mba zone
DESCRIPTION
Ratio AnalysisTRANSCRIPT
MBA ZoneHaving every kind of data which is helpful for all Colleges, Universities Schools and all other institutes of the World..
Home Marketing Finance HRM NPD Supply Chain Seminar Reports Business Research
Tuesday, 16 August 2011
Finance Project on Ratio Analysis on ENGRO
THE ORGANIZATION CONCERNED
Engro Chemical Pakistan Ltd.
Engro Chemical Pakistan Limited is a fertilizer company which is of their concern that has been introduced right below. They are going to make a full-fledge financial analysis of this fertilizer company in order to check its financial situation in the market. The analysis of each and every major ratio has been involved in this financial analysis. Then furthermore the interpretation of each and every ratio has been given to elaborate it.
An Overview
Search for oil by Pak Stanvac, an Esso/Mobil joint venture in 1957, led to the discovery Of Mari gas field situated near Daharki -- a small town in upper Sindh province. Esso was the first to study this development in detail and propose the establishment of a urea plant in that area.The proposal was approved by the government in 1964, which led to a fertilizer plant agreement signed in December that year. Subsequently in 1965, the Esso Pakistan Fertilizer Company Limited was incorporated, with 75% of the shares owned by Esso and 25% by the general public. The construction of a urea plant commenced at Daharki the following year with the annual capacity of 173,000 tons and production commenced in 1968. At US $ 43 million, it was the single largest foreign investment by an MNC in the country.
A full-fledged marketing organization was established which undertook agronomic programs to educate the farmers of Pakistan. As the nation’s first fertilizer brand, Engro (then Esso) helped modernize traditional farming practices to boost farm yields, directly impacting the quality of life not only for farmers and their families, but for the community at large. As a
result of these efforts, consumption of fertilizers increased in Pakistan, paving the way for the Company’s branded urea called "Engro", an acronym for "Energy for Growth".As part of an international name change program, Esso became Exxon in 1978 and the company was renamed Exxon Chemical Pakistan Limited. The company continued to prosper as it relentlessly pursued productivity gains and strived to attain professional excellence.
In 1991, Exxon decided to divest its fertilizer business on a global basis. The employees of Exxon Chemical Pakistan Limited, in partnership with leading international and local financial institutions bought out Exxon’s 75 percent equity. This was at the time and perhaps still is the most successful employee buy-out in the corporate history of Pakistan. Renamed as Engro Chemical Pakistan Limited, the Company has gone from strength to strength, reflected in its consistent financial performance, growth of the core fertilizer business and diversification into other fields.Investment in people, process solutions and resource conservation initiatives has reduced energy use per ton of urea by a third, whilst increasing urea production nearly six-fold since 1968. Not only does this save money, it stretches non-renewable energy sources and mitigates the impact of waste. Along the way, a major milestone in plant capacity upgrade coincided with the employee led buy-out; innovatively optimizing our resources, Engro re-located fertilizer manufacturing plants from the UK and US to its Daharki plant site – an international first. Our pioneering spirit continues in our social investments, exemplified by the only snake-bite treatment facility in the Ghotki region and the first telemedicine intervention in the country.
WVision
"To be the premier Pakistani enterprise with a global reach, passionately pursuing value creation for all stakeholders."
Our Diverse Colors of Excellence
Our Businesses
The years since Exxon became Engro have been both exciting and rewarding for the Organization and its people. Challenges have been overcome, goals achieved and new goals set. Engro today stands recognized as a successful business operation and a role model for doing business in Pakistan.
Engro Chemical Pakistan Limited The Company’s current manufacturing base includes urea name plate capacity of 975,000 tons per annum and blended fertilizer (NPK) capacity of
160,000 tons per year. A premier brand and nationwide presence ensure sellout production. Additionally, the company imports and sells phosphatic fertilizers for balanced fertility and improved farm yields. Engro’s share of Pakistan’s phosphates market mirrors or exceeds its urea market share.Expansion plans include a new urea plant of 1.3 million tons annual capacity, also at Daharki. The US$ 1 billion project is well underway and on track for commercial production in mid 2010. This addition will increase Engro’s urea market share to 35% from 19% at present.
Engro Vopak Terminal Limited
50:50 Joint Ventures with Royal Vopak - a Netherlands based global leader in terminal operations. EVTL operates a bulk liquid chemical terminal at Port Qasim, Karachi. It has an impeccable safety record of handling a range of chemicals and LPG for over 10 years.EVTL is building Pakistan’s first cryogenic Ethylene storage facility and expects to be ready by early 2009. Given its experience with gasses, cryogenics, a brown field location and international operating standards, EVTL is well-positioned to build a LNG terminal, being pursued by the Government of Pakistan.
Engro Polymer and Chemicals Ltd.
EPCL is undergoing expansion involving PVC production increase of 50,000 tones (current capacity: 100,000 tons p.a. and back integration through setting up of an EDC/VCM plant and a Chlor alkali plant. These initiatives are expected to conclude in phases by first half of 2009. At Port Qasim, this 56% Engro owned Company is involved in manufacturing, marketing and selling Polyvinyl Chloride (PVC).
Avanceon
A 63% owned subsidiary of Engro, EIAL is the leading global automation business, providing process & control solutions. It also offers Power & Energy Management software solutions as well as High-End software that integrate production and business applications. Previously operating in Pakistan and UAE, they have now penetrated in the USA market with the merger of ENGRO Innovative and Advance Automation. Advance Automation is an award winning technology solutions provider to manufacturers in North American and has been awarded as the System Integrator of the Year 2007 by Control Engineering.
Synchronizing to a single brand worldwide with all the engineering Standards, processes, brand identity and global brand recognition was a huge task and due to various different cultural factors it was even complex then perceived.
After days of hard work AVANCEON emerged as the new name and the true Global Automation Player. The new company name will help to reinforce the single brand identity that has emerged over the last 16 days as the two formerly separate companies have successfully worked to become a single global enterprise.
Engro Foods Limited (EFL)
Engro Foods, a wholly owned subsidiary had its first full year of operations in 2007. The Company continued expanding with additions to brand portfolio, milk production and distribution capacities.The portfolio now includes four impressive brands; Olper's milk, Olper’s cream, Olwell and Tarang. Olper’s market share peaked at 17% during 2007. EFL operates two dairy processing factories located in Sukkur, and Sahiwal. The company’s milk collection network now boasts over 700 village milk collectors and 400 milk collection centers. Covering 2400 villages across Pakistan, the activities of the Company touch the lives of almost 51,000 farmers.
An exciting new venture is the diversification of dairy portfolio into ice cream. Work has commenced full throttle for detailed engineering and market study with a view to launch of first ice cream in 2009. Also on EFL slate is the establishment of a dairy farm with milking expected to start in second quarter 2009.
Engro Energy Limited (EEL)
This wholly owned subsidiary is setting up an Independent Power Plant near Qadirpur in Sindh; Targeting 2009 for commercial operations, the power project will have a net output of 217 MW. The plant will utilize low heating value permeate gas from Qadirpur gas field which is currently being flared.
Engro Eximp (Pvt.) Limited
Engro Eximp (Pvt.) Limited is a wholly owned subsidiary in the trading business of fertilizer imports.Spectrum of our products & services products & services
Products & Services
Our wide spectrum of products and services clearly shows the diversity in our Businesses, each one designed to make life better for our customers
Fertilizers by Engro Chemical Pakistan Limited
duct line that focuses on balanced crop nutrition and higher yield for the farm
Nitrogenous Fertilizers
ENGRO UREA is a trusted high grade fertilizer containing 46% Nitrogen (N), with moderate hydroscopicity. It has a pH value of 6.8 (organic molecule) and is suitable for all crops on all soils. Engro Urea is an excellent source of Nitrogen for the vast majority of cultivated soils of Pakistan.
Phosphatic Fertilizers
Engro DAP: contains 46% P2O5 and 18% N. More than 90% of Phosphate (P) is water soluble. It has a pH value of 7.33 and is a good source of P fertilizer for all crops. It is an equally good source on problem soils (saline sodic) with coarse texture. On an overall basis it suits to about 90% soils of the country.
Engro Zorawar: is one of the highest grade phosphatic fertilizers. It is acidic in reaction (pH >= 3.5) and contains 52% P2O5 of which more than 90% is water soluble, while the rest is citrate soluble. In addition to P, it contains 12% N, 2% sulphur and 1% calcium. It is a beneficial fertilizer for all crops on all soils of Pakistan and produces excellent results on alkaline soils, due to its acidic
the acidic pH of Engro Zorawar also tends to slow down the rapid conversion of soluble P to water insoluble compounds, keeping it plant available for a longer period of time.Engro Phosphate: is brown colored mono ammonium phosphate with 11% nitrogen and 52% phosphorus. It is being marketed as relatively cheaper alternate of DAP.
Blended Fertilizers
Engro Zarkhez: is homogenously granulated fertilizer which maximizes crop yield by providing balanced nutrition for a wide variety of crops through the uniform availability of Nitrogen, Phosphorous and Potassium. Engro Zarkhez grades are specially produced to suit the requirements of individual crops and soils, and provide convenience to the farmer through ready availability of precise quantities of primary nutrients.Engro Zarkhez fertilizers have low moisture content, high crush strength; 2mm-4mm granule size and free flowing nature - attributes which ensure excellent handling and application characteristics.
Engro NP: it provides 22% nitrogen, and 20% phosphorus. ECPL entered into NP business in 2005 to cater the need of its customers for this established category. Primary focus area for ENP marketing is South Zone (Sindh).
Micro NutrientsZingro: Zinc Sulphate, a highly effective and potent fertilizer which primarily targets Zinc deficiency in crops like Rice, Potato, Maize, Sugar cane, Wheat, Cotton, vegetables and fruits. Zingro increases crop yield and enhances crop appearance.
PVC Resin a synthetic resin composed of repeating units of vinyl chloride. It is very versatile and is used in a wide variety of products
Chemical handling & StorageBy Engro Vopak Terminal Limited
A state of the art jetty and terminal at Port Qasim, Karachi for handling and storage of LPG and bulk liquid chemicals
Industrial Automationby Avanceon (formerly known as Engro Innovative Automation Pvt. Limited)
Providing process control solutions to your industrial unitsMarket leader in industrial automation business providing process control solutions to Industrial units. It offers Power & Energy Management Software solutions as well as High end Software that integrate production and business application. Providing process control solutions to your industrial units
Industrial Automation
Market leader in industrial automation business providing process control solutions toIndustrial units. It offers Power & Energy Management Software solutions as well asHigh end Software that integrate production and business application.
Providing process control solutions to industrial units and management software solutions
Foods by Engro Foods Limited
Olper’s: Standardized at 3.5% fat, Olper’s is a premium, UHT all-purpose milk.Olwell HCLF: (High Calcium, Low Fat) Olwell is a premium quality milk for the health conscience.Olper’s Cream: UHT Cream standardized at 40% fat
Tarang: Liquid tea whitenerState of the art dairy processing plant
Our 217 MW Power Plant.
Power Generation by Engro Energy Limited
Engro identified a Power Project based on low BTU, high H2S gas from Qadirpur gas
Field. The project is unique as it will convert low BTU high sulphur content permeate gas, which is currently being wasted and
flared, into 217 MW electric power
Converting wasted flare gas into energy at the 217 MW Power Plants
Quality
Improvisation through Six Sigma: the legend leads again
Employee development is one of the pivotal areas for Organizational development. To Organizational competence levels, new
training programs encompassing Performance Management, Leadership, and Competency Development are introduced.
Engro is among the first Pakistani companies implementing six sigma across all areas and utilizing it as a management system to
execute its strategic objectives. Among the focus areas, employee development is the most critical and six sigma is leveraged to
help bring out the best in our people. Employees will drive improvements in other areas; speed, innovation, perfection and in
becoming world class professionals.
Six Sigma’s robust problem solving methodology and statistical toolkit allows the company to benchmark processes against global
standards in a language that is comparable across any industry or function. It helps ensure that Engro sustains its promise of
delivering high quality products and services to its customers – on time, every time.
Packing & Loading:
The finished product is packed with the utmost care by trained personnel, and loaded directly in to containers for export purposes.
All packing and loading is done under strict supervision, while maintaining maximum quality and safety standards. To facilitate
their customers, they provide yarn packed in 100Lbs and 50Lbs sea-worthy export cartons. They also have facility to provide
customers with polythene film shrink wrapped Pallet packing to specially accommodate customers in Europe/USA and help them
reduce the labor handling costs.
Business practice
Our Advisory Capacity
Principal Operations Committee
The following committees act at the operation level in an advisory capacity to the Chief Executive Officer, providing
recommendations relating to business and employee Matters:
Management Committee is responsible for review and endorsement of long term strategic plans, capital and expense budgets,
development and stewardship of business plans and reviewing the effectiveness of risk management processes and internal control.
Corporate HSE Committee is responsible for providing leadership and strategic guidance on all Health, Safety and Environment
(HSE) improvement initiatives and has stewardship responsibility for monitoring compliance against regulatory standards and
selected international benchmarks.
COED Committee is responsible for the review of Compensation, Organization and Employee Development (COED) matters of all
people excluding employee Directors and Senior Executives.
Throughout the 40 plus years of Engro’s history, our people have come up with ideas and determination that drove the company
forward in all sorts of times.
Corporate Governance
Engro’s governance structure responds to the industry’s best practices demands Ensuring that all aspects with respect to
economic, environmental and social obligations are fully considered and business decisions are taken after evaluating their impact
on The Company’s triple bottom line - People, Planet and Profits.
Compliance Statement
The Board of Directors has throughout the year 2007 complied with the ‘Code of Corporate Governance’ contained in the listing
requirements of the stock exchanges and the ‘Corporate and Financial Reporting framework’ of the Securities and Exchange
Commission of Pakistan.
Risk Management Process
In 2007, the Management Committee undertook a review of major financial and operating risks faced by the business.
Internal Control Framework
Responsibility: The Board is ultimately responsible for Engro’s system of internal control and for reviewing its effectiveness.
However, such a system is designed to manage rather than eliminate the risk of failure to achieve business objectives, and can
provide only reasonable and not absolute assurance against material misstatement or loss.
The Board, whilst maintaining its overall responsibility for managing risk within the Company, has delegated the detailed design
and operation of the system of internal controls to the Chief Executive
.
Framework: The Company maintains an established control framework comprising clear structures, authority limits, and
accountabilities, well-understood policies and procedures and budgeting and review processes.
The Board establishes corporate strategy and the Company’s business objectives. Divisional management integrates these
objectives into divisional business strategies with supporting financial objectives. All policies and control procedures are
documented in manuals
Review: The Board meets quarterly to consider Engro’s financial performance, financial and operating budgets and forecasts,
business growth and development plans, capital expenditure proposals and other key performance indicators.
The Board Audit Committee receives reports on the system of internal financial controls from the external and internal auditors and
reviews the process for monitoring the effectiveness of internal controls.
There is a company wide policy governing appraisal and approval of investment expenditure and asset disposals. Post completion
reviews are performed on all material investment expenditure.
Audit: Engro has an Internal Audit function. The Board Audit Committee annually reviews the appropriateness of resources and
authority of this function. The Head of Internal Audit reports directly to the Audit Committee on the results of its work.
The Internal Audit function carries out reviews on the financial, operational and compliance controls, and reports on findings to the
Chief Executive and the divisional management. All material issues are reported to the Board Audit Committee which approves the
audit program, based on an annual risk assessment of the operating areas. To underpin the effectiveness of controls, it is Engro’s
policy to attract, retain and develop staff of high caliber and integrity in appropriate disciplines. There is an annual appraisal
process, which assesses employee performance against agreed objectives and identifies necessary training to maintain and
enhance standards of performance.
Values that we live by
Core Values
Our employees' performance can only flourish in a sound work environment. That is why ENGRO is committed to supporting its
leadership culture through systems and policies that foster open communication, maintain employee and partner privacy, and
assure
Employee health and safety.
SAFETY, HEALTH & ENVIRONMENT
We will manage and utilize resources and operations in such a way that the safety and health of our people, our neighbors. Our
customers and our visitors are ensured. We believe our safety, health and environmental responsibilities extend beyond protection
and enhancement of our own facilities, and we are concerned about the distribution, use and after use disposal of our products.
ETHICS AND INTEGRITY
we do care how results are achieved and will demonstrate honest and ethical behavior in all our activities. Choosing the course of
highest integrity is our intent and we will establish and maintain the highest professional and personal standards. A well-founded
reputation for scrupulous dealing is itself a priceless asset.
LEADERSHIP
we have leaders of high integrity. Energy and enthusiasm that have the necessary managerial, professional and people skills to
inspire a group or an organization to set high goals and achieve them willingly. We believe that leadership skills need to be
strengthened at all levels within our organization and that managerial and professional competence is a necessary foundation.
QUALITY &CONTINUOUS IMPROVEMENT
we believe that quality and a relentless commitment to continuous improvement are essential to our ongoing success. To this end,
we define quality as understanding the customer's expectations, agreeing on performance and value, and providing products and
services that meet expectations 100 percent of the time. Our motto is, "Quality in all we do."
ENTHUSIASTIC PURSUIT OF PROFIT
successfully discharging our responsibilities to our shareholders to enhance the long-term profitability and growth of our company
provides the best basis for our career security and meaningful personal growth. We can best accomplish this by consistently
meeting the expectations of our customers and providing them with value.
EXTERNAL & COMMUNITY INVOLVEMENT
We believe that society must have industrial organizations that it can trust. Trust and Confidence are earned by our performance,
by open and direct communication, and by active involvement in the communities in which we live and conduct our business."
CANDID & OPEN COMMUNICATIONS
We value communications that are courteous, candid and open and that enable each of us to do our jobs more effectively by
providing information that contributes to the quality of our judgment and decision making. Effective communication should also
provide the means for gaining understanding of the company's overall objectives and plans and of the thinking behind them.
ENJOYMENT & FUN
We believe that excitement, satisfaction and recognition are essential elements of a healthy, creative and high-performing work
environment. Having fun in our work should be a normal experience for everyone.
INNOVATION
Success requires us to continually strive to produce break through ideas that result in improved solutions and services to
customers. We encourage challenges to the status quo and seek organizational environments in which ideas are generated,
nurtured and developed.
INDIVIDUAL GROWTH & DEVELOPMENT
we strongly believe in the dignity and value of people. We must consistently treat each other with respect and strive to create an
organizational environment in which individuals are encouraged and empowered to contribute, grow and develop themselves and
help to develop each other.
TEAMWORK & PARTNERSHIP
we believe that high-performing teams containing appropriate diversity can achieve what individuals alone cannot. Consciously
using the diversity of style. Approach and skills afforded by teams is strength we must continue building into our organization.
DIVERSITY & INTERNATIONAL FOCUS
We value differences in gender, race, nationality, culture, personality and style because diverse solutions, approaches and
structures are more likely to meet the needs of customers and achieve our business goals.
Corporate Responsibility Report
Our employees bring expertise and dedication to the workplace
Our People
More than 700 employees bring expertise and dedication to the workplace. We value each employee, value their input and views.
Continuously striving to become employer of choice, we provide a workplace where people feel confident, valued and inspired.
The Organization of Comparison
Fauji Fertilizer Company
The organization with whom the comparison of Engro Chemical Pakistan Limited is to be done is FFC Limited. The comparison can
only be done by making the financial analysis of this particular Fertilizer Companies in a similar way in which the analysis of Engro
Chemical Pakistan Limited is to be done by first of all calculating all the major five ratios and interpreting them one by one thereby
gaining a position to make a comparison become their financial situation.
An Overview
With a vision to acquire self - sufficiency in fertilizer production in the country, FFC was incorporated in 1978 as a private limited
company. This was a joint venture between Fauji Foundation (a leading charitable trust in Pakistan) and Haldor Topsoe A/S of
Denmark.
The initial authorized capital of the company was 813.9 Million Rupees. The present share capital of the company stands at Rs. 3.0
Billion. Additionally, FFC has Rs. 1.0 Billion stakes in the subsidiary Fauji Fertilizer Bin Qasim Limited (formerly FFC-Jordan
Fertilizer Company Limited).
FFC commenced commercial production of urea in 1982 with annual capacity of 570,000 metric tons.
Through De-Bottle Necking (DBN) program, the production capacity of the existing plant increased to 695,000 metric tons per
year.
Production capacity was enhanced by establishing a second plant in 1993 with annual capacity of 635,000 metric tons of urea.
FFC participated as a major shareholder in a new DAPS/Urea manufacturing complex with participation of major
international/national institutions. The new company Fauji Fertilizer Bin Qasim Limited (formerly FFC-Jordan Fertilizer Company
Limited) commenced commercial production with effect from January 01, 2000. The facility is designed to produce 551,000 metric
tons of urea and 445,500 metric tons of DAP.
This excellent performance was due to hard work and dedication of all employees and the progressive approach and support from
the top management.
In the year 2002, FFC acquired ex Pak Saudi Fertilizers Limited (PSFL) Urea Plant situated at Mirpur Mathelo, District Ghotki from
National Fertilizer Corporation (NFC) through privatization process of the Government of Pakistan.
This acquisition at Rs. 8,151 million represents one of the largest industrial sector transactions in Pakistan
Mission Statement
FFC's mission is to sustain its role as the leader in industrial and agricultural advancement of Pakistan by setting and
achieving new and higher goals and taking initiatives. The Company is committed to ensuring safe and conducive work
environment, providing high quality products and allied services to its customers and profitable returns to
its shareholders.
RATIO ANALYSIS
(Engro Chemical Pakistan Ltd.)
Ratios simply mean a number expressed in terms of another. A ratio is a statistical yardstick by mean of which relationship between
two or various figures can be compared or measured. Thus Ratio Analysis shows the relationship between accounting data. Ratio
can be found out by dividing on number by another number. Ratio analysis is an important and age old technique of financial
analysis. Following are some of the advantages of ratio analysis.
Advantages:
· It simplifies the comprehension of financial statements.
· Ratios tell the whole story of changes in the financial condition of the business.
· It provides data for inter-company comparison. Makes inter-company comparison possible
· Ratio analysis also makes possible comparison of the performance of different divisions of the company. The ratios are helpful in
deciding about their efficiency or otherwise in the past and likely performance in the future.
· Ratios highlight the factors associated with successful and unsuccessful company. They also reveal strong companies and weak
company’s, over-valued under-valued companies.
· It helps in planning and forecasting. Ratios can assist management, in its function of forecasting, planning, co-ordination, control
and communications.
· It helps in investment decisions in the case of investors and lending decisions in the case of investors and lending decisions in the
case of bankers’ etc.
Types of Ratios Analysis
Let us now have a detailed analysis of all the following four ratios for Engro chemicals Pakistan Ltd:
· Liquidity Ratios
· Leverage Ratios
· Activity Ratios
· Profitability Ratios
Liquidity Ratios:
Current Ratio:
Current Ratio is equal to current assets divided by current liabilities
Current Ratio = Current Assets
Current Liabilities
2006 – 2007:
Current Ratio = 16397198000
5264674000
Current Ratio = 3.11
2005 - 2006:
Current Ratio = 5684446000
3642415000
Current Ratio = 1.56
2004 - 2005:
Current Ratio = 5011555000
2800094000
Current Ratio = 1.79
Comparison over the years / Interpretation:
Current ratio is a general and quick measured of liquidity of company. It represents the margin of safety or cushion available to the
auditor. It is the index of the company’s financial stability. It is also an index of the financial solvency and index of strength of
working capital.
The current ratio of the company is increasing over the years right from 2004-07 constantly, that is, it was 1.79 in 2004-05 and it is
3.11 in 2006-07.
Acid Test (Quick) Ratio:
Acid Test (Quick) ratio is equal to Current assets fewer inventories divided by current liabilities. It gives more liquid amount of
assets to cover your liabilities.
Quick Ratio = Current assets – Inventories
Current liabilities
2006 – 2007:
Quick Ratio = 16397198000–2690153000
5264674000
Quick Ratio = 0.26
2005 - 2006:
Quick Ratio = 5684446000– 923448000
3642415000
Quick Ratio = 1.31
2004 - 2005:
Quick Ratio = 5011555000– 1922982000
2800094000
Quick Ratio = 1.10
Comparison over the years / Interpretation:
The quick test ratio is a very useful measuring of the liquidity position of the company. It means that company’s ability to pay its
short-term obligations or current liabilities immediately and is a more rigorous test of liquidity than the current ratio.
The quick ratio of the company as is shown by the above calculations is not consistent, and decreasing with large percentage that
is, the company is getting lesser and lesser liquid current assets to cover its current liabilities.
Leverage ratios:
Debt Equity Ratio:
Debt equity ratio is equal to long term debts divided by stockholder’s equity.
Debt Equity ratio = Long Term Debts
Stockholder’s equity
2006 – 2007:
Debt equity ratio = 17410060000
1934692000
Debt equity ratio = 1.5348
2005 - 2006:
Debt equity ratio = 370,501,304
233,187,729
Debt equity ratio = 1.588
2004 - 2005:
Debt equity ratio = 316,314,578000
190,255,511000
Debt equity ratio = 1.6625
Comparison over the years / Interpretation:
This ratio indicates the proprietor’s claims of owners and outsiders against the company’s assets. The purpose is to get an idea of
the cushion available to outsiders and the liquidity of the company. The interpretation of the ratio depends upon the financial and
business policy of the company.
The debt ratio of the company has decreased gradually over the years right from 2004-07 which is actually a positive sign for the
company.
Debt Equity ratio increment is a negative point to management that the more of their business is financed by debts this will
increase their financial charges or interest expense and company’s liquidity and hence decreasing the company’s profit. The lower
the ratio the higher the company’s financing that is provided by the shareholders and larger the creditors cushion (margin of
protection) in the extent of shrinkage of assets values or outright loss.
Debt Ratio:
Debt ratio is equal to total liabilities divided by total assets.
Debt Ratio = Total Liabilities
Total Assets
2006 – 2007:
Debt Ratio = 7005734000
38156651000
Debt Ratio = 0.18
2005 - 2006
Debt Ratio = 3939349000
15980816000
Debt Ratio = 0.25
2004 - 2005
Debt Ratio = 6736064000
14111630000
Debt Ratio = 0.48
Comparison over the years / Interpretation:
It can be defined as how much sufficient our assets are in retrieving the total debts. The debt ratio of the company has been
decreasing quite intensively almost over the last three years as shown clearly by the above calculations.
Times Interest Earned (Coverage Ratio):
It briefs that how many times the company has earned the interest. Or how many times the company has user it's earning before
interest and taxes to cover the interest expense.
Times Interest Earned = Profit before Interest and Taxes
Interest Expense
2006 – 2007:
Interest coverage Ratio = 4770535000
535023000
Interest Coverage Ratio = 8.92 times
2005 - 2006:
Interest coverage Ratio = 2602207000
362551000
Interest Coverage Ratio = 7.18 times
2004 - 2005:
Interest coverage Ratio = 34996421000
280070000
Interest Coverage Ratio = 12.5 times
Comparison over the years / Interpretation:
The interest coverage ratio is a very important from the lender point of view. It indicates the number of times interest is covered by
the profit available to pay interest charges. It is an index of the financial strength of the enterprise. A high ratio assures the lender
a regular and periodic interest income. But weakness of the ratio may create some problems for the company’s financial manager
in raising funds from the debts sources.
The no. of times the company earns interest has fluctuated dramatically, that is, it was 12.5 in 2005, decreased down to 7.18 in
2006 and to rise up to 8.92 in 2007.
Activity Ratios
Inventory Turnover Ratio:
Inventory Turnover Ratio is equal to Cost of Goods Sold divided by Average Inventory.
Inventory Turnover ratio = Cost of Goods Sold Avg. Inventory
2006-2007
Inventory Turnover Ratio = 18262793000 1808192327
Inventory Turnover Ratio = 10.1 times
2005 – 2006
Inventory Turnover Ratio = 13364524000
1421757872
Inventory Turnover Ratio = 9.4 times
2004 - 2005:
Inventory Turnover Ratio = 14332824000
1291245405
Inventory Turnover Ratio = 11.1 times
Comparison over the years / Interpretation:
Inventory turn over ratio measures the velocity of conversion of stock into sales. In other words how rapidly inventory is turning
into receivables through sales.
In 2006 it was 9.4 times and in 2007 it was 10.1 times. In 2006 the ratio was low because of over investment in inventories. In year
2007 it is better that is 10.1 times in the year, which is quite good because of good management.
Inventory Holding Period in days:
Inventory holding period in days is equal to number of days in a year divided by inventory turnover ratio.
Inventory Holding Period in Days = No. of days in a year
Inventory Turnover ratio
2006 – 2007:
Inventory turnover in days = 360
10.1
Inventory turnover in days = 36 days
2005 - 2006:
Inventory turnover in days = 360
9.4
Inventory turnover in days = 38 days
2004 - 2005:
Inventory turnover in days = 360
11.1
Inventory turnover in days = 32 days
Comparison over the years / Interpretation:
Inventory turn over ratio measures the velocity of conversion of stock into sales. In other words how rapidly inventory is turning
into receivables through sales.
In 2006 it was 38 days times and in 2007 it was 36 days. In year 2006 it was quite good and in 2007 it is better that is 36 days in a
year to move inventory through sales, which is quite good because of good management and polices.
Net Fixed Assets Turnover Ratio:
Net Fixed assts turnover ratio is obtained by dividing sales with net fixed assets, where,
(Net fixed assets = Total fixed Assets – Accumulated Depreciation)
Net Fixed Asset Turnover Ratio = Sales
Net Fixed assets
2006 – 2007:
Fixed asset turnover ratio= 23183222000
21759453000
Fixed asset turnover ratio = 1.939 times
2005 - 2006:
Fixed asset turnover ratio = 17601783000
600,565,280
Fixed asset turnover ratio = 1.5148 times
2004 - 2005:
Fixed asset turnover ratio = 18276277000
480,566,483
Fixed asset turnover ratio = 1.4437 times
Comparison over the years / Interpretation:
Fixed asset turnover ratio measures sales productivity and plant and equipment utilization. It is clear that this ratio is rising from
2006 which is 1.5 to 1.93 in 2007
Total Asset Turnover:
Total asset turnover ratio measures that how much sales are generated through the total assets of the organization.
Total Asset Turnover Ratio = Sales
Total assets
2006 – 2007:
Total asset turnover ratio= 23183222000
15980816000
Total asset turnover ratio = 1.45 times
2005 - 2006:
Total asset turnover ratio = 17601783000
15980816000
Total asset turnover ratio = 1.1 times
2004 - 2005:
Total asset turnover ratio = 18276277000
14111630000
Total asset turnover ratio = 1.30 times
Comparison over the years / Interpretation:
It shows that company must manage its total assets efficiently and should generate maximum sales through their proper utilization.
As the ratio, increases there are more revenue generated per rupee of total investment in asset. The company ability to produce a
large volume of sales on a small total asset based is an important part of the company’s overall performance in terms of profits. In
2007, 2006. The ratio was 1.1, 1.45 times respectively. In 2007, the ratio indicates that it is producing RS 1.45 sales per
Rupees of investment in total assets. So as time is going by this ratio is increasing which means company performance is up to
mark in terms of profits.
Receivables Turnover Ratio:
Receivables turnover ratio is equal to net credit sales divided by average receivables.
Receivables Turnover Ratio = Net credit Sales
Avg. Receivables
2006 – 2007:
Receivables Turnover Ratio = 23183222000
1016807982
Receivables Turnover Ratio = 22.8 times
2005 - 2006:
Receivables Turnover Ratio = 17601783000
5828404967
Receivables Turnover Ratio = 30.2 times
2004 - 2005:
Receivables Turnover Ratio = 18276277000
532836064
Receivables Turnover Ratio = 34.3 times
Comparison over the years / Interpretation:
Receivables turnover ratio measures the average length of time it takes a company to collect credit sales in percentage terms. So
Receivables turn over ratio is becoming worse as it was 30.2 in 2006 as compare to 2007 which is 22.8 times. So the company is
not performing well and showing not good management.
Average Collection Period in days:
Average collection period in days is equal to days in year divided by Receivables turnover ratio.
Average Collection Period in days = No of days in a year
Receivables turnover ratio
2006 – 2007:
Receivables turnover ratio in days = 360
22.8
Receivables turnover ratio in days = 16 days
2005 - 2006:
Receivables turnover ratio = 360
30.2
Receivables turnover ratio = 12 days
2004 - 2005:
Receivables turnover ratio = 360
34.3
Receivables turnover ratio = 11 days
Comparison over the years / Interpretation:
Average collection period shows the average length of time it takes a company to collect credit sales in days. From above analysis it
is clear that average collection period is 16 days respectively in year an2006. But it is best was in 2005 which is 11 days.
Profitability Ratios:
Gross Profit Margin:
Gross profit margin is equal to the ratio of gross profit to sales.
Gross Profit Margin = Gross Profit
Sales
2006 – 2007:
Gross profit margin = 4920429000 X 100
23183222000
Gross profit margin = 21.22 %
2005 - 2006:
Gross profit margin = 4237259000 X 100
17601783000
Gross profit margin = 24.07 %
2004 - 2005:
Gross profit margin = 2641286000 X 100
18276277000
Gross profit margin = 14.45 %
Comparison over the years / Interpretation:
Gross profit margin or gross profit ratio is the ratio of gross profit to net sales expressed as percentage. From Gross profit the
company adjusts its operating and administrative expenses. In 2006 it increased heavily but in 2007 it decreased to 21.22 %. The
gross profit is sufficient to recover all operating expenses and to build up reserve after paying all fixed interest charges and all
dividends.
Operating Profit Margin:
Operating Profit Margin is equal to earning before interest and tax divided by sales.
Operating Profit Margin = EBIT/Operating Profit
Sales
2006 – 2007:
Operating Profit Margin = 4770535000 X 100
23183222000
Operating Profit Margin = 20.58 %
2005 - 2006:
Operating Profit Margin = 3807207000 X 100
17601783000
Operating Profit Margin = 21.63 %
2004 - 2005:
Operating Profit Margin = 3499621 X 100
18276277000
Operating Profit Margin = 19.15 %
Comparison over the years / Interpretation:
This used to show the profitability without concern for taxes and interest. In 2006 the operating profit ratio was 21.63% and in
2007 the net profit ratio is 20.58 %. In 2006 operating profit ratio increased by 2.4 % and decreased by 0.8% in 2007, relative to
2006 ratio Shows Company’s inability to with stand adverse economic condition without caring taxes and interest.
Net Profit Margin:
Net Profit Margin is equal to net profit divided by sales.
Net Profit Margin = Net Profit
Sales
2006 – 2007:
Net Profit Margin = 3154583000 X 100
23183222000
Net Profit Margin = 13.61 %
2005 - 2006:
Net Profit Margin = 2547326000 X 100
17601783000
Net Profit Margin = 14.47 %
2004 - 2005:
Net Profit Margin = 2319082000 X 100
18276277000
Net Profit Margin = 12.69 %
Comparison over the years / Interpretation:
This used to show the overall profitability and hence it useful to the proprietors. Higher the ratio betters for the organization .It
shows the company’s ability to turn each rupee of sale into profit. In 2006 the net profit ratio was 14.47 % and in 2007 the net
profit ratio is 13.61%. In 2006 net profit ratio increased by 1.7 % relative to 2005. But in 2007 it decreased slightly and remained
13.61 %.
Earning per share:
This ratio shows that how much amount per share does a common stock holder attains.
Earning per share = Earning Available for Common Stock Holders
No. Of Common Stock Shares
2006 – 2007:
Earning per share = 3154583000
183737000
Earning per share = Rs. 17.17 / share
2005 - 2006:
Earning per share = 2547326000
164650000
Earning per share = Rs.15.47 /share
2004 - 2005:
Earning per share = 2319082000
1161350000
Earning per share = Rs. 14.37 /share
Comparison over the years / Interpretation:
This ratio shows the worth of the share. As we can see that the worth of the shares of Engro Chemical has increased. EPS is
increasing at a constant rate, which are good signs for the investors.
Price earning ratio:
It equals to the ratio of market price per share divided by earning per share.
Price Earning Ratio = Market price per share
Earning per share
2006 – 2007:
Price Earning Ratio = 265.79
17.17
Price Earning Ratio = Rs. 15.48
2005 - 2006:
Price Earning Ratio = 170.48
15.47
Price Earning Ratio = Rs. 11.02
2004 - 2005:
Price Earning Ratio = 155.92
14.37
Price Earning Ratio = Rs. 10.85
Comparison over the years / Interpretation:
In 2006 the situation, slightly become worse as compared to 2005. But in 2007, these ratios results Rs.15.48 were to be spent in
order to earn Rs.1 profit.
RATIO ANALYSIS
Fauji Fertilizer Company Ltd.
Types of Ratios Analysis:
Let us now have a detailed analysis of all the following four ratios for Fauji Fertilizer Company Limited
Ø Liquidity Ratios
Ø Leverage Ratios
Ø Activity Ratios
Ø Profitability Ratios
Liquidity Ratios:
Current Ratio:
Current Ratio = Current Assets
Current liabilities
2006 – 2007:
Current Ratio = 10,811,435000
11,476,393000
Current Ratio = 0.942
2005 - 2006:
Current Ratio = 9,764,587000
10,883,988000
Current Ratio = .897
2004 - 2005:
Current Ratio = 20,463,506000
18,707,783000
Current Ratio = 1.094
Comparison over the years / Interpretation:
Current ratio is a general and quick measured of liquidity of company. It represents the margin of safety or cushion available to the
auditor. It is the index of the company’s financial stability. It is also an index of the financial solvency and index of strength of
working capital.
Company's Current ratio has been decreasing gradually over the year’s right from the 2005 to 2007.
Acid Test (Quick) Ratio:
Quick Ratio = Current assets – Inventories
Current liabilities
2006 – 2007:
Quick Ratio = 10, 811, 435000-642, 836000
11,476,393000
Quick Ratio = 0.89
2005 - 2006:
Quick Ratio = 9, 764, 587000-952, 905000
10,883,988000
Quick Ratio = 0 .81
2004 - 2005:
Quick Ratio = 20, 463, 506000- 1,583,429000
18,707,783000
Quick Ratio = 1.01
Comparison over the years / Interpretation:
The quick test ratio is a very useful measuring of the liquidity position of the company. It means that company’s ability to pay its
short-term obligations or current liabilities immediately and is a more rigorous test of liquidity than the current ratio.
The calculations above clearly show that the quick ratio of the company has been not constant over the years due to the changes in
pre paids and inventories. But it increased in 2007 as compared to 2006, which is positive point for the company.
Leverage / Debt ratios:
Debt Equity Ratio:
Debt Equity ratio = Long Term Debts
Stockholder’s equity
2006 – 2007:
Debt Equity ratio = 216,171,622
51,741,235
Debt Equity ratio = 108.33
2005 - 2006:
Debt Equity ratio = 254,355,262
62,565,620
Debt Equity ratio = 4.0654
2004 - 2005:
Debt Equity ratio = 272,265,545
53,055,841
Debt Equity ratio = 5.1316
Comparison over the years / Interpretation:
This ratio indicates the proprietor’s claims of owners and outsiders against the company’s assets. The purpose is to get an idea of
the cushion available to outsiders and the liquidity of the company. The interpretation of the ratio depends upon the financial and
business policy of the company.
Debt Equity shows the relationship between the external equities or outside funds and internal equities and shareholder’s funds.
The debt equity ratio of the company has been decreasing over the years from 2005 to 2006 but in 2007 it increased, with
maximum in the year 2004-05 thereby decreasing in the next year and increasing finally.
Debt Equity ratio increment is a negative point to management that the more of their business is financed by debts this will
increase their financial charges or interest expense and company’s liquidity and hence decreasing the company’s profit. The lower
the ratio the higher the company’s financing that is provided by the shareholders and larger the creditors cushion (margin of
protection) in the extent of shrinkage of assets values or outright loss.
Debt Ratio:
Debt Ratio = Total liabilities
Total assets
2006 – 2007:
Debt Ratio= 16511169000
29,241,214000
Debt Ratio= 0.57
2005 - 2006
Debt Ratio= 14473738000
27,430,281000
Debt Ratio= 0.53
2004 - 2005
Debt Ratio= 36392141000
48,010,511000
Debt Ratio= 0.76
Comparison over the years / Interpretation:
It can be defined as how much sufficient our assets are in retrieving the total debts. We can observe in our analysis that the debt
ratio of the company is decreasing over the year which is a good sign for the company, that is, the company uses less of its total
liabilities for its current assets.
Times Interest Earned (Coverage Ratio):
Times Interest Earned = Profit before Interest and Taxes
Interest expense
2006 – 2007:
Interest coverage Ratio = 8511360000
696,407000
Interest Coverage Ratio = 12.22 times
2005 - 2006:
Interest coverage Ratio = 7486385000
501,241000
Interest Coverage Ratio = 14.94 times
2004 - 2005:
Interest coverage Ratio = 6981075000
585,816000
Interest Coverage Ratio = 11.92 times
Comparison over the years / Interpretation:
The interest coverage ratio is a very important from the lender point of view. It indicates the number of times interest is covered by
the profit available to pay interest charges. It is an index of the financial strength of the enterprise. A high ratio assures the lender
a regular and periodic interest income. But weakness of the ratio may create some problems for the company’s financial manager
in raising funds from the debts sources.
The no. of times the company earns its interest fluctuates from over the year’s right from 2005 to 2007. The times interest earned
by the company in 2007 returned a lot to the level where it was in 2005.
Activity Ratios:
Inventory Turnover Ratio:
Inventory Turnover ratio = Cost of Goods Sold
Avg. Inventory
2006 – 2007:
Inventory Turnover Ratio = 18,311,525000
797870500
Inventory Turnover Ratio = 22.95 times
2005 - 2006:
Inventory Turnover Ratio = 20,242,194000
126817000
Inventory Turnover Ratio = 16.1 times
2004 - 2005:
Inventory Turnover Ratio = 25,987,200000
1,583,429000
Inventory Turnover Ratio = 16.41 times
Comparison over the years / Interpretation:
Inventory turn over ratio measures the velocity of conversion of stock into sales. In other words how rapidly inventory is turning
into receivables through sales.
In 2006 it was 16.1 times and in 2007 it was 22.95 times. In 2006 the ratio was low because of over investment in inventories. In
year 2007 it is better that is 22.95 times in the year, which is quite good because of good management and polices.
Inventory Holding Period in days:
Inventory Holding Period in days = No of days in a year
Inventory turnover ratio
2006 – 2007:
Inventory turnover in days = 360
22.95
Inventory turnover in days = 15.7 days
2005 - 2006:
Inventory turnover in days = 360
16.1
Inventory turnover in days = 22.36 days
2004 - 2005:
Inventory turnover in days = 360
16.41
Inventory turnover in days = 21.93 days
Comparison over the years / Interpretation:
Inventory turn over ratio measures the velocity of conversion of stock into sales. In other words how rapidly inventory is turning
into receivables through sales.
In 2005 it was 21.93 days and in 2007 it was 15.7 days. In year 2007 it is quite good and in 2006 it was better that is 22.36 days in
a year to move inventory through sales, which is quite good because of good management and polices.
Net Fixed Assets Turnover Ratio:
Net Fixed Asset Turnover Ratio = Sales
Net Fixed assets
2006 – 2007:
Fixed asset turnover ratio= 28,429,005000
18429779000
Fixed asset turnover ratio = 1.54 times
2005 - 2006:
Fixed asset turnover ratio = 29,950,873000
17665694000
Fixed asset turnover ratio = 1.7 times
2004 - 2005:
Fixed asset turnover ratio = 39,757,510000
27547005000
Fixed asset turnover ratio = 1.44 times
Comparison over the years / Interpretation:
Fixed asset turnover ratio measures sales productivity and plant and equipment utilization. It is clear that this ratio is increasing
from 1.44 times in 2005 to 2006 which is 1.7and decreased to 1.54 in 2007
Total Asset Turnover:
Total Asset Turnover Ratio = Sales
Total assets
2006 – 2007:
Total asset turnover ratio= 28,429,005000
29,241,214000
Total asset turnover ratio = .97 times
2005 - 2006:
Total asset turnover ratio = 29,950,873000
27,430,281000
Total asset turnover ratio = 1.10 times
2004 - 2005:
Total asset turnover ratio = 39,757,510000
48,010,511000
Total asset turnover ratio = 0.833 times
Comparison over the years / Interpretation:
It shows that companies must manage its total assets efficiently and should generate maximum sales through their proper
utilization. As the ratio, increases there are more revenue generated per rupee of total investment in asset. The company ability to
produce a large volume of sales on a small total asset based is an important part of the company’s overall performance in terms of
profits. In 2007, & 2006 the ratio was 0.97, 1.10 times respectively. In 2007, the ratio indicates that it is producing RS .97 sales per
Rupees of investment in total assets. So as time is going by this ratio is fluctuating which means company performance is not up to
mark in terms of profits.
Receivables Turnover Ratio:
Receivables Turnover Ratio = Net credit Sales
Avg. Receivables
2006 – 2007:
Receivables Turnover Ratio = 28,429,005000
1497076500
Receivables Turnover Ratio = 19 times
2005 - 2006:
Receivables Turnover Ratio = 29,950,873000
1171132000 Receivables Turnover Ratio = 25.57 times
2004 - 2005:
Receivables Turnover Ratio = 39,757,510000
890,874000
Receivables Turnover Ratio = 44.62 times
Comparison over the years / Interpretation:
Receivables turnover ratio measures the average length of time it takes a company to collect credit sales in percentage terms. So
Receivables is better in 2006 is 25.57 times as compare to 2007, which is 19 times
Average Collection Period in days:
Average Collection Period in days = Days in a year
Receivables turnover ratio
2006 – 2007:
Receivables turnover ratio in days = 360
19 Receivables turnover ratio in days = 18.95 days
2005 - 2006:
Receivables turnover ratio = 360
25.57 Receivables turnover ratio = 14.41 days
2004 - 2005:
Receivables turnover ratio = 360
44.62 Receivables turnover ratio = 8.1 days
Comparison over the years / Interpretation:
Average collection period shows the average length of time it takes a company to collect credit sales in days. From above analysis it
is clear that average collection period was 14.41 days in2006. But it was best in 2005 which is 8.1 days. So these ratios show that
company is doing well in this particular case.
Profitability Ratios:
Gross Profit Margin:
Gross Profit Margin = Gross Profit
Sales
2006 – 2007:
Gross profit margin = 10,117,480000X 100
28,429,005000
Gross profit margin = 35.6 %
2005 - 2006:
Gross profit margin = 9,708,679000 X 100
29,950,873000
Gross profit margin = 32.42 %
2004 - 2005:
Gross profit margin = 13,770,310000 X 100
39,757,510000
Gross profit margin = 34.6 %
Comparison over the years / Interpretation:
Gross profit margin or gross profit ratio is the ratio of gross profit to net sales expressed as percentage. In 2006 it increased
slightly to 7.73 % and in 2007 it increased to 10.22 %. The gross profit is sufficient to recover all operating expenses and to build
up reserve after paying all fixed interest charges and all dividends.
Operating Profit Margin:
Operating Profit Margin = EBIT/Operating Profit
Sales
2006 – 2007:
Operating Profit Margin = 8511360000X 100
28,429,005000
Operating Profit Margin = 29.93 %
2005 - 2006:
Operating Profit Margin = 7486385000X 100
29,950,873000
Operating Profit Margin = 25 %
2004 - 2005:
Operating Profit Margin = 6981075000X 100
39,757,510000
Operating Profit Margin = 17.6 %
Comparison over the years / Interpretation:
This used to show the profitability without concern for taxes and interest. In 2006 the operating profit ratio was 25%, and in 2007
the operating profit ratio is 29.93 %. In 2006 operating profit ratio was increased by 7.4 % and increased by 5% in 2007. The
operating profit is increasing gradually at a decreasing rate but it shows company’s capacity to with stand adverse economic
condition without caring taxes and interest.
Net Profit Margin:
Net Profit Margin = Net Profit
Sales
2006 – 2007:
Net Profit Margin = 5,360,953000 X 100
28,429,005000
Net Profit Margin = 18.86
2005 - 2006:
Net Profit Margin = 4,636,144000X 100
29,950,873000
Net Profit Margin = 15.48 %
2004 - 2005:
Net Profit Margin = 6,395,259000X 100
39,757,510000
Net Profit Margin = 16.09 %
Comparison over the years / Interpretation:
This used to show the overall profitability and hence it useful to the proprietors. Higher the ratio betters for the organization .It
shows the company’s ability to turn each rupee of sale into profit. In 2006 the net profit ratio is 15.48 % and in 2007 the net profit
ratio is 18.9%. In 2006 net profit ratio decreased by .61 % relative but increased in 2007 by 3 %.
Earning per share:
Earning per share = Earning Available for Common Stock Holders
No. Of Common Stock Shares
2006 – 2007:
Earning per share = 5,360,953000
493,474000
Earning per share = Rs. 10.86/share
2005 - 2006:
Earning per share = 4,636,144000
493,474000
Earning per share = Rs. 9.39/share
2004 - 2005:
Earning per share = 6,395,259000
493,474000
Earning per share = Rs. 12.96 /share
Comparison over the years / Interpretation:
This ratio shows the worth of the share. As we can see that the worth of the shares of Fauji fertilizer Company has decreased. The
EPS is almost fluctuating but still in favorable condition.
Price earning ratio:
Price Earning Ratio = Market price per share
Earning per share
2006 – 2007:
Price Earning Ratio = 118.75
10.86
Price Earning Ratio = Rs. 10.93
2005 - 2006:
Price Earning Ratio = 105.55
9.39
Price Earning Ratio = Rs.11.24
2004 - 2005:
Price Earning Ratio = 137
12.96
Price Earning Ratio = Rs. 10.57
Comparison over the years / Interpretation:
These ratios results show that in 2007 Rs.10.93 were to be spent in order to earn Rs.1 profit. But in year 2006 the position was
comparatively good as shown that Rs.11.24 has to be spent in order to earn Rs.1 of profit.
INDUSTRY ANALYSIS
(Comparison through graphical interpretation)
Activity Ratios
Current Ratio:
2004-05 2005-06 2006-07
ECL 1.79 1.56 3.11
FFC 1.094 .897 0.942
Quick Ratio:
2004-05 2005-06 2006-07
ECL 1.10 1.31 0.26
FFC 1.01 0.81 0.89
Inventory Turnover Ratio:
2004-05 2005-06 2006-07
ECL 11.1 9.4 10.1
FFC 16.41 16.1 22.95
Inventory Holding Period:
2004-05 2005-06 2006-07
ECL 32 38 36
FFC 21.93 22.36 15.7
Receivables Turnover Ratio:
2004-05 2005-06 2006-07
ECL 34.3 30.2 22.8
FFC 44.62 25.57 19
Average Collection Period:
2004-05 2005-06 2006-07
ECL 11 12 16
FFC 8.1 14.41 18.95
2004-05 2005-06 2006-07
ECL 1.4437 1.5148 1.9397
FFC 1.44 1.7 1.54
Net Fixed Assets
Total Assets Turnover:
2004-05 2005-06 2006-07
ECL 1.30 1.1 1.45
FFC 0.833 1.1 0.97
Debt Ratio:
2004-05 2005-06 2006-07
ECL .48 .25 .18
FFC 0.76 0.53 0.57
Debt Equity Ratio:
2004-05 2005-06 2006-07
ECL 1.6625 1.5888 1.5348
FFC 5.1316 4.0654 4.177
Times Interest Earned:
2004-05 2005-06 2006-07
ECL 12.5 7.18 8.92
FFC 11.92 14.94 12.22
G.P. Margin:
2004-05 2005-06 2006-07
ECL 14.45 24.07 21.22
FFC 34.6 32.42 35.6
Operating Profit Margin:
2004-05 2005-06 2006-07
ECL 19.15 21.63 20.58
FFC 17.6 25 29.93
N.P. Margin:
2004-05 2005-06 2006-07
ECL 12.69 14.47 13.61
FFC 16.09 15.48 18.86
Price Earning Ratio:
2004-05 2005-06 2006-07
ECL 10.85 11.02 15.48
FFC 10.57 11.24 10.93
2004-05 2005-06 2006-07
ECL 14.37 15.47 17.17
FFC 12.96 9.39 10.86
Earning Per Share
Conclusion
So, in the light of all the details given above about the financial analysis of both the industries, i.e. debt, activity, liquidity, &
profitability of Engro chemicals ltd. And Fauji fertilizer company , we come to know that in this situation of agriculture recession
and down fall in the economy the ECL has performed well and it maintained its fianancial position and faced the tough competitors.
Posted by MBA Zone at 06:07 Email ThisBlogThis!Share to TwitterShare to FacebookShare to PinterestLabels: Finance on Engro
Newer Post Older Post Home
MBA Zone
Web Counter
Awesome Inc. template. Powered by Blogger.
1. 12.Financial Ratios Analysis 12.1 Liquidity Analysis Current Ratio Current ratio tells us the short term solvency of the firm and tells the ability of the firm to repay its short term obligations. In nestle the firm has 0.80 ability to repay against the $ 1 loan and Engro has 1.83 so this implies that Engro food has more ability to repay its short term obligations. Quick Ratio Quick ratio measures the firm’s ability to pay off short term obligations without relying on the sale of inventory. Nestle has the quick ratio of 0.38 whereas Engro foods has 0.95 chances of paying off its short term obligations without relying on the level or sales of inventory. 12.2Profitability Analysis Return on Investment How much a firm is returning to its stockholder only in the case if the firm is earning profit? Nestle have return on investment ratio 0.13 or 13% whereas Engro foods has 0.05 or 5% means nestle is returning more than Engro foods so it is better to invest in nestle. Net Profit Margin Ratio Net profit margin is calculated by dividing the net profit after taxes by the sales means after paying the taxes you are earning some of the profit it means firm is doing its business well. Nestle is earning 0.01 or 1% against $ 1 and Engro food is earning 0.03 or 3% it shows in the profitability ratios Nestle is earning more than Engro foods. Gross Profit Margin Ratio It tells that how much a firm will receive against $ 1 sales. Nestle has 0.26 gross profit margin ratio and Engro has 0.22. So in this case nestle is earning more profit than Engro foods.
2. 31. 12.3Activity Analysis Asset Turnover Ratio This ratio measures the turnover of the entire firm’s asset. It is calculated by dividing the sales by total assets of the firm. If firm shouldn’t increase its sales so there is a possibility that a firm will sale its some assets. There is 1.84 chances of asset turnover in nestle and 1.79 in Engro foods against every $ 1. Inventory Turnover Ratio Inventory turnover is calculated by dividing the CGS by inventory. The inventory turnover of nestle is 6.83 times and of Engro foods is 7.62 times. Here the best ratio is of Engro foods that is much more than nestle. 12.4Capital Structure Analysis Debt to Equity Ratio Debt to equity ratio shows the comparison to equity this ratio tells that how much firm has ability to pay its debt and if equity is more than the total debt of the firm so firm will face low risk. In nestle the firm has 3.62 against $ 1 to pay debt whereas Engro food has 1.30 to pay against $ 1 debt. Here Nestle has more ability to pay its debt. Debt to Asset Ratio Debt to asset ratio shows if the firms have more assets regardless of total debt than that firm will easily pay off its debts. The debt to asset ratio in nestle is 0.08 whereas 0.57 in Engro foods. So Engro foods will pay off its debt more easily than nestle. Interest Coverage Ratio Interest coverage ratio measures the extent to which the operating income of the firm can decline before the firm is unable to meet its annual interest cost. Nestle has 78.31 times interest coverage ratio whereas Engro foods has 53.88 times interest coverage ratio so Engro foods has less chances of failure and facing bankruptcy than nestle.
3. 32. 13. Cash Budget of NESTLE 2011(Rs) Collection: Cash Sales 63,493,494 Credit Sales 1,330,870 Total Sales 64,824,364 Disbursement: Purchases 10,949,999 Other Payment: Taxes 1,834,507 Rent 241,502 Wages and Salaries 4,277,554 Interest 364,375 Depreciation 1,618,271 Other Expenses 405,262 Total of Other payment and Purchases 19,691,470 Net Cash Flow: Beginning Balance 67,365 Collections 64,824,364 Disbursement (19,691,470) Ending Balance 45,200,259
4. 33. 14. Cash budget of ENGRO FOODS 2011(Rs) Collections: Cash Sales 29,419,835 Credit Sales 439,391 Total Sales 29,859,226 Disbursement: Purchases 3,334,977 Other payments: Taxes 603,853 Rent 217,821 Wages and Salaries 1,271,114 Interest 51,537 Depreciation 1,023,597 Other expenses 208,902 Total of Other Payments and Purchases 6,711,801 Net Cash flow: Beginning balance 5,124,407 Collections 29,859,226 Disbursement (6,711,801) Ending Balance 28,271,832
5. 34. 15.Conclusion After all the findings, it is concluded that financial ratios are the basic and most important part of any business. It describes the firm’s financial position. As the data indicates that NESTLE is an international brand and has expanded its business on the large geographical area and also offers the large range of products, but on the other side ENGRO food offers the limited range of the products and most of them are dairy products. From the financial statements it is clear that the financial position of the NESTLE is far better than ENGRO as it is more preferred by the customers and also an internationally distributed. It also has less risk. It gives more return because it gains more profit than ENGRO.On the other hand ENGRO deals with the limited products in a limited geographical area but on the basis of financial ratios ENGRO has a better financial position and also has an opportunity to expand its business. Both the companies have some opportunities and threads and they need to work on it.
6. 35. 16.Recommendations NESTLE doesn’t have any direct market and outlets so it can be a disadvantage so they should facilitate their customers through pricing strategies and if they start direct market or open the outlets so the prices will fall automatically and customers need not to pay any extra money to the suppliers. NESTLE Pakistan mostly depends on the local raw material and sometimes the quality of the raw material is not as good as in the other countries so they should not rely on the local raw material if they want to provide the quality products. ENGRO foods should introduce other product lines and expand the business. ENGRO foods should distribute their products to more geographical areas. As NESTLE is a well-known product and ENGRO food is not as known internationally as NESTLE is, so they need to spend more money on the marketing activities. ENGRO food is better than NESTLE in the financial analysis so if they expand their product line and cover the same geographical area as NESTLE has covered so ENGRO can appear as a strong competitor of NESTLE and HALEEB.