effects, working conditions and contribution to
economic development. Whatever the definition is, the although some companies may achieve
remarkable efforts with unique CSR initiatives, it is difficult to be on the forefront on all aspects
of CSR. Considering this, the example below provides good practices on one aspect of CSR –
environmental sustainability.

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6. DEALERS & DISTRIBUTORS.
Allover in Pakistan
1- AZAD KASHMIR
S.NO DEALERS
1 BUTT ELECTRIC STORE, MAIN ROAD, HAJIRA.
2 BABAR ELECTRIC STORE, ALLAMA IQBAL ROAD, MIRPUR.
3 ROYAL CROCKERY STORE, MADINA MARKET, MUZAFRABAD.
2- BALOCHISTAN
S.NO DEALERS
1 MADINA ELECTRONICS, SURJA GUNJ BAZAR, QUEETA.
3- KPK
S.NO DEALERS
1 QAIDER RADIO SERVICE, SADAR BAZAR, ABBOTABAD.
2 YUNAS ELECTRONICS, CHOWK BAZAR, BANNU.
3 GOLDEN ELECTRONICS, MAIN BAZAR, BUTTKHELA.
4 MADINA ELECTRIC STORE, NASEEM MARKET, BUTTGRAM.
5 AMAN FAN HOUSE, TOWN HALL SHOPING CENTER, DERA ISMAIL
KHAN.
6 MUKHTAR CROCKERY STORE, MAIN BAZAR, HARIPUR.
7 ASIF CROCKERY STORE, USMAN BAZAR, HAVELAIN.
8 SHAFIQ ELECTRIC STORE, STATION ROAD, JAHANGIRA.
9 CHINA ELECTRONICS, MODREN SHOPPING PLAZA BANUU ROAD,
KOHAT
10 IJAZ ELECTRONICS, KASMIR ROAD, MANSEHRA.
11 NOOR SONS, SRAFRAZ GUNJ BAZAR, MARDAN.
12 SHAH ROOAN & SONS, NEW MADAIN ROAD, MINGORA.
13 SARHAD ELECTRONICS, SADAR BAZAR, NOWSHERA.
14 R.K ELECTRONICS, SHOP NO 1-2, KHYBER BAZAR, PESHAWAR.
15 HAMDARD ELECTRONICS, ADDA BAZAR, TANK.

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4- PUNJAB
DEALERS
1 PAK CORPORATION, SIDDIQUI ROAD, ATTOCK.

2 HAFIZ & KARIM, NEAR SHAHDRA PARK, TAKBEER CHOWK,
BAHAWLPUR.
3 ARSHAD ELECTRONICS, ALAMI MANZIL MAIN BAZAR, BHALWAL.
4 AL-QAISER ELECTRONICS, GALI SYEDEE HOTEL WALI, CHAKWAL.
5 MEHMOOD BARTAN STORE, HIGH WAY ROAD, DHANRAWALA.
6 CHINA ELECTRIC STORE, MAIN BAZAR, DARIYAN KHAN DISTRICT
BHAKKAR.
7 GULZAR ELECTRONICS, KATCHERY ROAD, DASKA SIALKOT.
8 BASIT ELECTRIC STORE, MIAN BAZAR DAULTALA District
RAWALPINDI.
9 REHMAN ELECTRIC STORE, BHAWANA BAZAR, FAISALABAD.
10 RASHID ELECTRIC STORE, G.T ROAD GHAKHAR MANDI,
GUJRANWALA.
11 YUNAS HOUSE, URDU BAZAR, GUJRANAWALA.
12 NEW JAVED TRADERS, CHOWK NAWAB SAHIB, GUJRAT.
13 BRIGHTO FAN HOUSE, G.T ROAD GUJRAT.
14 UMAR ELECTRONICS, NEAR OLD LARI ADA, HAFIZABAD ROAD
JALAPUR BHATIAN.
15 NEW SOHAIL ELECTRONICS, MAIN ROAD, JHAND District ATTOCK.
16 NAZIR ELECTRIC STORE, MACHINE MOHALA NO-2, JHELUM.
17 MEHMOOD ELECTRONICS, LOHARI GATE, KASUR.
18 KASMIR ELECTRONICS, GILYANA ROAD, KHARIAN.
19 KASHI INTERNATIONAL, FEROZPUR ROAD, LAHORE.
20 RANA ELECTRIC STORE, NEAR MAIN JAMIA MASJID, MANDI
BHAWALDIN.
21 ABBAS GENERAL STORE, MAIN BAZAR, MIANWALI.
22 SHOUKAT TRADERS, SHARIF CENTER, MULTAN.
23 GENERAL ELECTRONICS, ANARKALI BAZAR, NINKANA SAHIB.
24 RANA HARDWARE & ELECTRIC STORE, MIAN BAZAR NONAR.
25 SUPER H-B ELECTRONICS, BENZIR ROAD, OKARA.
26 MEHWAR ELECTRONICS, KACHERI ROAD, PASRUR District,
SIALKOT.
27 AMIN CORPORATION, ABU BAKAR MARKET, PHOOL MARKET.
28 AKHRAT ELECTRIC STORE, MAIN BAZAR PIPLAN, District
MIANWALI.
29 Madni Echo Sound Service, Jamia Qadiria Road, Rahim Yar Khan.
30 Paracha Agencies, 8-H College Road, Rawalpindi.
31 Gondal Traiders, Near National Bank, Rerka Bala District Mandi-
Bahauddin.
32 Asad Electronics, Butter Market, Mandi Safdarabad District Sheikhupura.
33 United Electronics, Pasha Street, Sahiwal.
34 Wattan General Store, Wazirabad Road, Sambrial District Sialkot.

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35 Tanveer Electronic Center, Trunk Bazar, Sialkot.

36 White House Electronics, Main Traffic Chowk, Talagang.
37 l-Rehman Electric Store,Talaab Bazar Near Markazi Jamia Masjid, Toba
Tek Singh.
5- FATA (NORTH-WAZIRSTAN).
S.NO DEALERS
1 HAJI ABDUL JABAR ELECTRIC STORE, ADDA MIR ALI, NORTH
WAZIRSTAN.
6- SINDH.
S.NO DEALERS
1 Mohsin Electronics, New Police Shopping Center Choti Ghitti,
Hyderabad.
2 Faisal Electronics, P-202 Block, No. 2 Near Ghosia Masjid Tariq Road,
Karachi.
3 Highlight Concern, Jinnah Chowk, Sukkur.

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7. Variety of Products
7.1. Ceiling Fans

A ceiling fan is a mechanical fan mounted on the ceiling of a room or space, usually electrically
powered, suspended from the ceiling of a room, that uses hub-mounted rotating blades
to circulate air.
Product Line of Ceiling Fan.
i. Classic Gold

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ii. Crystal
iii. Diamond

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iv. Elegant dark wood
v. Expo

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vi. Fantasy black
vii. Grand

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viii. Kashmir
ix. Marvel brown

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x. Pearl
xi. Stone

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xii. Tulip Dark wood

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7.2. Pedestal Fans

An electric oscillating fan supported by an adjustable, detachable stand.
Product Line of Pedestal Fan.
i. Unique Pedestal

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ii. American Guard Pedestal

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7.3. Exhaust Fans

A whole-house fan or exhaust fan is a type of fan installed in a building’s ceiling, designed to
suck hot air out of the building. It is sometimes confused with a attic fan.
Product Line of Exhaust Fan.
i. Supreme Exhaust.
ii. Unique Exhaust.

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iii. Window Glass Ventilator.
iv. Exhaust Metal Round.

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7.4. Wall Bracket Fans

Bracket fan is similar to the table fan in appearance but fitted to a wall. They have twin cords to
control the speed and oscillation. They have an oscillation motion so that every corner of the
small space gets air.
Product Line of Wall Bracket Fan.

i. Unique Bracket.
i. Omega Bracket.

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7.5 Circomatic Fans
Product Line of Circomatic Fan.

i. Circo.
i. Circo Full Metal Body.

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7.6 louvre Fans
Product Line of Louvre Fan.
i. Galaxy Louvre Bracket.

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ii. Galaxy Louvre Table.
iii. Galaxy Louvre Louvre.

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7.7 TCP & Table Fans
Product Line TCP & Table Fan.
i. Table Cum Pedestal.

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ii. Table super Deluxe

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8. Company Departments
8.1 Production Department

The production department of Yunas Metal Works (Pvt) Ltd is responsible for converting raw
materials and other inputs into finished goods or services. In between the processes of
production, the department works to improve the efficiency of the production or assembly line so
that it can meet the output targets set by company management and ensures finished products
offer consumers the best value and quality.
Functions of Production Department:
 Inputs Identifying
The Management of YMW determines the quantity or volume of goods that should be
produced within a certain time frame and passes the information to the production
department. To meet production targets, the department establishes the quantity of raw
materials and types of machinery and equipment required to achieve the desired output
level, and may collaborate with the purchasing department to source the inputs. If there
isn't sufficient manpower to support productions process, the production department
asks the firm to hire more personnel.
 Scheduling Production
With the inputs ready, the production department schedules production processes. This
involves planning the tasks to be completed along the production line and allocating the
tasks to various production workers.
 Minimizing Production Costs
The production department is tasked with finding effective ways to lower production
costs. One simple way to do this is to keep the production machinery and equipment
well-maintained so the firm does not regularly incur repair costs. Along with advising the
business to adopt newer technologies, the department can also assess the production
line to identify opportunities for cost reduction. For example, if the type of wood used a
long time to air-dry – requiring an investment in wood dryers – it could be less costly for
a furniture manufacturer to purchase dried lumber.

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 Ensuring Product Quality

Production department of YMW ensure that finished goods meet minimum quality
standards. Apart from checking all products for faults as they move through the production
process, the department must perform rigorous tests on prototypes for new products to
ensure they meet quality benchmarks before undergoing mass production. Techniques
such as waste elimination and process standardization also help to ensure and improve
product quality.
 Improve Existing Products

From time to time, the production department furnishes the research and development
department with information it can use to improve existing products.
Raw-Material:-
The materials used in the fan manufacturing of fans are electric steel
sheets, aluminum, enameled copper wire, ball bearing, steel rods, blades, winding wire and
PVC. 50% of the raw material is imported which also reflect significant cost variability.
Where local material is used (aluminum steel sheet) quality is not consistent.
Unfortunately, energy efficiency is not available in Pakistani fans.
Consumption of Raw-Material per Annum:
S.NO NAME OF MATERIAL QUATITY
1 Enameled Copper Wire 537,494

2 Aluminum 622,573
3 Ball Bearing 1,212,238
4 Aluminum Blade. 722,218
5 Iron Guard. 1,054,354
6 Capacitors 1,596,253
7 Pig Iron 434,087
8 Electrical Steel Sheet. 1,437,494

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Process of Production & Assembling

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8.2 Sales & Marketing Department
The sales department of YMW play key role in the growth of firm performance under the
leadership of Sales Executive “Abdul Qayyum Tehseen”. Under his leadership the sales of
YMW growing massively due to his market reputation.
The company offers variety of products with exiting discount offers. The main focus of company
to satisfy our customers with the help of after sale services.
Functions & Operations of Sales Department
1. Create a formal mission for the sales operations team
It’s easy to become enamored by flashy buzzwords like sales ops. But without a defined
purpose and mission, your sales operations team is destined for failure.
Don’t create sales ops without a clear objective. Otherwise you’ll be creating more work for the
organization and diverting valuable resources away from the tasks and initiatives that need it
most. Be sure your sales ops team has a clearly defined mission statement and key objectives.
This purpose will guide the team’s strategy, decision making, and functions for a more effective
role in the organization.
2. Establish best practices and scalable processes
One of the sales ops team’s most valuable contributions to a sales department comes
from managing and scaling processes. Your sales operations should be the central hub for your
organization’s best practices and standards for all sales functions and material.
By evaluating, documenting, implementing and communicating the company’s best practices

and formal processes, the organization will operate more efficiently because everyone will be on
the same page and apply methods and practices consistently.
For best results, the sales ops team should ensure that standards and processes are clearly
documented and accessible in a central knowledge base or resource center. Updates and
changes should also be communicated clearly across the most effective channels to ensure
smooth transitions.

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3. Clearly define sales ops vs. sales enablement responsibilities
Because sales ops and sales enablement have similar objectives and roles, it’s easy for the two
teams to overlap into messy confusion. To avoid redundancies and miscommunications, be
sure to define the specific functions and responsibilities for each team.
By establishing a clear delineation, both teams can operate more effectively and efficiently to
support each other and the sales department as a whole.
4. Prioritize customer success and retention
The best sales ops teams not only help sales reps find the best leads, but they also focus on driving
success and retaining those customers in the long run. Sales ops are particularly well suited for
this role because they have in-depth knowledge and understanding of the customer base.
Armed with data and research, the sales ops team can leverage that expertise to improve sales
training, support sales reps during tricky negotiations or pricing conflicts, and improve outcomes
after the sale.
While the sales rep still has the primary responsibility for managing customer satisfaction, the
sales ops team can support their efforts by communicating and sharing key information and
insights regarding their accounts.
Operations:-
i. Invoicing.
The sales accountant making invoices of every soled product. He generated three
copies of invoice, 1st is for customer, 2nd is for Cashier and 3rd if for himself. The whole
process is through an integrated system of YMW.
ii. Customer Dealing.
The customer dealings are the key function of sales department because of customer
relationship towards company.
iii. Achieving Sales Target of Year.
The YMW implementing sales techniques to successfully meet goals is most effective
when used as part of a sales plan. There are many techniques to choose from, and with
practice, our sales staff will find the methods most suited to their personal style and
business. Common sales techniques used by YMW include breaking down large goals

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into smaller targets, setting activity goals, focusing on customer service and pursuing
qualified sales leads.
The Yunas Fans set a plan within organization for sales team to achieve the sales target
for the particular time period. The steps of plan are given below:
 Measure your sales activities.

 Monitor your pipeline.
 Improve your close rate.
 Reduce the length of your sales process.
 Increase your average sale.
 Align with people who can bring leads.
 Ask for more referrals.
 Ask for more referrals.
 Prospect consistently.
 Have fun.
iv. Discount offers
Better pricing doesn’t always have to be dropping your prices instantly. It’s somehow
psychological in nature. There’s a subtle art to make it appear that you’re offering a
better price without sacrificing your bottom-line. This is where presenting offers,
discounts, and deals will help your online store achieve your revenue goals. In fact, 96%
of consumers use coupons and 92% of consumers always look for a deal when
shopping. As a general rule, most customers are attracted to buy a product if they see
more value in it.
The Yunas Fans offer different types of offers to their customers and Dealers.
 Cash Discount.
 Percentage Discount.
 Value-Added Offers.
 Free Shipping.
 Member-exclusive reward.
 Product bundling.

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Marketing & Advertisement
 Print Media.
 Electronics Media.
 Sign Board.
 Website.
 Brochures.
 Personal Visit.
 CD of Documentary.

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Pakistan Railway Biggest Supplier

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8.3 Human Resource Department

The HR department of Yunas Metal Works responsible for personnel sourcing and hiring,
applicant tracking, skills development and tracking, benefits administration and compliance with
associated government regulations
The HR department of YMW is a critical component of employee well-being in any business, no

matter how small. HR responsibilities include payroll, benefits, hiring, firing, and keeping up to
date with state and federal tax laws.
The HR Policy is to hire young, energetic, fresh and active associates to meet the existing and
future workforce. HR division has succession plan for each key job/area to make sure the
continuity of operations in the relevant division and to fill the temporary/ permanent vacancy.
Functions of HR Department:
Hiring and Recruiting
One of the primary functions of the human resources department is to oversee hiring and
recruiting within an organization. The department actively recruits, screens, interviews and hires
qualified candidates for open positions. The department administers skills assessment and
personality tests to match candidates with the right job within the company. The human
resources department also develops employee handbooks that explain company policies and
procedures to new hires.
Training and Development

The human resources department handles the training and development of staff within an
organization. It creates training programs and conducts training for new hires and existing
employees. The human resources department also works in conjunction with department
managers and supervisors to determine the training needs of employees. They are also
responsible for contracts with training providers and monitoring training budgets.
Handling Compensation
The human resources department is responsible for various aspects of employee
compensation. The department typically handles employee payroll and ensures employees are
paid accurately and on time, with the correct deductions made. Human resources departments
also manage compensation programs that include pensions and other fringe benefits offered by
the employer.

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Employee Benefits
The human resources department manages all aspects of employee benefits, including health
and dental insurance, long-term care or disability programs as well as employee assistance and
wellness programs. The department keeps track of employee absences and job-protected
leave, such as family medical leave. Human resources department representatives ensure
employees receive the proper disclosures regarding benefit eligibility or if benefits are no longer
available because of a layoff or termination.
Legal Responsibilities
The human resources department is responsible for interpreting and enforcing employment and
labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and
work hour requirements. The department also investigates harassment and discrimination
complaints and ensures company officials remain compliant with United States Department of
Labor regulations.
Operations of HR Department:
 Hiring Employees:
 Need Analysis.
 Job Requisition.
 Job Advertisement.
 Sorting the Applications.
 Initial Interview.
 Testing.
 Second Interview.
 Final Assessment.
 Orientation.
 Training.
 Firing Employees:
 If any employees do not work according to define rules then it is responsibility of

HR manager “Farooq Ahmed” that employee should be fired.
 If an employee commits any unauthorized work during his job then he will be
fired.

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 If an employee is not working up to the mark and not achieving his targets then
HR manager can fire him.
 Recruitment and Selection Process:
 CV with Professional Reference.

 Evaluation of Application and CV.
 Call for Interview.
 Temporary job letter after completion of interview.
 Clearance Certificate from previous Organization.
 Medical Certificate.
 Completion of Trial Period.
 Issuance of Permanent or Contact job letter.

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8.4 Accounting & Finance Department

The accounts department of Yunas Metal Works (PVT) Ltd is strong under the leadership of
Director Finance “Mr.Fuqran Ahmed Ayub”.
i. Sales Accounts:
 Invoicing.
 Issue Gate Pass to Customers.
 Maintain Bill Book of Daily Counter Sale.
 Maintain the Ledger of Dealers of YMW.
 Filing of Dealers Record as per Sales.
 Issue new Quotation for New Customer / Dealers.
 Make After Sale Discount Invoices.
ii. Purchase Accounts :

 Maintain Daily Purchase Report.
 Maintain the Ledger of Suppliers.
 Upgrade the record as for as shortage of Material.
 Cheques Details Issued to Suppliers.
 Helping the Cost Management in assessing martial cost.
 Daily Reporting to Purchase Manager.
iii. Cash Accounts:

 Deals with the Cash Paid & Receipts.
 Cheque Issue to Suppliers.
 Maintain Issued Cheques Detail.
 Payments to Supplier.
 Payments to Company Purchasers for Miscellaneous Purchase
(Stationery, Canteen Expenses).
 Salary to Staff & Workers.
 Bank related Dealings.
iv. Tax Accounts:

 Proper Coordination with Chief Financial Officer “Mr. Muhammad
Ashraf”.
 Filing of Director’s Annually Income Tax Return.
 Preparing Wealth Statements of Directors of Company.
 Filing Company Annual Income Tax Return.
 Filing Monthly Sales Tax Return of Company.
 W-H Tax Filing and deals with Legal Affairs related to FBR.
 Deals with the notices of FBR.
 Complicated cases solves under the guidance of CFO.

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v. Financial Accounts:
 The Financial Accounts are handled under the command of CFO
(Chief Financial Officer).
 Financial Reports Prepare by him annually.
 Reconciliation of Bank Accounts of Company.
 Deals with all Accounting Department and proper Check on them.
 Give Financial Plan to Company for better Financially Growth.
Finance Department:
The Finance department is controlled by Finance Controller of YMW

“Mr. Irfan Talib”. He is responsible for executing the Financial Plan which is given by CFO.
Activities of Finance Department:
Cost control:
The T/A Mr.Irfan Talib play a vital role in control cost and report on activities. There would not
be an accounting department if it does not actively get involved in cost saving activities.
Billing and Credit control:
Finance department of YMW is saddled with the responsibility of ensuring that customers pay
their correct bill on time.
Investment appraisal:
Through the application of capital budgeting technique and investment appraisal technique,
accounting and finance department help businesses pass every major project through furnace
to ensure that it will be worthwhile.
8. Safeguarding assets through internal control:
Finance professionals play vital role in helping to protect the assets of a company. This they do
by designing and implementing viable internal controls and management controls.

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Business advisory function:
The accounting and finance department provides business advisory services to the small and
medium sized businesses.
Budgeting and budgetary control:
Budgeting and budgetary control is one of the tools in the arsenal of businesses used to ensure
that things are under control. By default, it is the function and duty of accounting and
finance department to handle budgeting and budgetary control in a small and medium sized
company.

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9. Financial Statements
Financial statements for business usually include income statements, balance sheets,
statements of retained earnings and cash flows. It is standard practice for business to present
financial statements that adhere to generally accepted accounting principles (GAAP) to
maintain continuity of information and presentation across international borders. Financial
statements are often audited by Govt Agencies, Charted Accountant to ensure accuracy and for
tax, financing or investing purpose.

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9.1 Statement of Financial Position
JULY-2017 TO JUNE-2018.
Years 2018 2017
CAPITAL & LIABILITIES
Share Capital 4,500,000 4,500,000
Un appropriated Profit 55,743,123 41,825,613
60,243,123 46,325,613
Liabilities
Current Liabilities
Bank borrowing-secured. 181,184,368 181,184,368
Creditors, accrued & other Liabilities 80,366,895 96,180,600
261,551,263 277,364,968
TOTAL EQUITY AND LAIBILITY 321,794,386 323,690,581

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ASSETS
NON-CURRENT ASSETS
Property, Plant, Equipment 170,055,052 171,487,198
Long term Deposits & Prepayments 2,032,200 2,585,200
172,087,252 174,072,398
CURRENT ASSETS
Stock In Trade
90,004,500 94,684,065
Trade Debtors-Unsecured but consider
good 44,053,400 42,273,903
Advances, Deposits and Prepayments 12,604,100 9,129,500
Cash And Bank Balances 3,045,134 3,530,715
149,707,134 149,618,183
Total ASSETS 321,794,386 323,690,581

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9.2 Statement of Profit & Loss

Years 2018 2017
Sales 373879200 334244790
Cost of Sales 298982459 -269442726
Gross Profit 74896741 64802064
Administrative and General Expenses 30972431 27638874

Selling and Distribution Expenses 15391300 12886650
Financial Cost 14615500 12652800
60979231 53178324
Profit For The Year 13917510 11623740
Earnings Per Share 30928 26053

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9.3 Statement of Cash Flow.

Yunas Metal Works (PVT) Ltd.
Cash Flow Statement For The Period
2018 2017
Cash Flow from operating activities.
Profit before tax 13,917,510 11,723,740

Adjustment for non-cash items:
Depreciation-owned Assets 12,174,671 12,174,671
Financial cost 14,615,500 12,652,800
26,790,171 24,827,471
operating profit before working
capital changes 40,707,681 36,551,211
Add/LESS Adjustment for increase/decrease in working capital

Increase/Decrease in Current Assets :
Stock in Trade 4,679,565 (1,687,235)
Trade debtors-unsecured but consider

good (1,779,497) (7,226,093)
Advances, Deposits and Prepayments (3,474,600) (2,597,447)
(574,532) (11,510,775)
Increase/Decrease in current
Liabilities :
Creditors, Accrued and other Liabilities (15,813,705) (3,257,693)
(16,388,237) (14,768,468)

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Net working Capital changes

Payments for
Income Tax paid - -
Finance cost paid 14,615,500 12,652,800
14,615,500 12,652,800
Net cash (used in)/generated from operating activities 9,703,945 9,129,943
Cash Flow from investing activities

Long term deposits and prepayments
Additions in property, plant, and equipment

excluding borrowing cost capitalization 509,774 (1,183,428)
(10,699,300) (5,942,500)
(10,189,526) (7,125,928)
Net cash used in investing activities (10,189,526) (7,125,928)
Cash flows from financing activities

Finance lease paid - -
Net cash generated from financing activities - -

Net increase/decrease in cash and cash
equivalents (485,581) 2,004,015
Cash and cash Equivalents at the beginning of the
year (177,653,653) (179,657,668)
Cash and cash Equivalents at the end of the year (178,139,234) (177,653,653)

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10. Financial Statement Analysis
“Financial Analysis is the process of identifying of financial strengths and weaknesses of the
firm by properly establishing relationship between the items of the balance sheet and profit &
loss account”, and it’s done through ratio
10.1 Horizontal Analysis

Horizontal analysis is used in financial statement analysis to compare historical data, such as ratios, or
line items, over a number of accounting periods. Horizontal analysis can either use absolute
comparisons or percentage comparisons, where the numbers in each succeeding period are expressed
as a percentage of the amount in the baseline year, with the baseline amount being listed as 100%. This
is also known as base-year analysis.
 Balance sheet.
 Profit & Loss.
Formula of Horizontal Analysis
Base Year-Previous Year * 100

Pervious Year

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Horizontal Analysis of Balance sheet

Year 2018 2017 Amount %Age
Capital & Liabilities

Share Capital 4500,000 4500,000 0 0%
UN appropriate Profit 55,743,123 41,825,613 0.3327 33%
60,243,123 46,325,613 0.3004 30%
Liabilities
Current Liability.
Bank Borrowing-Secured. 180,184,368 180,184,368 0 0%
Creditors, Accrued and Others 80,366,895 96,180,600 -0.1644 -17%
Total Liabilities 261,551,263 276,364,968 -0.0536 -6%
TOTAL EQUITY AND LAIBILITY 321,794,386 323,690,581 -0.0058 -0.5%
ASSETS
NON-CURRENT ASSETS
Property, Plant, Equipment 170,055,052 171,487,198 -0.0083 -0.8%
Long term Deposits & Prepayments 2,032,200 2,585,200 -0.2139 -22%
172,087,252 174,372,398 -0.0131 -1.3%
CURRENT ASSETS
Stock In Trade 90,004,500 94,684,065 -0.0494 -5%
Trade Debtors 44,053,40 42,273,903 0.0420 5%
Advances, Deposits and Prepayments 12,604,100 9,129,500 0.3805 38%
Cash and Bank Balances 3,045,134 3,530,715 -0.1375 -14%
149,707,134 149,618,183 0.0005 0.05%
Total Assets 321,794,386 323,690,581 -0.0058 -0.5%

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10.2 Horizontal Analysis of Profit & Loss Account
Year 2018 2017 Amount %Age
Sales 373,879,200 334,244,790 0.1185 12%
Cost of Sales (298,982,459) (269,442,726) 0.1096 11%
Gross Profit 74,896,741 64,802,064 0.1557 16%
Less:-
Administrative and General Expenses 30,972,431 27,638,874 0.1206 12%
Selling and Distribution Expenses 15,391,300 12,886,650 0.1943 20%
Financial Cost 14,615,500 12,652,800 0.1151 16%
(60,979,231) (53,178,324) 0.1466 15%
Profit for the year 13,917,510 11,623,740 0.1973 20%
Earning Per Share 30928 26053 0.1871 19%

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10.3Vertical Analysis
Vertical analysis is a method of financial statement analysis in which each line item is listed as a
percentage of a base figure within the statement. Thus, line items on an income statement can be
stated as a percentage of gross sales, while line items on a balance sheet can be stated as a percentage
of total assets or liabilities, and vertical analysis of a cash flow statement shows each cash inflow or
outflow as a percentage of the total cash inflows.
 Balance sheet.
 Profit & Loss.
Formula of Vertical Analysis of Balance Sheet.
Value of Balance Sheet Item * 100

Total Assets (Liabilities)
Formula of Vertical Analysis of Income Statement.
Value of Particular * 100

Total Sale

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10.3 Vertical Analysis of Balance sheet

Year 2018 2017 % of (2018) % of (2019)
Capital & Liabilities

Share Capital 4500,000 4500,000 2% 2%
UN appropriate Profit 55,743,123 41,825,613 18% 13%
60,243,123 46,325,613 19% 15%
Liabilities
Current Liability.
Bank Borrowing-Secured. 180,184,36 180,184,368 56% 56%
Creditors, Accrued and Others 80,366,89 96,180,600 25% 30%
Total Liabilities 261,551,263 276,364,968 82% 86%
TOTAL EQUITY AND LAIBILITY 321,794,386 323,690,581 100% 100%
ASSETS
NON-CURRENT ASSETS
Property, Plant, Equipment 170,055,052 171,487,198 53% 53%
Long term Deposits & Prepayments 2,032,200 2,585,200 0.63% 0.79%
172,087,252 174,372,398 54% 54%
CURRENT ASSETS
Stock In Trade 90,004,500 94,684,065 28% 30%
Trade Debtors 44,053,400 42,273,903 14% 13%
Advances, Deposits and Prepayment 12,604,100 9,129,500 4% 3%
Cash and Bank Balances 3,045,134 3,530,715 0.94% 1%
149,707,134 149,618,183 47% 47%
Total Assets 321,794,386 323,690,581 100% 100%

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10.4 Vertical Analysis of Profit & Loss Account
Year 2018 2017 % of (2018) % of (2017)
Sales 373,879,200 334,244,790 100% 100%
Cost of Sales (298,982,459) (269,442,726) 80% 81%
Gross Profit 74,896,741 64,802,064 20% 20%
Less:-
Administrative and General Expenses 30,972,431 27,638,874 9% 9%
Selling and Distribution Expenses 15,391,300 12,886,650 5% 4%
Financial Cost 14,615,500 12,652,800 4% 4%
(60,979,231) (53,178,324) 17% 16%
Profit for the year 13,917,510 11,623,740 4% 4%
Earning Per Share 30928 26053 0.008% 0.007%

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11. Ratio Analysis of Financial Statement

Financial ratios are created with the use of numerical values taken from financial statements to
gain meaningful information about a company. The numbers found on a company’s financial
statements – balance sheet, income statement, and cash flow statement are used to
perform quantitative analysis and assess a company’s liquidity, leverage, growth, margins,
profitability, rates of return, valuation, and more.
Financial ratios are grouped into the following categories:
 Liquidity ratios
 Leverage ratios
 Efficiency ratios
 Profitability ratios
 Market value ratios
Uses and Users of Financial Ratio Analysis
Analysis of financial ratios serves two main purposes:
1. Track company performance
Determining individual financial ratios per period and tracking the change in their values over
time is done to spot trends that may be developing in a company. For example, an increasing
debt-to-asset ratio may indicate that a company is overburdened with debt and may eventually
be facing default risk.
2. Make comparative judgments regarding company performance
Comparing financial ratios with that of major competitors is done to identify whether the
company is performing better or worse than the industry average. For example, comparing the
return on assets between companies helps an analyst or investor to determine which of the
company’s assets are being used most efficiently.
Users of financial ratios include parties external and internal to the company
External users: Financial analysts, retail investors, creditors, competitors, tax authorities,
regulatory authorities, and industry observers
Internal users: Management team, employees, and owners.

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11.1 Liquidity Ratio Analysis

Liquidity ratios are financial ratios that measure a company’s ability to repay both short- and
long-term obligations.
1. Current Ratio:-
The current ratio measures the capability of a business to meet its short-term obligations that
are due within a year. The ratio considers the weight of the total current assets versus the
total current liabilities. It indicates the financial health of a company and how it can maximize the
liquidity of its current assets to settle debt and payables.
Formula
Current Ratio = Current Assets ÷ Current Liabilities
YEAR-2018
CURRENT ASSETS 149,707,134

CURRENT LIABILITIES 261,551,263
CURRENT RATIO 58%
YEAR-2017

CURRENT RATIO 55%

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2. Acid-Test Ratio or Quick Ratio :-
The Acid-Test Ratio, also known as the quick ratio, is a liquidity ratio that measures how
sufficient a company’s short-term assets are to cover its current liabilities. In other words,
the acid-test ratio is a measure of how well a company can satisfy its short-term (current)
financial obligations).
Formula
Acid Test Ratio = Current Assets – Inventories ÷ Current Liabilities
YEAR-2018

STOCK IN TRADE 90,004,500
ACID-TEST RATIO 23%
YEAR-2017

STOCK IN TRADE 94,684,065
ACID-TEST RATIO 20%

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3. Cash Ratio :-
The cash ratio, sometimes referred to as the cash asset ratio, is a liquidity metric that indicates
a company’s capacity to pay off short-term debt obligations with its cash and cash equivalents.
Compared to other liquidity ratios such as the current ratio and quick ratio, the cash ratio is a
stricter, more conservative measure because only cash and cash equivalents – a company’s
most liquid assets – are used in the calculation.
Formula
Cash Ratio = Cash & Cash Equivalents ÷ Current Liabilities
YEAR-2018

CASH AND BANK BALANCE 3045134
CASH RATIO 2%
YEAR-2017

CASH AND BANK BALANCE 3,530,715
CASH RATIO 2%

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11.2 Leverage Financial Ratio Analysis
Leverage ratios measure the amount of capital that comes from debt. In other words, leverage
financial ratios are used to evaluate a company’s debt levels.
1. Debt Ratio:-
The Debt to Asset Ratio, also known as the debt ratio, is a leverage ratio that indicates the
percentage of assets that are being financed with debt. The higher the ratio, the greater the
degree of leverage and financial risk.
The debt to asset ratio is commonly used by creditors to determine the amount of debt in a
company, the ability to repay its debt, and whether additional loans will be extended to the
company. On the other hand, investors use the ratio to make sure the company is solvent,
are able to meet current and future obligations, and can generate a return on their
investment.
Formula
Debt Ratio = Total Liabilities ÷ Total Assets
YEAR-2018
TOTAL LIABILITIES 261,551,263

TOTAL ASSETS 321,794,386
DEBT RATIO 82%
YEAR-2017
TOTAL LIABILITIES 276,364,968

TOTAL ASSETS 323,690,581
DEBT RATIO 86%

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2. Debt to Equity Ratio:-
The Debt to Equity ratio (also called the “debt-equity ratio”, “risk ratio”, or “gearing”), is
a leverage ratio that calculates the weight of total debt and financial liabilities against the
total shareholders’ equity.
Formula
Debt to Equity Ratio = Total Debt or Liabilities ÷ Shareholder Equity
YEAR-2018
TOTAL DEBT 261,551,263

OWNER’S EQUITY 60243123
DEBT TO EQUITY RATIO 434%
YEAR-2017
TOTAL DEBT 276,364,968

OWNER’S EQUITY 46,325,613
DEBT TO EQUITY RATIO 597%

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3. Interest Coverage Ratio:-
The Interest Coverage Ratio (ICR) is a financial ratio that is used to determine how well a
company can pay the interest on its outstanding debts.
Formula
Interest Coverage Ratio = EBIT ÷ Shareholder Equity
YEAR-2018
EBIT 28,533,010
SHAREHOLDER EQUITY 60,243,123
INTEREST COVERAGE RATIO 48%
YEAR-2017
EBIT 24,276,540
SHAREHOLDER EQUITY 46,325,613
INTEREST COVERAGE RATIO 53%

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11.3 Efficiency Ratio Analysis

Efficiency ratios, also known as activity financial ratios, are used to measure how well a company is
utilizing its assets and resources. Common efficiency ratios include:
1. Asset Turnover Ratio:-
Asset turnover is a ratio that measures the value of revenue generated by a business relative to
its average total assets for a given fiscal or calendar year. It is an indicator of how efficient the
company is using both the current and fixed assets to produce revenue.
Formula
Asset Turnover = Net Sales Revenue ÷ Average Total Assets
Average Total Asset = Base Year Assets +Previous Year Assets/2
YEAR-2018
SALES 373,879,200
TOTAL ASSETS OF 2018 321,794,386
AVERAGE TOTAL ASSETS 322,742,484
ASSET TURNOVER RATIO 2%
YEAR-2017
SALES 334,244,790
TOTAL ASSETS OF 2018 321794,386
AVERAGE TOTAL ASSETS 322,742,484
ASSET TURNOVER RATIO 2%

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2. Inventory Turnover Ratio:-
Inventory turnover, or the inventory turnover ratio, is the number of times a business sells and
replaces its stock of goods during a given period.
Formula
Inventory Turnover Ratio= Cost of Goods Sold / Average Inventory

Average Inventory= Opening Stock+ Closing Stock÷2
YEAR-2018
COST OF GOODS SOLD 298,982,459

CLOSING STOCK IN TRADE OF 2018 90,004,500
BEGNING STOCK IN TRADE OF 2018 94,684,065
AVERAGE INVENTORY 92,344,283
INVENTORY T/O RATIO 4%
YEAR-2017
COST OF GOODS SOLD 269,442,726

CLOSING STOCK IN TRADE OF 2017 94,684,065
BEGNING STOCK IN TRADE OF 2017 92,996,830
AVERAGE INVENTORY 93,840,448

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3. Accounts Receivable Turnover Ratio:-
The accounts receivable turnover ratio measures how many times a company can turn
receivables into cash over a given period.
Formula
Receivables Turnover Ratio= Net Credit Sales / Average Accounts Receivable
YEAR-2018
NET CREDIT SALES 373,879,200

OPENING DEBTORS OF 2018 42,273,903
CLOSING DEBTORS OF 2018 44,053,400
AVERAGE RECEIVABLE 43,163,652
RECEIVABLE T/O RATIO 9%
YEAR-2017
NET CREDIT SALES 334,244,790

OPENING DEBTORS OF 2017 35,047,810
CLOSING DEBTORS OF 2017 42,273,903
AVERAGE RECEIVABLE 38,660,857
RECEIVABLE T/O RATIO 9%

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4. Day Sales in Inventory Ratio:-
The accounts receivable turnover ratio measures how many times a company can turn
receivables into cash over a given period. Days Sales in Inventory (DSI), sometimes known as
inventory days or days in inventory, is a measurement of the average number of days or time
required for a business to convert its inventory into sales. The day’s sales in inventory value
are calculated by dividing the inventory balance (including work-in-progress) by the amount
of cost of goods sold.
Formula
Days sales in inventory ratio = 365 days / Inventory turnover ratio
YEAR-2018

PERIOD 365
DAY SALES IN INVENTORY RATIO 92%
YEAR-2017

PERIOD 365

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5. Capital T/O Ratio:-
The capital turnover ratio measures the effectiveness with which firm uses its financial
resources.
Formula
Capital T/o ratio = Net Sales ÷ Capital Employed
YEAR-2018
NET SALES 373,879,200

CAPITAL EMPLOYED 60,243,123
YEAR-2018
NET SALES 334,244,790

CAPITAL EMPLOYED 46,325,63

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6. Net Working Capital Ratio:-
This financial ratio indicates whether or not working capital has been effectively utilized in
making sales. Net Working capital signifies the excess of current assets.
Formula
Net Working Capital ratio = Net Sales ÷ Net Working Capital

YEAR-2018
NET SALES 373,879,200

NET WORKING CAPITAL -111,844,129
NET WORKING CAPITAL RATIO -4%
YEAR-2017
NET SALES 334,244,790

NET WORKING CAPITAL -127,746,785
NET WORKING CAPITAL RATIO -3%

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11.4 Operating Profitability Ratio Analysis
Profitability ratios measure a company’s ability to generate income relative to revenue, balance
sheet assets, operating costs, and equity. Common profitability financial ratios include the
following:
1. Gross Margin Ratio:-
The Gross Margin Ratio, also known as the gross profit margin ratio, is a profitability ratio that
compares the gross margin of a company to its revenue. It shows how much profit a company
makes after paying off its Cost of Goods Sold (COGS).
Formula
Gross Margin Ratio = Total Sales - Cost of Goods Sold ÷Total Sales.
YEAR-2018
Total SALE 373,879,200
C.O.G.S 298,982,459
GROSS MARGIN RATIO 20%
YEAR-2017
C.O.G.S 269,442,726

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2. Operating Margin Ratio:-
Operating Profit Margin is profitability or performance ratio used to calculate the percentage of
profit a company produces from its operations, prior to subtracting taxes and interest charges. It
is calculated by dividing the operating profit by total revenue and expressing as a percentage.
The margin is also known as EBIT (Earnings before Interest and Tax) Margin.
Formula
Operating Margin Ratio = Operating Income ÷Total Sales.
YEAR-2018
EBIT 28,533,010
YEAR-2017
EBIT 24,276,540

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3. Return on Assets Ratio:-
Return on Assets (ROA) is a type of return on investment (ROI) metric that measures the
profitability of a business in relation to its total assets. This ratio indicates how well a company is
performing by comparing the profit (net income) it’s generating to the capital it’s invested in
assets. The higher the return, the more productive and efficient management is in utilizing
economic resources.
Formula
Operating Margin Ratio = Net Income ÷Total Assets.
YEAR-2018
Total ASSETS 321,794,386
NET INCOME 13,917,510
RETURN ON ASSETS RATIO 5%
YEAR-2017
Total ASSETS 32,369,058
RETURN ON ASSETS RATIO 37%

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4. Return on Equity Ratio:-
Return on Equity (ROE) is the measure of a company’s annual return (net income) divided by
the value of its total shareholders’ equity, expressed as a percentage.
Return on Equity is a two-part ratio in its derivation because it brings together the income
statement and the balance sheet, where net income or profit is compared to the shareholders’
equity. The number represents the total return on equity capital and shows the firm’s ability to
turn assets into profits. To put it another way, it measures the profits made for each dollar from
shareholders’ equity.
Formula
Return on Equity Ratio = Net Income ÷Owner’s Equity.
YEAR-2018
ONER’S EQUITY 60,243,123
RETURN ON EQUITY RATIO 24%
YEAR-2017
RETURN ON EQUITY RATIO 26%

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5. Return on Investment Ratio or Capital Employed :-
This financial ratio measures profitability in relation to the total capital employed in a business
enterprise.
Formula
Return on Investment Ratio =EBIT÷ Total Capital Employed.
Capital Employed = Total Assets- Current Liability.
YEAR-2018
EBIT 28,533,010
TOTAL CAPITAL EMPLOYED 60,243,123
RETURN ON INVESTMENT RATIO 48%
YEAR-2017
EBIT 24,276,540
TOTAL CAPITAL EMPLOYED 46,325,613
RETURN ON INVESTMENT RATIO 53%

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11.5 Market Value Ratio Analysis

Market value ratios are used to evaluate the share price of a company’s stock. Common market
value ratios include the following:
1. Book Value Per Share Ratio:-
The book value per share ratio calculates the per-share value of a company based on equity
available to shareholders.
Formula
Book Value per Share Ratio = Owner’s Equity ÷Total Share Outstanding.
YEAR-2018
TOTAL SHARE OUTSTANDING 10,000,000
BOOK VALUE PER SHARE RATIO 603%
YEAR-2017

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2. Earning Per Share Ratio:-
The earnings per share ratio measures the amount of net income earned for each share
outstanding.
Formula
Earning per Share Ratio = Net Earning ÷Total Share Outstanding.
YEAR-2018
NET EARNING 13,917,510
YEAR-2017
NET EARNING 11,723,740

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3. Price Earning Ratio:-
The Price Earnings Ratio (P/E Ratio) is the relationship between a company’s stock price
and earnings per share (EPS). It is a popular ratio that gives investors a better sense of
the value of the company.
Formula
Price Earning Ratio = Share Price ÷Earning per Share.
YEAR-2018
Share Price 100

EARING PER SHARE 30928
BOOK VALUE PER SHARE RATIO 0.32%
YEAR-2017
Share Price 100

EARING PER SHARE 26053
BOOK VALUE PER SHARE RATIO 0.38%

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13. Swot Analysis
SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to

evaluate a company's competitive position and to develop strategic planning. SWOT analysis
assesses internal and external factors, as well as current and future potential.
A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the

strengths and weaknesses of an organization, its initiatives, or an industry. The organization
needs to keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and
instead focusing on real-life contexts. Companies should use it as a guide and not necessarily
as a prescription.
 Strengths.
 Weaknesses.
 Opportunities.
 Threats.

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Strengths
 Presence of large manufacturers.
 Fan product: durability & performance.
 Availability of Raw-material within the firm.
 Presence of specialized management.
 Presence of variety Fan Development
Weaknesses
 Lack of proper marketing techniques: low market budget.
 Old Technology
 High Wastage.
 Monopoly of Raw-material products.
 Non-standardization of parts.
 Exploitation by the distributors and retailers.
 Labour not trained from any technical training institute.
 Low working capital.
 Load shedding of Electricity & Natural Gas during the peak of
production season.
Opportunities
 New and unexplored local and international markets.
 Unutilized production capacity.
 Product/Material Diversification.
Threats
 Quality standards/Certification.
 Competition with the major competitors like Pak Fan, GFC Fan, Royal
Fan
 Dependency on Imported Raw-material.

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14. Recommendation
 Provision of Fan market information (Local & International).

 Exposure visits of potential markets.
 Participation in Trade fairs/exhibition.
 Advertisement at network level (Local).
 One-to-One meetings with buyers through Int’l consultant.
 Seminar on Quality Standards.
 Training needs analysis survey in cluster.
 Awareness workshops on training (why, what, how).
 Strengthening of the role of FDI, meeting platform, introduction of customized training
courses.
 Capacity building of FDI faculty, a solution provider platform.
 Seminar or increase in productivity level through technology up-gradation.
 Exposure visit through Int’l consultant to technological benchmark cluster.
 Meetings with stakeholders to solve financial problems linked with procurement of more
expensive technologies.
 Domestic market exploration on industrial fans usage.
 Information provision regarding the trade on various types of fans with different material.
 Seminars on usage of new raw material.

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15. Conclusion
“Yunas Metal Works (Pvt) Ltd” is one of the recognized Fan Company in Pakistan. It is
the key part of Pakistan Fan Industry. It has the edge of biggest supplier of Pakistan
Railway. Overall progress is appraisable of this company. But is has some drawbacks that
may cause the serious issues. It should give attention towards the Finance of company and
customer services. The working capital of the company is in minus. There is lack of new
technologies. Promotion seems to be late due to official’s arrangements. All employees of
company gave their best to the company. My learning of internship is that: Practical
knowledge is totally different from the bookish knowledge. The accounts department of
YMW is very corporative with me. Overall it’s a great experience for me working here.

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15. Index
A H
Acid Test Ratio, Pg-79 Horizontal Analysis, Pg-71
Assets T/O Ratio, Pg-84 I
B Industrial Fan, Pg-11
Bracket Fans, Pg-44 Industrial Fan, Pg-11
Book Value Ratio,Pg-94 Invoicing, Pg-54
C Internal Users.
Chamber of Commerce, Pg-21 Interest Coverage Ratio, Pg-83
Ceiling Fans, Pg-33 L
Current Ratio, Pg-78 Liquidity Ratio, Pg-78
Cash Ratio, Pg-80 Liquidity Ratio, Pg-78
Capital T/O Ratio, Pg-87. Leverage Ratio, Pg-81
D P
Domestic Fan, Pg-11. PEFMA, Pg-20
Debt to Equity Ratio, Pg-82 PSIC, Pg-22
E PCSIR, Pg-23
Exhaust Fans, Pg-42 PSI, Pg-23
External Users, Pg-77 Pedestal Fans, Pg-40
Efficiency Ratio Price Earning Ratio, Pg-96
F R
Fan Development Institute, Pg-20 Ratio Analysis, Pg-77
Financial Statements, Pg-65 Return on Asset Ratio, Pg-92
Financial Analysis, Pg-71 Return on Capital Employed, Pg-93.

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Internship Report on YMW

Roll No. MBA351703006.

National College of Business Administration & Economics. 1

National College of Business Administration & Economics. 2

National College of Business Administration & Economics. 3

This report is dedicated to my Almighty ALLAH

Secondly this Report is dedicated my Mom & teachers

National College of Business Administration & Economics. 4

National College of Business Administration & Economics. 5

National College of Business Administration & Economics. 6

1. Vision of Fan Industry ---------------- 10

2. Introduction of Fan Industry --------------- 11

2.1 Fan Industry Setup in Pakistan --------------- 12

2.2 Historical Background of Fan Industry of Pakistan -------- 14

2.3 Overview. --------------- 15

2.4 Industrial Profile. --------------- 17

2.5 Division of Units. ---------------18

3. Social Dynamics of Gujrat Cluster. -------------- 19

4. Regulatory Bodies of Fan Industry ---------------20

5. Company Profile. ---------------24

5.1 Timeline. ---------------25

5.2 Mission & Vision of Company. ---------------27

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5.3 Organizational Commitment. ---------------28

5.4 Corporate Social Responsibility. ---------------29

6. Dealers & Distributors ---------------30

7. Varity of Products. ---------------33

7.1 Ceiling Fans. --------------33

7.2 Pedestal Fans. ---------------40

7.3 Exhaust Fans. --------------- 42

7.4 Wall Bracket Fans. ----------------44

7.5 Circo Fans. ----------------45

7.6 Louvre Fans. ----------------46

7.7 Table Fans. ----------------48

8. Company Departments. ----------------50

8.1 Production Department. ----------------50

8.2 Sales & Marketing Department -----------------53

8.3 Human Resource Department. -----------------59

8.4 Accounting & Finance Department. -----------------62

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9. Financial Statements. -----------------65

9.1 Statement of Financial Position. ----------------66

9.2 Statement of Profit & Loss. -----------------68

9.3 Statement of Cash Flow. ------------------69

10. Financial Statements Analysis. ------------------71

10.1 Horizontal Analysis of Balance Sheet. -----------------72

10.2 Horizontal Analysis of Profit & Loss. -----------------73

10.3 Vertical Analysis of Balance Sheet. -----------------75

10.4 Vertical Analysis of Profit & Loss. ------------------76

11. Financial Ratio Analysis. -----------------77

11.1 Liquidity Ratio Analysis. -----------------78

11.2 Leverage Ratio Analysis. ----------------81

11.3 Efficiency Ratio Analysis. -----------------84

11.4 Profitability Ratio Analysis. -----------------90

11.4 Market Value Ratio Analysis. -------------------94

12. SWOT Analysis. -------------------97

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13. Recommendation. -------------------99

14. Conclusion. ----------------100

15. Index. ----------------102

National College of Business Administration & Economics. 10

1. VISION OF FAN INDUSTRY.