Ziauddin University (‘the University’) was established through ACT VI of 1995 (Ziauddin Medical University ACT) by the Provincial Assembly of the Government of Sindh. The University is a non-profit private institution accredited and recognized by the Higher Education Commission of Pakistan.

The Ziauddin Group began as a small maternity home in Nazimabad, founded by Dr. Aijaz Fatima and Dr. Tajammul Hussain, in honour of Sir Dr. Ziauddin Ahmad(former Vice Chancellor of Ali Garh University). Over time, it evolved into a major healthcare and education network, comprising three tertiary hospitals, community health projects, a TV and radio channel, and a university. The academic journey started in 1986 with the School of Nursing. In 1994, the Dr. Ziauddin Postgraduate Institute of Medical Sciences was established. Ziauddin Medical University received its charter as Ziauddin University in 2005. Originally focused on medical sciences, it has since grown into a multidisciplinary institution. Today, Ziauddin University offers degrees in medicine, law, business, media, veterinary sciences, and more.

Ziauddin University operates branch campuses in Karachi and Sukkur, offering more than 90 undergraduate and postgraduate programs across a wide array of disciplines, including medical and health sciences, social sciences, technology and management, and liberal arts. The University comprises 9 faculties and 24 colleges/departments, with a student body exceeding 6,500. A team of 625 faculty members supports the academic mission, ensuring quality education across all departments. Ziauddin Medical College is associated with Ziauddin Hospital Trust which has a capacity of 845 beds. The main campuses in Karachi, developed on trust-owned land, host over 4,000 students. The Sukkur campus, currently partially operational, offers degree programs in Doctor of Pharmacy and Doctor of Physiotherapy, and features purpose-built academic buildings, classrooms, cafeterias, auditoriums, and student facilities. The University library houses extensive academic resources for students and faculty. Additionally, Ziauddin University has a dedicated Research Department and a Clinical Trial Unit actively engaged in cancer medication research and isotope development.

The University being non-profit educational institute chartered by the Government, is a corporate body having perpetual succession.

The structure is seen as stable as the third generation of the founding family has been inducted in the operations of the Trust and the University.

The members of the Trust are highly committed individuals with extensive experience and a deep understanding of both domestic and international trends in the education sector. Their strategic insight plays a crucial role in guiding the University's direction. This experienced leadership enhances institutional strength and long-term sustainability. Their dedication supports continued growth and academic excellence.

Since the University operates alongside the Trust, the financial standing of the Trust and the personal wealth of the members provide comfort in the welfare of the University.

The Board of Governors (BoG), comprising 11 members, serves as the highest governing body of the University, responsible for formulating policies and strategic plans related to academic and administrative affairs. The BoG also oversees initiatives aimed at enhancing the efficiency and effectiveness of the University's operations. The composition and roles of the Board members are clearly defined in the University’s founding Ordinance.

The members of the Board of Governors (BoG) bring diverse educational backgrounds and extensive professional experience, offering seasoned guidance to the University’s leadership. The Chairman of the BoG, Dr. Asim Hussain, also serves as Chairman of the Trust. A distinguished surgeon, he possesses over three decades of experience in research and teaching. Dr. Nida Hussain, the Pro-Chancellor of Ziauddin University, leads Ziauddin Schools and Colleges and has over 12 years of experience in internal medicine; she also serves as a Consultant General Physician at Ziauddin Hospital. The BoG includes eminent individuals such as a member of the Senate of Pakistan, the President of the Karachi Chamber of Commerce and Industry, a former government bureaucrat, and a former judge of the Sindh High Court—bringing multifaceted perspectives to university governance.

The sufficient experience of majority of the members on the BoG provides useful insight into the education sector. The BoG meets twice a year and is assisted by the Academic Council and Audit Committee.

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The University operates primarily through its administration, treasury, academics, internal audit, research, and compliance functions. The Pro-Chancellor oversees all departments and reports directly to the Chancellor, who in turn reports to the Board of Governors (BoG). The Head of Internal Audit reports directly to the BoG's Audit Committee, ensuring independent oversight and transparency.

The Chancellor, Dr. Asim Hussain, is a distinguished surgeon with over three decades of experience in research and teaching. The Pro-Chancellor, Dr. Nida Hussain, holds a medical degree and brings 16 years of experience in medicine and teaching. Additionally, Professor Dr. Abbas Zafar currently serves as the Acting Vice-Chancellor of the University, contributing over 20 years of dedicated service to the institution.

The long-standing association of the senior management with the University has ensured continuity in policy development and reinforced the management structure. Their experience has been instrumental in maintaining stability and guiding the institution's growth. This consistency fosters a strong foundation for future progress.

The University has deployed proper technology infrastructure to manage the information related to its main activities. The University uses Oracle as its ERP software. Reports are regularly shared with the management of the University.

The University maintains a clear segregation of duties, which strengthens its control environment and ensures efficient operations. Each department’s responsibilities are well-defined, promoting accountability and transparency. Additionally, the in-house Internal Audit Department plays a crucial role in monitoring the implementation of policies and procedures. This oversight ensures compliance and enhances operational effectiveness. The presence of this department supports continuous improvement and adherence to best practices.

Pakistan's education sector contributed -2.3% to GDP in FY24, with tertiary education seeing steady growth. University enrolments, led by rising demand from the 15-29 age group, which forms -26.6% of the population. Sector revenues grew -21.3% YoY, supported by increased enrolments and higher tuition fees. Operating and net margins improved to -14.8% and -16.4%, respectively, reflecting efficient cost management. Despite low public education spending (-0.1% of GDP), private sector participation remains strong. The sector's borrowing structure is moderately diversified, with 33.6% in construction financing. With a growing youth base and digital advancements, the outlook for higher education remains stable and expansionary.

The University commands a strong market position in Sindh, ranking among the top five universities based on programs offered, student enrolment, and faculty strength. Its Medical College is recognized as one of the top medical institutions in Pakistan. This reflects the University's commitment to academic excellence and sectoral leadership. Its diverse offerings and strong reputation continue to attract students across disciplines.

The University demonstrated strong financial performance in FY24, with gross revenue rising to PKR 2,871mln from PKR 2,478mln in FY23, reflecting a robust 15.9% year-over-year growth. This increase was primarily driven by tuition fees, supported by secondary income from fines and clinical trials. The College of Medicine remains the dominant revenue contributor, generating approximately 45% of total income. The growth reflects the University’s effective pricing strategy and strategic program expansion. Despite sectoral challenges, the University maintained revenue momentum, showcasing its resilience. This performance underscores the strength of its financial framework and adaptability in a competitive higher education environment.

In FY24, the gross margin declined to 17.3%, down from 19.5% in FY23, primarily due to increased Salaries and wages cost which continues to represent the University’s largest cost component which was PKR 1,041mln in FY23 compared to increase of PKR 1,281mln in FY24. Similarly, the operating margin moderated to 2.8%, compared to 4.0% in the previous year, reflecting the impact of rising expenditures. Despite revenue growth, profitability at the bottom line also softened. The University reported a net profit of PKR 64 mln in FY24, compared to PKR 116 mln in FY23, resulting in a contraction in the net margin to 2.2%, from 7.2% a year earlier, because of the rise in finance cost. The trend underscores the need for greater cost efficiency as the University continues to expand its academic and infrastructural footprint.

The University continues its growth trajectory with the successful completion of its Sukkur campus, aligned with its strategic expansion objectives. Initially planned to be financed through a balanced mix of equity and debt, the project has now reached full operational status. Academic activity has commenced with the launch of Doctor of Pharmacy and Doctor of Physiotherapy programs. This development marks a significant milestone in extending the University’s regional footprint. It reflects the institution’s commitment to accessible, quality education beyond its primary campus. The Sukkur campus stands as a testament to its forward-looking vision and execution capabilities.

The University’s working capital requirements are primarily driven by trade receivables and trade payables, as its operations do not involve significant inventory holdings. Employee salaries make up the majority of trade payables, while student fee receivables account for the bulk of trade receivables. In FY24, the University reported net working capital days of 42, a significant improvement from 99 days in FY23. This improvement is largely due to a reduction in receivable days, which dropped to 91 from 126 in the prior year, coupled with an increase in payable days to 49 (FY23: 27 days). The enhanced working capital cycle reflects greater efficiency in managing collections and payables.

The University’s FCFO’s increased to PKR 665 mln in FY24 (FY23: PKR 430 mln), driven by reduced costs and enhanced operational efficiency. However, finance costs rose to PKR 264 mln (FY23: PKR 213 mln), resulting in a modest improvement in the interest coverage ratio to 2.6x (FY23: 2.2x). The debt coverage ratio also improved to 1.3x (FY23: 1.1x), reflecting  a slight enhancement in the University’s ability to meet debt obligations. Despite these improvements, financial flexibility remains limited.

The University maintains a low leveraged capital structure, with a leverage ratio of 24.9% in FY24, reflecting a prudent borrowing strategy. As of FY24, the University total borrowings consist of both short-term and long-term debt, primarily utilized for working capital management and expansion purposes. Repayments on the long-term loan are being made progressively over time. Total borrowings slightly decreased to PKR 1,073mln in FY24, compared to PKR 1,306mln in FY23. The University capital structure remains well-balanced, with a solid equity base of PKR 3.2bln in FY24. This growth in equity strengthens the University financial position, providing a buffer against financial risks and reinforcing its capacity to service debt. Going forward, the leverage ratio is expected to remain stable, as the University has no plans for additional long-term debt borrowing.