Nipu Nazim Group of Company

Nipu Nazim Group of Company Contact information, map and directions, contact form, opening hours, services, ratings, photos, videos and announcements from Nipu Nazim Group of Company, Industrial Company, Gulshan, Dhaka, Dhaka.

I am SYED NAZIM UDDIN [ NIPU ]My Company & Brand Name - NIPU NAZIMA visionary Entrepreneur with The Ambition to become o...
20/10/2025

I am SYED NAZIM UDDIN [ NIPU ]
My Company & Brand Name - NIPU NAZIM
A visionary Entrepreneur with The Ambition to become one of the World's Top Business Leaders .
My mission is to Build A Global Business Empire that reflects Luxury, Innovation and Excellence .

I am currently Building and Expanding My ventures in:

🏠 Luxury Real Estate – Premium & Luxury Property Development in Bangladesh and Abroad.

👔 Fashion & Lifestyle – Premium & Luxury Exclusive Clothing Brand for Men , Women, and Children.

đŸ–Ĩī¸ IT Sector – Software, Hardware and Network, Electric and Electronics, AI & ROBOTICS.

🌱Agriculture – Crop Farming, Animal & Livestock Farming, Aquaculture & Fish Farming, Horticulture & Forestry and Agro Processing Business.

📚 Education – Business & Entrepreneur Training, Research & Development (R&D).

🚙 Motor-Cars – Premium & Luxury Car Sales, Reconditioned Car, Imported Brand New Car, Localy Assembled Car.

🌍 Future Sectors – Aviation, Shipping & Logistics, Finance, Hospitality, Health care, Entertainment & Event Management, Travel & Tourism and more

🔹 My Vision: To create World-class Businesses that transform Industries and inspire Future Entrepreneurs.
🔹 My Strengths: Leadership, Business Strategy, Networking, and Global Growth Mindset.

VISION –
NIPU NAZIM is The next
| " WORLD RICHMAN " |

💜 TECHNOLOGY + LUXURIOUS + BRANDING 💜

đ—Ĩ𝗜𝗖𝗛 𝗠𝗜𝗡𝗗đ—Ļ𝗘𝗧, đ—Ĩ𝗜𝗖𝗛 𝗟𝗜𝗙𝗘đ—Ļ𝗧đ—Ŧ𝗟𝗘đ—Ļ 💰💸
🌍 TRILLIONAIRE MINDSET,
TRILLIONAIRE LIFESTYLES 🌍

💜 𝗕𝗨đ—Ļ𝗜𝗡𝗘đ—Ļđ—Ļ 𝗠𝗜𝗡𝗗đ—Ļ𝗘𝗧 💜
𝗕𝗨đ—Ļ𝗜𝗡𝗘đ—Ļđ—Ļ 𝗠𝗔đ—Ŧ 𝗘𝗖đ—ĸ𝗡đ—ĸ𝗠𝗜𝗖, đ—Ŗđ—˜đ—”đ—–đ—˜, & đ—›đ—”đ—Ŗđ—Ŗđ—œđ—Ąđ—˜đ—Ļđ—Ļ

L I M I T E D â™ ī¸ A D I T I O N
🇧🇩 đŸ‡Ļ🇮đŸ‡ĻđŸ‡ĒđŸ‡¨đŸ‡­đŸ‡¨đŸ‡ŗđŸ‡Ŧ🇧🇲🇾🇹🇷🇸đŸ‡ĻđŸ‡ĩđŸ‡¸đŸ‡ąđŸ‡°đŸ‡°đŸ‡ˇđŸ‡ŽđŸ‡ŗđŸ‡§đŸ‡ˇđŸ‡Ļ🇷

đŸŽ–ī¸LUXURIOUS PRODUCT, BEST QUALITY đŸŽ–ī¸

🏆 I Don't Sell Services, I Sell Results 🏆

✅ 1. AI and Tech Platform

✅ 2. E-Commerce and Logistics

✅ 3. Renewable Energy āĻ“ EV (Electric Vehicles)

✅ 4. HealthTech and Biotech

✅ 5. Finance & FinTech

✅ 6. Real Estate + Tech Integration (PropTech)

✅ 7. Entertainment & Media Platforms

✅ 8. Education Tech (EdTech)

✅ 9. Space Tech +Tourism

✅ 10. Luxury & Global Brands

[ HUMANS + Artificial Intelligence
= Unlimited Possibilities ]

Would Like To See
𝗧𝗛𝗘 đ—Ŗđ—˜đ—”đ—–đ—˜ 𝗔𝗡𝗗 đ—›đ—”đ—Ŗđ—Ŗđ—Ŧ đ—Ēđ—ĸđ—Ĩ𝗟𝗗 🌎
āĻļāĻžāĻ¨ā§āϤāĻŋ āĻ“ āϏ⧁āĻ–ā§€ āĻĒ⧃āĻĨāĻŋāĻŦā§€ āĻĻ⧇āĻ–āϤ⧇ āϚāĻžāχ â™Ĩī¸

When you have a higher intention to serve, life gets more joyful. 💜💛💜

"āϝāĻ–āύ āφāĻĒāύāĻŋ āĻŽāĻžāύ⧁āώāϕ⧇ āϏ⧇āĻŦāĻž āĻ•āϰāĻžāϰ āĻŦāĻĄāĻŧ āωāĻĻā§āĻĻ⧇āĻļā§āϝ āύāĻŋāϝāĻŧ⧇ āĻāĻ—āĻŋāϝāĻŧ⧇ āϝāĻžāύ, āϤāĻ–āύ āĻœā§€āĻŦāύ āφāϰāĻ“ āϏ⧁āĻ–āĻŽāϝāĻŧ āĻšāϝāĻŧ⧇ āĻ“āϠ⧇āĨ¤"

Business Plan ProposalNIPU NAZIM Group of Companies---1. Executive SummaryNIPU NAZIM Group of Companies aims to establis...
22/09/2025

Business Plan Proposal

NIPU NAZIM Group of Companies

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1. Executive Summary

NIPU NAZIM Group of Companies aims to establish itself as a global leader in premium and luxury business ventures across diverse sectors including textiles, real estate, education, healthcare, transportation, financial services, sports, and entertainment. Our vision is to create a multi-sector business empire that provides world-class products, services, and experiences while maintaining exclusivity, innovation, and unmatched quality.

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2. Vision & Mission

Vision: To become a global benchmark for luxury and premium lifestyle solutions across every major industry sector.

Mission: To deliver excellence, innovation, and exclusivity in all our ventures, ensuring sustainable growth and exceptional value for our clients, partners, and stakeholders.

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3. Business Objectives

1. Launch and establish premium and luxury businesses in textiles, housing, education, healthcare, transportation, financial services, sports, and entertainment.

2. Position NIPU NAZIM as a global luxury brand recognized for quality and innovation.

3. Develop sustainable, technology-driven, and customer-focused business models.

4. Achieve profitability within 5 years while expanding into international markets.

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4. Core Sectors & Business Divisions

a. Textiles & Fashion

Launch luxury and premium clothing lines (men’s, women’s, and children’s wear).

Expand into leather accessories and luxury fashion retail.

Build flagship stores and e-commerce platforms globally.

b. Real Estate & Housing

Premium and luxury housing projects.

Smart city development with high-end infrastructure.

Exclusive luxury resorts and hospitality ventures.

c. Education

World-class academic institutions (schools, colleges, universities).

International standard curriculum with technology integration.

Focus on innovation, leadership, and global competitiveness.

d. Healthcare

Premium hospitals and specialized medical centers.

Luxury wellness resorts, clinics, and advanced research facilities.

Collaboration with global healthcare leaders.

e. Transportation

Premium airline and private jet services.

Luxury car rental and chauffeur-driven transport.

Smart logistics and urban mobility solutions.

f. Financial Services

Investment banking and wealth management.

Digital financial solutions (fintech, blockchain-based systems).

Premium insurance, asset management, and advisory services.

g. Sports & Entertainment

Luxury sports complexes, stadiums, and academies.

Premium event management, media, and broadcasting.

Global entertainment hubs and luxury resorts.

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5. Business Strategy

Luxury Brand Positioning: Focus on exclusivity, quality, and global standards.

Technology Integration: AI, IoT, blockchain, and automation for efficiency.

Global Partnerships: Collaborate with world-class companies and investors.

Sustainability: Green energy, eco-friendly infrastructure, and responsible business practices.

Customer Experience: Deliver unmatched premium and luxury experiences.

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6. Market Opportunity

Growing demand for luxury and premium services in emerging markets.

Expanding global middle-class with higher disposable incomes.

Increased urbanization, globalization, and lifestyle transformation.

NIPU NAZIM will target elite customers, entrepreneurs, international investors, and high-net-worth individuals.

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7. Financial Projections (Indicative)

Initial Capital Investment: USD 5 Billion (multi-phase deployment).

Revenue Streams: Product sales, real estate, education fees, healthcare services, transport, financial products, entertainment.

Expected ROI: 20–25% within 5 years.

Break-Even Point: 3–4 years depending on sector rollouts.

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8. Implementation Timeline

Phase 1 (Year 1–2): Launch textiles, real estate, and education sectors.

Phase 2 (Year 2–3): Expand into healthcare and transportation.

Phase 3 (Year 3–5): Establish financial services, sports, and entertainment.

Phase 5 (Year 5+): International expansion and global luxury brand recognition.

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9. Management & Leadership

Led by NIPU NAZIM, the company will establish a board of directors and a professional management team consisting of global experts across various sectors. Each business division will operate under its own CEO/Managing Director, ensuring efficiency and accountability.

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10. Conclusion

NIPU NAZIM Group is positioned to redefine luxury and premium living across industries. With a visionary leadership approach, global ambitions, and a diversified portfolio, the company will not only set new benchmarks in business but also contribute significantly to socio-economic development on an international scale.

đŸŽ¯ āĻŦā§āϝāĻŦāϏāĻž āĻŦāĻĄāĻŧ āĻ•āϰāϤ⧇ āϚāĻžāχāϞ⧇ āϏāĻŦāĻ•āĻŋāϛ⧁āĻāĻ•āĻž āĻšā§‡āĻˇā§āϟāĻž āϝāĻĨ⧇āĻˇā§āϟ āύāϝāĻŧ |đŸŽ¯ āϏāĻŦāĻšā§‡āϝāĻŧ⧇ āϗ⧁āϰ⧁āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§āĻŖ āĻšāϞ⧋ āϏāĻ āĻŋāĻ• āĻŽāĻžāύ⧁āώāϕ⧇ āϏāĻ āĻŋāĻ• āĻ•āĻžāϜ āĻĻ⧇āĻ“āϝāĻŧāĻž |āĻāϟāĻžāχ āĻšāϞ⧇āĻž ...
26/08/2025

đŸŽ¯ āĻŦā§āϝāĻŦāϏāĻž āĻŦāĻĄāĻŧ āĻ•āϰāϤ⧇ āϚāĻžāχāϞ⧇ āϏāĻŦāĻ•āĻŋāϛ⧁
āĻāĻ•āĻž āĻšā§‡āĻˇā§āϟāĻž āϝāĻĨ⧇āĻˇā§āϟ āύāϝāĻŧ |
đŸŽ¯ āϏāĻŦāĻšā§‡āϝāĻŧ⧇ āϗ⧁āϰ⧁āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§āĻŖ āĻšāϞ⧋ āϏāĻ āĻŋāĻ• āĻŽāĻžāύ⧁āώāϕ⧇ āϏāĻ āĻŋāĻ• āĻ•āĻžāϜ āĻĻ⧇āĻ“āϝāĻŧāĻž |
āĻāϟāĻžāχ āĻšāϞ⧇āĻž Delegation.

đŸŽ¯ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻāĻ•ā§āϏāĻĒ⧇āϰāĻŋāϝāĻŧ⧇āĻ¨ā§āϏ āωāĻ¨ā§āύāϤ āĻ•āϰāĻžāϰ āϜāĻ¨ā§āϝ Customer Relationship Executive āĻĒā§āϰāϝāĻŧā§‹āϜāύ |

đŸŽ¯āĻāĻŽāύ āĻ•āĻŋāϛ⧁ āϰ⧋āϞ⧇āϰ āϜāĻ¨ā§āϝ āĻĒāĻžāĻ°ā§āĻŽāĻžāύ⧇āĻ¨ā§āϟāϞāĻŋ āĻ“ āĻ•āĻ¨ā§āĻŸā§āϰāĻžāĻ•āϚ⧁āϝāĻŧāĻžāϞ āĻĒā§āϰ⧋āĻĢ⧇āĻļāύāĻžāϞāĻĻ⧇āϰ āύāĻŋāϝāĻŧ⧇ āĻ•āĻžāϜ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇ |

đŸŽ¯ āĻŦā§āϝāĻŦāϏāĻž āĻ—āĻĄāĻŧ⧇ āωāĻ āĻŦ⧇ āχāĻ¨ā§āĻĄāĻžāĻ¸ā§āĻŸā§āϰāĻŋ āĻāĻ•ā§āϏāĻĒāĻžāĻ°ā§āϟāĻĻ⧇āϰ āϏāĻšāϝ⧋āĻ—āĻŋāϤāĻžāϝāĻŧ |āĻĒā§āϰāϤāĻŋāϟāĻž āĻĻāĻžāϝāĻŧāĻŋāĻ¤ā§āĻŦ āĻ­āĻžāĻ— āĻ•āϰ⧇ āĻĻ⧇āĻ“āϝāĻŧāĻžāϰ āĻŽāĻžāĻ§ā§āϝāĻŽā§‡ āĻ­āĻžāϞ⧋ āĻĢāϞāĻžāĻĢāϞ āĻĒāĻžāĻ“āϝāĻŧāĻž āϏāĻŽā§āĻ­āĻŦ |

đŸŽ¯ āĻŦā§āϝāĻŦāϏāĻž āĻšāĻŦ⧇, āϟāĻŋāĻŽ āĻ“āϝāĻŧāĻžāĻ°ā§āĻ• āφāϰ Delegation āĻŽāĻžāĻ§ā§āϝāĻŽā§‡āχ āĻŦā§āϝāĻŦāϏāĻž āĻŦāĻĄāĻŧ āĻšāĻŦ⧇ |

āĻŦā§āϝāĻŦāϏāĻžāϕ⧇ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰāϤ⧇ āĻŦāĻž āĻŦāĻĄāĻŧ āĻ•āϰāϤ⧇ āĻšāϞ⧇, āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇ | āĻĒā§āϰāϤāĻŋāĻĻāĻŋāύ āĻāĻ•āϜāύ āĻšāϞ⧇āĻ“ āύāϤ⧁āύ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰ⧁āύ |💜 āĻĒ⧁āϰāĻžāϤāύ ...
26/08/2025

āĻŦā§āϝāĻŦāϏāĻžāϕ⧇ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰāϤ⧇ āĻŦāĻž āĻŦāĻĄāĻŧ āĻ•āϰāϤ⧇ āĻšāϞ⧇,
āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇ |
āĻĒā§āϰāϤāĻŋāĻĻāĻŋāύ āĻāĻ•āϜāύ āĻšāϞ⧇āĻ“ āύāϤ⧁āύ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰ⧁āύ |

💜 āĻĒ⧁āϰāĻžāϤāύ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰāϕ⧇ - āϝāĻ¤ā§āύ āύ⧇āĻ“āϝāĻŧāĻž |
💜 āύāϤ⧁āύ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ - āĻ–ā§‹āρāϜāĻž |

āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻ›āĻžāĻĄāĻŧāĻž āĻŦā§āϝāĻŦāϏāĻž āĻ•āĻ–āύ⧋āχ āĻŦ⧇āϚāĻžāϕ⧇āύāĻž āϏāĻŽā§āĻ­āĻŦ āύāϝāĻŧ |
āϚāĻžāϰāϟāĻŋ āĻŽāĻžāĻ§ā§āϝāĻŽā§‡ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āĻĒ⧇āϤ⧇ āĻĒāĻžāϰ⧇āύ :-

💜 Indoor Hunting
( āĻŦāĻ¨ā§āϧ⧁, āφāĻ¤ā§āĻŽā§€āϝāĻŧ-āĻ¸ā§āĻŦāϜāύ, āύāĻŋāĻœā§‡āϰ āĻĒāϰāĻŋāĻŦāĻžāϰāĻŦāĻ°ā§āĻ—)
💜 Outdoor Hunting
( āϝāĻžāĻ¤ā§āϰāĻž āĻĒāĻĨ⧇ āϝ⧇āϕ⧋āύ⧋ āĻŦā§āϝāĻ•ā§āϤāĻŋ, āĻŦāĻŋāĻ­āĻŋāĻ¨ā§āύ āĻ…āύ⧁āĻˇā§āĻ āĻžāύ)
💜 Reference Hunting
( āĻĒāϰāĻŋāϚāĻŋāϤāϜāύ āĻ…āĻ¨ā§āϝ āĻ•āĻžāϰ⧋ āϰ⧇āĻĢāĻžāϰ⧇āĻ¨ā§āϏ āĻĻāĻŋāϝāĻŧ⧇ āĻĨāĻžāϕ⧇)
💜 Corporate, GOVT. & Multinational Hunting
( āϏāϰāĻ•āĻžāϰāĻŋ, āĻŦ⧇āϏāϰāĻ•āĻžāϰāĻŋ āĻ“ āĻŽāĻžāĻ˛ā§āϟāĻŋāĻ¨ā§āϝāĻžāĻļāύāĻžāϞ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋāϤ⧇ āĻŦā§āϝāĻ•ā§āϤāĻŋāϰāĻž )

āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰāϕ⧇ āĻŦāĻž āĻ•ā§āϰ⧇āϤāĻžāϕ⧇ āϏāĻŦ āϏāĻŽāϝāĻŧ āϜāĻŋāϤāϤ⧇ āĻĻāĻŋāύ |

āĻŽāύ⧇ āϰāĻžāĻ–āϤ⧇ āĻšāĻŦ⧇ āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰāχ āφāĻĒāύāĻžāϰ āĻŦā§āϝāĻŦāϏāĻžāϰ āĻĒā§āϰāĻžāĻŖ |
āĻ•āĻžāĻ¸ā§āϟāĻŽāĻžāϰ āϖ⧁āĻļāĻŋ āĻšāϞ⧇āχ āφāĻĒāύāĻžāϰ āĻŦā§āϝāĻŦāϏāĻž āĻ­āĻžāϞ⧋ āĻšāĻŦ⧇ |

💜 āĻ•āĻ–āύ⧋ āĻ—āĻŋāĻĢāϟ (Gift) āĻĻāĻŋāϝāĻŧ⧇ |
💜 āĻ•āĻ–āύ⧋ āĻĒā§āϰāĻžāχāϏ (Price) āĻ•āĻŽāĻŋāϝāĻŧ⧇ |
💜 āĻ•āĻ–āύ⧋ āϕ⧋āϝāĻŧāĻžāϞāĻŋāϟāĻŋ (Quality) āĻŦāĻžāĻĄāĻŧāĻŋāϝāĻŧ⧇ |

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āĻŦā§āϝāĻŦāϏāĻžāϰ āĻŦ⧃āĻĻā§āϧāĻŋ āĻ•āϰāϤ⧇ āĻšāϞ⧇ āĻŽāĻžāύāĻŋ āĻŽā§āϝāĻžāύ⧇āϜāĻŽā§‡āĻ¨ā§āϟāĻ“ āĻŦ⧁āĻāϤ⧇ āĻšāĻŦ⧇ | ( MONEY MANAGEMENT ) |

💜 LOWER CLASS - SPEND MONEY
💜 MIDDLE CLASS - SAVE MONEY
💜 UPPER CLASS - INVEST MONEY
💜 ELITE CLASS - LEVERAGE MONEY

āĻŦāĻĄāĻŧ āĻŦā§āϝāĻŦāϏāĻž āĻ•āϰāϤ⧇ āĻšāϞ⧇ - - - - - - - -
LEVERAGE MONEY āĻŦ⧁āĻāϤ⧇ āĻšāĻŦ⧇ |

[ āĻ…āĻ¨ā§āϝ⧇āϰ āϟāĻžāĻ•āĻž āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻ•āϰ⧇
āύāĻŋāĻœā§‡āϰ āĻŽā§‚āϞāϧāύ āĻ•ā§āώāĻŽāϤāĻž āĻŦāĻžāĻĄāĻŧāĻžāύ⧋ ] āĻ‹āĻŖ āϏ⧁āĻŦāĻŋāϧāĻž

āϝ⧇āĻŽāύ :- āĻŦā§āϝāĻžāĻ‚āϕ⧇āϰ āϞ⧋āύ āύāĻŋāϝāĻŧ⧇ āĻŦā§āϝāĻŦāϏāĻž āĻŦāĻĄāĻŧ āĻ•āϰāĻž āĻŽāĻžāύ⧇āχ āϞ⧇āĻ­āĻžāϰ⧇āϜ āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻ•āϰāĻž |

Group of Companies āĻļ⧁āϰ⧁ āĻ•āϰāϤ⧇ āĻšāϞ⧇ |✅ āĻļ⧁āϰ⧁āϤ⧇ āϝ⧇ āĻĒāĻĻāĻ•ā§āώ⧇āĻĒ āύāĻŋāϤ⧇ āĻšāĻŦ⧇1. āĻŦā§āϝāĻŦāϏāĻžāϰ āĻ­āĻŋāĻļāύ āĻ“ āĻ¸ā§āĻŸā§āϰāĻžāĻ•āϚāĻžāϰ āĻ āĻŋāĻ• āĻ•āϰāĻžāĻ•āϤāϗ⧁āϞ⧋ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āĻŦāĻž āϏ⧇āĻ•...
24/08/2025

Group of Companies āĻļ⧁āϰ⧁ āĻ•āϰāϤ⧇ āĻšāϞ⧇ |

✅ āĻļ⧁āϰ⧁āϤ⧇ āϝ⧇ āĻĒāĻĻāĻ•ā§āώ⧇āĻĒ āύāĻŋāϤ⧇ āĻšāĻŦ⧇

1. āĻŦā§āϝāĻŦāϏāĻžāϰ āĻ­āĻŋāĻļāύ āĻ“ āĻ¸ā§āĻŸā§āϰāĻžāĻ•āϚāĻžāϰ āĻ āĻŋāĻ• āĻ•āϰāĻž

āĻ•āϤāϗ⧁āϞ⧋ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āĻŦāĻž āϏ⧇āĻ•ā§āϟāϰ⧇ āĻ•āĻžāϜ āĻ•āϰāĻŦ⧇ āϤāĻž āĻ āĻŋāĻ• āĻ•āϰāϤ⧇ āĻšāĻŦ⧇ (āϝ⧇āĻŽāύ: āϰāĻŋāϝāĻŧ⧇āϞ āĻāĻ¸ā§āĻŸā§‡āϟ, āĻĢā§āϝāĻžāĻļāύ, āχāĻŽāĻĒā§‹āĻ°ā§āϟ-āĻāĻ•ā§āϏāĻĒā§‹āĻ°ā§āϟ, āϏāĻžāĻ°ā§āĻ­āĻŋāϏ āχāĻ¤ā§āϝāĻžāĻĻāĻŋ)āĨ¤

āĻŽā§‚āϞ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āĻšāĻŦ⧇ "Parent / Holding Company" āĻāĻŦāĻ‚ āĻāϰ āĻ…āϧ⧀āύ⧇ āφāϞāĻžāĻĻāĻž āφāϞāĻžāĻĻāĻž āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āĻĨāĻžāĻ•āĻŦ⧇āĨ¤

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2. āύāĻžāĻŽ āύāĻŋāĻ°ā§āϧāĻžāϰāĻŖ āĻ“ āϰ⧇āϜāĻŋāĻ¸ā§āĻŸā§āϰ⧇āĻļāύ

āĻ—ā§āϰ⧁āĻĒ⧇āϰ āĻāĻ•āϟāĻŋ āύāĻžāĻŽ āĻ āĻŋāĻ• āĻ•āϰāϤ⧇ āĻšāĻŦ⧇ (āϝ⧇āĻŽāύ: “XYZ Group of Companies”)āĨ¤

āύāĻžāĻŽ āϏāĻžāĻ°ā§āϚ āĻ•āϰ⧇ āύāĻŋāĻļā§āϚāĻŋāϤ āĻšāϤ⧇ āĻšāĻŦ⧇ āϝ⧇ āĻ…āĻ¨ā§āϝ āϕ⧇āω āύāĻžāĻŽāϟāĻŋ āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻ•āϰāϛ⧇ āύāĻžāĨ¤

Joint Stock Company (RJSC)-āϤ⧇ āύāĻžāĻŽ āϰāĻŋāϜāĻžāĻ°ā§āϭ⧇āĻļāύ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

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3. āφāχāύāĻŋ āϰ⧇āϜāĻŋāĻ¸ā§āĻŸā§āϰ⧇āĻļāύ

RJSC-āϤ⧇ Memorandum of Association (MoA) āĻāĻŦāĻ‚ Articles of Association (AoA) āϤ⧈āϰāĻŋ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

Private Limited / Public Limited āĻšāĻŋāϏ⧇āĻŦ⧇ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āϰ⧇āϜāĻŋāĻ¸ā§āϟāĻžāϰ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

āĻāĻ•āĻžāϧāĻŋāĻ• āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āĻĨāĻžāĻ•āϞ⧇ āĻĒā§āϰāϤāĻŋāϟāĻŋ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋāϕ⧇ āφāϞāĻžāĻĻāĻžāĻ­āĻžāĻŦ⧇ āϰ⧇āϜāĻŋāĻ¸ā§āĻŸā§āϰ⧇āĻļāύ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇, āϤāĻŦ⧇ "Group" āύāĻžāĻŽ āĻŦā§āϝāĻŦāĻšāĻžāϰ āĻ•āϰāĻž āϝāĻžāĻŦ⧇āĨ¤

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4. āĻŸā§āϰ⧇āĻĄ āϞāĻžāχāϏ⧇āĻ¨ā§āϏ āĻ“ āĻŸā§āϝāĻžāĻ•ā§āϏ

āĻĒā§āϰāϤāĻŋāϟāĻŋ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋāϰ āϜāĻ¨ā§āϝ āĻŸā§āϰ⧇āĻĄ āϞāĻžāχāϏ⧇āĻ¨ā§āϏ āύāĻŋāϤ⧇ āĻšāĻŦ⧇āĨ¤

TIN (Tax Identification Number) āĻāĻŦāĻ‚ VAT āϰ⧇āϜāĻŋāĻ¸ā§āĻŸā§āϰ⧇āĻļāύ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

āĻ—ā§āϰ⧁āĻĒ āϞ⧇āϭ⧇āϞ⧇ proper Accounts & Audit System āϰāĻžāĻ–āϤ⧇ āĻšāĻŦ⧇āĨ¤

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5. āĻŦā§āϝāĻžāĻ‚āĻ• āĻāĻ•āĻžāωāĻ¨ā§āϟ āĻ–ā§‹āϞāĻž

āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋāϰ āύāĻžāĻŽā§‡ āĻŦā§āϝāĻžāĻ‚āĻ• āĻāĻ•āĻžāωāĻ¨ā§āϟ āϖ⧁āϞāϤ⧇ āĻšāĻŦ⧇āĨ¤

Group Head Office āĻĨ⧇āϕ⧇ āĻĢāĻžāχāĻ¨ā§āϝāĻžāĻ¨ā§āϏ āĻŽā§āϝāĻžāύ⧇āϜ āĻ•āϰāĻž āϝāĻžāĻŦ⧇āĨ¤

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6. āĻ…āĻĢāĻŋāϏ āϏ⧇āϟāφāĻĒ

āĻ—ā§āϰ⧁āĻĒ⧇āϰ āϜāĻ¨ā§āϝ āĻāĻ•āϟāĻŋ Head Office / Corporate Office āĻ āĻŋāĻ• āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

āĻĒā§āϰāϤāĻŋāϟāĻŋ āϏāĻžāĻŦāϏāĻŋāĻĄāĻŋāϝāĻŧāĻžāϰāĻŋ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋāϰ āφāϞāĻžāĻĻāĻž āĻ…āĻĢāĻŋāϏ āĻĨāĻžāĻ•āϤ⧇ āĻĒāĻžāϰ⧇āĨ¤

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7. āĻŽā§āϝāĻžāύ⧇āϜāĻŽā§‡āĻ¨ā§āϟ āϟāĻŋāĻŽ āĻ—āĻ āύ

Chairman / Managing Director / Directors āĻ āĻŋāĻ• āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

CFO, CEO, HR, Legal Advisor āχāĻ¤ā§āϝāĻžāĻĻāĻŋ āύāĻŋāϝāĻŧā§‹āĻ— āĻĻāĻŋāϤ⧇ āĻšāĻŦ⧇āĨ¤

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8. āφāχāύāĻ—āϤ āĻ•āĻŽāĻĒā§āϞāĻžā§Ÿā§‡āĻ¨ā§āϏ

āĻĒā§āϰāϤāĻŋ āĻŦāĻ›āϰ RJSC-āϤ⧇ Annual Return āϜāĻŽāĻž āĻĻāĻŋāϤ⧇ āĻšāĻŦ⧇āĨ¤

Proper Audit Report āĻĒā§āϰāĻ¸ā§āϤ⧁āϤ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

āĻŸā§āϝāĻžāĻ•ā§āϏ āĻĢāĻžāχāϞ āĻ•āϰāϤ⧇ āĻšāĻŦ⧇āĨ¤

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🏆 āĻĒāϰāĻžāĻŽāĻ°ā§āĻļ

āĻļ⧁āϰ⧁āϤ⧇ āĻāĻ•āϏāĻžāĻĨ⧇ āĻ…āύ⧇āĻ•āϗ⧁āϞ⧋ āύāĻž āĻ•āϰ⧇ āϧ⧀āϰ⧇ āϧ⧀āϰ⧇ āĻāĻ•āϟāĻŋ āĻāĻ•āϟāĻŋ āϕ⧋āĻŽā§āĻĒāĻžāύāĻŋ āϝ⧁āĻ•ā§āϤ āĻ•āϰāϤ⧇ āĻĒāĻžāϰ⧋āĨ¤

āĻ­āĻžāϞ⧋ āφāχāύāĻœā§€āĻŦā§€ āĻ“ āϚāĻžāĻ°ā§āϟāĻžāĻ°ā§āĻĄ āĻ…ā§āϝāĻžāĻ•āĻžāωāĻ¨ā§āĻŸā§‡āĻ¨ā§āϟ (CA) āύāĻŋāϝ⧁āĻ•ā§āϤ āĻ•āϰāĻž āϜāϰ⧁āϰāĻŋāĨ¤

āĻŦā§āĻ°ā§āϝāĻžāĻ¨ā§āĻĄ āχāĻŽā§‡āϜ āϤ⧈āϰāĻŋ āĻ•āϰāϤ⧇ āĻļ⧁āϰ⧁ āĻĨ⧇āϕ⧇āχ Professional Logo, Website, PR āĻŦāĻžāύāĻžāϤ⧇ āĻšāĻŦ⧇āĨ¤

NIPU NAZIM GROUP OF COMPANIES
22/06/2025

NIPU NAZIM GROUP OF COMPANIES

NIPU NAZIM COMPANY āĻāĻ•āϟāĻŋ āĻŦ⧈āĻļā§āĻŦāĻŋāĻ• āĻĒāϰāĻŋāϏāϰ⧇ āĻĒāϰāĻŋāϚāĻžāϞāĻŋāϤ āĻŽāĻžāĻ˛ā§āϟāĻŋāϏ⧇āĻ•ā§āϟāϰ āĻŦāĻŋāϜāύ⧇āϏ āĻ•āĻ°ā§āĻĒā§‹āϰ⧇āĻļāύ, āϝāĻž āφāϧ⧁āύāĻŋāĻ• āĻœā§€āĻŦāύāϝāĻžāĻ¤ā§āϰāĻžāϰ āĻĒā§āϰāϤāĻŋāϟāĻŋ āϗ⧁āϰ⧁āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§...
27/05/2025

NIPU NAZIM COMPANY āĻāĻ•āϟāĻŋ āĻŦ⧈āĻļā§āĻŦāĻŋāĻ• āĻĒāϰāĻŋāϏāϰ⧇ āĻĒāϰāĻŋāϚāĻžāϞāĻŋāϤ āĻŽāĻžāĻ˛ā§āϟāĻŋāϏ⧇āĻ•ā§āϟāϰ āĻŦāĻŋāϜāύ⧇āϏ āĻ•āĻ°ā§āĻĒā§‹āϰ⧇āĻļāύ, āϝāĻž āφāϧ⧁āύāĻŋāĻ• āĻœā§€āĻŦāύāϝāĻžāĻ¤ā§āϰāĻžāϰ āĻĒā§āϰāϤāĻŋāϟāĻŋ āϗ⧁āϰ⧁āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§āĻŖ āĻĻāĻŋāĻ•āϕ⧇ āωāĻ¨ā§āύāϤ āĻ•āϰāϤ⧇ āύāĻŋāĻŦ⧇āĻĻāĻŋāϤāĨ¤ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύāϟāĻŋ āĻŦāĻŋāϞāĻžāϏāĻŦāĻšā§āϞ āĻŦā§āϝāĻŦāϏāĻž āĻĒāϰāĻŋāϚāĻžāϞāύāĻžāϰ āĻĒāĻžāĻļāĻžāĻĒāĻžāĻļāĻŋ āĻŽāĻžāύ⧁āώ⧇āϰ āĻŽā§ŒāϞāĻŋāĻ• āϚāĻžāĻšāĻŋāĻĻāĻž āĻĒā§‚āϰāϪ⧇āϰ āϞāĻ•ā§āĻˇā§āϝ⧇āĻ“ āĻ•āĻžāϜ āĻ•āϰāĻŦ⧇āĨ¤ āĻāϟāĻŋ āĻŦāĻŋāĻ­āĻŋāĻ¨ā§āύ āĻ–āĻžāϤ⧇ āĻŦāĻŋāύāĻŋā§Ÿā§‹āĻ—, āωāĻ¨ā§āύ⧟āύ āĻ“ āĻĒāϰāĻŋāϚāĻžāϞāύāĻžāϰ āĻŽāĻžāĻ§ā§āϝāĻŽā§‡ āĻŸā§‡āĻ•āϏāχ āωāĻ¨ā§āύ⧟āύ āĻ“ āϏāĻŽāĻžāϜāĻ•āĻ˛ā§āϝāĻžāϪ⧇ āĻ…āĻŦāĻĻāĻžāύ āϰāĻžāĻ–āĻŦ⧇āĨ¤

āĻĒā§āϰāϧāĻžāύ āĻŦā§āϝāĻŦāϏāĻžā§ŸāĻŋāĻ• āĻ–āĻžāϤāϏāĻŽā§‚āĻš:

1. Food (āĻ–āĻžāĻĻā§āϝ):

āĻŽāĻžāύāϏāĻŽā§āĻŽāϤ āĻ“ āĻ¸ā§āĻŦāĻžāĻ¸ā§āĻĨā§āϝāĻ•āϰ āĻ–āĻžāĻĻā§āϝāĻĒāĻŖā§āϝ āĻ‰ā§ŽāĻĒāĻžāĻĻāύ, āĻĒā§āϰāĻ•ā§āϰāĻŋ⧟āĻžāĻ•āϰāĻŖ, āĻĒāϰāĻŋāĻŦ⧇āĻļāύ āĻ“ āĻŦāĻŋāĻĒāĻŖāύāĨ¤

2. Clothes (āĻĒā§‹āĻļāĻžāĻ•):

āφāϧ⧁āύāĻŋāĻ• āĻĢā§āϝāĻžāĻļāύ, āĻĒā§āϰāĻŋāĻŽāĻŋ⧟āĻžāĻŽ āĻ—āĻžāĻ°ā§āĻŽā§‡āĻ¨ā§āϟāϏ, āĻāĻŦāĻ‚ āϏāĻžāϏāĻŸā§‡āχāύ⧇āĻŦāϞ āĻĢā§āϝāĻžāĻļāύ āĻŦā§āĻ°ā§āϝāĻžāĻ¨ā§āĻĄāĨ¤

3. House & Hotel (āφāĻŦāĻžāϏāύ āĻ“ āĻšā§‹āĻŸā§‡āϞ):

āφāϧ⧁āύāĻŋāĻ• āφāĻŦāĻžāϏāĻŋāĻ• āĻ“ āĻŦāĻžāĻŖāĻŋāĻœā§āϝāĻŋāĻ• āĻ­āĻŦāύ āύāĻŋāĻ°ā§āĻŽāĻžāĻŖ, āϰāĻŋā§Ÿā§‡āϞ āĻāĻ¸ā§āĻŸā§‡āϟ āĻĄā§‡āϭ⧇āϞāĻĒāĻŽā§‡āĻ¨ā§āϟ, āĻŦāĻŋāϞāĻžāϏāĻŦāĻšā§āϞ āĻšā§‹āĻŸā§‡āϞ āĻ“ āϰāĻŋāϏ⧋āĻ°ā§āϟ āĻšā§‡āχāύāĨ¤

4. Education (āĻļāĻŋāĻ•ā§āώāĻž):

āφāĻ¨ā§āϤāĻ°ā§āϜāĻžāϤāĻŋāĻ• āĻŽāĻžāύ⧇āϰ āĻ¸ā§āϕ⧁āϞ, āĻ•āϞ⧇āϜ, āĻŦāĻŋāĻļā§āĻŦāĻŦāĻŋāĻĻā§āϝāĻžāϞ⧟, āĻŸā§‡āĻ•āύāĻŋāĻ•ā§āϝāĻžāϞ āχāύāĻ¸ā§āϟāĻŋāϟāĻŋāωāϟ āĻāĻŦāĻ‚ āĻ¸ā§āĻ•āĻŋāϞ āĻĄā§‡āϭ⧇āϞāĻĒāĻŽā§‡āĻ¨ā§āϟ āϏ⧇āĻ¨ā§āϟāĻžāϰāĨ¤

5. Treatment (āϚāĻŋāĻ•āĻŋā§ŽāϏāĻž):

āωāĻ¨ā§āύāϤāĻŽāĻžāύ⧇āϰ āĻšāĻžāϏāĻĒāĻžāϤāĻžāϞ, āĻ•ā§āϞāĻŋāύāĻŋāĻ•, āĻāĻŦāĻ‚ āφāĻ¨ā§āϤāĻ°ā§āϜāĻžāϤāĻŋāĻ• āĻŽāĻžāύ⧇āϰ āĻ“āώ⧁āϧ āĻ‰ā§ŽāĻĒāĻžāĻĻāύ⧇ āĻĢāĻžāĻ°ā§āĻŽāĻžāϏāĻŋāωāϟāĻŋāĻ•ā§āϝāĻžāϞ āĻĒā§āϰāϤāĻŋāĻˇā§āĻ āĻžāύāĨ¤

6. Transport (āĻĒāϰāĻŋāĻŦāĻšāύ):

āφāϧ⧁āύāĻŋāĻ• āĻ•āĻžāϰ, āĻŦāĻžāϏ āϏāĻžāĻ°ā§āĻ­āĻŋāϏ, āĻŦāĻŋāĻŽāĻžāύāĻŦāĻ¨ā§āĻĻāϰ āύāĻŋāĻ°ā§āĻŽāĻžāĻŖ, āĻā§ŸāĻžāϰāϞāĻžāχāĻ¨ā§āϏ āĻĒāϰāĻŋāϚāĻžāϞāύāĻž, āĻ“ āφāĻ¨ā§āϤāĻ°ā§āϜāĻžāϤāĻŋāĻ• āĻļāĻŋāĻĒāĻŋāĻ‚ āĻ“ āϞāϜāĻŋāĻ¸ā§āϟāĻŋāĻ•āϏāĨ¤

7. Technology (āĻĒā§āϰāϝ⧁āĻ•ā§āϤāĻŋ):

āĻšāĻžāĻ°ā§āĻĄāĻ“ā§Ÿā§āϝāĻžāϰ, āϏāĻĢāϟāĻ“ā§Ÿā§āϝāĻžāϰ, āύ⧇āϟāĻ“ā§ŸāĻžāĻ°ā§āĻ•āĻŋāĻ‚, āχāĻ¨ā§āϟāĻžāϰāύ⧇āϟ āĻ…āĻŦāĻ•āĻžāĻ āĻžāĻŽā§‹, āĻāĻŦāĻ‚ āĻŸā§‡āĻ•āύ⧋āϞāϜāĻŋ āχāύ⧋āϭ⧇āĻļāύ āϏāϞāĻŋāωāĻļāύāĨ¤

8. Power, Electric & Electronics (āĻŦāĻŋāĻĻā§āĻ¯ā§ā§Ž āĻ“ āχāϞ⧇āĻ•āĻŸā§āϰāύāĻŋāĻ•ā§āϏ):

āĻŦāĻŋāĻĻā§āĻ¯ā§ā§Ž āĻ‰ā§ŽāĻĒāĻžāĻĻāύ āĻ“ āϏāϰāĻŦāϰāĻžāĻš, āϏ⧌āϰ āĻ“ āύāĻŦāĻžā§Ÿāύāϝ⧋āĻ—ā§āϝ āĻļāĻ•ā§āϤāĻŋ, āφāϧ⧁āύāĻŋāĻ• āχāϞ⧇āĻ•āĻŸā§āϰāύāĻŋāĻ• āĻĒāĻŖā§āϝ āĻĄāĻŋāϜāĻžāχāύ āĻ“ āĻ‰ā§ŽāĻĒāĻžāĻĻāύāĨ¤

9. Entertainment (āĻŦāĻŋāύ⧋āĻĻāύ):

āϏāĻŋāύ⧇āĻŽāĻž āĻĒā§āϰ⧋āĻĄāĻžāĻ•āĻļāύ, āĻ¸ā§āĻŸā§āϰāĻŋāĻŽāĻŋāĻ‚ āĻĒā§āĻ˛ā§āϝāĻžāϟāĻĢāĻ°ā§āĻŽ, āĻĨāĻŋāĻŽ āĻĒāĻžāĻ°ā§āĻ•, āĻ•āύāϏāĻžāĻ°ā§āϟ āĻ“ āχāϭ⧇āĻ¨ā§āϟ āĻŽā§āϝāĻžāύ⧇āϜāĻŽā§‡āĻ¨ā§āϟāĨ¤

10. Sports (āϖ⧇āϞāĻžāϧ⧁āϞāĻž):

āφāĻ¨ā§āϤāĻ°ā§āϜāĻžāϤāĻŋāĻ• āĻŽāĻžāύ⧇āϰ āϖ⧇āĻ˛ā§‹ā§ŸāĻžā§œ āϤ⧈āϰāĻŋ, āĻ¸ā§āĻĒā§‹āĻ°ā§āϟāϏ āĻāĻ•āĻžāĻĄā§‡āĻŽāĻŋ, āϞ⧀āĻ— āĻ“ āϟ⧁āĻ°ā§āύāĻžāĻŽā§‡āĻ¨ā§āϟ āĻ†ā§Ÿā§‹āϜāύāĨ¤

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