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FIRM
A. F. Ferguson & Co. (a member firm of PricewaterhouseCoopers network) is among the
largest firms of professional accountants in Pakistan, operating in three metropolitan cities
viz. Karachi, Lahore and Islamabad. The firm also has an office in Kabul, Afghanistan. The
firm operates under international membership of PricewaterhouseCoopers and is also known
internationally as PricewaterhouseCoopers Pakistan (PwC Pakistan).
Broadly,
the
firm
offers
professional
services
Transaction
in
Advisory,
the
Risk
fields
Advisory
Services, SPA and HR Consultancy. Internally, the firm is organized along two separate
service lines- Assurance and Business Advisory Services (ABAS), Tax and Legal Services
(TLS) which are equally split into 8 'sections'. Each service line has its own leader (partner)
The firm currently employs nearly 1600 people: partners, senior managers, managers,
assistant managers, and professional trainees. Firm's clientele includes leading groups/
companies of Financial and Non-Financial sectors.
The head office of the firm is situated at State Life building no. 1-C, I.I. Chundrigar Road,
Karachi, Pakistan.
1.1.
HISTORY
The Pakistan firm of A. F. Ferguson & Co., came into existence when the old firm of the
same name was split into two independent entities. The origins of the firm, however, go back
to 1893.
Mr. A. F. Ferguson, a Chartered Accountant of Scotland, came to Bombay in 1889 as chief
accountant in the merchant firm of Ritchie Stewart & Co., [later to become Forbes Forbes
Campbell & Co. (Private) Limited]. In 1893 he started to practice and was the first British
Chartered Accountant to do so in this part of the world. Mr. P. G. Irvine, previously an
assistant became a partner in 1898 and the name of the firm was changed to 'Ferguson &
Irvine'. In 1902 owing to the ill-health of Mr. Irvine this partnership was dissolved and the
firm became 'A. F. Ferguson & Co.', with Messrs A. F. Ferguson and W. Turner Green as
partners. The firm prospered in Bombay and in 1908 an office was opened in Karachi. Mr. A.
F. Ferguson returned to the United Kingdom in 1912 and commenced practice in London.
The Karachi office was opened on March 20, 1908. The office was in a small room, part of
the Latham & CO's office on Bunder Road (now M. A. Jinnah Road), near the Mereweather
Tower.
The firm operated in the Persian Gulf between 1910 and 1924 and for some years a branch
office was also maintained there. The Lahore office was opened in 1926 when the firm of
Niessen Dignasse & Co., was acquired. Later, a small office was established in Rawalpindi,
which at that time was known as a sub-branch of the Lahore Office.
In August 1947, Pakistan gained independence from British Raj. The Pakistan firm was
formed on November 1, 1952 by a deed, signed and stamped at Karachi, Sindh, Pakistan, and
took over the practice previously carried on by the Karachi and Lahore branches of the Indian
firm whose head office was in Bombay. There was a complete severance from the old Indian
firm which continued to practice in India under the same name.
The Rawalpindi branch was upgraded to an independent office in November 1952 and an
office was also opened in Islamabad in late 1992. In 1993, the operations of the Rawalpindi
office were transferred to the Islamabad office.
In 2006, the firm opened a branch in Kabul, Afghanistan.
1.2. SERVICES PROVIDED
A. F. FERGUSON & CO. offers a full suite of customized services to its clients. It provides
six different types of services.
Assurance: They provide innovative high-quality, and cost-effective services relating to
organizations financial control, regulatory reporting, shareholder value, and technology
needs. The services include:
IFRS reporting
Sarbanes-Oxley compliance
Financial accounting
Internal Audit: Maximizing the value and effectiveness of the internal audit function
requires an understanding of an organization's objectives, risks, risk management priorities,
regulatory environment, and the diverse needs of critical stakeholders including executive
management, the board, audit committees, employees, and shareholders. Ultimately, these
needs determine the risk profile of the organization and the strategic focus of the
organization, resources and practices required of its internal audit department.
Advisory: A.F Ferguson and Co. provides the following advisory services:
Business Advisory
Privatisation advice
Structuring services
Valuations
Independent opinions
Development Advisory
Fund Management
Financial Monitoring
Pre-award Assessment
Programme Assessment
IT risk assessments
Taxation: A. F. FERGUSON & CO. help enterprises in formulating effective strategies for
optimizing taxes, implementing innovative tax planning and effectively managing
compliance. Their Tax services include Direct Tax, Transfer pricing and Indirect Tax.
Human Resource: Services related to Human Resources Advisory
SWOT Analysis
A.F Ferguson specializes in providing Audit based Assurance Services to organizations from
various sectors of industry, including manufacturing, non-manufacturing and non-profit
sector.
2. CLIENTS
2.1. HISTORY
Prior to OGDCL
Prior to OGDCL's emergence, exploration activities in the country were carried out by
Pakistan Petroleum Ltd. (PPL) and Pakistan Oilfields Ltd. (POL). In 1952, PPL discovered a
giant gas field at Sui in Balochistan. This discovery generated immense interest in
exploration and five major foreign oil companies entered into concession agreements with the
Government.
During the 1950s, these companies carried out extensive geological and geophysical surveys
and drilled 47 exploratory wells. As a result, a few small gas fields were discovered. Despite
these gas discoveries, exploration activity after having reached its peak in mid-1950s,
declined in the late fifties. Private Companies whose main objective was to earn profit were
not interested in developing the gas discoveries especially when infrastructure and demand
for gas was non-existent. With exploration activity at its lowest ebb several foreign
exploration contracting companies terminated their operation and either reduced or
relinquished land holdings in 1961.
Establishment of OGDC
To revive exploration in the energy sector the Government of Pakistan signed a long-term
loan Agreement on 04 March 1961 with the USSR, whereby Pakistan received 27 million
Rubles to finance equipment and services of Soviet experts for exploration. Pursuant to the
Agreement, OGDC was created under an Ordinance dated 20th September 1961. The
Corporation was charged with responsibility to undertake a well thought out and systematic
exploratory programme and to plan and promote Pakistan's oil and gas prospects.
As an instrument of policy in the oil and gas sector, the Corporation followed the
Government instructions in matters of exploration and development. The day to day
management was however, vested in a five-member Board of Directors appointed by the
Government. In the initial stages the financial resources were arranged by the GOP as the
OGDC lacked the ways and means to raise the risk capital. The first 10 to 15 years were
devoted to development of manpower and building of infrastructure to undertake much larger
exploration programmes.
Initial Successes
A number of donor agencies such as the World Bank, Canadian International Development
Agency (CIDA) and the Asian Development Bank provided the impetus through assistance
for major development projects in the form of loans and grants. OGDC's concerted efforts
were very successful as they resulted in a number of major oil and gas discoveries between
1968 and 1982. Toot oil field was discovered in 1968 which paved the way for further
exploratory work in the North. During the period 1970-75, the Company reformed the
strategy for updating its equipment base and undertook a very aggressive work programme.
This resulted in discovery of a number of oil and gas fields in the eighties, thus giving the
Company a measure of financial independence. These include the Thora, Sono, Lashari,
Bobi, Tando Alam & Dhodak oil/condensate fields and Pirkoh, Uch, Loti, Nandpur and
Panjpir gas fields which are commercial discoveries that testify to the professional
capabilities of the Corporation.
obligations but also invested enough resources in exploration and development to increase the
country's reserves and production.
GDR
In December 2006, the Government of Pakistan divested a further 10% of its holding in the
company. The Company is now listed on the London Stock Exchange since December 06,
2006.
2.2. VISION AND MISSION
OGDCL Vision
To be a leading multinational Exploration and Production Company.
OGDCL Mission
To become the leading provider of oil and gas to the country by increasing exploration and
production both domestically and internationally, utilizing all options including strategic
alliances.
To continuously realign ourselves to meet the expectations of our stakeholders through best
management practices, the use of latest technology, and innovation for sustainable growth,
while being socially responsible.
2.3. LINES OF BUSINESS; PRODUCTS & SERVICES
Oil and Gas Development Company Limited commonly known as OGDCL is a Pakistani
multinational oil and gas company. It is involved in exploring, drilling, refining and selling
oil and gas in Pakistan. It is the market leader in terms of reserves, production and acreage.
The main functions of the Corporation are:
a. To plan, organize and implement programs of exploration of development of oil and
gas resources.
b. To carry out geological, geophysical and other surveys for the exploration of oil and
gas.
c. To carry out drilling and other prospecting operations to prove and
estimate the
The Government of Pakistan holds 74% of shares in OGDCL and hence has a controlling
interest in the company. The rest of the shares are held by private investors.
The Soghri field is located in Jand District, Punjab Province. The scope of work for this
project involves the relocation of Amine Plant (40 MMSCFD capacity) at Dakhni Plant .
Soghri gas will be processed at Dakhni, this will enhance Dakhni Plant capacity from 40
MMscfd to 80 MMscfd . Plant shifting is in progress, Site selected and levelling in progress.
Contract being finalized with PC for installation.Procurement of some additional items other
than amine unit has been initiated.The projected product yield upon completion is 15
MMscfd per day of gas. The project is expected to be completed by December, 2015
To complete the Nashpa Development project, a tender on issued on EPCC basis has been
issued for Design/ supply/ installation and commissioning of Gas Processing & LPG
Recovery Plants, Sales Gas Compressors and Allied Facilities at Nashpa Field.
The Mela EPCC Contract shall soon be Re-Tender with revised profile.
The expected incremental Production upon the completion from Nashpa will be: Gas: 10
MMscfd @ 1150 BTU/SCF, LPG: 280 MTD, Condensate: 1120 bbls/day. Both the projects
are expected to be completed by Dec, 2016.
1st Phase completed in November, 2012. Supply of Gas to SSGCL started on 4th Jan, 2013.
Presently supplying Gas 16 MMSCFD & Condensate 1400 BPD.
2nd Phase: All equipment/ packages have been press advertised. Feed/Sale Gas Compressor,
Cooling tower, Oily Water and Treatment Packages etc received at site and placed on
respective foundation. Feed/Sales Gas Compressors, Cooling Tower installed and Phase-II
construction/ installation work is in progress. The 2nd Phase of the project is expected to be
completed by Jun, 2015.
Under Phase-II of the KPD-TAY development project, we intend to install wellhead facilities,
a gas gathering system, a CO2 removal unit, LPG extraction feed/sales gas compressors,
power generation units and allied utilities. Upon completion of Phase-II, which is currently
expected by Dec, 2015, the field is expected to produce an additional 125 MMscfd of gas,
4,100 bpd of oil and 410 Mtpd of LPG.
2.8. ASSOCIATED CONCERNS
Mari Petroleum Company Limited (MPCL) is an associate of OGDCL, with an ownership of
20% in the company. MPCL is a public listed company with an authorized and paid up capital
of Rs. 2,500 million and Rs. 367.5 million respectively. Equity share in MPCL is: Fauji
Foundation 40%, Government of Pakistan 20%, Oil and Gas Development Company Limited
20% and the general public 20%.
Mari Petroleum Company Limited (MPCL; formerly, Mari Gas Company Limited) is one of
Pakistans largest E&P (petroleum exploration and production) companies, operating the
countrys second largest gas reservoir at Mari Field, District Ghotki, Sindh. MPCL is
Planning
The planning phase of a financial audit starts with the acceptation of the audit assignment,
during this step the risks and reliability associated with the auditee are assessed. Once the
audit assignment is accepted, the terms of engagement are determined and a team of auditors
is mobilized. Next, the independence of the audit team is assessed and further required
planning procedures are executed.
Understanding the Business, Assess Risk and Determine Audit Strategy
The second phase starts with the analysis of the auditee's organization resulting in the
understanding of the business including its internal control. Subsequently, it includes the
determination of the materiality and the assessment of the levels of inherent risks associated
with the auditees organization. This is followed by the establishment of the audit strategy
and identification and evaluation of the controls that mitigate the assessed risks and ends at
the start of the audit plan execution.
Respond to Risk and Gather Evidence
The third phase starts with the determination of both the expected reliance on the auditee's
internal controls and the planned substantive evidence followed by the approval of the audit
plan. Once the audit plan is approved, the auditor continues with the execution of evidence
gathering activities (EGAs) consisting of tests of controls, substantive analytical procedures
and tests of detail. Depending on the level of controls reliance, the focus of the EGAs will be
either on tests of controls or on substantive testing. The results of these EGA steps combined
form the body of audit evidence on which the auditor's opinion will ultimately rely. As a final
step in this phase, the risk assessment and audit plan are updated and other required
procedures are performed.
Finalize the Audit
The finalizing phase of a financial audit starts with the performance of the relevant audit
completion procedures. This step is followed by referencing the financial statements and
issuing the reports. The final steps of the PwC audit methodology comprise of debriefing the
client, debriefing the audit team and assessing the audit performance, this concludes the PwC
audit trail. Following this description of the PwC audit methodology, it can be concluded that
the methodology is largely based on a top-down approach where inherent organizational risks
are identified, mitigating controls are assessed and remaining risks are covered by the
As part of this audit of the Staff Welfare Fund, I performed the following tasks:
During my stay at the clients office, I learnt that management skills are of primary
importance to supervisors/job in-charges. In order to maintain required degree of quality in
work and expected professionalism, supervisor/in-charge has to manage the audit team in an
appropriate way. Also, I learnt that at times when one has to share same work with any fellow
team member then one should manage the shared work with such proficiency that the
member sharing the work is reasonably satisfied, in addition to self satisfaction regarding
quality of work performed.
6.2. Interpersonal skills
Development of interpersonal skills was one of the achievements of this audit internship.
During my stay at the firm (when client was not yet assigned), I learnt how to address people
of different designations. I had encounters with the junior and senior Managers. Through
these encounters, I learnt how to request for the wants in an appropriate and professional way,
retaining a certain level of respect, ensuring the fulfillment of the requested demand. During
my stay at the clients office, I learnt an apt way to deal with the clients management
personnel in order to ensure timely attainment of desired requisitions. Also, I learnt how to
use interpersonal skills to maintain a certain level of comfort and easiness (retaining
professionalism) with fellow team members.
6.3. Time management skills
During my stay at the clients office, I learnt that time management is one of the most
essential expertise for successful completion of audit. Proper time management is very
critical to meet the deadlines. At times, the work to be done apparently exceeds the time
available. Time should be prudently managed and each task should be delegated reasonable
amount of time. Meeting the deadline on timely basis is not only important for successful
completion of audit but is also vital to develop a sense of reliability regarding work among
the senior members of audit team.
6.4. Presentation skills
Presentation skills count a lot when it comes to documentation of the work performed.
Documentation of walkthrough performed, controls tested and Personnel file compliance in
MS Excel and preparation of flowcharts of the system understanding obtained in MS Word
(for internal use) helped me develop my presentation skills. Also, I learnt how to present my
opinion or idea regarding any matter aptly in front of senior team members.