The financial analysis document summarizes the profitability, liquidity, leverage, and activity ratios for four cement companies - Attock Cement, Cherat Cement, DG Khan Cement, and one unnamed company - over a five year period from 2011 to 2015. The ratios show generally improving trends for all four companies over this period, with earnings per share, return on equity, and profit margins increasing. Liquidity and times interest earned also increased while debt ratios decreased, indicating strengthening financial positions overall.
a complete styduy of how strategic management concepts are actually practiced in practical world we have made different models of management for lucky cement after gathering a detailed information good luck :)
Ratio Analysis on Lucky Cement & DG CementHira Naz
This document analyzes the financial ratios of Lucky Cement and DG Khan Cement over 2018-2020. It finds that Lucky Cement generally had higher profitability ratios like gross profit margin, operating profit margin, and return on equity, indicating better control of costs and more efficient use of capital. However, ratios declined for both companies from 2018-2020 due to factors like higher input costs, lower sales during COVID-19, and economic challenges. Liquidity ratios were also mostly better for Lucky Cement, though current ratios fell below 1 for both companies in 2020. Efficiency ratios showed Lucky Cement could turn over assets more times but took longer to sell inventory and collect receivables.
Renata Ltd is one of the top pharmaceutical companies in Bangladesh. To evaluate Renata's financial performance and condition from 2010-2014, various liquidity ratios were analyzed. The current ratio fluctuated over the years, decreasing in 2011 and 2013 but increasing in 2012 and 2014. The quick ratio followed a similar trend. The average collection period and days inventory outstanding generally increased over the years, indicating slower collection of receivables and higher inventory levels being held. The accounts receivable and inventory turnover ratios decreased in most years, suggesting slower turnover of these current assets.
Lucky Cement produces cement in Pakistan, Iraq, and the Democratic Republic of Congo. It has a production capacity of over 9 million tons per year. The report analyzes Lucky Cement's financial performance and position compared to competitors in the industry. It finds that Lucky Cement has increasing sales volumes but decreasing gross profits due to rising direct costs. Inventory levels are also higher than desired. Overall, Lucky Cement is performing satisfactorily compared to industry standards, though results have declined slightly compared to previous years due to market conditions.
This document provides an overview of Pakistan State Oil (PSO), the largest state-owned oil and gas company in Pakistan. PSO was formed in 1974 through the merger of two state-owned oil companies. It has expanded to become vertically integrated across oil and gas exploration, production, refining, distribution, and marketing. PSO also engages in renewable energy activities. It has over 3,500 retail locations nationwide and supplies fuel to various sectors. PSO aims to become fully integrated across the energy value chain to reduce costs and dependence on imports.
This document provides a strategic management report for Lucky Cement Ltd conducted by students Madiha Razzaq, Ameera Jahangir, and Humera M. Hanif. The report includes an analysis of Lucky Cement's internal and external environments through various matrices such as IFE, EFE, CPM, and SWOT. It finds that Lucky Cement has a weighted score of 3.00 on the IFE matrix, indicating it effectively utilizes its strengths. On the EFE matrix, it receives a weighted score of 2.55, showing its strategies take advantage of opportunities and threats. The report provides recommendations to Lucky Cement from a strategic management perspective based on the analysis.
The document discusses the history and operations of Pakistan State Oil (PSO). It summarizes that in the 1970s, the Pakistan government merged three oil companies - Esso Eastern, Pakistan National Oil, and Dawood Petroleum - to form PSO. PSO dominates Pakistan's fuel and energy market with a majority share of the oil market. It handles the import, storage, distribution and sale of various petroleum products. PSO aims to be an innovative energy company that meets customers' needs.
a complete styduy of how strategic management concepts are actually practiced in practical world we have made different models of management for lucky cement after gathering a detailed information good luck :)
Ratio Analysis on Lucky Cement & DG CementHira Naz
This document analyzes the financial ratios of Lucky Cement and DG Khan Cement over 2018-2020. It finds that Lucky Cement generally had higher profitability ratios like gross profit margin, operating profit margin, and return on equity, indicating better control of costs and more efficient use of capital. However, ratios declined for both companies from 2018-2020 due to factors like higher input costs, lower sales during COVID-19, and economic challenges. Liquidity ratios were also mostly better for Lucky Cement, though current ratios fell below 1 for both companies in 2020. Efficiency ratios showed Lucky Cement could turn over assets more times but took longer to sell inventory and collect receivables.
Renata Ltd is one of the top pharmaceutical companies in Bangladesh. To evaluate Renata's financial performance and condition from 2010-2014, various liquidity ratios were analyzed. The current ratio fluctuated over the years, decreasing in 2011 and 2013 but increasing in 2012 and 2014. The quick ratio followed a similar trend. The average collection period and days inventory outstanding generally increased over the years, indicating slower collection of receivables and higher inventory levels being held. The accounts receivable and inventory turnover ratios decreased in most years, suggesting slower turnover of these current assets.
Lucky Cement produces cement in Pakistan, Iraq, and the Democratic Republic of Congo. It has a production capacity of over 9 million tons per year. The report analyzes Lucky Cement's financial performance and position compared to competitors in the industry. It finds that Lucky Cement has increasing sales volumes but decreasing gross profits due to rising direct costs. Inventory levels are also higher than desired. Overall, Lucky Cement is performing satisfactorily compared to industry standards, though results have declined slightly compared to previous years due to market conditions.
This document provides an overview of Pakistan State Oil (PSO), the largest state-owned oil and gas company in Pakistan. PSO was formed in 1974 through the merger of two state-owned oil companies. It has expanded to become vertically integrated across oil and gas exploration, production, refining, distribution, and marketing. PSO also engages in renewable energy activities. It has over 3,500 retail locations nationwide and supplies fuel to various sectors. PSO aims to become fully integrated across the energy value chain to reduce costs and dependence on imports.
This document provides a strategic management report for Lucky Cement Ltd conducted by students Madiha Razzaq, Ameera Jahangir, and Humera M. Hanif. The report includes an analysis of Lucky Cement's internal and external environments through various matrices such as IFE, EFE, CPM, and SWOT. It finds that Lucky Cement has a weighted score of 3.00 on the IFE matrix, indicating it effectively utilizes its strengths. On the EFE matrix, it receives a weighted score of 2.55, showing its strategies take advantage of opportunities and threats. The report provides recommendations to Lucky Cement from a strategic management perspective based on the analysis.
The document discusses the history and operations of Pakistan State Oil (PSO). It summarizes that in the 1970s, the Pakistan government merged three oil companies - Esso Eastern, Pakistan National Oil, and Dawood Petroleum - to form PSO. PSO dominates Pakistan's fuel and energy market with a majority share of the oil market. It handles the import, storage, distribution and sale of various petroleum products. PSO aims to be an innovative energy company that meets customers' needs.
Financial Analysis of Lucky Cements & Attock Cements.Avinash Advani
This document is a report analyzing the financial performance of Lucky Cements and Attock Cements. It includes profiles of the two companies, their income statements and balance sheets from 2008-2011, and calculations of key financial ratios to assess liquidity, long-term solvency, and profitability. Ratios show Attock Cement had stronger liquidity and profitability in earlier years but Lucky Cement performed better in later years. The report aims to compare the financial position of the two leading cement companies.
The document is a marketing report submitted by a group of students to their professor. It includes the following sections:
1. An introduction and vision statement for National Foods, a food company aiming to reach Rs. 50 billion by 2020.
2. Details about the group submitting the report and an outline of the report's contents.
3. A company profile providing background on National Foods, including its product range, market coverage, and focus on developing products aligned with changing lifestyles.
4. Sections on planning strategy and goals, product development, SWOT analysis, product mix, brand identity, selection of brand, promotional strategies, distribution, and analysis/critical review.
industrial analysis of Pakistan cement industrySãäd ÑäSîr
This document provides an overview of the cement industry in Pakistan. It discusses that Pakistan is the 14th largest cement producer globally. The industry has 57 million tons of annual production capacity. However, the industry is facing challenges like decreased demand due to lower government spending, higher costs due to inflation and increased interest rates. Financial indicators of major cement companies like profits margins and stock prices have declined in recent years. However, the document notes initiatives like the China-Pakistan Economic Corridor and new housing schemes could boost demand and the promising future of the cement industry in Pakistan.
The cement industry in Pakistan has grown significantly since the country's inception. Production has increased from 300,000 tons per year in 1947 to over 45 million tons currently. The major reasons for the industry's existence are the abundant local reserves of limestone and clay raw materials. China is currently the world's largest cement producer, with annual output of 2,500 million metric tons. The top cement producers in Pakistan include DG Khan Cement, Lucky Cement, and Maple Leaf Cement. The industry continues to grow steadily due to strong demand from public and private construction projects.
The document analyzes the business and financial performance of Panasonic and Sony over the period of 2008 to 2011. It includes sections on information gathering, accounting techniques used, and an analysis of the companies' financial performance based on ratios calculated from income statements, balance sheets, and cash flow statements. Key metrics examined include profitability, asset utilization, working capital, debt levels, and changes in owners' equity. The analysis provides a comparison of the financial positions and performance trends of the two electronics companies over the three-year period.
Pakistan State Oil is a state-owned petroleum company based in Karachi, Pakistan. It has over 3,500 retail outlets and serves both retail and bulk customers. The company aims to be an innovative energy company of the future. It was established in 1974 and has over 3,000 employees. While the company has achieved market leadership, it faced challenges such as declining performance and dissatisfied employees that led to high turnover. The company addressed these issues through reforms like developing an ethanol alternative fuel, establishing HR departments in local offices, increasing employee salaries, and improving the work environment for managers.
- Yunus Brothers Group started as a trading house in 1962 and has since expanded into various industries including textiles, energy, cement, and healthcare. It now comprises over 15 companies.
- The group's flagship company, Lucky Cement, is Pakistan's largest cement manufacturer with an annual production capacity of 7.75 million tons. It has the largest market share in the country.
- In 2014, the group reported total revenues of Rs. 43 billion, earnings before interest and taxes of Rs. 16.6 billion, and net profits of Rs. 11.3 billion, showing strong growth over previous years.
This document discusses a project examining Fauji Fertilizer Company Limited (FFC) and its implementation of total quality management (TQM). It provides background on FFC, including that it is owned by Fauji Foundation and has two fertilizer plants. The document outlines FFC's vision, mission, and quality initiatives like its integrated management system, quality council, and process improvement efforts. It analyzes FFC's customers, employees, suppliers, benchmarks, and SWOT. The conclusion recommends how FFC can continue improving quality and the fertilizer industry's importance for Pakistan's agriculture-based economy.
Presentation on Pakistan State Oil with Financial Analysis 2013/2014Fahad Ur Rehman Khan
The document discusses the history and operations of Pakistan State Oil (PSO). It notes that PSO was formed through the nationalization of three petroleum companies in the 1970s. PSO dominates Pakistan's fuel market with a 79% share of the black oil market and 58% share of the white oil market. It has an annual turnover of $6.8 billion and operates 3700 retail outlets across Pakistan. The document also examines PSO's financial performance and compares it to Attock Oil Company Limited, finding that PSO has higher earnings per share and stock in trade.
Visited National Foods Ltd to make a report for Mangement course. where we met Abdul Munam who gave us every possible ans which we needed. I must say as we studied NFL, there are running a wonderfull corporation, they know their responsibility not only to make revenue but also social and moral responsibility.
This document is the annual report of Lucky Cement for the year 2010. It provides information on Lucky Cement's vision, mission, strategies and core values. It highlights the company's milestones, facilities, board of directors, management and financial performance for 2010. The report also provides an overview of the Yunus Brothers Group which owns Lucky Cement and its other subsidiaries operating in the textile, cement and energy sectors.
This document contains information about DG Khan Cement Company (DGKCC) including their original and proposed vision and mission statements, an external factors evaluation matrix, an internal factors evaluation matrix, a competitive profile matrix comparing DGKCC to other cement companies, and a Boston Consulting Group matrix analyzing different product lines. The key information provided is that DGKCC's proposed vision focuses on being a partner in national development through high quality standards, and their mission focuses on customer satisfaction, growth opportunities for employees, and being a leading cement manufacturer through accountability and technology. The matrices evaluate DGKCC's strengths and weaknesses compared to opportunities and threats, and their competitive position relative to competitors on critical success factors.
we conducted this research for our course Analysis of Pakistani Industry. this research was conducted to find out growth and performance of banking sector of Pakistan.
This document provides information on Lucky Cement, including its business profile, vision, mission, internal and external factor analyses, competitive profile, TOWS matrix, Porter's five forces analysis, and financial analysis. Lucky Cement was founded in 1993 and is one of the largest cement manufacturers in Pakistan. It has strong financial performance with increasing profits, assets, and revenues over recent years. However, it faces threats from government regulations and price competition from rivals. The document evaluates Lucky Cement's strengths and weaknesses and provides recommendations around increasing employee pay and benefits, market penetration in new regions, and contingency planning.
This document provides an overview and summary of an internship report for State Life Insurance Corporation of Pakistan. It discusses the objectives and structure of the internship, including working in various departments like Human Resources, Policyholder services, and Finance. It also summarizes the profile and history of State Life since its establishment in 1972, its products and services like various individual and family insurance plans. Finally, it discusses the financial performance and investments of State Life as one of the largest insurers in Pakistan.
Engro Fertilizers is a leading Pakistani fertilizer company that markets nitrogen, phosphate, and potassium fertilizers. It produces urea under the Engro Urea brand and imports and distributes di-ammonium phosphate and other specialty fertilizers. The company aims to provide balanced crop nutrition to increase yields. Engro prides itself on its dynamic culture that promotes leadership, integrity, teamwork, and excellence.
Nishat Mills is Pakistan's largest vertically integrated textile company established in 1951. It has 227,640 spindles and 789 looms across spinning, weaving, processing, stitching and power generation facilities. Nishat Mills is the flagship company of the large diversified Nishat Group with over $5 billion in assets. The company has a broad international customer base and exports were $393 million in 2015. Pakistan's textile industry is an important part of its economy but faces challenges around energy costs and infrastructure. Nishat Mills has achieved success through quality products and effective management policies.
Introduction of the company ,Market structure ,Cost structure, Substitutes and complement goods , Major current and past reasons for variation in demand and supply,Regression analysis for past 10 years ,Forecast variable ‘sales’
- The document analyzes the financial performance of Niloy Motors Limited from 2010-2014 using various ratios.
- It finds that Niloy Motors struggled with liquidity and debt management during this period but performed well in controlling inventory, payables, and sales.
- While profitability ratios like net profit, gross profit, and operating profit improved, returns on equity and assets need more focus to improve.
- Compared to competitors in 2014, Niloy Motors had the second highest net income and net asset value, and captured 23% of the market share.
Unilever Pakistan Limited (UPL) is the largest FMCG company in Pakistan, established 50 years ago. It produces brands like Surf Excel, Sunlight, Close Up, Fair & Lovely, Lux, Ponds, Dove, Brook Bond, Lipton, Cornetto, Wall's, Knorr, Blue Band and others. UPL has seen growth through acquisitions and mergers over the years. Financial analysis of UPL from 2008-2012 shows increasing liquidity, activity, profitability, and market ratios, indicating improved financial performance and investor confidence over time.
Financial Analysis of Lucky Cements & Attock Cements.Avinash Advani
This document is a report analyzing the financial performance of Lucky Cements and Attock Cements. It includes profiles of the two companies, their income statements and balance sheets from 2008-2011, and calculations of key financial ratios to assess liquidity, long-term solvency, and profitability. Ratios show Attock Cement had stronger liquidity and profitability in earlier years but Lucky Cement performed better in later years. The report aims to compare the financial position of the two leading cement companies.
The document is a marketing report submitted by a group of students to their professor. It includes the following sections:
1. An introduction and vision statement for National Foods, a food company aiming to reach Rs. 50 billion by 2020.
2. Details about the group submitting the report and an outline of the report's contents.
3. A company profile providing background on National Foods, including its product range, market coverage, and focus on developing products aligned with changing lifestyles.
4. Sections on planning strategy and goals, product development, SWOT analysis, product mix, brand identity, selection of brand, promotional strategies, distribution, and analysis/critical review.
industrial analysis of Pakistan cement industrySãäd ÑäSîr
This document provides an overview of the cement industry in Pakistan. It discusses that Pakistan is the 14th largest cement producer globally. The industry has 57 million tons of annual production capacity. However, the industry is facing challenges like decreased demand due to lower government spending, higher costs due to inflation and increased interest rates. Financial indicators of major cement companies like profits margins and stock prices have declined in recent years. However, the document notes initiatives like the China-Pakistan Economic Corridor and new housing schemes could boost demand and the promising future of the cement industry in Pakistan.
The cement industry in Pakistan has grown significantly since the country's inception. Production has increased from 300,000 tons per year in 1947 to over 45 million tons currently. The major reasons for the industry's existence are the abundant local reserves of limestone and clay raw materials. China is currently the world's largest cement producer, with annual output of 2,500 million metric tons. The top cement producers in Pakistan include DG Khan Cement, Lucky Cement, and Maple Leaf Cement. The industry continues to grow steadily due to strong demand from public and private construction projects.
The document analyzes the business and financial performance of Panasonic and Sony over the period of 2008 to 2011. It includes sections on information gathering, accounting techniques used, and an analysis of the companies' financial performance based on ratios calculated from income statements, balance sheets, and cash flow statements. Key metrics examined include profitability, asset utilization, working capital, debt levels, and changes in owners' equity. The analysis provides a comparison of the financial positions and performance trends of the two electronics companies over the three-year period.
Pakistan State Oil is a state-owned petroleum company based in Karachi, Pakistan. It has over 3,500 retail outlets and serves both retail and bulk customers. The company aims to be an innovative energy company of the future. It was established in 1974 and has over 3,000 employees. While the company has achieved market leadership, it faced challenges such as declining performance and dissatisfied employees that led to high turnover. The company addressed these issues through reforms like developing an ethanol alternative fuel, establishing HR departments in local offices, increasing employee salaries, and improving the work environment for managers.
- Yunus Brothers Group started as a trading house in 1962 and has since expanded into various industries including textiles, energy, cement, and healthcare. It now comprises over 15 companies.
- The group's flagship company, Lucky Cement, is Pakistan's largest cement manufacturer with an annual production capacity of 7.75 million tons. It has the largest market share in the country.
- In 2014, the group reported total revenues of Rs. 43 billion, earnings before interest and taxes of Rs. 16.6 billion, and net profits of Rs. 11.3 billion, showing strong growth over previous years.
This document discusses a project examining Fauji Fertilizer Company Limited (FFC) and its implementation of total quality management (TQM). It provides background on FFC, including that it is owned by Fauji Foundation and has two fertilizer plants. The document outlines FFC's vision, mission, and quality initiatives like its integrated management system, quality council, and process improvement efforts. It analyzes FFC's customers, employees, suppliers, benchmarks, and SWOT. The conclusion recommends how FFC can continue improving quality and the fertilizer industry's importance for Pakistan's agriculture-based economy.
Presentation on Pakistan State Oil with Financial Analysis 2013/2014Fahad Ur Rehman Khan
The document discusses the history and operations of Pakistan State Oil (PSO). It notes that PSO was formed through the nationalization of three petroleum companies in the 1970s. PSO dominates Pakistan's fuel market with a 79% share of the black oil market and 58% share of the white oil market. It has an annual turnover of $6.8 billion and operates 3700 retail outlets across Pakistan. The document also examines PSO's financial performance and compares it to Attock Oil Company Limited, finding that PSO has higher earnings per share and stock in trade.
Visited National Foods Ltd to make a report for Mangement course. where we met Abdul Munam who gave us every possible ans which we needed. I must say as we studied NFL, there are running a wonderfull corporation, they know their responsibility not only to make revenue but also social and moral responsibility.
This document is the annual report of Lucky Cement for the year 2010. It provides information on Lucky Cement's vision, mission, strategies and core values. It highlights the company's milestones, facilities, board of directors, management and financial performance for 2010. The report also provides an overview of the Yunus Brothers Group which owns Lucky Cement and its other subsidiaries operating in the textile, cement and energy sectors.
This document contains information about DG Khan Cement Company (DGKCC) including their original and proposed vision and mission statements, an external factors evaluation matrix, an internal factors evaluation matrix, a competitive profile matrix comparing DGKCC to other cement companies, and a Boston Consulting Group matrix analyzing different product lines. The key information provided is that DGKCC's proposed vision focuses on being a partner in national development through high quality standards, and their mission focuses on customer satisfaction, growth opportunities for employees, and being a leading cement manufacturer through accountability and technology. The matrices evaluate DGKCC's strengths and weaknesses compared to opportunities and threats, and their competitive position relative to competitors on critical success factors.
we conducted this research for our course Analysis of Pakistani Industry. this research was conducted to find out growth and performance of banking sector of Pakistan.
This document provides information on Lucky Cement, including its business profile, vision, mission, internal and external factor analyses, competitive profile, TOWS matrix, Porter's five forces analysis, and financial analysis. Lucky Cement was founded in 1993 and is one of the largest cement manufacturers in Pakistan. It has strong financial performance with increasing profits, assets, and revenues over recent years. However, it faces threats from government regulations and price competition from rivals. The document evaluates Lucky Cement's strengths and weaknesses and provides recommendations around increasing employee pay and benefits, market penetration in new regions, and contingency planning.
This document provides an overview and summary of an internship report for State Life Insurance Corporation of Pakistan. It discusses the objectives and structure of the internship, including working in various departments like Human Resources, Policyholder services, and Finance. It also summarizes the profile and history of State Life since its establishment in 1972, its products and services like various individual and family insurance plans. Finally, it discusses the financial performance and investments of State Life as one of the largest insurers in Pakistan.
Engro Fertilizers is a leading Pakistani fertilizer company that markets nitrogen, phosphate, and potassium fertilizers. It produces urea under the Engro Urea brand and imports and distributes di-ammonium phosphate and other specialty fertilizers. The company aims to provide balanced crop nutrition to increase yields. Engro prides itself on its dynamic culture that promotes leadership, integrity, teamwork, and excellence.
Nishat Mills is Pakistan's largest vertically integrated textile company established in 1951. It has 227,640 spindles and 789 looms across spinning, weaving, processing, stitching and power generation facilities. Nishat Mills is the flagship company of the large diversified Nishat Group with over $5 billion in assets. The company has a broad international customer base and exports were $393 million in 2015. Pakistan's textile industry is an important part of its economy but faces challenges around energy costs and infrastructure. Nishat Mills has achieved success through quality products and effective management policies.
Introduction of the company ,Market structure ,Cost structure, Substitutes and complement goods , Major current and past reasons for variation in demand and supply,Regression analysis for past 10 years ,Forecast variable ‘sales’
- The document analyzes the financial performance of Niloy Motors Limited from 2010-2014 using various ratios.
- It finds that Niloy Motors struggled with liquidity and debt management during this period but performed well in controlling inventory, payables, and sales.
- While profitability ratios like net profit, gross profit, and operating profit improved, returns on equity and assets need more focus to improve.
- Compared to competitors in 2014, Niloy Motors had the second highest net income and net asset value, and captured 23% of the market share.
Unilever Pakistan Limited (UPL) is the largest FMCG company in Pakistan, established 50 years ago. It produces brands like Surf Excel, Sunlight, Close Up, Fair & Lovely, Lux, Ponds, Dove, Brook Bond, Lipton, Cornetto, Wall's, Knorr, Blue Band and others. UPL has seen growth through acquisitions and mergers over the years. Financial analysis of UPL from 2008-2012 shows increasing liquidity, activity, profitability, and market ratios, indicating improved financial performance and investor confidence over time.
This document analyzes the working capital management of a company that manufactures wind turbines and cooling towers. It provides background on the company and examines various financial ratios to assess the company's liquidity, asset efficiency, debt levels, and profitability over multiple years. The analysis finds that the company has some liquidity issues, high debt levels, and low cash holdings. Inventory turnover and interest coverage ratios have also declined in recent years.
Engro Foods is a leading Pakistani food company with a portfolio of dairy, ice cream, and juice brands. It owns two milk processing plants and a dairy farm. The company has expanded internationally through the acquisition of Al-Safa, a North American halal meat brand. Financial analysis shows increasing profitability from 2010-2012 through higher margins and asset utilization. However, some ratios declined in 2013, possibly due to increased investments. The company is exploring new markets and product lines to continue its growth trajectory.
This project analyzes potential investment in the cement industry in Dubai by calculating the net present value of three cement companies: Jebel Ali Cement, Black Rock Cement UAE, and National Cement Company. Sales projections and cost of sales are provided for each company from 2010-2020. The NPV is then calculated using a discount rate and exchange rate. Jebel Ali Cement has a positive NPV of 711,308.8. Black Rock Cement has a positive NPV of 136,228,973.6. National Cement Company has a positive NPV of 11,220. Based on the positive NPV calculations, the document concludes that investing in a new cement industry in Dubai could earn
This project analyzes potential investment in the cement industry in Dubai by calculating the net present value of three cement companies: Jebel Ali Cement, Black Rock Cement UAE, and National Cement Company. Sales projections and cost of sales are provided for each company from 2010-2020. The NPV is then calculated using a discount rate and exchange rate. Jebel Ali Cement has a positive NPV of 711,308.8. Black Rock Cement has a positive NPV of 136,228,973.6. National Cement Company has a positive NPV of 11,220. Based on the positive NPV calculations, the document concludes that investing in a new cement industry in Dubai could earn
- The document is a project report analyzing the financial statements of National Thermal Power Corporation (NTPC).
- It outlines the objectives of the study, which were to gain an understanding of NTPC's organization, finance department, return on investment policy, financial performance, and the importance of finance in business.
- The report also discusses NTPC's board of directors, independent directors, vision, mission, core values, and the research methodology used in the project.
Analysis of Financial Statement of SNGCMaaz HaCeeb
Analysis of Financial Statement of SNGC to determined the financial position of the company and also compared it with their previous year whether company progress increases or decreases
This presentation summarizes the financial performance of Unilever Pakistan Limited for the year 2012-2013. It includes an introduction to the company, an overview of financial highlights for the year which show increases in sales, gross profit, and net income. A financial analysis of the company's balance sheet, income statement, cash flows, and key financial ratios is also presented. The analysis finds that the company is efficiently managing its assets and liabilities. While facing challenges in the operating environment, the presentation concludes that Unilever Pakistan Limited is well positioned to continue growing in the future through innovation and strength in emerging markets.
The document provides information on the Indian automobile and tyre industries. It then focuses on analyzing financial statements and ratios for JK Tyres and CEAT.
Some key points:
- The Indian tyre industry has 60 plants, annual turnover of Rs. 50,000 crore, and exports of Rs. 10,500 crore. Major players are MRF, JK Tyres, and Apollo/CEAT.
- Ratio analysis shows CEAT has stronger financials than JK Tyres, with lower debt-equity ratio, higher net profit margin, and better ROI.
- Based on the analysis, CEAT is considered a better investment option compared to JK Tyres.
This document provides financial information about GlaxoSmithKline Pakistan from 2011 to 2015. It includes ratios related to liquidity, profitability, debt, activity, and market value. The liquidity, activity, and market value ratios have mostly positive trends over this period. However, the debt ratios and some profitability ratios indicate room for improvement in controlling operating expenses and debt levels. Overall, the company seems financially sound with mostly improving ratios, but could benefit from better expense management.
The document analyzes the financial performance of Voltas over several years. It examines the company's liquidity, turnover, profitability, and overall performance. Key points:
- The company's current and quick ratios show adequate liquidity to meet short-term obligations. Inventories and receivables decreased from prior years.
- Inventory turnover and debtors' turnover ratios remained relatively stable from 2013-2014. Creditors' turnover saw a small increase.
- Gross and net profit margins declined from 2010-2014 despite expenses decreasing from 2013-2014. Dividends per share and earnings per share increased.
- Overall, the company's performance has been positive based on stable profitability, increased shareholders' returns
Financial trend analysis is based on income statement and balance sheet of the company.
For the analysis i have taken the data of 2013-2015. and calculate the ratios and also describing them and comparing them by putting into graphs.
Financial Analysis of the Financial Ratios of Indian Oil Corporation Ltd.Mohammad Mohtashim
Indian Oil Corporation is India's largest state-owned oil and gas company. It accounts for 30.54% of India's refining capacity and is ranked as the 96th largest company globally. The document analyzes Indian Oil's financial ratios from 2009-2014. Many ratios declined from 2009-2011 due to increasing crude oil prices and currency exchange rates, which increased costs and decreased profits. However, ratios improved after 2011 as exchange rates stabilized and costs declined. Overall, the analysis finds that Indian Oil generally uses its assets efficiently with an asset turnover ratio close to 2 but could improve its profitability.
This annual report document provides an overview of Nascon Allied Industries PLC for the 2015 financial year. It includes sections on operations, corporate governance, and financials. In the outgoing chairman's statement, he notes that 2015 was challenging due to economic factors but that the company was still able to grow sales and revenue in its core salt business. He discusses investments made to expand product lines and improve operations. While new product lines in refined oil and tomato paste were commissioned, production was constrained by foreign currency restrictions. The chairman expresses confidence in the company's resilience and team to continue growth.
A study on financial analysis of jk cement limitedTanyavarshney42
The document analyzes the financial performance of J.K. Cement Limited from 2011-2015 using ratio analysis. Key findings include that the company's profits increased 61% in 2014-15 due to increased sales volumes. Working capital is well managed at 31.54% of current assets. Liquidity needs some improvement as current ratios are below ideal levels. Efficiency ratios show improved inventory and debtors' turnover. Overall, the analysis finds that while financial performance is satisfactory, there is still scope for further improvement in liquidity, efficiency, and profitability.
PTG Energy Public Company Limited held an Opportunity Day presentation to review their business performance and targets. Some key points included:
- They have over 300 fuel trucks and more than 1.85 million loyalty program members. Sales and number of fuel stations have grown steadily in recent years.
- Financial performance is improving with increased revenue, EBITDA, and margins. EBITDA grew 24% and net profit grew 36% in the first half of 2014 compared to the same period in 2013.
- Business expansion plans include two new rest areas and a new fuel storage tank farm to improve logistics. Their target for 2014 is to have 1,000 fuel stations and grow revenue 20% by adding more loyalty members
This document analyzes the financial performance of Unilever from 2010-2011. It finds that Unilever's gross profit ratio increased 0.98% from 2010-2011. Its net profit ratio also increased, from 10.82% in 2010 to 12.48% in 2011. However, its current ratio decreased from 1.0895 in 2010 to 0.0884 in 2011. When compared to industrial benchmarks, Unilever's current ratio, gross profit, and inventory turnover were lower, while its net profit was higher. Compared to P&G specifically, P&G had higher gross profits, current ratio, and inventory turnover than Unilever.
Similar to Financial statement analysis cement industry pakistan (20)
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
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The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck mari...Donc Test
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
TEST BANK Principles of cost accounting 17th edition edward j vanderbeck maria r mitchell.docx
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Madhya Pradesh, the "Heart of India," boasts a rich tapestry of culture and heritage, from ancient dynasties to modern developments. Explore its land records, historical landmarks, and vibrant traditions. From agricultural expanses to urban growth, Madhya Pradesh offers a unique blend of the ancient and modern.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
3. INTRODUCTION
The journey of Attock Cement started from the year 1981 and the company started its commercial production in
1988. in 25 years, company has shown steady growth. ACPL has attained new peaks every year through
strong team work, continuous modernization of plant to improve efficiency and with utmost hard work. ACPL
has cemented its place not only in the local market but also in the regional markets through selling quality
products.
VISION
To be the leading organization continuously providing high quality cement, excelling in every aspect of its
business and to remain market leader in cement industry.
MISSION
To be a premier and reputable cement manufacturing company dedicated to become an industry leader by
producing quality products, providing excellent services, enhancing customer satisfaction and maximizing
shareholders' value through professionalism and dedicated team work.
4. Attock Cement - Profitability Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Income 7.9 16.6 21.5 16.9 18.8
Number of Shares
Net Profit After Tax 13% 22% 27% 24% 25%
Shareholders equity
Net Profit After Tax 9% 16% 20% 17% 18%
Total Assets
Gross Profit 20% 28% 31% 30% 34%
Net Sales
Operating Profit 12% 19% 23% 21% 25%
Net Sales
Net Profit After Taxes 8% 14% 19% 16% 17%
Net Sales
Operating Profit
Margin
Net Profit Margin
Earnings Per Share
Return on Equity
Return on Total
Assets
Gross Profit Margin
EPS is increasing over the years from Rs. 8 in 2011 to Rs. 18.8 in 2015
ROE is increasing over the years from 13% in 2011 to 25% in 2015
ROA has increased from 9% in 2011 to 18% in 2015
Gross Profit Margin has increased from 20% in 2011 to 34% in 2015
Operating Profit Margin has increased from 12% in 2011 to 25% in 2015
Net Profit Margin has increased from 8% in 2011 to 17% in 2015
5. Attock Cement – Liquidity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Current Assets 1.70 2.52 2.77 2.57 2.75
Current Liabilities
Current Assets - 0.34 1.05 1.86 1.81 1.97
Current Liabilities
Inventory 1.94 0.97 0.51 0.48 0.45
Current Assets -
Current Liabilities
Inventory to Net
Working Capital
Current Ratio
Quick Ratio
Current Ratio has increased from 1.7 : 1 in 2011 to 2.75 : 1 in 2015
Quick Ratio has increased from 0.34 : 1 in 2011 to 1.97 : 1 in 2015
Inventory to Net Working Capital Ratio has decreased from 1.94 : 1 in 2011 to
0.45 : 1 in 2015
6. Attock Cement – Leverage Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Total Debt 0.36 0.34 0.35 0.41 0.37
Shareholders Equity
Total Debts 0.25 0.26 0.26 0.29 0.27
Total Assets
Long Term Debt 0.10 0.14 0.76 0.15 0.12
Total Owners Equity
Profit Before Interest 42.59 175.54 179.68 88.44 123.88
Total Financial
Charges
Debt to Total
Assets
Long Term Debt to
Equity
Times Interest
Earned Ratio
Debt to Equity Debt to Equity Ratio increased from 0.36 : 1 in 2011 to 0.41 in 2014 but again
decreased to 0.37 : 1 in 2015
Debt to Total Assets Ratio initially increased from 0.25 : 1 in 2011 to 0.29 in
2014 but again decreased to 0.27 : 1 in 2015
Long-Term Debt to Equity Ratio initially increased from 0.1 : 1 in 2011 to 0.8 in
2013 but again decreased to 0.12 : 1 in 2015
Times Interest Earned Ratio initially increased from 43 : 1 in 2011 to 180 in 2013
but again decreased to 124 : 1 in 2015
7. Attock Cement – Activity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Sales 1.2 1.3 1.2 1.1 1.1
Total Assets
Net Sales 1.6 1.9 1.9 2.0 2.2
Fixed Assets
Net Credit Sales 168.5 55.9 32.9 47.9 105.2
Account Receivable
Account Receivable 2.2 6.5 11.1 7.6 3.5
Net Sales / 365
Sales 4.8 5.4 7.6 7.5 7.5
Inventory
Average Collection
Period
Inventory Turnover
Fixed Asset
Turnover
Recievable
Turnover
Total Asset
Turnover
Total Assets Turover initially increased from 1.2 : 1 in 2011 to 1.3 : 1 in 2012 but
again decreased to 1.1 in 2015
Fixed Assets Turover increased from 1.6 : 1 in 2011 to 2.2 : 1 in 2015
Receivable Turnover decreased from 168 times in 2011 to 105 times in 2015
Avg Collection Period increased from 2 days in 2011 to 11 days in 2013 but again
decreased to 3.5 in 2015
Inventory Turover increased from 4.8 in 2011 to 7.5 in 2015
8.
9. INTRODUCTION
Incorporated in 1981, Cherat Cement is a premier name in the field of cement manufacturing, producing high quality
grey Portland cement using modern and sophisticated production facilities. The company has a production capacity of
1,000,000 tons per annum and enjoys strong brand loyalty amongst its customers both in Pakistan and abroad. The
shares of the company are listed on the Karachi, Lahore and Islamabad Stock Exchanges and it is a recipient of
Forbes “Asia Under a Billion Dollar” company award. The company has an ISO 9001:2008 certification
VISION
Growth through the best value creation for the benefit of all stakeholders.
MISSION
♦ Invest in projects that will optimize the risk-return profile of the Company.
♦ Achieve excellence in business.
♦ Maintain competitiveness by leveraging technology.
♦ Continuously develop our human resource.
♦ To be regarded by investors as amongst the best blue-chip stocks in the country.
10. Cherat Cement – Profitability Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Income 0.7 4.6 12.8 12.5 6.6
Number of Shares
Net Profit After Tax 0.0 0.2 0.3 0.3 0.2
Shareholders equity
Net Profit After Tax 0.0 0.1 0.2 0.2 0.1
Total Assets
Gross Profit 0.1 0.2 0.3 0.3 0.7
Net Sales
Operating Profit 0.1 0.0 0.3 0.3 0.3
Net Sales
Net Profit After Taxes 0.0 0.1 0.2 0.2 0.2
Net Sales
Earnings Per Share
EPS is increasing over the years from Rs. 0.7 in 2011 to Rs. 6.6 in 2015
Return on Equity
ROE is increasing over the years from 3% in 2011 to 16% in 2015
Return on Total
Assets ROA has increased from 1% in 2011 to 14% in 2015
Gross Profit Margin
Gross Profit Margin has increased from 13% in 2011 to 70% in 2015
Operating Profit
Margin Operating Profit Margin has increased from 8% in 2011 to 26% in 2015
Net Profit Margin
Net Profit Margin has increased from 2% in 2011 to 20% in 2015
11. Cherat Cement – Liquidity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Current Assets 1.0 4.5 2.0 3.3 2.7
Current Liabilities
Current Assets - Invetory 0.1 0.1 0.2 1.5 1.0
Current Liabilities
Inventory -18.9 0.3 1.9 0.8 1.0
Current Assets - Current Liabilities
Current Ratio
Current Ratio has increased from 1 : 1 in 2011 to 2.7 : 1 in 2015
Quick Ratio
Quick Ratio has increased from 0.1 : 1 in 2011 to 1 : 1 in 2015
Inventory to Net
Working Capital
Inventory to Net Working Capital has increased from -19 : 1 in 2011 to 1 : 1
in 2015
12. Cherat Cement – Leverage Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Total Debt 1.3 0.7 0.4 0.3 0.2
Shareholders Equity
Total Debts 0.6 0.4 0.3 0.2 0.2
Total Assets
Long Term Debt 0.5 0.3 0.2 0.7 0.9
Total Owners Equity
Profit Before Interest & Taxes 0.2 1.8 14.5 58.7 44.1
Total Financial Charges
Debt to Equity
Debt to Equity Ratio has decreased from 1.3 : 1 in 2011 to 0.2 : 1 in 2015
Debt to Total Assets Debt to Total Assets Ratio is decreased from 0.57 : 1 in 2011 to 0.15 : 1 in
2015
Long Term Debt to
Equity Long Term Debt to Equity Ratio increased from 0.5 in 2011 to 0.9 in 2015
Times Interest
Earned Ratio Times Internet Earned Ratio increased from 0.2 in 2011 to 44 in 2015
13. Cherat Cement – Activity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Sales 0.8 1.1 1.3 1.1 0.8
Total Assets
Net Sales 1.2 1.6 1.8 1.8 0.9
Fixed Assets
Net Credit Sales #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Account Receivable
Account Receivable 0.0 0.0 0.0 0.0 0.0
Net Sales / 365
Sales 2.7 4.6 4.5 4.2 4.5
Inventory
Total Asset
Turnover
Total Assets Turover initially increased from 0.8 : 1 in 2011 to 1.3 : 1 in 2013
but again decreased to 0.8 in 2015
Fixed Asset
Turnover Fixed Assets Turover decreased from 1.2 : 1 in 2011 to 0.9: 1 in 2015
Recievable
Turnover No Credit sales and there are no trade debts
Average Collection
Period No trade debts
Inventory Turnover
Inventory Turover increased from 2.7 in 2011 to 4.5 in 2015
15. INTRODUCTION
D.G. Khan Cement Company Limited is a Pakistan-based cement manufacturing company. The Company is
engaged in the production and sale of clinker, ordinary portland and sulfate resistant cement. The Company's
segments include Cement, Paper and Dairy. The Cement segment is engaged in the production and sale of clinker,
Ordinary Portland and Sulfate Resistant cement. The Paper segment manufactures and supplies paper products and
packing material. The Dairy segment is engaged in the production and sale of raw milk. The Company has a
production capacity of 14,000 tons per day (4.2 million tons/annum). It has three cement plants, located at Dera
Ghazi Khan and at Khairpur, District Chakwal. Its plants are based on dry process technology. Its products are
marketed locally and internationally under a range of brands, such as Ordinary Portland Cement (DG brand-Grade
43), Ordinary Portland Cement (DG brand-Grade 53) and Ordinary Portland Cement (Elephant Cement).
VISION
To transform the Company into a modern and dynamic cement manufacturing company with qualified professionals
and fully equipped to play a meaningful role on sustainable basis in the economy of Pakistan.
MISSION
To provide quality products to customers and explore new markets to promote/expand sales of the Company through
good governance and foster a sound and dynamic team, so as to achieve optimum prices of products of the
Company for sustainable and equitable growth and prosperity of the Company.
16. DG Khan Cement – Profitability Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Income 0.4 9.4 12.6 13.6 17.4
Number of Shares
Net Profit After Tax 0.0 0.1 0.1 0.1 0.1
Shareholders equity
Net Profit After Tax 0.0 0.1 0.1 0.1 0.0
Total Assets
Gross Profit 0.2 0.3 0.4 0.3 0.3
Net Sales
Operating Profit 0.1 0.2 0.3 0.3 0.4
Net Sales
Net Profit After Taxes 0.0 0.2 0.2 0.2 0.3
Net Sales
Earnings Per Share
EPS is increasing over the years from Rs. 0.45 in 2011 to Rs. 17.4 in 2015
Return on Equity
ROE is increasing over the years from 1% in 2011 to 12% in 2015
Return on Total
Assets ROA has increased from 1% in 2011 to 9% in 2013 then again came to 1% in 2015
Gross Profit Margin
Gross Profit Margin has increased from 24% in 2011 to29% in 2015
Operating Profit
Margin Operating Profit Margin has increased from 14% in 2011 to 38% in 2015
Net Profit Margin
Net Profit Margin has increased from 1% in 2011 to 29% in 2015
17. DG Khan Cement – Liquidity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Current Assets 1.4 1.6 2.8 5.4 4.8
Current Liabilities
Current Assets - Invetory 1.1 1.2 2.2 4.6 4.0
Current Liabilities
Inventory 0.8 0.7 0.3 0.2 0.2
Current Assets - Current Liabilities
Current Ratio
Current Ratio has increased from 1.4 : 1 in 2011 to 4.8 : 1 in 2015
Quick Ratio
Quick Ratio has increased from 1.1 : 1 in 2011 to 4 : 1 in 2015
Inventory to Net
Working Capital
Inventory to Net Working Capital has decreased from 0.8 : 1 in
2011 to 0.2 in 2015
18. DG Khan Cement – Leverage Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Total Debt 0.6 0.5 0.3 0.2 0.2
Shareholders Equity
Total Debts 0.4 0.4 0.2 0.2 0.2
Total Assets
Long Term Debt 0.2 0.2 0.1 0.1 0.1
Total Owners Equity
Profit Before Interest & Taxes 0.3 2.4 7.1 12.9 33.9
Total Financial Charges
Debt to Equity
Debt to Equity Ratio has decreased from 0.64 : 1 in 2011 to 0.2 : 1 in 2015
Debt to Total
Assets Debt to Total Assets Ratio is decreased from 0.4 : 1 in 2011 to 0.16 : 1 in 2015
Long Term Debt to
Equity Long Term Debt to Equity Ratio decreased from 0.22 in 2011 to 0.1 in 2015
Times Interest
Earned Ratio Times Internet Earned Ratio increased from 0.3 in 2011 to 34 in 2015
19. DG Khan Cement – Activity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Sales 0.7 0.9 0.4 0.4 0.4
Total Assets
Net Sales 0.6 0.7 0.7 0.6 0.6
Fixed Assets
Net Credit Sales 40.4 72.2 91.1 157.3 166.4
Account Receivable
Account Receivable 9.0 5.1 4.0 2.3 2.2
Net Sales / 365
Sales 4.2 4.5 4.3 5.3 5.4
Inventory
Total Asset
Turnover Total Assets Turover decreased from 0.75 : 1 in 2011 to 0.35 in 2015
Fixed Asset
Turnover Fixed Assets Turover increased from 0.59 : 1 in 2011 to 0.61: 1 in 2015
Recievable
Turnover Receivable Turnover increased from 40 times in 2011 to 166 times in 2015
Average
Collection
Period
Average Collection Period gradually decreased from 9 days in 2011 to
2 days in 2015
Inventory
Turnover Inventory Turover increased from 4.2 in 2011 to 5.4 in 2015
20.
21. INTRODUCTION
1996 was the year when Abdur Razzak Tabba laid the foundations of Lucky Cement. He, at that time, had a vision to change
the way business is done. Now almost two decades later, we are on the path to pursue his dream and have brought the
change and revolution that he wanted to bring in the industry. Over the years, we have come a long way and have grown in
capacity, performance and image building.
Today, the country knows us as the largest cement manufacturers and innovators of the industry’s best practices. With
growing competition and expectations of our stakeholders, we have not only taken unconventional approaches to our
business operations, but are determined to promote economic growth and sustainable development of Pakistan
VISION
Ensure sustainable leadership position in Pakistan & increase global footprint in the cement sector. Identify & capitalize on
diversification opportunities to maximize shareholders’ value while remaining socially responsive in all spheres of operations.
MISSION
We strive to be a growth oriented company by identifying opportunities, making the right investments, producing high quality
cement and using innovative technology to achieve cost competitiveness and customer satisfaction. We endeavor to harness
the best human resources and providing them a level playing field in achieving long term goals. We aim to deliver sustained
growth and enduring value to our stakeholders. We recognize our obligations towards environment and corporate social
responsibility and seek to mitigate any adverse effects on our environment.
22. Lucky Cement – Profitability Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Income 12.3 21.0 30.0 35.1 38.4
Number of Shares
Net Profit After Tax 0.1 0.2 0.3 0.4 0.4
Shareholders equity
Net Profit After Tax 0.1 0.2 0.2 0.2 0.2
Total Assets
Gross Profit 0.3 0.4 0.4 0.4 0.5
Net Sales
Operating Profit 0.1 0.2 0.3 0.3 0.4
Net Sales
Net Profit After Taxes 0.2 0.2 0.3 0.3 0.3
Net Sales
Earnings Per
Share EPS is increasing over the years from Rs. 12.3 in 2011 to Rs. 38.4 in 2015
Return on Equity
ROE is increasing over the years from 14% in 2011 to 45% in 2015
Return on Total
Assets ROA has increased from 10% in 2011 to 17% in 2015
Gross Profit
Margin Gross Profit Margin has increased from 33% in 2011 to 45% in 2015
Operating Profit
Margin Operating Profit Margin has increased from 15% in 2011 to 35% in 2015
Net Profit Margin
Net Profit Margin has increased from 15% in 2011 to 28% in 2015
23. Lucky Cement – Liquidity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Current Assets 0.9 2.6 3.4 4.4 3.6
Current Liabilities
Current Assets - Invetory 0.2 0.8 1.7 2.6 2.8
Current Liabilities
Inventory -6.0 1.1 0.7 0.5 0.3
Current Assets - Current
Liabilities
Current Ratio
Current Ratio has increased from 0.9 : 1 in 2011 to 3.6 : 1 in 2015
Quick Ratio
Quick Ratio has increased from 0.2 : 1 in 2011 to 2.8 : 1 in 2015
Inventory to Net
Working Capital
Inventory to Net Working Capital has increased from -6 : 1 in 2011 to
0.3 : 1 in 2015
24. Lucky Cement – Leverage Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Total Debt 0.5 0.3 0.3 0.4 0.5
Shareholders Equity
Total Debts 0.3 0.2 0.2 0.2 0.2
Total Assets
Long Term Debt 0.1 0.1 0.1 0.1 0.1
Total Owners Equity
Profit Before Interest & Taxes 7.3 31.9 130.1 421.4 616.9
Total Financial Charges
Debt to Equity
Debt to Equity Ratio has increased from 0.48 : 1 in 2011 to 0.5 : 1 in 2015
Debt to Total
Assets
Debt to Total Assets Ratio is decreased from 0.33 : 1 in 2011 to 0.19 : 1 in
2015
Long Term Debt
to Equity Long Term Debt to Equity Ratio increased from 0.10 in 2011 to 0.11 in 2015
Times Interest
Earned Ratio Times Internet Earned Ratio increased from 7 in 2011 to 617 in 2015
25. Lucky Cement – Activity Ratios
Ratio Formula 2011 2012 2013 2014 2015 Trend
Net Sales 0.6 0.8 0.8 0.7 0.6
Total Assets
Net Sales 0.8 1.1 1.2 1.3 1.3
Fixed Assets
Net Credit Sales 41.9 31.7 22.7 20.7 21.9
Account Receivable
Account Receivable 8.7 11.5 16.1 17.6 16.7
Net Sales / 365
Sales 3.4 5.0 5.7 5.6 6.8
Inventory
Total Asset
Turnover
Total Assets Turover initially increased from 0.6 : 1 in 2011 to 0.7 : 1 in 2014
but again decreased to 0.6 in 2015
Fixed Asset
Turnover Fixed Assets Turover increased from 0.8 : 1 in 2011 to 1.3 : 1 in 2015
Recievable
Turnover Receivable Turnover decreased from 42 times in 2011 to 22 times in 2015
Average
Collection Period Average Collection Period increased from 9 days in 2011 to 17 days in 2015
Inventory
Turnover Inventory Turover increased from 3.4 in 2011 to 6.8 in 2015
26. Conclusion
• The Cement sector is growing during the period under review.
• All the companies under review have grown over the period 2011-2015.
• Net Sales and Profitability have been improved in the segment.
• The highest turnover is of Lucky Cement (Rs. 45 Billion) followed by D.G Khan
Cement (Rs. 26 Billion).
• Net Profit Margins are also very good and on increasing trend. Highest are of D.G.
Khan Cement (29%) followed by Lucky Cement (28%).
• All the companies under review have positive EPS, Lucky Cement being the
highest with Rs. 38/share and least is Cherat Cement with Rs. 7 / share.
• The liquidity position of all the companies under review is very good.
• The average collection period is also very attractive, Cherat Cement (no A/R), D.G.
Khan Cement (2 days), Attock Cement (3 days) and Lucky Cement (17 days).