What is Public Sector Organization?
• Are Owned and controlled by the
government (or local government).
• Provide public services, ‘public goods’ which
cause problems for the private sector, and so
they are often better provided by the public
Types of Public Sector Organizations
1. Public Utilities
2. Nationalized Industries
1. Public Utilities
• Organizations provide
household services such as
water, sewerage, electricity
gas and Public Health System -
• This was partly to gain control
over the main parts of the
• It was also partly to control
monopolies which could act
against the public interest,
especially by charging high
prices to consumers.
• These industries became more
and more inefficient until they
needed government subsidies to
stay in business.
PIA – Pakistan International Airline
• PIA is a national flag carrier and a
state-owned enterprise of the
Government of Pakistan.
• Owned by the Government of
Pakistan (90.22%) and Shareholders
• Regulated by the Ministry of Defense
• It employed 18,043 people as of May
• Headquartered at Jinnah
International Airport Karachi.
• have 23 domestic and 36
international destinations in 25
countries across Asia, Europe, North
America, Middle East and Far East.
Birth of an Airline, Birth of a Nation
• In June 1946, Mr. Muhammad Ali
Jinnah with his singular vision and
foresight he realized that with
formation of two wings of Pakistan
separated by thousands of miles a
swift and efficient mode of transport
• He instructed Mr. Mirza Ahmed
Isphahani, a leading industrialist to
setup national Airline on priority
Orient Airways takes to the Skies
• On October 23, 1946 named Orient
Airways Ltd. In Calcutta.
• got an operating license in May 1947.
• Four Douglas DC – 3s were purchased.
• Within two months of Orient Airways
Pakistan was born.
• The initial routes were:
Karachi – Lahore – Peshawar,
Karachi – Quetta – Lahore and
Karachi – Delhi – Calcutta – Dacca.
• By the end of 1949, Orient Airways
had acquired 13 Airplanes.
A New National Flag Carrier for Pakistan
• The Government of Pakistan decided to form a
state-owned airline and invited Orient Airways to
merge with it.
• The out of the merger was the birth of a new
airline through PIAC (Pakistan International Airline
Corporation) Ordinance 1955 on January 10, 1955.
PIA’s First International Service
• First scheduled international service was
inaugurated in the year 1955.
• From Pakistan to London Heathrow Airport via
Cairo and Rome.
New Management, New Directions, New Planes
• Mirza Ahmed Isphahani was
the first chairman and he
appointed Mr. Zafar-ul-
Ahsan as Managing Director
of PIA first time from 1956
• Mr. Zafar-ul-Ahsan - MD
was to house all the major
departments of the airline
at PIA Head Office building
at Karachi Airport.
The Golden years of PIA
• The Golden years of PIA
under the visionary
leadership of Air Commodore
Nur Khan as the Managing
Director appointed by the
Government of Pakistan in
• Every Fifth PIA Passenger a
• In 1962, The Boeing 720 B was
on its maiden flight when it
flew from Seattle – London to
Karachi by PIA’s Senior Captain
• PIA completed the flight in 06
hours, 43 minutes and 50
seconds. A record which
remains unbroken to this day.
• Financially successful
period of Air Commodore
• Pakistan Army used PIA’s
services to airlift the
soldiers and ammunition
to East Pakistan.
• In 1974 PIA launched
Cargo offering air freight
and cargo services.
• In Mid 1980s, PIA
established Emirates by
leasing two of its airplanes,
as well as providing
to the new carrier
• In 1989, Maliha Sami was
the first female pilot of PIA.
In 1990’s and 2000’s
• PIA introduced a new livery in
• European Union Ban:
– On March 05, 2007 the European
Commission banned all 34 planes
of PIA’s 42- planes fleet from flying
to Europe cities safety concerns of
its aging fleet.
– The ban was completely removed
on November 29, 2007 by EU
Commission and PIA’s entire fleet
was permitted to fly to Europe.
• In February 2012 PIA ordered 05 more Boeing
777-300LR aircraft with delivery starting in
PIA from National Flag Carrier to…
• PIA is worthy ambassador for
Pakistan and its people.
• PIA performed well until the
• Its services and personnel have
helped to make the country
more widely known and her
people better understood in a
large part of the world.
• In 2000’s despite remaining
the largest operator on
Pakistan’s international and
domestic routes, the carrier
is increasingly losing its
share in the global market
due to the management's
constant negligence and
massive corruption executed
under the banner of aircraft
Financial Highlights (Rs. In billion)
Particulars 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
39.23 43.61 43.67 47.95 57.79 64.07 70.59 70.48 88.86 94.56 107.53 116.55 82.03
42.03 43.24 38.10 42.57 55.87 67.08 79.15 76.42 120.50 98.63 106.81 134.48 104.25
Net Profit or
(2.80) (0.366) 5.58 5.377 1.92 (3.11) (8.58) (5.94) (31.64) (4.06) 0.72 (17.93) (22.22)
Net Profit /
Loss after Tax
(5.16) (2.20) 1.87 1.30 2.31 (4.41) (12.76) (13.40) (36.14) (5.82) (20.79) (26.77) (22.43)
From 2008 to 2011, the airline incurred a phenomenal loss of over Rs.62
Billion – Twice the accumulated loss of its 55 years history! Which brought
PIA – Pakistan International Airline from a national flag carrier to
a national liability.
2000 2001 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Years of PIA's Profit / Loss
Profit in Billions
Loss in billions
Accumulated loss on 30.09.12 is Rs.144.40 Billion.
Findings of PIA Crisis
• The Pakistan International
Airline is suffering from
severe financial crisis. It is in
fact passing through a
The major reasons are:
• 39 aircrafts in its fleet.
• A number of aircrafts have been
grounded due to shortage of spare
parts or overhauling.
• Recently Captain Nadeem Yousafzai
– MD of PIA said that the airline’s
five year revival plan for 2010-14 is
pending with the finance ministry
which would not possible without
adding 16-new aero planes to its
Increase in Oil Price and
Devaluation of Local Currency
• Losses of more than
Rs.53 billion from 2006 to
2008 and also suffered
huge losses in 2009 and
2010 particularly due to
the increase in the price
of fuel and devaluation of
• PIA had 18,231 employees
making 467 employees per
• No major air travel on the
planet has that type of ratio.
• The typical ratio of the
profession is 170 employees
per air craft and finest are 70
employees per air craft.
A big Question Mark “?”
• As per the typical ratio PIA needs to have
6630 employees to run the airline and with
200% overpopulated human energy why
our air travel not succeeding?
• Why 1000’s of contractual employees
happen to regularized at any given time
when air carriers all over the world
practicing downsizing to chop their cost by
reducing the workers per aircraft ratio?
• The number of people hired by the
incumbent government is highest in the
history of the national flag carrier with
1,179 employed in 2010 alone.
Do you know the criteria of employing
these folks? The answer is easy and
noisy, the selection criteria is driven by
Political Motives, right from top to bottom.
Maintenance and Repair Problems
• It is stated that tender for the
maintenance of the aircrafts
has been given to a company
that does not have
• The obscure vendors, hired by
PIA are one of the major
problems. They are just like
risky shots in cricket.
The airline that once assisted
other airlines is now losing its
control over itself.
Emergency Crash Landings
• Flight delays and cancellations
have become the norm rather
than the exception.
• Naturally this situation can not
be tolerated for unlimited
• Several untoward incidents
occurred in PIA in the last
decade. The passengers should
not suffer in its custody.
Bad Governance and
• Sagging Seats and soggy seat covers, messy floor
carpets, dirty and gritty outlook, malfunctioning toilets
doors, rattling planes and failing equipments are causes
of delayed flight.
• It is pertinent to mention that one of PIA air craft was
inspected at Paris Airport by the inspectors of safety
Assessment of Foreign Aircraft (SAFA) while in route from
Paris to Lahore. They detected several snags in the
aircraft. The organization warned PIA to overpower the
shortcomings or face the consequences. The team
detected fuel leakage from one of the engines of Airbus
A-310. In consequences passengers were evacuated in
emergency. There is a long list of snags showing the “real
efficiency” of the PIA administration.
• Despite the crippling losses, PIA’s employees – both
retired and serving still enjoyed free travel in Pakistan as
well as abroad. Former director and other board
members are entitled to 12 tickets in economy and
business class including other facilities.
• Recently, Transparency International Pakistan
(TIP) dispatched a letter to the chief justice of
Pakistan to take suo moto notice against PIA
for deliberate default in repair payments for
12- now grounded airplanes and fabricating
excuses to purchase 39-new airplanes at the
estimated cost of Rs.239.76 billion.
• In Saga deal in February 2012. PTI’s
information secretary Shafqat Mahmood
disclosed that PIA signed an agreement to
purchase 05 Boeing 777 for Rs.143.85 Billion.
The process according to Shafqat Mahmood
was rightfully questioned by Transparency
International which believed that Rs. 4.7
billion kickbacks were taken in the deal i.e.
almost 1/3 of the total amount.
These types of huge on-going and past
experiences of corruption made PIA almost
bankrupt as stated once by Capt. Ijaz Haroon
• In a meeting of the Public
(PAC), the Managing Director
Mr. Nadeem Yousafzai said
that the one of the causes of
the failure of PIA is the
restructuring of debt stock of
Rs.140 billion and it would
depend on 21% depreciation
of the rupee against the US
Dollar in the next four years
and it will increase if currency
• The White Elephant idiom
is renowned as “Something
that is expensive to keep
• And now PIA – Pakistan
International Airline is just
a “White Elephant” as
unfortunately it is one of 08
airline companies across
the globe functioning with
costs higher than returns
which is once a remarkable
airline in the world.
Public-Private Partnership –
Transition to Greater Economic Freedom
• A general premise of economic freedom rests
on the minimum role of the government in
• However there are services, or economic
limitations of some recipients of these
services, which make it difficult for the
government to completely roll back from
• This situation also arises where the private
sector sees little economic incentives or
experiences insurmountable regulatory
To counter these problems,
a combination of public and private
sector is used, commonly known as
Public-Private Partnership (PPP).
Public-Private Partnership Policy
• The Government of Pakistan issued a
comprehensive policy document on PPP titled
Private Participation in Providing More and
Better Public Services through Improved
Infrastructure in 2007.
• This document states that “many economically
and socially worth projects lack the ability to
raise the requisite revenues to ensure
adequate returns for the investor risk.”
• The national policy document also mentions
following priority areas for PPP contracts:
– Transport and logistics.
– Mass urban public transport.
– Municipal services (water supply and
sanitation, low-cost housing and education and
– Small scale energy projects.
PPP Investment :
Pak Rupees 30 Billion (2008)
Office / Industry
Public-Private Partnership –
Transition to Greater Economic Freedom
• As governments turn to the private sector
to provide services once delivered by the
public sector, they must learn new skills.
An increasingly common way is public-
private partnerships units. Making the
right choices on what roles such units
play, where they are located, and how
conflicts of interest are managed is critical
in their success.
• Public-Private Partnership represents a
transition from an omnipresent
government to a completely free private
• It appears that if roles are properly
defined, this may well lead to an efficient
service provisioning based on the principle
of financial viability, rational price structure
PIA to Come Out of
• Some suggestions and
consideration of how
PIA to come out of
Keep PIA Away from Ministry
– Need Quality Leadership
• Retrospectively head of PIA has full backing of the
Chief Executive of the country. He stands a chance
to bring about an improvement otherwise the
person is at the mercy of the line ministry.
• Appointing Secretary Defense or Minister of Defense
as Chairman PIA places the organization into the
firm grip of ministry itself.
• Efforts aimed at moving PIA away from Ministry of
Defense to communication have been consistently
resisted by those in uniform as the organization
provides a lucrative job, Pre or post retirement.
• As in the golden period of Air Commodore Nur Khan
who enjoyed freedom to making
appointments, postings and taking commercial
Privatize PIA, Now!
• A fiscally strapped government is unable to provide
financial help in executing a business plan to augment
• The solution lies in restructuring the airline on
• Successful privatization of banking is touted as
• Though PIA’s situation is somewhat different as
Pakistani talent pool in international finance was
• We need to take a decision across the political divide
to privatize PIA. Once the decision is taken, an
aviation expert can be made its Chairman.
• At present, the airline lacks the management and
marketing skills to compete however PIA’s
engineering and operational cadre is still quite strong.
• So privatization is a corrective measure to turnaround
the national flag carrier to the skies once again.
• And it will save injection of billions of rupees to the
airline in every bailout package yearly.
• Despite the tremendous inadequacies
and corruption in the airline, it still has
74 % domestic and 40% international
market share which shows that if
corrective measures are taken in
time, the airline can succeed in achieving
an even greater share of the market.
• Eradicate corruption and its turnaround
strategy will be an end to government
and political forces interference in PIA.
• This will greatly aid in removing poison
from PIA otherwise the company’s
revenue always used to fill the bellies of
Restructuring the Human Resource
• For rationalization of worker, PIA intends
to transfer 4339 employees on
deputation to other allied departments
which would ensure Rs.3.8 billion savings
in five years.
• Every year PIA should remove staff to try
half the current number of staff and cut
down on salaries.
• The Chairman should think about telling
new start up airlines in the Middle East
to recruit exclusively from PIA and PIA
should not replace those leavings to
reduce administrative expenses.
Offering Packages to Increase
Number of Passengers
• The management has to
look on other measures
to increase passengers
like tie in with festivals
and tourism events in
Pakistan and should
work on price and
numbers of flying as well
as in Hajj and Umrah
• The conclusion from this is the fact
that PIA has already been bankrupt
and this is the time to begin taking
actions rather sit idle and awaiting
• PIA is within extreme economic
crisis and it takes some hard choices
and actions to drag itself into
• PIA is struggling with an emergency
due to poor
management, nepotism, corruption
and insufficient technology.
• Some serious, quality leadership and
firm making decisions are required
to save PIA from complete
Rail Transport in Pakistan
• Pakistan has celebrated
150 years of Railway so it
has a rich railway
• It was in 1861 when it
came into existence in
the form of railway built
from Karachi to kotri.
British Era - Karachi to Peshawar
• Sir Henry Edward Frere was appointed as
the commissioner of Sindh in 1851, He
also initiated the survey for a Railway Line
• The Sindh Railway was formed in 1855 and
on May 13, 1861 succeeded in connecting
Karachi to Kotri. This was first railway line
for public traffic between Karachi City and
Kotri, a distance of 108 miles (174 Km).
• The 04 sections i.e. Sindh Railways, Indus
Flotilla Company, Punjab Railway and Delhi
Railways working in a single company
purchased by the secretary of State for
India in 1885 and named North Western
State Railways in 1886.
British Era - Karachi to Peshawar
• The railway line from Peshawar to
Karachi closely follows
Alexander’s line of March through
the Hindu Kush Mountains to the
• Different sections on the existing
main line from Peshawar to
Lahore and Multan and branch
lines were constructed in the last
quarter of 19th century and early
years of 20th Century.
• At the time of independence in
1947, 3,133 Km route of North
Western Railways were
transferred to India leaving 8,124
Km route to Pakistan.
• In 1954, the railways lines was
extended to Mardan and
Charsada. In 1961 the North
Western Railway renamed
Pakistan Railways and in 1969 The
KotAdu – Kashmore line was
• Ministry of Railway is responsible for overall control
of Pakistan Railways as well as to guide the overall
• There are four Directorates in Pakistan Railway
– Administrative Directorate.
– Technical Directorate.
– Planning Directorate.
– Finance Directorate.
• Pakistan Railways has business directions as;
– Infrastructure Business Unit.
– Passenger Business Unit.
– Freight Business Unit.
– Manufacturing and Services Unit that look after.
– Concrete Sleeper Factories.
– Carriage Factory.
– Locomotive Factory Risalpur.
– Medical and Health Services.
– Railway Construction Company.
• Pakistan Railway has about
90,000 employees consisting
of staff and officer as of
• 71% of the total employees
are working in
Civil, Mechanical and
The remaining 29% were
working in administration.
Running Out of Steam -
• Railway sector in
Pakistan has lost its
position in transport
sector. The market
share of Pakistan
Railway kept on
declining with the
passage of time.
Particulars 2007-08 2008-09 2009-10 2010-11 2011-12 Q2 2012-13
Net Profit / Loss
(Rs. In billions)
15.9 20.2 23.06 28.45 13.0 13.30
2007-08 2008-09 2009-10 2010-11 2011-12 Q2
Years of PR's Profit / Loss
Profit in billions
Loss in billions
Financial performance of Pakistan Railways from the past 06 years 2007 to 2012
The accumulated loss for the last Six Years is of Rs.114.45 Billion.
Findings of Pakistan
• Following are some
causes for the financial
crisis of the rail
transport service of
• Annual Passenger volume
carried by PR in late 1970’s
was approximately 145
million, which has come
down to 59 million in 1992
/ 1993. Means it lost about
60%. The total revenue
amounted to Rs.4.8 Billion.
• Freight business was of PR
was 15 million tons in late
1960’s but has come
down to about 50% i.e. 07
million tons, it is moving
only 11% of total
petroleum products and
2% of the total containers
which reduced the
revenue of the freight
• According to the National
Authority, the heavy floods
have caused a loss of Rs.6.7
billion to the railway
network as several hundred
kilometers of lines were
Law and Order Situation of Pakistan
• The railway coaches
were also the targets of
mobs and arson attacks
after Benazir Bhutto’s
assassination resulting in
Shortage of Locomotives
• Out of 522 total locomotives only
220 are in working order, out of
which 100 are in poor condition in
• currently only 58 locomotives are in
working conditions and needs
consistent repair and maintenance.
• out of 90,000 employees 01
locomotive has a burden of 1,516
employees other than the
• This is a major cause of the crisis of
Pakistan Railway in revenue
Bunged Supply of Fuel
• This problem began from
January 2011 when a
Pakistan Railway was unable
to pay Rs.700 million to PSO
and in consequences PSO
stopped the supply of fuel to
• According to a senior officer
at Railways Headquarter 30
freight trains had to be
stationed in yards.
Poor and Insufficient Management
• I am confused to see that if we want to
obtain urgent ticket reservation, we will
not get the empty space in any train and
even on major holidays on Eid’s and
Independence day we can travel only if
we have advance ticket at least fifteen
days or more.
• Innocent and poor people had to wait for
many hours and I haven’t seen any train
to come at time in my 22 years life. Also
these delays and failure of engines are
the consistent news on channels these
Corruption, Nepotism -
The other problems in PR
• A government
spokesman said that
the Federal Minister
Rs.10.1 billion in
August 2011 for PR to
but only Rs.1 billion
has utilized in PR’s
• The annual losses resulted
in a PR debt of Rs.340
• The national bank for which
it has been paying Rs.4.6
billion in interest annually
while at the same time the
revenue has declined for the
past three years.
PPP – Public Private Partnership
Trains Revenue Per Day Revenue Per Annum
Shalimar Express Rs. 2.8 Million Rs. 1.022 Billion
Business Train Rs. 3 Million Rs.1.095 Billion
Hazara Express Rs. 2 Million Rs. 730 Million
Fareed Express Rs. 1.1 Million Rs. 401.5 Million
•Till now year 2012, PR has privatized 04 of its trains i.e. Shalimar Express
and Business Train, Hazara Express and Fareed Express for making
revenue on following terms.
•But due to lack of poor management and corruption PR facing troubles
in generating the desired revenue as millions of amount is pending as
Cash Receivables is one of the causes of crisis of Railway due to noted
commissions of the high ups of PR with the firms.
• Despite having world’s best
railway track flowing across
the country like the course
of rivers, Pakistan Railway
proved is just like a “White
Elephant” as its slope is on
a ramp in declining phase
A Completely Mismanaged Sector
in Need of Fresh Approach
• Following are some
suggestions to improve
the condition of railway
system of Pakistan.
• First of all government
corruption in railway
sector from top to
• Corruption is the
menace that is destroying
Privatize Pakistan Railway
• Pakistan Railways should be privatized
• This is also the possible solution of the
problem because currently the government of
Pakistan has to bear huge losses and it also
add some benefits including better service
quality, expansion of railways as the
government has empty pockets to invest in
Modernize the Inter-City Rail System
• The need is to modernize the inter city and
intra city rail system in terms of both the
quality of services on offer as well as the
new equipment being used. But it looks like
a dream of a mad man in Pakistan or a
system in art gallery.
Overcoming Fuel Deficiency
• Pakistan is blessed with Coal reserves and a single Thar
Coal reserve of Sindh is about 850 Trillion Cubic Feet
which is more than Oil reserves of KSA and Iran put
together i.e. 375 billion barrels.
• Chinese and other companies had not only carried out
surveys and feasibility of this project but also offered
100% investment in last 07 to 08 years but the petroleum
gang always discouraged it.
If these reserves are exploited properly then the
deficiency of fuel can be catered for the railway.
Public Private Partnership with China
• It is time to make Public Private Partnership
with some foreign association like China
because the privatization with Pakistani
firms results the same.
• The delay in submission of dues and lack of
investment on rail routes.
Public Private Partnership with China
• Take decision to make lease agreement with
China so that they will put investment on its
routes, introduce new and high speed fleet of
locomotives along with the land acquired by
the Pakistan Railway to develop the vegetable
production on its land space besides the rail
track of 8,124 Km long to generate revenue for
the country itself and making conditions to
own system with equipments after the tenure
• Pakistan Railways is going towards
– to heavy liabilities
– corruption in different departments of
– shortage of locomotives and lack of
facilities for passengers.
– poor management
• In a nutshell, the time when lip-service
was paid to the development of rail
transport in this country is over, this is
the definite time to take pragmatic steps
to revitalize the Pakistan Railways.
Corruption in Pakistan Railway can only
be removed by its complete privatization.
Oil and Gas Development Company Ltd.
• OGDCL is a Public
engaged in exploration
and development of Oil
and Gas resources.
Prior to OGDCL
• Prior to OGDCL's emergence, exploration
activities in the country were carried out by
Pakistan Petroleum Ltd. (PPL) and Pakistan
Oilfields Ltd. (POL).
• In 1952, PPL discovered a giant gas field at Sui
• This discovery generated immense interest in
exploration and five major foreign oil
companies entered into concession
agreements with the Government.
• During the 1950s, these companies carried
out extensive geological and geophysical
surveys and drilled 47 exploratory wells.
Establishment of OGDCL
• Government of Pakistan signed a long-term
loan Agreement on 04 March 1961 with the
USSR, whereby Pakistan received 27 million
Rubles to finance equipment and services of
Soviet experts for exploration.
• Pursuant to the Agreement OGDC was
created under an Ordinance dated 20th
• The Corporation was charged with
responsibility to undertake a well thought out
and systematic exploratory program and to
plan and promote Pakistan's oil and gas
• The first 10 to 15 years were devoted to
development of manpower and building of
infrastructure to undertake much larger
• A number of donor agencies such as the
World Bank, Canadian International
Development Agency (CIDA) and the
Asian Development Bank provided the
impetus through assistance for major
development projects in the form of
loans and grants.
• OGDC's concerted efforts were very
successful as they resulted in a number
of major oil and gas discoveries between
1968 and 1982.
• Toot oil field was discovered in 1968
which paved the way for further
exploratory work in the North.
• During the period 1970-75, the Company
reformed the strategy for updating its
equipment base and undertook a very
aggressive work program.
Transition to a self financing entity
• Due to major oil and gas discoveries in the
eighties, the Government in July 1989, offloaded the
Company from the Federal Budget allowed it to
manage its activities with self generated funds.
• The financial year 1989-90, was OGDC's first year of
• The initial target during the first year of self-
financing was generate sufficient resources to
maintain the momentum of exploration and
development at a pace visualization in the Public
Sector Development Program (PSDP) ) as well as to
meet its debt servicing obligations.
• OGDC not only generated enough internal funds to
meet its debt obligations but also invested enough
resources in exploration and development to
increase the country's reserves and production.
Public Limited Company
• Prior to 23 October
1997, OGDCL was a statutory
Corporation, and was known as
OGDC (Oil & Gas Development
• It has been incorporated as a
Public Limited Company with
effect from 23 October 1997 and
is now known as OGDCL (Oil &
Gas Development Company
Initial Public Offering
• Government of Pakistan disinvested part
of its shareholding in the company in
• Initially 2.5% of equity was offered to the
• The said Offer received an overwhelming
response from the general public and was
recorded as a landmark transaction in the
history of Pakistan’s capital markets.
• In December 2006, the Government of
Pakistan divested a further 10% of its
holding in the company.
Fueling the Future
• The Company on September
20, 2011 celebrated its
• The Company during the past
five decades has come a long
way from its modest
beginnings to becoming the
leading Exploration and
Production Company of
Financial Over view
Net Profit /
16.77 20.67 22.86 33.01 45.80 45.25 44.34 55.54 59.18 63.53 96.90
45.8 45.25 44.34
55.54 59.18 63.53
Years of Profit / Loss of OGDCL
Profit in Billions
Let’s have a look on financial performance of Oil and Gas Development Company
Ltd. from the past 12 years 2001 to 2012.
• OGDCL due to its major
and development of Oil
fields have 283 wells
drilled up to
• 372 Appraisal and
• 96 Discoveries.
Sindh Punjab Balochistan KPK
Tando Alam (Oil) Fim Kassar (Oil) Loti (Gas) Chanda (Oil)
Lashari (Oil) Missan Kaswal (Oil) Uchi (Gas) Mela (Oil)
Thora (Oil) Toot (Oil) Pirokh (Gas) Nashpa (Oil)
Sono (Oil) Chak Noran (Oil) Sheikhan (Gas)
Misan (Oil) Kal (Oil)
Pasakhi (Oil) Rajjan (Oil)
Bobi (Gas) Bahu (Gas)
Qadirpur (Gas) Nandpur (Gas)
Kunnar (Oil) Dakhni (Oil)
Norai (Oil) Dhodak (Oi / Gasl)
Jagir (Gas) Sadqai (Oil / Gas)
Results in net sales for FY2011-12 Rs.197.839 billion
and earned Profit after Tax for FY2011-12 Rs.96.906
Financial Highlights of FY2011-12
• Sales Revenue increased by 2.71% to
Rs.197.8 billion from Rs. 155.6 billion
• Profit before taxation rose by 46.3%
to Rs.133.1 billion and profit for the
year increased by 52.5% to Rs. 96.9
billion from Rs.91.0 billion and Rs.
• Earnings Per share (EPS) increased to
Rs.22.53 from Rs.14.77.
• Total dividend declared at the rate of
Rs.7.25 per share from Rs.5.50 per
• Total assets increased to Rs. 338.3
billion from Rs.261.8 billion.
Revenue Profit for the
• KSE Top Twenty Five
Companies Awards for
the sixth consecutive
• Best Corporate Report
Award for the fourth
• Environment Excellence
Award for the third
• All of the achievements are because of the
visionary management and right decision
making which is making beneficial the
company, firm position economically and
retain a good public image as well.
In Organizations like White Elephants! i.e. PIA , Pakistan Railways
“Perhaps people felt there was nothing more they could do, you know?
After all, how can someone be helped who doesn’t see the need?
I described such situations as,
“A White Elephant everyone can see but no one wants to deal with;
everyone hopes the problem will just go away on its own.”
Winston Churchill Quoted:
“Success is walking from
failure to failure with no
loss of enthusiasm.”
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