Lahore Garrison University
Financial Analysis Of
TABLE OF CONTENTS
INTRODUCTION OF PSO:
HISTORY OF PSO
FINANCIAL STATEMENTS FOR THATTA CEMENT
BALANCE SHEET COVER A PERIOD FROM YEAR 2012,2013 AND 2014
INCOME STATEMENT OF YEAR 2012,2013 AND 2014
FINANCIAL COMPARISON OF THATTA CEMENT FOR THE YEARS 2012,2013 and 2014 CURRENT RATIO
GROSS PROFIT MARGIN
NET PROFIT MARGIN
TOTAL CASH TURNOVER RATE
Introduction Of PSO
PSO is a public company with 1,940 employees. It is the leading oil company of Pakistan. The Pakistani government's move toward a nationalized oil sector began in 1974, with the passage of Petroleum Products (Federal Control) Act.Under the new legislation, the government took control of the two Pakistani oil companies, Pakistan National and Dawood Petroleum. Following the takeover, Dawood was renamed Premier Oil Company. Also in 1974, the government founded a new agency, the Petroleum Storage Development Corporation (PSDC). That entity was subsequently renamed Pakistan State Oil(PSO) in 1976. Following the adoption of the new name, PSO then took over both Pakistan National and Premier, in what was then the largest ever merger to take place in Pakistan. One month later, the government also took over the operations of Esso in Pakistan, which were placed under PSO. As such, PSO became the undisputed leader in the Pakistani market. Pakistan State Oil Company Limited is that country's leading oil marketing and distribution company. Formerly a state-run agency, PSO controls approximately 70 percent of Pakistan's total finished fuel products market,and as much as 80 percent of the total furnace oil market, the main fuel oil market in the country. PSO also controls 60 percent of the country's diesel fuel market. Despite a nationally operating network of more than 3,750 PSO-branded filling stations, many of which include convenience stores, PSO's share of the consumer gasoline and lubricants markets has dropped to just 40percent, in large part due to Shell Pakistan's aggressive expansion of its own retail network. Other major competitors include Total and refinery operators Attock and Caltex. PSO itself has engaged in a strategy of developing vertically integrated operations, including backing the construction of a new refinery. The company also produces and markets a variety of products under its own brand, including motor oils and lubricants. PSO's sales extend to jet fuels and marine fuels, LPG, CNG, kerosene, and other petrochemicals. The company is also the leading supplier to Pakistan's utility and industrial sectors. Nonetheless, retail sales remain the company's largest revenue-generator,representing some 90 percent of the group's sales. These topped PKR254 billion ($4.27 billion) in 2005, making PSO Pakistan's largest company and the flagship of the Pakistani government's privatization effort in the early2000s. The Pakistani government continues to hold more than 25.5 percent of PSO's shares, while a group of institutional investors, primarily banks, control more than 37.5 percent of group stock. PSO has been hailed for its dramatic turnaround, from inefficient government-run organization to a streamlined, modern corporation, a transformation largely credited to the leadership of Managing Director Tariq Kirmani. PSO is listed on the Karachi Stock Exchange.
Audit Department; Aviation Marine; Corporate Planning; Imports; Industrial Consumer; IT Achievement; Lube Sales & Agency; Lubricants; Non Fuel Retail;Operations Department; Power Projects; Product Movement; Product Storage;PSO Cards;Quality Assurance; Retail Departments; Retail News; Security Services.
Shell remains PSO's largest competitor in the country, with a market share of more than 25 percent. Shell Pakistan Limited; Total Parco...
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