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Ratio Analysis
Prepared By: Muhammad Shiraz Khan
Regd. I.D: 53304
Submited to: Mr. Munawar Hameed
1
December 30, 2009
To,
Respected Sir,
I herewith present this Final Project Report which was assigned by you as a
requirement of this course. In this report, I have tried my best to provide Ratio
Analysis of Financial Statement for Maple Leaf Cement Public Limited.
I have tried my best to cover all the requirements for the Final Project report.
Yours Sincerely
Muhammad Shiraz Khan
2
ACKNOWLEDGEMENT
In the name of “Allah”, the most beneficent and merciful who gave me strength and
knowledge to complete this report. This report is a part of our course “Financial
Accounting”. I would like to express our gratitude to our Accounts teacher Mr. Munawar
Hameed; who gave us this opportunity to fulfill this report. I would also like to thank our
class mates who participated in a focus group session. They gave me many helpful
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Vision
In order to remain competitive in the market the management at Maple Leaf continuously
re evaluates its business strategies. With the increase of furnace oil prices the company
adopted coal as a more cost efficient and environmentally friendly fuel for kiln firing.
Today the management believes that the future lies in exploring the possibilities of
alternative and cheaper fuels such as waste firing. This would further reduce production
costs whilst promoting a culture of environmental awareness, health and safety.
Mission Statement
“The Maple Leaf Cement Factory Limited stated mission is to achieve and then remain as
the most progressive and profitable company in Pakistan in terms of industry standards
and stakeholders interests”
Values
Maple Leaf Cement is committed to run an efficient and profitable business and therefore
aims to employs cutting edge technology to ensure energy efficiency and the optimum
use of natural resources. The visionary and experienced management drives the company
to set goals that position Maple Leaf ahead of the competition and as a key player in the
cement industry.
Capacity
At the time of privatization in 1992, the capacity of Maple Leaf to produce Ordinary
Portland Cement (OPC) was 1000 tones per day (tpd). A second plant of 4000 tpd was
commissioned in 1998 and a third plant of 6700 tpd came into production in 2006. It
increased the total capacity to 11,700 tpd. The capacity of White Cement has also
increased from 100 tpd to 500tpd with the addition of a new plant. This plant also has
provisions for doubling the capacity to 1000tpd. Presently Maple Leaf cement has 9% of
the market share of OPC and is a leading brand in Pakistan with a diverse customer base.
It is also the largest producer of White Cement in the country with 80% of market share.
Technology
The plants of 4000 tpd, 6700 tpd and of White Cement are state of the art and have been
supplied by FLSmidth in Denmark. In order to ensure the highest efficiency and process
control the plants comprise of equipment with the latest design and technology. To
maintain the highest quality standards a laboratory has also been set up at site for the
testing of raw materials and cement. All Maple Leaf plants comply with National
Environment Control standards
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Sales Graph
Total Sale
10000000
8000000
6000000
Sale
4000000
2000000
0
2008 2007 2006
Years
5000000
4000000
3000000 Export
2000000 Local
1000000
0
2008 2007
5
Liquidity Ratios
The decrease in ratio of FY08 is due to the increase in current liabilities (96%)
while current assets were increased only by 48%.
CURRENT RATIO
1.50
1.00
TIMES
Series1
0.50
-
2004 2005 2006 2007 2008
YEARS
6
Profitability Ratios
Profitability Ratios
The Profit of MLCFL declined drastically because of an excess supply situation in
industry and falling net retention prices.
1,200,000
900,000
600,000
300,000
Series1
-
2,006 2,007 2,008
(300,000)
(600,000)
(900,000)
7
0
700000
1400000
2100000
2800000
3500000
4200000
Fu e l & p o w e r
R aw
& p a c k in g
M a te ria l
S a la rie s
D e p re c ia tio n
&
A m o rtiz a tio n
A d m in &
Production cost (2007& 2008)
S e llin g
Total Production Cost for the year 2008-07
F in a n c ia l
c h a rg e s
2008
2007
8
Asset Management Ratios
Asset Management
The inventory turnover rate increase showing that it took lesser days for the
company to sell its stock trade. However the company average collection period
of account receivable increase and so did its operating cycle.
The total asset turnover ratio Improved in FY08 indicating that the company was
able to generate sufficient sales volume given it total asset investment.
70.00
60.00 Days sales
50.00 outstanding
tim es
Debt Management
Firms profitability decline when economy takes a downturn and in tight monitory
policy.
As interest rate increase in FY08 the cost of borrowing for the firm has increased.
The firm can’t pay for its expenses through earnings and will have to take extra
debt to pay its obligation
.
Debt Management
7.00
6.00
5.00
Debt To Asset
4.00
Debt To Equity
3.00
Time interst earned
2.00
1.00
-
2005 2006 2007 2008
years
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Balance Sheet
Maple Leaf Cement Factory
For the year (2008, 207, 2006)
Investments - - 368,881
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Balance Sheet for Current Assets
Current Assets 2008 2007 2006
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Balance Sheet for Equity & Liabilities
EQUITY AND LIABILTIES 2008 2007 2006
13
Balance Sheet for Current Liabilities
CURRENT LIABILTIES 2008 2007 2006
Current portion of:
redeemable capital - - 41,650
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Income Statement
Maple Leaf Cement Factory
For the year (2008, 207, 2006)
Taxation
Current: 44,815 (94,77) (28,536)
Deferred: (732,924) (172,589) (547,038)
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