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 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.
- 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.
Project Term Report - Lucky Cement, Strengthen the Dreams Sajjad Sayed
This project report has been developed to enlist problems that a Lucky Cement has at the moment. The recommendation for the resolution of problems have been suggested to Lucky Cement Management. My this report has helped Lucky Cement to Strengthen the Dreams
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 :)
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.
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.
The document provides information about Lucky Cement Limited, including its founder history, company information, business strategy, products, sustainability efforts, and financial performance. Lucky Cement is Pakistan's largest cement producer with a production capacity of 7.75 million tons annually. It has production facilities in Karachi and Khyber Pakhtunkhwa. The company focuses on increasing local and international market share, efficiency, sustainable development, and human resources. Lucky Cement produces various types of cement and has received several awards for its business and CSR efforts.
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.
- 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.
Project Term Report - Lucky Cement, Strengthen the Dreams Sajjad Sayed
This project report has been developed to enlist problems that a Lucky Cement has at the moment. The recommendation for the resolution of problems have been suggested to Lucky Cement Management. My this report has helped Lucky Cement to Strengthen the Dreams
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 :)
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.
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.
The document provides information about Lucky Cement Limited, including its founder history, company information, business strategy, products, sustainability efforts, and financial performance. Lucky Cement is Pakistan's largest cement producer with a production capacity of 7.75 million tons annually. It has production facilities in Karachi and Khyber Pakhtunkhwa. The company focuses on increasing local and international market share, efficiency, sustainable development, and human resources. Lucky Cement produces various types of cement and has received several awards for its business and CSR efforts.
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.
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.
This document provides a strategic analysis for Nishat Mills, including a revised mission statement, PEST analysis, and discussion of technological factors. The revised mission statement adds a focus on using best available technology. The PEST analysis examines political, economic, social/cultural, and environmental factors. Politically, issues like terrorism, corruption and unstable government policies present challenges. Economically, the textile industry provides jobs, exports, government revenue and economic stability. Socially, demographic trends and lifestyle changes impact demand. Technologically, Nishat aims to stay competitive through research and development efforts.
This document appears to be the introduction and table of contents for a thesis submitted by Zahoor Ahmad to the Indus Institute of Higher Education in partial fulfillment of an MBA in finance. The thesis will analyze the financial performance of the cement industry in Pakistan by comparing Fauji Cement Company and Pioneer Cement Company over five years from 2004-2008. The analysis will include horizontal and vertical analysis of the income statements and balance sheets, as well as financial ratio analysis. The thesis is supervised by Tariq Mehmood and will be submitted to the faculty of business administration in June 2011.
Pak Suzuki Motors is a joint venture between Pak and Suzuki that assembles and distributes Suzuki vehicles in Pakistan. The document discusses Pak Suzuki's vision, mission, ethics, strategies, and situation analysis. It notes that Pak Suzuki aims to provide quality cars at competitive prices while pursuing maximum localization. A situation analysis found that most Pakistanis can afford economical vehicles, and that Pak Suzuki models are well-suited to the country's environment. Car sales showed signs of improvement in early 2010 after declining 50% in the previous fiscal year.
Business Project Report on Nishat Textile Mills PakistanMuhammad Shahid
This is a complete Business Project Report of the Nishat Textile Mills Pakistan including Organization Introduction, Industry Introduction, Industry Analysis, Market Analysis, Pest Analysis, Environmental Analysis, SWOT Analysis.
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.
Nishat Textile Limited is Pakistan's largest textile company established in 1951. It has modern facilities for spinning, weaving, processing, stitching, and power generation. The company's vision is to be a leading manufacturer of yarn, cloth, and finished textiles. It exports over 90% of its products to markets in Asia, Europe, and North America. With new equipment, Nishat's production capacity for spinning, weaving, and dyeing has significantly increased. The company focuses on quality, competitive prices, and customer satisfaction to maintain its leading position in the industry.
Financial ratio analysis of Nishat mills ltdSoftSol
The document analyzes the financial performance of Nishat Mills Ltd from 2012-2014 using various financial ratios to evaluate liquidity, leverage, coverage, activity, and profitability. It also compares Nishat Mills' 2014 ratios to a competitor, Pakistan Synthetics. Overall, the analysis finds that Nishat Mills has stronger financial performance than the competitor across most ratios, with higher profit margins, returns, and coverage ability. The conclusion states that future years look positive for Nishat Mills as the economy recovers and international demand grows, but rising cotton prices may impact profitability.
Unilever is a multinational corporation selling consumer goods including foods, beverages, cleaning agents and personal care products. Unilever is a dual-listed company consisting of Unilever NV in Rotterdam and Unilever PLC in London.
Advertising: Presentation and promotion of ideas, goods, or services by an identifiedsponsor. Examples: Print ads, radio, television, billboard, direct mail, brochures andcatalogs, signs, in-store displays, posters, motion pictures, Web pages, banner ads , and emails.
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 Nishat Group is one of Pakistan's largest and most diversified business conglomerates with over $5 billion in assets. It has major businesses in textiles, cement, banking, dairy, hotels, insurance, and power generation. The group's flagship company, Nishat Mills Ltd, was established in 1953 and is now the largest vertically integrated textile company in Pakistan with annual revenues of $575 million. The group employs around 40,000 people, making it one of the largest private sector employers in Pakistan. It aims to transform itself into a modern, dynamic enterprise that masters the entire textile value chain from raw materials to retail.
GlaxoSmithKline (GSK) is a leading global pharmaceutical company headquartered in the UK with subsidiaries in over 50 countries including Pakistan. GSK Pakistan operates in two segments - pharmaceuticals and consumer healthcare. It has a vision to make a difference through improved health and works to research, develop and provide innovative products and services. GSK Pakistan uses various strategies for planning, organizing, leading and controlling its operations to achieve its goals.
This is a project of Ratio Analysis uploaded for MBA 2nd Semester students. This is of Fatima Fertilizer, Pakistan. Hope will help you a lot. If any question feel free to mail me. Tk all.
The document provides information about Attock Cement Pakistan Limited (ACPL), including:
1) ACPL started commercial production in 1988 with a capacity of 2,400 MTPD and plans to increase capacity to 5,400 MTPD with a new plant.
2) The board of directors and management committees are listed.
3) The vision is to be the leading cement organization providing high quality cement and excelling in business. The mission is to be an industry leader through quality, service, customer satisfaction and shareholder value.
4) Strategic planning matrices are presented including SWOT analysis, competitive profile matrix, SPACE matrix, and BCG matrix to evaluate ACPL's strategies.
INTERNSHIP REPORT ON NISHAT MILLS LTD. LAHOREAhmad Mehmood
Nishat Mills Limited is a leading textile company in Pakistan. The internship report provides an overview of Nishat Mills and discusses the company's vision, mission, and quality policy. It also includes a SWOT analysis and PEST analysis of the textile industry in Pakistan. The report summarizes the key functions of Nishat Mills' export department, including preparing necessary documents for shipment. It also discusses Nishat's marketing strategy of focusing on value addition and diversifying markets to reduce dependency on specific regions.
Nishat Mills is the largest vertically integrated textile company in Pakistan. It has various production facilities including spinning, weaving, printing, dyeing, home textiles, garments, and power generation. The company exports over 90% of its products to markets in East Asia, Europe, and North America. It has expanded production capacity in recent years and continues pursuing growth through prudent management policies and an effective marketing strategy. Nishat Mills is committed to corporate social responsibility initiatives focused on environmental protection, community welfare, and contributing to Pakistan's economy and national exchequer through tax payments and foreign exchange earnings.
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.
The document discusses Pak Suzuki's performance and future prospects. It summarizes Pak Suzuki's sales volumes, revenues, current ratio, quick ratio, return on investment, and return on equity over the past three years. It also outlines Pak Suzuki's vision, mission, target demographics, and lifestyle of its owners.
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.
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.
This document provides a strategic analysis for Nishat Mills, including a revised mission statement, PEST analysis, and discussion of technological factors. The revised mission statement adds a focus on using best available technology. The PEST analysis examines political, economic, social/cultural, and environmental factors. Politically, issues like terrorism, corruption and unstable government policies present challenges. Economically, the textile industry provides jobs, exports, government revenue and economic stability. Socially, demographic trends and lifestyle changes impact demand. Technologically, Nishat aims to stay competitive through research and development efforts.
This document appears to be the introduction and table of contents for a thesis submitted by Zahoor Ahmad to the Indus Institute of Higher Education in partial fulfillment of an MBA in finance. The thesis will analyze the financial performance of the cement industry in Pakistan by comparing Fauji Cement Company and Pioneer Cement Company over five years from 2004-2008. The analysis will include horizontal and vertical analysis of the income statements and balance sheets, as well as financial ratio analysis. The thesis is supervised by Tariq Mehmood and will be submitted to the faculty of business administration in June 2011.
Pak Suzuki Motors is a joint venture between Pak and Suzuki that assembles and distributes Suzuki vehicles in Pakistan. The document discusses Pak Suzuki's vision, mission, ethics, strategies, and situation analysis. It notes that Pak Suzuki aims to provide quality cars at competitive prices while pursuing maximum localization. A situation analysis found that most Pakistanis can afford economical vehicles, and that Pak Suzuki models are well-suited to the country's environment. Car sales showed signs of improvement in early 2010 after declining 50% in the previous fiscal year.
Business Project Report on Nishat Textile Mills PakistanMuhammad Shahid
This is a complete Business Project Report of the Nishat Textile Mills Pakistan including Organization Introduction, Industry Introduction, Industry Analysis, Market Analysis, Pest Analysis, Environmental Analysis, SWOT Analysis.
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.
Nishat Textile Limited is Pakistan's largest textile company established in 1951. It has modern facilities for spinning, weaving, processing, stitching, and power generation. The company's vision is to be a leading manufacturer of yarn, cloth, and finished textiles. It exports over 90% of its products to markets in Asia, Europe, and North America. With new equipment, Nishat's production capacity for spinning, weaving, and dyeing has significantly increased. The company focuses on quality, competitive prices, and customer satisfaction to maintain its leading position in the industry.
Financial ratio analysis of Nishat mills ltdSoftSol
The document analyzes the financial performance of Nishat Mills Ltd from 2012-2014 using various financial ratios to evaluate liquidity, leverage, coverage, activity, and profitability. It also compares Nishat Mills' 2014 ratios to a competitor, Pakistan Synthetics. Overall, the analysis finds that Nishat Mills has stronger financial performance than the competitor across most ratios, with higher profit margins, returns, and coverage ability. The conclusion states that future years look positive for Nishat Mills as the economy recovers and international demand grows, but rising cotton prices may impact profitability.
Unilever is a multinational corporation selling consumer goods including foods, beverages, cleaning agents and personal care products. Unilever is a dual-listed company consisting of Unilever NV in Rotterdam and Unilever PLC in London.
Advertising: Presentation and promotion of ideas, goods, or services by an identifiedsponsor. Examples: Print ads, radio, television, billboard, direct mail, brochures andcatalogs, signs, in-store displays, posters, motion pictures, Web pages, banner ads , and emails.
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 Nishat Group is one of Pakistan's largest and most diversified business conglomerates with over $5 billion in assets. It has major businesses in textiles, cement, banking, dairy, hotels, insurance, and power generation. The group's flagship company, Nishat Mills Ltd, was established in 1953 and is now the largest vertically integrated textile company in Pakistan with annual revenues of $575 million. The group employs around 40,000 people, making it one of the largest private sector employers in Pakistan. It aims to transform itself into a modern, dynamic enterprise that masters the entire textile value chain from raw materials to retail.
GlaxoSmithKline (GSK) is a leading global pharmaceutical company headquartered in the UK with subsidiaries in over 50 countries including Pakistan. GSK Pakistan operates in two segments - pharmaceuticals and consumer healthcare. It has a vision to make a difference through improved health and works to research, develop and provide innovative products and services. GSK Pakistan uses various strategies for planning, organizing, leading and controlling its operations to achieve its goals.
This is a project of Ratio Analysis uploaded for MBA 2nd Semester students. This is of Fatima Fertilizer, Pakistan. Hope will help you a lot. If any question feel free to mail me. Tk all.
The document provides information about Attock Cement Pakistan Limited (ACPL), including:
1) ACPL started commercial production in 1988 with a capacity of 2,400 MTPD and plans to increase capacity to 5,400 MTPD with a new plant.
2) The board of directors and management committees are listed.
3) The vision is to be the leading cement organization providing high quality cement and excelling in business. The mission is to be an industry leader through quality, service, customer satisfaction and shareholder value.
4) Strategic planning matrices are presented including SWOT analysis, competitive profile matrix, SPACE matrix, and BCG matrix to evaluate ACPL's strategies.
INTERNSHIP REPORT ON NISHAT MILLS LTD. LAHOREAhmad Mehmood
Nishat Mills Limited is a leading textile company in Pakistan. The internship report provides an overview of Nishat Mills and discusses the company's vision, mission, and quality policy. It also includes a SWOT analysis and PEST analysis of the textile industry in Pakistan. The report summarizes the key functions of Nishat Mills' export department, including preparing necessary documents for shipment. It also discusses Nishat's marketing strategy of focusing on value addition and diversifying markets to reduce dependency on specific regions.
Nishat Mills is the largest vertically integrated textile company in Pakistan. It has various production facilities including spinning, weaving, printing, dyeing, home textiles, garments, and power generation. The company exports over 90% of its products to markets in East Asia, Europe, and North America. It has expanded production capacity in recent years and continues pursuing growth through prudent management policies and an effective marketing strategy. Nishat Mills is committed to corporate social responsibility initiatives focused on environmental protection, community welfare, and contributing to Pakistan's economy and national exchequer through tax payments and foreign exchange earnings.
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.
The document discusses Pak Suzuki's performance and future prospects. It summarizes Pak Suzuki's sales volumes, revenues, current ratio, quick ratio, return on investment, and return on equity over the past three years. It also outlines Pak Suzuki's vision, mission, target demographics, and lifestyle of its owners.
STRATEGIC MANAGEMENT GROUP PRESENTATION.pptxGreyHound8
East African Portland Cement Company (EAPCC) is the leading cement producer in East Africa. It was established in 1933 in Nairobi, Kenya. EAPCC owns production facilities in Athi River, Kenya and Kampala, Uganda that produce over 1.5 million tonnes of cement annually. The company is jointly owned by various public and private institutions.
The document discusses EAPCC's mission, vision, strategies, SWOT analysis, PESTLE analysis, competitors, and internal environment. It analyzes factors like technological trends, bargaining power, and objectives to evaluate the impact of innovation strategies on EAPCC's performance. Competitive strategies are proposed to achieve advantages over rivals like Armcement,
Back Ground Information Brief History Kuwait Ce.docxjasoninnes20
Back Ground Information
Brief History
Kuwait Cement Company is a Kuwait Based company established in November
1968. The establishment of the company was done by experienced economists, due
to the need of such company in mist of the rising of modern construction of
buildings and houses at that time. Since then the company has been a major supplier
in the construction industry. The State of Kuwait has definitely supported and
encouraged this type of investment and establishment and any establishment that
would have an impact of reducing the crucial reliance on oil.
Objectives
Their objectives since establishment as stated by the chairman Rashed Abdulaziz
AlRashed on their website are as follows:
1- “Preserve the quality of its products.”
2- “Stabilize the cement prices in the local market.”
3- “Implement its ambitious plans of building an advanced and integrated industry that would serve
the country and its citizens.”
Organizational Structure
(The company follows a hierarchy structure, which is a traditional organizational
structure. Creating many levels of management and authority, lacking flexibility in
decision making and increasing time and duration of any decisions and information
to travel from entry level up to senior management.)
The Corporation major shareholders are three large investors in Kuwait, the first
one is Kuwait Investment Authority owning 29.363% of the shares. Kuwait
investment authority or KIA is a very successful and powerful company is the
finance and investment industry in Kuwait. it currently amongst its many
investment activities, manage the General Reserve Fund and the Future Generations
Fund. The second major shareholder is the National Industries Group (NIG) owning
26.121% shares, “NIG manages several and manifold activities in investment and shares, in
Building Materials, Petrochemicals, Oil & Gas Services, Mechanical Industries, Utilities, Real estate
Infrastructure, and Financial Services. Through the asset management expertise in managing
financial portfolios, equity shares, and direct investment has brought home creditable and laudable
profits to its shareholders…” (About, National Industries Group). The third major shareholder is Al-
Rashid Trading Contracting Company with 7.459% Shares. Al-Rashid Trading has representatives on
the board of directors.
Board Of Directors
The Executive Management
Chairman: Rashid
Abdulaziz Al-Rashid
Dr. abdulaziz Rashid
alrashid
Basil saad alrashid
Tamadir ahmad
alhouti
Jamal yousef
albabtain
Khalid Abdullah
alrabiah
Rasha abdulrahman
al mulhim
Abdullah
mohammad saad
Yacoub mohammad
alsagir
Yousef bader
alkharafi
CEO-
Abdulmutalib
esmael
behbehani
Debuty CEO -
Mishaal abdul
muhsin alrashid
COO- Rajesh
kumar sinj
Debuty COO-
Saad yousif
alsuwaidan.
Subsidiaries
KCC did expand and build or create three subsidiaries, all operate in the
constructi ...
Waqar Ali Malik PPT 19s MBA BS 40 Final .pptxFaraz Malik
The document discusses conducting a study to analyze the financial performance of cement companies in Pakistan. It will explore important financial metrics, analyze company financial statements using relevant ratios, and evaluate the industry's profitability, asset utilization, leverage, and liquidity. Feedback is provided on strengthening the literature review, problem statement, methodology, and adding more recent sources.
This document is the directors' report for Din Textile Mills Limited for the year ended June 30, 2006. It summarizes the company's financial performance including a profit after taxation of Rs. 19.44 million. It discusses factors affecting the textile industry such as higher cotton prices and fuel costs. The report also outlines plans to install gas generators to reduce costs and a focus on producing premium, value-added yarns to improve profitability going forward.
CAA Resources reported a strong set of FY2013 annual results with revenue reaching USD110.4 million, up 103.2% from 2012. Profit for the year increased 89.8% to USD19.7 million. This was driven by a 145.5% increase in sales volume to 1,053 Kt as the company expanded production capacity at Project Ibam. The company maintained a gross profit margin of 37.2% and a net profit margin of 17.9%. CAA Resources also provided an update on its use of IPO proceeds, with 52% of funds allocated to the Ibam expansion used as planned and 19% used to acquire new exploration rights and mining assets.
The document is a summer internship project report submitted by Vivek Kumar Gupta to Apeejay Institute of Technology regarding a potential market survey of ACC's value added products in Sahibabad. It includes a declaration by the author, a college certificate signed by the project guide and executive director, an acknowledgment, table of contents and the start of chapter 1 on introduction. The introduction provides background on value added products, scope and objectives of the study, research methodology used and limitations of the study.
The document provides information on several Indian cement companies, including ACC Limited, India Cement Limited, Gujarat Ambuja Cement Ltd, JK Cement, and UltraTech Cement. It discusses the history and operations of each company. It also describes the research methodology used in the document, which includes analyzing financial ratios over the last 3 years to compare the economic performance and condition of the selected cement companies. The analysis finds that Ambuja Cement and JK Cement show the best overall positions across ratios, while the ranking from strongest to weakest performance is JK Cement, Ambuja Cement, ACC Limited, India Cement, and UltraTech Cement.
Lucky Cement Limited is one of Pakistan's largest cement producers. It has production facilities in Pezu and Karachi with a total capacity of 21,000 tons per day. Lucky Cement supplies cement domestically and exports clinker and cement internationally. The company aims to ensure sustainable leadership in Pakistan and increase its global footprint while remaining socially responsible. It has outlined goals and values centered around customer focus, ethics, innovation, and social responsibility.
Financial Analysis of Cement Industry BangladeshMohammed Huda
This document analyzes the financial performance of Crown Cement Bangladesh from 2015-2017. It includes balance sheets, income statements, and cash flow statements for 2016-2017. Financial ratios are also calculated to evaluate the company's liquidity, profitability, efficiency and solvency. Horizontal and vertical analyses are conducted on the financial statements. The analyses show Crown Cement experienced a decline in liquidity and profitability from 2016-2017. While it has better liquidity and solvency than competitors, the company lags in efficiency and profitability compared to other cement companies in Bangladesh.
This document outlines the business policy and strategy of Fauji Cement Company Ltd. It provides information on the company such as its establishment in 1992, current production capacity of 8.4 million tons annually, and operations across three manufacturing plants in Pakistan. The organizational structure and various types of cement produced are also mentioned. The company's mission and vision focus on being a role model in cement manufacturing while maximizing profitability and market share. A PESTEL analysis is included, along with Porter's Five Forces model and an evaluation of the company's external and internal factors. The document analyzes the company's resources and formulates strategies.
AB Dynamics designs, manufactures and supplies advanced testing equipment for the automotive industry. In the past year, the company saw a 23.9% increase in revenue to £20.5 million and a 16% increase in operating profit to £4.4 million. The company has a strong order book of over £12 million that covers revenues into the third quarter of 2017. AB Dynamics is currently constructing a new 3,070 square meter manufacturing facility that is expected to be completed in the third quarter of 2017. The company has experienced strong growth due to increasing automotive R&D spending globally and the development of new technologies like advanced driver assistance systems and autonomous vehicles.
This document discusses asset management at ACC Limited, an Indian cement manufacturer. It provides background on ACC's corporate profile, vision, mission and cement manufacturing process. The objectives of the study are to understand asset management, current asset values, capital expenditures and capitalization policies. The organizational structure of ACC's finance department is described, including the modules in its SAP ERP system with a focus on asset management. Physical verification of fixed assets, capital expenditure procedures and categories of capital expenditures are also outlined.
This document provides an investment recommendation and analysis of Supreme Industries Ltd, an Indian plastics company. It recommends buying shares of Supreme Industries and provides a target price range and portfolio allocation strategy. The summary highlights Supreme's market leadership in plastic pipes and fittings, strong brand, nationwide production facilities, and opportunities for growth in India's underpenetrated plastics market.
The document is a project report on the cost and financial analysis of Birla Cement Works located in Chittorgarh, Rajasthan. It provides an overview of the company, including its establishment, divisions, and financial performance. It then details the objectives and methodology of the cost analysis project. The cost analysis section examines the major cost factors in cement production such as raw materials consumed, manufacturing expenses, employee costs, and other expenses. Financial ratios are also analyzed to evaluate the company's performance. Suggestions are provided to management to help reduce costs and improve efficiency.
A New Separation Technology to Process Tantalite Bearing MineralsCurt Huber
AB Minerals has developed a new processing technology to produce metallurgical grade Tantalum powder and Niobium hydroxide, from an industrial scale processing plant using certified conflict-free ore. This is a low-cost plant solution that can be rapidly implemented in any country that has sufficient coltan/tantalite supplies available for processing.
Similar to Report on Financial Analysis of Lucky Cement Limited (20)
1. Engro Powergen Thar Private Limited (EPTL) was established in 2014 as a joint venture to set up a 2x330MW coal power project in Thar, Pakistan to generate electricity from indigenous lignite coal.
2. EPTL faces issues related to the environmental effects of coal power plants and negative publicity. It works to address these concerns through stringent environmental standards and community development initiatives through its Thar Foundation.
3. To overcome negative publicity, EPTL conducts public awareness campaigns and briefings with stakeholders like media to communicate its efforts in sustainable development and addressing environmental and social issues.
Globalization involves the integration of national economies with the global economy through free flows of goods, services, capital, technology and information across borders. It increases connectivity between markets through trade, investment and cultural exchanges. While it leads to a decline in global poverty through more investments and jobs, local adaptation is important to attract consumers in different markets by accommodating local user preferences.
This document discusses the concepts of globalization and glocalization. It provides a historical overview of globalization from prehistoric times through the modern period, noting key technological innovations that increased interactions between groups and regions. These include the invention of the wheel, advances in China, European exploration, and increasing interdependence between nation-states. The document defines glocalization as the adaptation of global products and services to local markets, combining global and local aspects.
This document summarizes a research report on the impact of organizational culture on employee retention at Dubai Islamic Bank Pakistan Limited. The report analyzes and compares the culture at DIBPL to its main competitor, Meezan Bank Ltd. It finds key differences in culture between the two organizations that impact employee retention, job satisfaction, and turnover. The report recommends cultural changes for DIBPL to improve employee motivation and retention while maintaining its competitive position. Potential barriers to implementing cultural changes at DIBPL, such as costs and risks, are also examined.
This report summarizes the marketing activities of English Biscuit Manufacturers (EBM), a leading biscuit manufacturing company in Pakistan. It discusses EBM's vision, mission, goals and organizational structure. EBM has over 2,500 employees across various departments like marketing, sales, supply chain etc. The report outlines EBM's product segmentation strategy, identifying 10 major brands that target different consumer segments. It also analyzes EBM's brand-wise targeting strategies, positioning, pricing, perception, competitors and provides recommendations to further improve performance.
This document discusses the harms of unsafe products such as wine, narcotics, weapons, and tobacco. It outlines the physiological, sociological, and psychological harms of each product. Physiological harms include health issues like heart disease, liver disease, and respiratory infections. Sociological harms include increased crime rates, domestic violence, and loss of work productivity. Psychological harms include depression, aggression, and loss of control. The document also discusses utilitarian ethics and what various religions say about these products.
The document discusses the impact of debt on Pakistan's economy. It analyzes the relationship between domestic debt, external debt, and economic growth in Pakistan over 38 years from 1980 to 2018. The results show that domestic debt has a positive relationship with economic growth, while external debt has a negative relationship. Specifically, for every 1 unit increase in domestic debt, economic growth increases by 0.00067 units, and for every 1 unit increase in external debt, economic growth decreases by 0.0015 units. Therefore, the study concludes that external debt has a greater negative impact on Pakistan's economic growth compared to domestic debt. It recommends that Pakistan only take on external debt when necessary due to its harmful effects.
Change & Evolve Private Limited is a Karachi-based employee wellness training startup that aims to improve the health and well-being of corporate employees. It offers a range of wellness programs and services, including fitness programs, healthy eating counseling, education on stress management and mental health, vaccinations, smoking cessation programs, and weight loss counseling. The startup sees opportunities to grow its business by increasing employer awareness of the benefits of employee wellness programs and expanding into new markets. However, it may face threats from competitors offering similar services and economic downturns reducing company spending on wellness initiatives.
Negative marketing aims to discourage demand for unsafe products like tobacco. This study examines the relationship between negative marketing and tobacco utilization. It aims to determine if increased negative marketing decreases tobacco use. The study will collect data from 384 people ages 25-35 in Karachi through a questionnaire. It will assess tobacco use and perceptions of negative marketing before and after a negative marketing campaign to test the hypothesis that there is an inverse relationship between negative marketing and tobacco utilization. Limitations include only collecting data from Karachi and not inducing non-users. The study could provide insights into how negative marketing impacts tobacco consumption.
National Foods Limited is a Pakistani food manufacturing company with four industrial units that produces a variety of food products. The company was selected for an ERP implementation project due to its size, established processes in the food industry, and availability of information. To implement the ERP system, National Foods will need to align their business processes to the ERP software by filtering out unnecessary processes and practices to simplify tasks. Some challenges of ERP implementation include decision making, ensuring standard quality, adequate training, integration issues, and resistance to change. Benefits of ERP for National Foods include improved efficiency, standardization, scalability, reduced silos, and safe information access.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Report on Financial Analysis of Lucky Cement Limited
1. Theory & Practice of Financial Management
Report on Financial Analysis of Lucky Cement Limited
Project Members
Sana Asim - 23830
Kubra Akbar - 23531
Ayesha Khalid - 20231
Syed Azim Uddin – 20493
Abdul Aziz Afzal Siddiqui – 23465
Javeria Shakeel Zaman Khan – 23747
Submitted on 22nd December, 2019
Sir. Faraz Nasim
2. 2 | P a g e
Table of Contents
Executive Summary......................................................................................................................................3
Overview of the Cement Industry.................................................................................................................4
Organization overview and external environment....................................................................................4
Local and international markets................................................................................................................4
Quality assurance of products...................................................................................................................5
Diversification and wealth creation for its shareholders...........................................................................5
Core brands...............................................................................................................................................6
a) Continued activity under CPEC related projects: .................................................................................6
b) Increased focus on development spending by the government: ...........................................................6
c) Huge construction activities due to housing deficit:.............................................................................6
Analysis of Lucky Cement............................................................................................................................7
Comparative Industry Analysis.....................................................................................................................8
Analysis ......................................................................................................................................................10
Projected Statement of Financial Position ..................................................................................................11
Projected Statement of Profit and Loss Account ........................................................................................12
3. 3 | P a g e
Executive Summary
Lucky Cement complies with all the requirements set out in the Companies Act, 2017 and the
Listed Companies (Code of Corporate Governance) Regulations, 2017 with respect to the
composition, procedures and meetings in Lucky Cement. The purpose of this evaluation is to
ensure that the Lucky Cement’s overall performance and effectiveness is measured and
benchmarked against expectations in the context of objectives set for the Company. Areas where
improvements are required are duly considered and action plans are framed.
For the Purpose of Lucky Cement’s evaluation, a comprehensive criterion has been developed.
Lucky Cement has recently completed its annual self-evaluation for the year 2019 and it was
reported that the overall performance of the Lucky Cement measured based on approved criteria
for the year was satisfactory. The overall assessment as Satisfactory is based on an evaluation of
the following integral components, which have a direct bearing on Lucky Cement’s role in
achievement of Company’s objectives:
1. Diversity and Mix: The Lucky Cement members effectively bring the diversity to the Company
and constitute a mix of independent and non-executive directors. The non-executive and
independent directors were equally involved in all key matters and decisions of the Lucky Cement.
2. Engagement in strategic planning: Lucky Cement has a clear understanding of the stakeholders
(shareholders, customers, employees, vendors, Society at large) whom the Company serves.
Lucky Cement has a strategic vision of how the organization should be evolving over the next
three to five years. Further, the Lucky Cement has spent enough time on Strategy formulation, and
it has set annual goals and targets for the management in all major performance areas.
3. Diligence: The Lucky Cement diligently performed their duties and thoroughly reviewed,
discussed and approved Business Strategies, Corporate Objectives, plans, budgets, financial
statements and other reports. It received clear and succinct agendas and supporting written material
in enough time prior to Lucky Cement and committee meetings. Lucky Cement met frequently
enough to adequately discharge its responsibilities.
4. Monitoring of organization’s business activities: Lucky Cement remained updated with respect
to achievement of Company’s objectives, goals, strategies and financial performance through
regular presentations by the management, internal and external auditors and other independent
consultants. The Company provided appropriate direction and oversight on a timely basis.
5. Governance and Control Environment: The Lucky Cement has effectively set the tone-at-the-
top, by putting in place transparent and robust system of governance. This is reflected by setting
up an effective control environment, compliance with best practices of corporate governance and
by promoting ethical and fair behavior across the company.
4. 4 | P a g e
On performing the ratio analysis of Lucky Cement, we have concluded that compared to its
competitors, it has been able to achieve good results, however, they have been facing an issue of
idle inventory. Their sales volumes have increased, however, there is a decrease in gross profit
due to increase in direct costs. Share capital reserves have also increased due to rise in
undistributed profits.
Due to the overall market conditions, there is a decrease in the company’s performance as
compared to previous years, however, it still portrays a favorable condition as compared to
industry averages.
Overview of the Cement Industry
The cement industry is important for the economy. Besides making a direct contribution of 7.5
percent to large-scale manufacturing, the industry influences growth in the allied segments (e.g.,
steel, chemicals, wood, etc.). At present, there are 24 manufacturing units operating in the country
with a total installed annual capacity of 49.4 million tons. The industry operates in two separate
zones - North and South - with Northern Zone representing around 80 percent of the total
production capacity and sales. The manufacturers in the South Zone have more room for revenue
diversification as they can tap several export markets (via sea). The export potential for
manufacturers in the Northern Zone, however, is limited to Afghanistan and India only.
Organization overview and external environment
In Pakistan, Lucky Cement has evolved into a premium cement manufacturer delivering consistent
quality, providing unmatched customer satisfaction, utilizing state-of-the-art vertical and
horizontal grinding technology, and most importantly, benefiting from low production costs.
Lucky Cement is one of the largest cement producers in the domestic cement industry with
production capacity of 9.35 MTPA and over two decades of cement manufacturing experience in
Pakistan at its plants in Pezu and Karachi. Moreover, the Company now has an international
production footprint in Democratic Republic of Congo and Republic of Iraq.
Local and international markets
In the last 26 years, Lucky Cement has grown in leaps and bounds. Within the country, they have
developed a distribution network that allows their domestically produced cement to be made easily
available in every part of the country. For quick delivery of cement and for best possible customer
service, Lucky Cement has dedicated warehouses located near all key markets. From the port of
Karachi to the picturesque valley of Kashmir; from the upcoming spectacular Gwadar city project
to the highlands of Gilgit-Baltistan – Lucky Cement is everywhere!
Internationally too, Lucky Cement has made significant strides. They have acquired OPC-53
Grade certification from Bureau of Indian Standards (BIS), enabling the Company to offer
5. 5 | P a g e
additional variety to the Indian market. Further, with a high demand for their brands in the Sri
Lankan market, Lucky Cement recently opened its regional office in Colombo. East African
markets remain the stronghold of the Company and a major source for foreign exchange earnings
for the country. Lucky cement has export destinations such as Far East, Middle East, Africa and
South and Central Asia.
Quality assurance of products
Lucky Cement’s product portfolio complies with a range of standards, depending upon the
geographical territory where it is sold. Advanced technology such as Distributed Control System
(DCS), Programmable Logic Controllers (PLCs) and on-line X-Ray analyzers are used to ensure
that product quality is consistent. Having one of the best-equipped laboratories, with facilities for
analysis of fuel and raw material, they ensure that the market is supplied with high quality products.
The following international bureaus of standards have accredited Lucky Cement over the years:
- Bureau of Indian Standards
- Kenya Bureau of Standards
- Sri Lankan Standard Institute
- Standards Organization of Nigeria
- South African Bureau of Standards
- Tanzania Bureau of Standards
- Philippine National Standards
- CE Marking
Furthermore, their products are also in compliance with EN-197-2:2014 conformity evaluation. A
conformity mark “CE” is embossed on the packaging of Lucky Cement’s international products,
a prerequisite for exporting cement to European Union markets.
Diversification and wealth creation for its shareholders
After having a strong footprint in cement manufacturing industry in Pakistan, Iraq and DR of
Congo, Lucky Cement has evolved into a conglomerate having strategic investments in diversified
industries such as Chemicals, Automobiles and Power. ICI Pakistan Limited which is a subsidiary
of the Company is in the business of Soda Ash, Polyester, Life Sciences and Chemicals. Whereas,
Kia Lucky Motors has recently commenced its commercial operations of assembling, marketing
and distribution and sales of Kia vehicles, parts and accessories in Pakistan in collaboration with
Kia Motors Corporation, South Korea. Lucky Electric Power Company Limited is in the process
of setting up 660 MW Super Critical Power Project using Thar Lignite. Besides these, the
Company has also made investment in renewable energy, where its associated company, Yunus
Energy Limited has developed a 50 MW Wind Power Project with these diversifications, the
Company will not only create value for its shareholders but will also stand out as a progressive
Pakistani conglomerate promoting the growth of industrialization in Pakistan.
6. 6 | P a g e
Core brands
The Research and Development (R&D) team is driven by its customers’ needs and to cater to their
requirements, they have developed a product range which focuses on every type of construction in
the country. Whether it is the Southern region of Sindh & Balochistan or the Northern region of
Pakistan including Punjab, KPK and Gilgit Baltistan, they have brands for each section of the
Country with respect to its climatic conditions.
Variations of Ordinary Portland Cement (OPC), Sulphate Resistant Cement (SRC) and Composite
Cement are manufactured to meet the wide range of needs of the customers.
Lucky Cement (Regular) and Lucky Gold (OPC) both the brands are specially developed to cater
the needs of the customers in the North region of Pakistan.
Sulphate Resistant Cement (SRC) the brand is developed specially for use along shorelines and
canal linings, Lucky SRC is a national brand.
Lucky Star (OPC) and Raj Cement (Composite cement) both the brands are specially developed to
cater the needs of the customers in the Southern Region of Pakistan.
Block Cement the brand is developed specially for block makers with quick setting time, Block
Cement is a product that sells primarily in the block segment of the country and is a national brand.
The factors behind this extraordinary expansionary drive in cement industry mainly include:
a) Continued activity under CPEC related projects: The prospect of growing cement
demand is stemming from CPEC related project which include construction of an integrated road
infrastructure; modernization of railways; and development of Gwadar city, seaport and airport.
Moreover, the development of special economic zones across the country may also sustain demand
for cement going forward.
b) Increased focus on development spending by the government: The demand for
cement is also likely to remain high as government has planned numerous mega projects. In this
regard, the mega water and power sector projects include: Dasu, Diamer Bhasha5 and Bunji
multipurpose projects; and major rehabilitation and expansion of Mangla, Tarbela and Warsak
power stations. In addition, large highway and motorway projects (which are outside the ambit of
CPEC) have been initiated by the government.
c) Huge construction activities due to housing deficit: The demand pressures may
continue going forward due to persistent housing shortages (bridging this gap would require huge
quantity of cement and related construction materials). The room for growth is evident from the
fact that per capita cement consumption in Pakistan is the lowest amongst regional economies.
7. 7 | P a g e
Analysis of Lucky Cement
Financial Ratios UoM FY2017 FY2018 FY2019
Profitability Ratios
Gross Profit Ratio Percent 46.62 35.66 29.12
Net Profit Ratio Percent 29.97 25.66 21.84
ROE Percent 17.17 13.99 11.17
Liquidity Ratios
Current Ratio Times 4.48 : 1 2.82 : 1 1.42 : 1
Acid Test Ratio Times 3.67 : 1 2.12 : 1 0.95 : 1
Activity Ratios
Inventory Turnover Times 3.05 3.22 3.15
No. of days in inventory Days 119.67 113.35 115.87
Account Receivable Turnover Times 24.27 23.73 21.42
No. of days in receivable Days 15.04 15.38 17.04
Accounts Payable Turnover Times 2.74 2.73 2.11
No. of days in payable Days 133.21 133.7 172.99
Total Asset Turnover Times 0.52 0.47 0.43
Investment Ratios
EPS Rupees 42.34 37.72 32.44
PE Ratio Times 19.75 13.47 11.73
Leverage Ratios
Debt to equity Times 0.00 : 1 0.00 : 1 0.00 : 1
Debt to asset Times 0.19 : 1 0.18 : 1 0.20 : 1
- The gross profit and the net profit have been at a decline, the reasons of which can be
analyzed by further ratio analysis.
- The decrease leaves the company still in a favorable condition, it can say that the assets
weren’t utilized properly and are now being utilized more efficiently but that isn’t
inventory. Cash is one element that is being utilized properly.
8. 8 | P a g e
- It can be clearly seen that Inventory of the company has been increasing and the inventory
is not being utilized properly leaving it idle which can be further analyzed in inventory
turnover and asset turnover ratios.
- The inventory turnover has decreased from previous year, but the company is still making
more sales than 2017, the impact of which can be seen in turnover in days. This indicates
that the company has been keeping idle inventory.
- The account receivable turnover ratio shows that Lucky’s credit control has been inefficient
for the past years, which is why the company has been taking more days in recovering its
credit.
- The ideal situation is to collect money as soon as possible and to pay back in as much time
as you can. Although Lucky Cement has been inefficient in collecting its receivables, but
the payback period has been increasing. This may be an issue for companies with less
credibility but not for Lucky cement.
- The company has been making less progress in converting its inventory to sales that
indicates idle inventory. This can also be seen by Asset turnover ratio.
- As the company has been making less profits, it has reported a decline in EPS, this decrease
is due to increase in cost of sales and slow down of sales.
- Due to low EPS and company’s declining performance, investors interest has also been
decreasing to buy the share which can be seen by low PE ratio.
- The companies can be seen acquiring more debts to finance its assets.
9. 9 | P a g e
Comparative Industry Analysis
Financial Ratios
Lucky DG Khan Maple Fauji
Industry
Average *
FY2019 FY2019 FY2019 FY2019 FY2019
Profitability Ratios
Gross Profit Ratio 29.12% 13.24% 18.91% 26% 19.38%
Net Profit Ratio 21.84% 3.97% 5.63% 14% 7.73%
ROE 11.17% 2.81% 4.80% 14% 7.20%
Liquidity Ratios
Current Ratio 1.42 2.81 1.00 1.51 1.77
Acid Test Ratio 0.92 0.87 0.37 1.26 0.83
Activity Ratios
Inventory Turnover 3.15 10.91 14.38 16.39 13.89
No. of days in inventory 115.87 33.45 25.38 22.27 27.03
Account Receivable Turnover 21.42 33.99 13.63 21.96 23.19
No. of days in receivable 17.04 10.74 26.78 16.62 18.05
Accounts Payable Turnover 2.11 10.78 7.78 16.31 11.62
No. of days in payable 172.99 33.86 46.90 22.38 34.38
Total Asset Turnover 0.43 0.32 0.39 0.72 0.48
Investment Ratios
EPS 32.44 3.67 2.47 2.05 2.73
PE Ratio 11.73 15.39 9.68 7.62 10.90
Leverage Ratios
Debt to equity - 58% 60% 39% 52%
Debt to asset 20% 44% 54% 15% 38%
* Industry average is calculated by taking average of the 3 companies (DG Khan Cement,
Maple Leaf Cement & Fauji Cement)
10. 10 | P a g e
Analysis
- Gross profit & Net profit ratios of Lucky cement are higher in comparison to industry
averages. This shows that Lucky has been able to control its operating expenses.
- A high ROE is showing high returns on investment, as compared to industry averages.
- Lucky cement has a low current ratio as compared to the industry average as the financials
reports shows increase in current assets & current liabilities.
- Lucky cement has a favorable quick ratio, which shows that they’ve ability to pay off their
current liabilities without selling any long-term assets.
- Lucky cement has the lowest inventory turnover i.e. 3.15 times as compared to industry
averages, which shows that they’re unable to sell their inventories on time.
- Lucky cement has a favorable receivable turnover i.e. 21.42 times, which shows that
they’re efficient to collect their receivables.
- Lucky Cement has the lowest payable turnover i.e. 2.11 times, which shows that they’re
unable to make timely payments.
- Total assets turnover ratio is favorable as compared to the industry averages, showing
efficient use of assets.
- Earnings per share is exorbitantly high for Lucky cement as compared to industry averages,
showing high returns due to high volumes of sales.
- Price earnings ratio is favorable as compared to industry averages, showing high
performance of the company.
- Debt to asset ratio is favorable as compared to industry averages, showing 20% of their
assets are being financed by debt.
- Debt to equity ratio is zero, showing their debt is financed by equity. Therefore, an increase
in equity is equal to an increase in debt.
11. 11 | P a g e
Projected Statement of Financial Position (Amounts is in Rs. 000’)
NON-CURRENT ASSETS 2019 2020
Property, plant and equipment 57,276,184 60,000,000
Intangible assets 18,152 5,988
57,294,336 60,005,988
Long-term investments 34,313,588 47,132,567
Long-term loans and advances 99,316 108,397
Long-term deposits 3,175 3,175
91,710,415 107,250,127
CURRENT ASSETS
Stores and spares 6,809,724 6,158,073
Stock-in-trade 4,253,020 6,467,784
Trade debts 2,058,719 1,748,145
Loans and advances 686,525 1,208,482
Trade deposits and short-term prepayments 74,223 81,523
Accrued return 113,869 90,748
Other receivables 2,130,907 3,463,113
Tax refunds due from the Government 538,812 538,812
Short term investments 1,055,754 1,100,000
Cash and bank balances 15,657,246 13,759,345
33,378,799 34,616,024
TOTAL ASSETS 125,089,214 141,866,150
Share Capital 3,233,750 3,233,750
Reserves 91,084,667 99,796,824
94,318,417 103,002,097
NON-CURRENT LIABILITIES
Long-term deposits 90,264 86,315
Deferred liabilities 7,102,483 6,909,705
7,192,747 6,995,994
CURRENT LIABILITIES
Trade and other payables 19,195,617 28,082,583
Short term borrowing 2,900,000 2,723,816
Unclaimed dividend 53,953 60,714
Unpaid dividend 91,119 100,080
Taxation - net 1,337,361 900,865
23,578,050 31,868,058
30,770,797 41,835,879
TOTAL EQUITY AND LIABILITIES 125,089,214 141,866,150
12. 12 | P a g e
Projected Statement of Profit and Loss Account (Amount is in Rs. 000’)
2019 2020
Gross sales 67,547,938 67,719,733
Less: Sales tax and federal excise duty 18,523,888 18,179,200
Rebates and commission 1,002,651 1,047,477
19,526,539 19,223,016
Net sales 48,021,399 48,505,914
Cost of sales (34,037,568) (37,874,474)
Gross profit 13,983,831 11,535,121
Distribution cost (2,728,809) (3,737,300)
Administrative expenses (1,227,872) (1,383,887)
Other expenses (1,047,617) (815,156)
Other income 3,241,682 4,050,201
Profit before taxation 12,221,215 9,879,060
Taxation -
Current (2,140,079) (1,507,755)
Deferred 409,093 1,442,460
Net (1,730,986) (1,025,585)
Profit after taxation 10,490,229 9,022,226
Gain / (loss) on remeasurements of post-retirement
benefit obligation 80,166 (43,060)
Deferred tax thereon (21,645) 11,626
58,521 (31,433)
at fair value through other comprehensive income (11,947) (13,599)
Deferred tax thereon 1,792 2,040
Total (10,155) (11,558)
48,366 (19,846)
Total comprehensive income for the year 10,538,595 9,194,470
EPS 32.44 32.16
13. 13 | P a g e
Appendices
Lucky Cement
Share Price Trends