pia ratio analysis
TRANSCRIPT
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PROJECT
OF
“FINANCIAL DECISION MAKING”
TOPIC:
FINANCIAL STATEMENT ANALYSIS
Submitted To:
SIR.AHMED HASSAN
Submitted By:
KHURAM JAVAID CIIT/SP10-MBA1/LHR
COMSATS INSTITUTE OF INFORMATION
TECHNOLOGY LAHORE
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Networks of PIA ( Domestic Network)
International Network
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Vision
Mission Statement
PIA to be a world class profitable air line exceeding customer
expectations through dedicated employees committed to excellence.
Offering quality customer services and innovative products.
Participating in global alliances.
Using state of the art technologies.
Ensuring cost effective measures in procurement and operations
Achieving adequate returns for all stake holders.
Being an equal opportunity employer.
Providing competitive compensation and a congenial work environment.
MISSION STATEMENT
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Mission statement is an overriding statement inline with business and
aspirations of stakeholder’s expectations.
Generally a mission statement covers following four areas.
Key success factors
Organizational value
Organization philosophy
Target market
Mission of PIACAs a symbol of National pride, Pakistan International must strive to be an airline of choice
operating profitably on modern commercial concepts, capable of competing with the best in its
entire International and Domestic markets consistently exceeding customer expectations. It
should be a choice employer deploying modern technology in all spheres of its activities.
Key success factors
Modernization: In airline industry modernization is the key success factor. The airline
should be responsive to the changes that are taking place in the environment. Modernization
of the communication system and the fleet replacement & and up-gradation is of massive
importance in this regard. As far as PIA is concerned modernization has been the hallmark of
it. From communication side PIA has recently upgraded its previous communication system
REPAK by the new and state of the art SABRE system which is directly connected to
Singapore. PIA also maintains very close interaction with its agents and provides them with
the latest information including fare lists etc.
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Values
PIA has been upgrading its fleet periodically keeping in view the changing customer needs. Recently it has signed a contract with Boeing company to purchase eight Boeing 777 aircrafts, which fall in the category of wide body aircraft and will fulfill the requirements of class one passengers Organizational value
Customer responsiveness:
PIA is very responsive towards its valued customers and customer responsiveness is
embedded in the organization culture. It believes on the slogan that “Customers are the
king”. It has continuously been offering special incentives and schemes for its customers like
AWARD PLUS and many others. Initiation of telephonic reservation is also worth
mentioning in this regard. Moreover the customers place suggestion boxes at its domestic and
international counters to obtain helpful comments and constructive criticism.
Organization philosophy PIA believes in competition. It believes that if an
organization is capable of competing with the best in the industry, nothing can hinder its
growth and success.
Target market: PIA has always kept its market broad. If we compare its domestic and
international route map over the period of time will come across that it has expanded its
operations drastically to meet the needs of its customers.
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FINANCE DEPARTMENT
The major function of the finance department is the reporting of all the financial events of all
departments. All the departments in the organization give their reports to the finance
department and it makes and presents the final report for the decision making purpose. The
finance department gets all the documents and then compiles them in the form of a report.
Collections are of different types.
Collections from PIA’s counters
Collections from Agents
Collections from Cargo counter
Collections from cargo agents
Collections from excess baggage
DISBURSEMENT Refunds of tickets
Salaries
Utilities bills
Works
Others…………………….
AUTOMATION
The Finance section is totally computerized and linked with Head Office. The COSSAP is
using through out the department.
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REPORTING SYSTEM
There 11 types of reports maintained by the Finance Department and in evening the whole
closing must be done in order to avoid errors.
R1- Passenger sales report on counter & Agents (SAR & ASR)
R2- Cargo sales report
R3- Cargo receipt on the behalf of the other station
R4- Miscellaneous collection except credit
R5- Credit receipt reports
R6- Refund to passengers
R7- Except cargo other collections on the behalf of other stations
R8- Invoicing
R9- All sorts of collections/passenger/cargo/others
R10- Sales reports from agents/receivable generation
R11- Cargo sales receivables from agents
CREDIT ALLOWANCEThe credit sales either for the tickets or for the cargo is also recorded into computer system and
relevant reports are generated and the whole record of these sales is also maintained.
Introduction Of Communication & It Department
IT department is one of those departments that is considered to be the backbone o the whole
organization. IT department in PIA RWP Station is not only responsible for maintaining network
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among different stations but it deals with different operations like Telephone Billing, E-
ticketing ,managing Inventory and the whole Communication structure. Following are the
Subsections that work under IT department.
Data Communication.
Telephone Exchange.
Network.
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BALANCE SHEETAS AT DECEMBER 31ST
, 2009
2009 2008
NON CURRENT ASSETS Rupees in Thousand
Fixed Assets
Property-plant and equipment 132,470,820 51,263,914
Intangibles 2067,117 112,421
134,537,937 51,376,335
Long Term Investment 188,465 323,705
Long term advances and other receivables 1,755,298 6,635,933
Long term deposits and prepayments 4,242,703 1,804,977
140,724,403 60,140,950
CURRENT ASSETS
Stores and spares 3,286,170 2,790,137
Trade Debts 5,395,745 5,222,534
Advances 549,900 513,917
Trade deposits and prepayments 1,257,980 581,175
Accrued interest 32,789 39,708
Other receivables 1,170,866 481,449
Short term investment 182,771 363,855
Taxation-advance tax net of provision 310,239 149,087
Cash and bank balance 4,233,180 2,614,691
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16,419,640 12,756,553
157,144,043 72,897,503
SHARE CAPITAL AND RESERVES
Share capital 20,878,074 17,980,659
Reserves 4,280,712 4,280,712
Unrealized(loss)/gain on remeasurement of
investment-net
Foreign Exchange Reserve
97,366
2,116,441 -15,107
Accumulated Loss -36,029,644 -11,799,966
2,060,866 10,446,298
NON CURRENT LIABILITIES
Long Term Finance under mark-up arrangements 28,994,934 1,621,099
Term Finance Certificate 10,723,738 14,003,940
Liabilities against assets subjects to finance lease 46,524,024 21,706,064
Long Term Murabaha finance -------------- 768,075
Long Term Deposits 321,679 290,236
Deferred Liabilities 14,669,765 2,824,690
161.234,140 41,214,104
CURRENT LIABILITIES
Trade and other payables 21,652,372 14,983,921
Accrued Interest/mark-up 978,317 607,769
Short Term Borrowing 18,105,884 362,075
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Taxes 19,388
Current portion of :
Long Term Finance under mark-up arrangement 5,845,349 1,621,103
Term Finance Certificate 2,523,232 756,970
Liabilities against assets subject to finance lease 4,724,495 2,067,363
Long term Murabaha finance -------------- 837,900
Total Current Liabilities 53,849,037 21,237,101
CONTIGENCIES AND COMMITMENTS
Total Equity & Total Liabilities 157,144,043 72,897,503
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Profit and Loss Account Statement
Profit and Loss Account
For the year ended December 31,2009
2009 2008
Turnover-Net 78,554,483 64,047,470
Cost of service
Aircraft Fuel 30,315,159 -26,462,721
Others 42,194,738 -32,478,115
72,509,897 -58,940,836
Gross Profit 6,044,586 5,133,634
Other Operating Income 4,448,674 1,241,669
Marketing and distribution costs 1,487,893 -3,809,169
Administrative expenses 5,293,654 -4,325,576
Other Income
11,230,221
614,523
-6,893,076
------------
(Loss)/Profit from operations -4,571,112 -1,759,442
Finance cost 7,938,364 -2,787,399
Other provisions and adjustments- net -20,211 33,605
7,918,753 -2,753,794
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(Loss)/Profit before tax -12,489,265 -4,513,236
Taxation 726,346 101,579
(Loss)/Profit for the Year -13,215,655 -4,411,657
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RATIO ANALYSIS
CURRENT RATIO
Current Ratio is obtained by dividing current assets by current liabilities. It shows a firm’s ability
to cover its current liabilities with its current assets.
= Current Assets
Current Liabilities
Year Calculations Current Ratio
2009 =1641964000
53849037000
0.30
2008 =12756553000
21237101000
0.60
ANALYSIS
Result of this ratio is that during the year the ratio is declining rapidly. PIA could face problem if
the current ratio will decline.
QUICK RATIO
Current assets less inventory divided by current liabilities. It shows a firm’s ability to meet its
current liabilities with its most liquid (quick) assets.
= Current Assets – Inventory
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Current Liabilities
Year Calculations Acid-Test Ratio
2009 =16419640000-3286170000
53849037000
0.243
2008 =1275655000-279013000
21237101000
0.46
ANALYSIS
Here, the same case with acid test ratio. Ratio is decreasing continuously. Result shows that more
proportion if asset as inventory in current asset with comparison to other assets.
Debt Ratio
Dividing the firm’s total liabilities by its total assets derives the Debt Ratio.
= Total Liabilities
Total Assets
Year Calculations Debt Ratio
2009 = 215083177000
157144043000
1.37
2008 = 62451265000
72897563000
0.86
ANALYSIS
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Debt ratio in the year 2006 was not so much efficient but it is going to efficient in the coming
years.
Total Debt Ratio= Total Liabilities
Total Equity
Year Calculations Debt Ratio
2009 = 215083177
2,060,8660
10.4
2008 = 62451265
10,446,298
5.97
Total Asset Turnover
= ____Sale
Total Asset
Year Calculations Debt Ratio
2009 =78,554,483
157,144,043
0.49
2008 = 64,047,470
72,897,503
0.88
NET PROFIT MARGINA more specific measure of the sales profitability is the net profit margin:
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=Net Profit(loss) after Taxes
Net Sales
Year Calculations Net Profit Margin
2009 =(1321565000)
78554483000
(16.8%)
2008 =(4411657000)
64074470000
(6.88%)
ANALYSIS
PIA profit margin is decreasing in negative so PIA is going in so much losses
RETURN ON EQUITY (ROE)ROE compares net profit after taxes (minus preferred stock dividends, if any) to the equity that
shareholders have invested in the firm:
=Net Profit After Taxes
Shareholder’s Equity
Year Calculations Return On Equity
2009 =(13215655000)
2060866000
(64.12%)
2008 =(4411657000)
10446298000
(42.23%)
ANALYSIS
PIA return on equity is also in negative, it’s completely in losses.
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Net Working Capital Turnover =Current Asset – Current liabilities
Total assets
Year Calculations
2009 =16,419,640 - 53,849,037
157,144,043
-0.8
2008 = 12,756,553 - 21,237,101
72,897,503
-0.11
Return on Earning Asset =Net profit after tax
assets
Year Calculations Return On Equity
2009 = -13,215,655
157,144,043
-0.08
2008 = -4,411,657
72,897,503
-0.06
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Pakistan International Airlines Corporation (PIAC) is a giant organization and enjoys complete
monopoly at national level. Being a semi government organization, PIA is highly affected by any
change in political or economic frontier. Airline industry due to heavy capital requirement poses
great barrier to entry. So PIA has no literal threat of any potential competitor. As far as core
competences of PIAC are concerned, even its single activities are not less than its competences,
CONCLUSION
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e.g. huge infrastructure, technologically advanced operational system and a well established
centre to train its workforce. Any a few linkages can be created like between technology
development-operations and human resources-operations. PIA’s generic competitive strategy can
be categorized as differentiation, as it provides top quality services but at comparatively higher
prices. PIA’s management style is centralized and the direction of strategy development can be
viewed as market development. Its financial position has also been improved over the year due to
sound management policies (cost controlling measures are the important ones).
SUGGESTION & RECOMMENDATIONS FOR PAKISTAN
INTERNATIONAL AIRLINES
Decentralization
PIA should decentralize its structure that would lead to the easy management, increased
motivation, easy access to information and resolution of the conflicts (as they would be resolved
by the immediate manger time span would then reduced). Since employees issues regarding their
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behavior would lessen, so it would ultimately lead to more satisfied employees that would result
in enhanced productivity of the organization.
Strategic Business Unit
PIA should make its different departments into Strategic Business Unit. Every SBU should have
a defined business strategy and a manager with sales and profit responsibility. As PIA is a large
organization, so it must be convert into SBUs.
Different factors should be determined for the success of SBUs which as follows:
The degree of autonomy given to each SBU manager
The degree to which an SBU shares functional programs and facilities with other SBU's
The manner in which the corporation evaluates and rewards the performance of its SBU
managers
Employee Empowerment
PIA should make efforts towards empowering the employees that is going to lead to more
employee participation in the decision making process and also result in more employee
satisfaction and enhanced motivation. Apart from this, employees would feel more independent
to discuss the issues explicitly without hesitation. This would also enhance team work process at
PIA as quality team and cross-functional teams. The employees will work with more
commitment and dedication and every employee would work to his/her fullest due to increased
motivation. However, with empowerment comes accountability, so it is suggested that while they
empower their employees, there should also be a “controlled check’’ on them to ensue the
correct usage of power delegated to every employees within their circumscribed limits.
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Overhead Costs
PIA should also reduce its overhead costs that are it should mange its resources: labor more
effectively, so that with less input, more out put can be achieved and the saved resources can be
utilized in other areas such as introducing more training courses for the employees so that the
quality of the workforce could be increased. Hiring the services of expertise can improve the
efficiency of their services, so by saving the overhead costs, they can utilize that money for the
expertise services. So by analyzing the various segments of the organization and making the
right corrections, it can substantially improve the standards of Organizational behavior.
Two-Way Communication
The suggestions of the employees can prove to be very effective in improving the operations as
they are the ones who manage them. Therefore, a top-down approach should be replaced with
two-way communications. In this way, the employees would feel motivated and valued as they
would be included in decision-making.
Total Quality Management
Total quality management should be catered to within the work groups and implementation of
various skill enhancement programs for quality and productivity improvements such as Six
Sigma should be provided to its executive employees.