Professional Documents
Culture Documents
Presented by:
KAMRAN KHALID
ACCA reg. # 1431751
September 2008
CONTENTS
Page No.
Collect Information 7
3.2 – Cement 13
3.7 – Conclusion 29
3.8 – Recommendations 31
List of References 32
Appendices
The analytical techniques used are: the financial ratio analysis, SWOT
analysis and the Porter’s Five Forces analysis.
Then I started looking for reference books in the Punjab Public Library
to understand the global cement industry and read reports on the cement
industry of Pakistan. During my period of analysis, I always tried to find the
related news and articles, in the newspapers, about my country’s cement
industry and especially the updates and prospects of DGKCC. Web archives of
leading newspapers were of great help in collecting the past information about
the company as well as the cement industry.
The World Wide Web served to be one of the most cost-efficient sources
of information in carrying out this analysis and gathering corroborative
evidence to ensure the validity and reliability of information. As I have a
broadband internet facility at home, I did extensive search related to DGKCC
and the cement industry keeping in mind the project objectives. Whenever I
came across the information of my concern on the websites which were
previously unknown to me, I started finding their supporting evidence on
other websites to ensure the validity of information.
1. Profitability Ratios:
Profitability ratios measure how well a company is performing by
analyzing how profit was earned relative to sales, total assets and net worth.
(kbr.dnb.com)
2. Liquidity ratios:
Liquidity reflects the ability of a firm to meet its short-term obligations
using those assets that are most readily converted into cash. (Fabozzi &
Peterson, 2003)
4. Turnover ratios:
The financial ratios that measure an asset’s activity or efficiency in
generating or turning-over cash are known as turnover ratios.
(www.businessdictionary.com)
5. Valuation Ratios:
A valuation ratio is a measure of how cheap or expensive a security (or
business) is, compared to some measure of profit or value. Valuation ratios
compare the cost of a security to the benefits of owing it. (moneyterms.co.uk)
However, one of the major drawbacks of this model is that the model
assumes relatively static market structures. This is hardly the case in today’s
dynamic markets. (www.themanager.org)
RESULTS, ANALYSIS,
CONCLUSIONS
& RECOMMENDTAIONS
D.G. KHAN CEMENT COMPANY LTD.
3.1.1 - History
DGKCC was established under the management control of State Cement
Corporation of Pakistan Limited (SCCP) in 1978. Nishat Group acquired DGKCC
in 1992 under the privatization initiative of the government.
(www.dgcement.com)
3.1.4 - Products
Two different products are produced at DGKCC namely Ordinary
Portland Cement and Sulphate Resistant Cement. (www.dgcement.com)
3.1.5 - Operations
The operations involved are power generation, purchasing, mining, crushing,
grinding, burning, storing, packaging and marketing.
(www.accessmylibraray.com)
3.1.6 - Exports
Currently the company exports 10,000 to 12,000 tons of cement per
month to Afghanistan and is also eyeing the potential Indian market. “Our first
preference is naturally to capture the local market and then we will be more
interested in exports,” said Innayat Ullah Niazi, the chief financial officer of
DGKCC. (sg.biz.yahoo.com)
3.2 – CEMENT
Between DGKCC and the other giant in the sector, the Lucky Cement
Company Ltd. (LCL), the race – even if quietly – has been to be the biggest.
DGKCC which had stood aloft as the largest player in the industry since 1990
lost its top slot to LCL in 2005, after the latter went into huge expansions.
(Dawn News, 2008)
The sales revenue of the company for the FY2006 was very impressive
as compared to its previous year i.e. FY2005. During the FY2006 the company
generated a sales revenue of PKR 7,956 million, 50.69% more than the FY2005.
Both the volume growth and better selling prices contributed to this increase
in revenue.
The sales volume of LCL during the FY2007 increased by 111.29% owing
to more production capacity than DGKCC as a result capturing most of the
cement demand in the country. While studying its sales price variance, the
results are similar – it also suffered an adverse sales price variance during
FY2007.
As per the general economic trend, energy and fuel prices are steadily
rising in both international and local markets. Also the rising inflation is a
threat to cost of production. The fall in GP margin in the FY2007 could have
been much higher but due to the company’s decision of using gas for heating
the kiln it was prevented. As almost on average the energy expenses of DGKCC
comprise over 55.00% of the cost of sales, the in-time decision of replacing
coal with gas helped the company to save its profit margins by going further
down.
DGKCC Profit Figures over the 3 year period
Gross Profit
4,000 PBIT
Net Profit
3,500
3,000
2,500
PKR million
2,000
1,500
1,000
500
0
FY2005 FY2006 FY2007
The GP margin during FY2006 was 49.81% which was a direct result of
increased selling prices and sales volume. However, the fuel & power expenses
made up 65% of the cost of sales. In the FY2005, the GP margin was 36.91%
which can also be depicted by growth in sales volume and favourable selling
prices.
Comparing the GP margin of DGKCC with LCL for the FY2007, DGKCC
still has a healthy GP margin i.e. 31.65% compared with 29.35%. While studying
the cost of sales of LCL, the difference can be explained in terms of high
proportion of fuel and power expenses comprising 65% of the cost of sales.
Due to a better alternative solution of energy, DGKCC was able to secure a
better GP margin than its industry competitor.
During the FY2006, the NP margin of DGKCC was 30.40% i.e. for each
rupee of sales the company’s NP was 30.40 paisas. While the GP margin in
FY2006 was the highest of all the periods under study it was expected that its
NP margin will also differ with the same percentage. But during FY2006 the
company made provisions for deferred taxation of PKR 1,027 million, which
eroded its NP margin. The reason of 121.34% high deferred tax in FY2006 as
compared to FY2005 was the Khaipur site expansion project of the company
inaugurated in the last quarter of FY2005.
The NP margin for the FY2005 was 31.86% which is not much less than
its GP margin i.e. 36.91%. This was the result of the fair value gain, included in
other operating income, of PKR 527 million on derecognition of investment in
shares of Umer Fabrics Limited upon its merger with Nishat Mills Limited and
Nishat (Chunian) Limited.
3.4.3 – RETURN-ON-INVESTMENT RATIOS
DGKCC LCL
FY2005 FY2006 FY2007 FY2007
Basic earning
13.46% 11.39% 4.26% 13.81%
power
Return-on-assets 9.34% 7.05% 3.14% 9.90%
ROCE 16.21% 13.82% 4.97% 18.34%
ROE 18.05% 12.55% 4.78% 27.23%
3.4.3.1 – Return-on-assets
The return-on-assets (ROA) is the ratio of net income to total assets. In
FY2007, the ROA of the company was 3.14% i.e. for every rupee invested in
assets the company earned 3.14 paisas. This ROA is 55.46% less than that of
FY2006. The main reason was the company revalued both its long-term and
short-term investments resulting cumulative revaluation surplus of PKR 14,986
million.
As already during 2007, the profits margins were lower because of the
fall in selling prices. This revaluation of assets resulted in decreased ROA. Had
the revaluation not been done the ROA would have been 4.4%.
The ROA for the FY2006 was 7.05% which was lower compared with that
of FY2005 i.e. 9.34%. During FY2006 as the Khairpur plant was under
construction, more investment was required in capital work-in-progress and
the company was not getting any return as the plant had not become
operating; plus a revaluation surplus of PKR 8,985 million arising on
investments resulted in lower ROA. Otherwise, as the earnings during the
FY2006 were the highest of the three years under study, the ROA would have
been higher as well.
3.4.3.2 – Return-on-equity
The return-on-equity (ROE) is the ratio of the net income shareholders
receive to their equity in the stock. The ROE for FY2007 was 4.78% which is
very less as compared to 12.55% of FY2006. The main reasons are lower profits
margins because of lower selling prices; increased revaluation surplus on
investments plus the right issue made during the year increased the equity.
LCL enjoyed a very high ROE compared with DGKCC. As in FY2007 the
ROE of LCL was 27.23% which is very high as compared to 4.78% ROE of
DGKCC. This is because of a huge revaluation surplus of PKR 22,868 million
standing in the equity of DGKCC.
The inventory turnover days have increased during last three years
which is probably because of the increase in demand and the company
following high level stock policies. The debtor’s turnover days have also
increased and were highest in the FY2007; this depicts lenient credit policies
exercised by the company to boast its sales. Compared the operating cycle of
DGKCC with LCL, we come to know that DGKCC has a healthier operating cycle
and for FY2007 its average inventory was converted into cash in 33 days.
The total assets turnover ratio shows the productivity of the assets.
During the FY2007, the total assets turnover ratio was 0.12 i.e. for every rupee
invested in assets, the company generated 12 paisas of sales. The productivity
of DGKCC’s assets has decreased over the years. This is because of the upward
revaluation of assets and the company not getting returns from its new
expansion as the plant had not been become operating.
20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
FY2005 FY2006 FY2007
The current ratio of DGKCC has been continuously increasing during the
period under study. This is due to the increased fair value of short-term
investments during the FY2006 and FY2007. Other factors contributing to this
increase are more stores, spares and loose tools and improved cash and bank
balances. Moreover, the ideal current ratio is 2:1; DGKCC enjoys a much
healthier ratio which depicts its strong position in terms of liquidity.
The current ratio and the quick ratio of DGKCC, when compared with
the ideal figures and with those of LCL, are very strong and there are very rare
chances of company not meeting its obligations when they become due.
Presently the company is low geared and its risk of solvency is also very
low whereas LCL is highly geared with debt-to-equity ratio of 51.53%. It shows
that LCL finances its operations more from debt as compared to DGKCC.
The market value per share of DGKCC was highest at the year end
FY2006, thereafter, declining by 15.44% at the year end of FY2007. This is
because during FY2007 the company made lower profits; plus there was a
bonus issue and right issue during the year leading to an increased number of
shares.
STRENGTHS
DGKCC is the second largest cement producer in Pakistan with a
production capacity of 4.2 mtpa.
Unmatched preventive system resulting in remarkable capacity
utilisation during the last couple of years.
The company has European origin plant at Khairpur site which is a
competitive advantage over other companies as Western plants carry
lower long-term maintenance costs compared with the Chinese plants.
DGKCC production processes are environmental friendly and comply
with the World Bank’s environmental standards. It is the only cement
factory in Pakistan certified for both ISO 9002 & ISO 14001.
DGKCC has a diversified investment portfolio of group companies,
which envelops entities like MCB Bank, Nishat Mills and Adamjee
Insurance, providing sufficient cushion to its value against any volatility
in the cement sector, besides making hefty contributions to the income
of the company in the form of dividends. (www.fortunesecurities.com)
Confidence of European Investment Bank, Luxembourg, which approved
35 million euro as a seven-year term loan facility for DGKCC to facilitate
the expansion of its Khairpur cement plant. The loan carries a very
competitive rate compared with local lending rates. This is the first ever
finance facility extended by EIB to any private entity in the country.
During the FY2007 DGKCC replaced 60% of its coal with gas used for
heating the kiln which will result in energy cost savings in the future.
High quality cement commanding premium prices.
WEAKNESSES
Since DGKCC is confined to Northern region only, it has to suffer huge
transportation costs for development programmes in the Southern
region.
Its focus on the export market is very low.
OPPORTUNITIES
Huge potential for the export of cement and capturing new international
markets like India and Sri Lanka.
Construction of mega dams as well as other ongoing infrastructural
development by the government of Pakistan
Expansion or acquisition in the Southern region to strengthen its
position in that region
THREATS
Capacity additions by competitors can result in price wars and thereby
erode company’s profitability.
Delay in construction of major dam projects due to shortage of funds as
well as political obstacle will dent cement demand in the short run.
Ongoing tussle between the cement manufacturers and Monopoly
Control Authority (which is being given increased regulatory powers).
The threat of political unstability is true for all the industries.
Currently Pakistan is the major exporter of cement to Afghanistan and it
also aiming to export to Middle-East and India. However, it should be
noted that Iran is going to enter these markets soon.
Porter’s five forces model identifies the five forces that drive
competition within an industry. These five forces have been applied to the
cement industry of Pakistan as follows:
As the raw materials are easily available and there exist a large number
of suppliers as well, the prices of raw materials are very competitive. Whereas
the prices of coal, gas and oil fluctuate with the International market. Due to
both these factors, the bargaining power of suppliers is perceived to be low.
3.7 – CONCLUSIONS
Sales Analysis:
Besides the positive trend in sales volume the sales revenue suffered a
decline in the FY2007 which can be traced back to lower retention prices. The
situation arose as the expanded capacities of various companies came online,
leading to an over-supply situation in the industry.
Performance Analysis:
DGKCC has been enjoying increasing GP margins in the years under
study with the exception of FY2007. The NP margin, on the other hand has
been going downhill since FY2005. The FY2006 was most favourable in terms
of increase in sales volume as well as higher prices. However, despite these
increments, the NP margin of the company declined. This was because of a
large amount of provisions for deferred taxation made in this year.
The ROA and ROE of the company have followed a trend similar to the
profit margins but remained below that of the competitor’s averages. This
situation may improve in the coming years as the Khairpur plant has started
its commercial production.
Other than being cost efficient, DGKCC has an advantage due to its
equity investments, which act as a buffer in times of low prices. The
companies in the portfolio are stable, safe and profitable. MCB Bank Ltd. has
been the major contributor in the dividend income of DGKCC since FY2005.
The productivity of the assets has declined over the years. This is
because the company was not getting returns from its expansion project which
involved huge investments in assets. Another reason contributing to poor
productivity is the increased fair value of the company’s assets.
The debt management ratio of DGKCC has shown a positive trend during
the last three years. This has been a result of increased revaluation surplus
plus retention of profits as well as issuance of new shares. On the other hand,
the interest coverage ratio of the company declined in the FY2007 owing to
lower profitability.
Equity Analysis:
In spite of huge investments in the expansion project and lower
profitability during the FY2007, the company has maintained its dividend per
share of PKR 1.50 for all the 3 periods under study. The increasing trend of EPS
was broken in the FY2007 which can be attributed to the lower profits due to
lower sales prices as well as an increase in the number of shares issued.
The P/E ratio after suffering a nominal decline in the FY2006 increased
to 14.20 in the FY2007. This increase attracts the investors seeking capital
gains, to buy DGKCC shares.
SWOT Analysis:
High quality cement, cost efficiency, secure and profitable investment
portfolio and the confidence of lenders have been the key strengths of DGKCC.
The attractive opportunities existing in the local as well as export market have
been exploited very well according to the up-to-date news about DGKCC. The
company is on its way to minimise its weaknesses. It has been planning an
expansion in the Southern region and eyeing the potential Indian market as
well. However, there exist a number of threats like delay in the construction of
major dams, political unstability, tussle with the Monopoly Control Authority
and Iran’s entrance into the export market.
3.8 – RECOMMENDATIONS
The overall performance of the company has been very good. However,
based on my analysis, I would recommend the company to focus more on its
exports. As in the FY2007, the local cement industry suffered an oversupply
situation; it would be profitable in the long-term to secure more of the export
market. Doing an expansion in the Southern region or acquiring any Southern
cement industry are also considerable options.
LIST OF REFERENCES
10) Fabozzi, Frank J. & Peterson, Pamela P. (2003) Financial Management and
Analysis. 2nd Edition, John Wiley & Sons, Inc.
11) Hussain, D. (2008) D.G. Khan Cement to buyout Pioneer. The Dawn News.
August 21
16) Mohebbi, A. Construction Material Exports will reach $2.5b by 2010. Iran
Daily. (2005) http://www.iran-daily.com/1384/2347/html/economy.htm
(August 11)
17) Nishat group. http://www.pakistanaviators.com/group.html (visited 2
September 2008)
19) Pheng Low, S., Ong Bee, Tang. (1993). The Global Cement Industry.
Published by NUS Press
26) SWOT Analysis (2008). Advanced Performance Management. ACCA Paper P5,
BPP Learning Media
29) Wazir, S.; Syed, F.; Rauf, Q.; Rehman, A. & Ahmed, Z. (2007). Industrial and
Competitive Analysis, Cement Industry of Pakistan. National University of
Science & Technology (NUST), Lahore, June 30
APPENDIX A – FINANCIAL STATEMENTS EXTRACTS
DGKCC – Statement of Financial Position as at:
FY2005 FY2006 FY2007
(all figures in PKR thousands)
EQUITY AND LIABILITIES
CAPITAL AND RESERVES
Issued, subscribed & paid-up capital 1,843,937 1,843,937 2,535,412
Share deposit money 8,351
Reserves 7,196,568 15,085,354 29,630,084
Un-appropriated profit 277,493 2,330,558 1,757,689
9,317,998 19,268,200 33,923,185
NON-CURRENT LIABLITIES
Long-term finances 4,899,225 7,372,468 8,686,447
Liabilities against finance leased assets 131,985 28,886 1,141
Long-term deposits 28,674 33,814 79,467
Retirement and other benefits 45,765 26,572 39,862
Deferred taxation 537,000 1,559,000 1,624,000
5,642,649 9,020,740 10,430,917
CURRENT LIABILITIES
Trade and other payables 1,154,426 1,406,869 1,027,274
Accrued markup 960,620 340,757 342,612
Derivative foreign currency forward opt. 306,048
Current portion of non-current liabilities 599,674 2,613,695 3,942,972
Short-term borrowing – secured 1,619,025 2,042,281
Provision for taxation 35,090 35,090 35,090
3,055,858 6,015,436 7,390,229
CURRENT ASSETS
Stores, spares and loose tools 1,035,081 836,049 1,496,291
Stock-in-trade 100,994 226,286 295,140
Trade debts 76,238 74,165 144,245
Investments 2,769,134 8,543,763 16,933,790
Prepayments & other receivables 121,486 152,465 229,315
Cash and bank balances 93,836 77,167 116,173
4,196,769 9,909,895 19,214,954
The above stated financial statements have been extracted from the audited
annual reports of DGKCC.
APPENDIX B – QUESTIONNAIRE & ITS RESPONSE
D.G KHAN CEMENT COMPANY LIMITED
QUESTIONNAIRE
1. Please provide me with an insight to the cement industry of the country?
2. What is the corporate structure of the company? Its group?
3. What are the main products and brands of the company?
4. Where are the production factories located?
5. What are the basic operations of the company?
6. How does the company distribute its products?
7. What are the future plans of the company?
RESPONSE
1. The cement Industry of Pakistan is divided into two regions; the Northern
region and the Southern region. As northern region is most rich in the raw
materials of cement as compared to the southern region it caters most of the
cement demand of the country. The industry stands second in contributing to
Pakistan’s economy after textile.
2. DGKCC is the second largest project of Nishat group which is among top
five business houses of Pakistan. Although DGKCC does not own any
subsidiary, the companies in its investment portfolio are strong and give
healthy returns. DGKCC owns 9.20% equity of MCB Bank Ltd. (4rth largest bank
of the country) along with 12.00% of Nishat Mills Ltd. (largest textile exporter
in Pakistan) and 3% of Adamjee Insurance Company Ltd. (a leading insurance
company). In the last five years the company has been involved in joint
ventures with Shuaiba Paper Products Company, Kuwait and Gulf Baraka
Apparel of Bahrain. The names of the associated companies are Nishat Shuaiba
Paper Products Company Ltd. (NSPPL) and Gulf Nishat Apparel Limited (GNAL)
which produce paper sacks for packing of cement and all forms of apparel
products respectively. During the FY2007 the company invested in a new
business of Hotels and Properties to further diversify its investments. The
associated company’s name is Nishat Hotels and Properties Limited (NHPL) and
is under control of Nishat group.
3. DGKCC produces two different products namely Ordinary Portland Cement
and Sulphate Resistant Cement. These products are marketed through two
different brands:
DG brand & Elephant brand Ordinary Portland Cement
DG brand Sulphate Resistant Cement
4. At present the company has two production sites. The DG Khan site plant
located at Khofli Satti, district Dera Ghazi Khan and the Khairpur site plant
located at a distance of 12 kilometers from Choa Saidan Shah Road, Khairpur,
Tehsil Kallar Kahar, District Chakwal, Pakistan.
6. The company has a wide distribution network and its products are
distributed through its four regional sales offices which are located in Lahore,
Multan, Dera Ghazi Khan and Karachi. Moreover, direct sales are also made to
institutional clients for mega projects.