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. As 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.

The External Auditors of the Company. Grant Thornton Anjum Rahman Chartered Accountants, a QCR-rated firm, expressed an unqualified opinion of Financial Statements for the period ended Jun’25. The Firm is Category ‘A’ on SBP panel.

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 ~2.4% to GDP in FY25, supported by a growing population of ~242mln, with ~25.9% in the 15–29 age group driving strong demand for higher education. Sector revenues grew by ~16.5% YoY, while gross margins remained under pressure at ~27.4% in FY25, and net margins stayed stable at ~11.5%. Federal education spending increased by ~6.9% YoY to PKR ~103.8bln, though it remained limited at ~0.1% of GDP, indicating continued reliance on the private sector. Overall, the sector outlook remains stable, underpinned by demographic growth and steady enrolment demand.

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 FY25, with gross revenue rising to PKR 3,394mln from PKR 2,871mln in FY24, reflecting a robust 18.2% year-over-year growth. Revenue growth was primarily driven by tuition fees, supplemented by secondary income from fines and clinical trials. The College of Medicine remained the key revenue contributor, while overall growth reflects the University’s effective pricing strategy and continued program expansion. Despite sector-wide challenges, the University sustained revenue momentum, highlighting its resilience and strong financial framework in a competitive higher education environment.

In FY25, the gross margin declined to 13.6% from 17.3% in FY24, while the operating margin turned negative at -3.1%, reflecting continued pressure from elevated operating costs. Despite this, net profitability improved, with net profit rising to PKR ~171 mln (FY24: PKR ~64 mln) and net margin increasing to 5.0% from 2.2%, primarily driven by a reduction in finance costs. Overall, while bottom-line performance strengthened, operational efficiency remains a key concern. The overall trend highlights that while core operations remain under pressure, improved financial cost management has supported bottom-line recovery; however, sustained focus on cost optimization remains critical.

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.

In FY25, the University’s net working capital days improved significantly to 13 days from 42 days in FY24, reflecting enhanced efficiency in managing short-term assets and liabilities. This improvement was primarily driven by a sharp reduction in receivable days to 50 (FY24: 90 days), indicating better fee collection. However, payable days declined to 37 from 49, partially offsetting the overall improvement.

In FY25, the University’s FCFO increased significantly to PKR 1,017 mln (FY24: PKR 664 mln), supported by improved cash flow generation. Coupled with a decline in finance costs to PKR 159 mln (FY24: PKR 264 mln), coverage indicators strengthened markedly, with interest coverage rising to 6.6x (FY24: 2.6x) and FCFO coverage improving to 6.8x (FY24: 2.5x).

In FY25, the University’s leverage ratio improved to 12.8% from 24.9% in FY24, reflecting a significantly deleveraged capital structure. Total borrowings declined to PKR 500 mln (FY24: PKR 1,073 mln), driven by a reduction in both long-term and short-term debt. Meanwhile, equity strengthened to PKR 3,416 mln (FY24: PKR 3,246 mln), supported by retained earnings, further reinforcing the University’s capital base. Overall, the capital structure remains conservative, with reduced reliance on debt and improved financial stability.