How we measure
Success.
NFD Classic is a business. It's also a vehicle for inclusion, environmental responsibility, and community ownership. Those things aren't separate from the model. They're built into it.
20% PWD
Inclusion.
Every NFD Classic branch is required to employ Persons with Disabilities as at least 20% of its workforce. This is a fixed policy, not an aspiration.
To make it work at an industrial level, we designed for it from the start. Workstations are built to be accessible. SOPs are digital and adaptable. The Fashion Academy includes captions, audio descriptions, and screen reader support.
The outcome so far: inclusive teams perform at the same level as any other. The 20% mandate doesn't slow production down. It works.
| Year | Total Employees | PWD Employees (20%) |
|---|---|---|
| 1 | 150 | 30 |
| 3 | 1,750 | 350 |
| 5 | 5,000+ | 1,000+ |
Zero Waste
Production.
We don't throw away textile off-cuts. All of them get shredded into regenerated fibrefill through our NFD Comfort line, then turned into pillows, cushions, and home goods.
No production waste goes to landfill. Every scrap is repurposed.
Projected annual material diverted from landfill by year 5.
The home goods line turns waste into a secondary revenue stream.
A Path to
Local Ownership.
Our Shari'ah-compliant Diminishing Musharakah financing model is designed so that franchise partners and hub operators gradually buy back investor shares using branch profits.
“The intent is straightforward: the people who run the hubs should eventually own them. The structure makes that possible without requiring the full capital upfront.”
Status // Fixed Policy
Gradual share redemption through quarterly profit allocations.