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1 COMPANY PROFILE
The origin of ONGC dated back to 1956, when it existed as Oil and Natural Gas Directorate. To function efficiently in the task of oil exploration and exploitation in October 1959, The Directorate was converted into a statutory body viz. Oil and Natural Gas Commission. Up to the fifties in most of India, oil wealth was undiscovered. The infrastructure to achieve this gigantic task of oil exploration was missing. ONGC filled this void within a short span of three decades made oil exploration and exploitation a wellplanned countrywide operation. ONGC made its debut in 1959 with the discovery of Cambay field. Since then, it has been steadily expanding its operation to cover the entire length and breadth of the country from the desert of Jaisalmer to the dense tropical forest of Assam, from tricky terrains of Himalayas to the deep waters of the Arabian Sea and Bay of Bengal. ONGC has discovered oil reserves onshore in Cambay basin in Tamilnadu. ONGC maintains about 200 onshore and 150 offshore production installations and network of 7,9000 kms. on land and2,800 kms. Submerse pipelines to carry oil and Gas. Its total Assist base exceeds Rs. 20,000 Crores. ONGC had significant successes in its harden venture, in the seventies. In 1974, oil was struck in Bombay High in western offshore. This was further consolidated with unprecedented growth and expansion in the eighties; oil was also struck in Eastern Offshore (Ravva field). In1989, ONGC was ranked at 275th position among the fortune global 5000 companies with a turnover of 4.8 billion. Though there was some slow down in the early nineties, a turnaround has been achieved in 1993 and the position has been further consolidated during 1994-1995 with the Crude oil production to 30.01 MMT and Gas production touching 20BCM. But ONGC could not sustain the increase in oil production in late nineties and the production comes down to 26.18 MMT in 1999-2000.ONGC also maintains its prominent position between the PSU‘s as the highest profit earning company with a net profit of Rs. 10,529 Crores for the year ending 2002-2003. ONGC today ranks among the top 20 oil Companies of the world with production exceeding 1 Million tones of oil and OEG and accounts for about 90% of India‘s production of crude oil and Natural Gas and has attained technological expertise in various aspects of upstream hydrocarbon exploration.
ONGC also strives to acquire hydrocarbon reserves abroad through its wholly owned subsidiary-ONGC Videsh Limited (OVL). OVL currently has a production-sharing contract in Vietnam jointly with British Petroleum and state oil (NORWAY) where 2 Trillion cubic feet gas reserves have been discovered. OVL has also taken stakes in production sharing contracts in Tanzania and Gulf of Suez in Egypt
1.1.1 Functions, Activities & Objectives
The main functions, activities and objectives of Oil and Natural Gas Corporation Limited are as under: Functions Exploration & exploitation of hydrocarbon reserves is required to cater the petroleum requirement of the country. In addition, alternative resources of energy are to be developed to meet the energy requirement of the country. Activities ONGC is the premier entity through which the Government explores for and develops oil and natural gas resources in India. Its activities are mainly the exploration and production of oil and natural gas. It had also started in participating in ―down stream activities‖ such as petroleum refining or distribution and related activities of refined products. Throughout its existence, it has been actively engaged in planning, promoting, organizing and implementing programmes for the development of petroleum resources with the objective of bringing India closer to its goal of self reliance in its petroleum needs. Since its formation, it has established 5,716 billion tones of oil and oil equivalent gas. The figure includes oil and oil equivalent gas of 372 billion tones in respect of the fields offered under joint venture and fields operated by private enterprises. Reserves of oil and oil equivalent gas on 1st April1997 (including reserves pertaining to the fields offered to joint venture and private parties) were as follows: OIL 698.55 MILLION TON GAS 648.71 BILLION CUBIC METERS Soon after independence, the Government formulated a national policy, which made development of oil resources the exclusive responsibility of the state. As first step towards the implementation of this policy, a Petroleum Division was created in October 1955 for
exploration in the country within Geological Survey of India, which grew in to the Directorate of Oil& Natural Gas and was then raised to the status of Commission on 14th August 1956. The Commission was later on converted in to a statutory body on 15th October 1959 with Headquarters at Tel Bhavan, Dehradun. Objectives To acquire the whole or any part of the undertaking, business, the assets/ liabilities, rights, obligations, power, goodwill, privileges, functions and associated establishment and personnel of whatever nature of Oil & Natural Gas Commission (established under Oil & Natural Gas Commission Act [No.43 of 1959] and for the purpose to enter into and carry into effect such agreements/ contracts/arrangements as may become necessary. To plan, promote, organize, exploit and implement programmes for the efficient development of petroleum and petroleum products and alternate resources of energy and the production, distribution, conservation and sale of petroleum and other products/services produced by it and for all the matters connected therewith. To carry out exploration and to develop and optimize production of hydrocarbons and to maximize the contribution to the economy of the country. To carry out geological, geographical or any other kind of surveys for exploration of petroleum resources, to carry out drillings and other prospecting operations, to probe and estimate the reserve of petroleum resources, to undertake, encourage and promote such other activities as may lead to the establishment of such reserves including geological, chemical, scientific and other investigations. To carry on all or any of the business of the sale and purchase of petroleum and other crude oils, asphalt, bitumen, natural gas, liquefied petroleum gas, chemicals and all kinds of petroleum products and to treat and turn to account in any manner whatsoever any petroleum and other crude oils, asphalt, bitumen, natural gas, liquefied petroleum gas and all kinds of petroleum products, chemicals and any such substances as aforesaid.
C. Crude Oil. Mumbai Other establishment in Maharashtra Coast Uran Project Hazira Plant Central Region with Headquarter at Calcutta Regional Office.1. Natural Gas. Natural Gasoline. Achromatic Naphtha.N. Calcutta West Bengal Project Mahanadi Bengal Purnia Project (MBP) Coal Bed Methane (CBM) 4 .1.3 Regions and Work Centres of ONGC:Headquarter Dehradun New Delhi Mumbai Offshore Project with Headquarter at Mumbai Regional Office. Liquefied Petroleum Gas. 1. Superior Kerosene Oil. Ethane/Propane.2 Major Products of O.G.1.
Eastern Region with Headquarter at Nazira Silchar Shivsagar Nazira Jorhat Agartala Northern Region with Headquarter at Dehradun Western Ganga Valley other than Dehradun Southern Region with Regional Office at Chennai Chennai Rajamundary Karaikal Hyderabad Liaison Office Western Region with Regional Office at Vadodara Vadodara Ankleshwar Ahmedabad Cambay Mehsan Jodhpur 5 .
Computer Application in petroleum Industry. Basic Evaluation. Artificial left design. Erection and Maintenance of Gas Sweetening Plants Corrosion and Maintenance: onshore and offshore. Corrosion Studies in offshore structure.1. Training of manpower. Drilling operation including horizontal and drain hole. Long distance transportation of oil and gas. Design erection & maintenance of oil and gas production installation. Estimation of Reservoir and Reserves.4 ONGC’S Specialization Geochemical studies. Stimulation Techniques. Safety Audits and Environment Studies 6 . Down hole completion system.1. Wells loading operation. Reservoir management. Bio-stat graphic Analysis. techno-Economic Analysis. platforms and pipelines Equipment Management and Quality Assurance. Engineering and construction of offshore. Formation analysis and reservoir Modeling.
INTEGRATED IN ENERGY BUSINESS WITH DOMINANT INDIAN LEADERSHIP &GLOBAL PRESENCE” NEW VISION OF ONGC ADOPTED ON 26TH APRIL’2010 ―To be global leader in integrated energy business through sustainable growth. 7 . Imbibe high standards of business ethics and organizational values.1. openness and mutual concern to make working a stimulating and challenging experience for our people Strive for customer delight through quality products and services. ONGC also Fosters a culture of trust.1.‖ ONGC Mission: To be a world-class oil and gas company. ONGC is dedicated to excellence by leveraging competitive advantages in R&D and technology with involved people.5 ONGC Vision & ONGC Mission ONGC Vision:“TO BE A WORLD CLASS OIL &GAS COMPANY. knowledge excellence and exemplary governance practices.
Dehra Dun and its activities are focused towards development of new concepts for exploration and exploitation. Over the years the institute has emerged as a premier R&D center in South East Asia. development of hydrocarbon resources generation and up gradation of geoscientific data and computer application. over the year in diverse fields of the upstream petroleum industry by harnessing the leading state of the art technologies form the international areas through acquisition and collaboration coupled with in R&D efforts.1. Dehradun. Dehra Dun previously known as Institute of Management Development is an institution committed to excellence in the cause of HRD and the availability of the appropriate system and procedures for the knowledge and technology intensive.1. capable of providing advance technical knowledge through training and offering plausible solution to field problems.6 Various Institutes of ONGC The National Oil Company of India. List of important institutes of ONGC are: GEOPIC: Geodata Processing and Interpretation Centre. quality and productivity. ONGC has set up various institutions to meet its Research and Development need in exploration to exploitation. KDMIPE: Keshav Dev Malaviya Institute of Petroleum Exploration. risky and complex oil and gas exploration and development industry in the energy sector with view to ensure managerial effectiveness. Panvel in Mumbai. IEOT: Institute of Engineering and Ocean Technology. And is one of the few centers around the world where integrated processing and interpretation of different geosientific data from seismic to petro physical. geological and reservoir engineering is carried out. IDT: Institute of Drilling Technology. The institutes have developed multidimensional expertise. The institute is with highly qualified experienced scientist and engineer‘s carriers. Dehra Dun in Uttrakhand was established in house the largest computing facility of Oil and Natural Gas Corporation Ltd. The institute is founded in Nov. ONGC Academy: ONGC Academy. It is engaged in relentless efforts in R&D and has rendered excellent services in the area of oil and gas well drilling technology. 1983 for innovation and development of the future plans 8 .
IPSHEM: Institute of Petroleum Safety. Panvel in Mumbai. damage to property. The Institute is committed to upgrade and develop human resources with a view to minimize the overall risk to human life. process and the environment. The institution was founded as a single source and multi service reservoir engineering agency with objectives to integrate the skills and technologies for better reservoir management. maximize hydrocarbons recovery keeping the cost in mind with market realities. The institution has developed expertise in the field of concept evaluation and risk analysis. IRS: Institute of Reservoir Studies. : Institute of Petroleum Safety. IOGPT: Institute of Oil and Gas Production Technology. Health & Environment Management. geotechnical engineering and materials and corrosion engineering. INBIGS: Institute of Biotechnology & Geo-tectonic Studies. Ahmedabad. (No longer Present) 9 . develop techniques for importing well productivity. prepare development plans for new discovery to select and design enhanced oil recovery schemes. Health & Environment Management was established 1989 with the objective of promoting standards of safety.of ONGC to achieve self-reliance in related technology. The institute is developed for improving production technology of ONGC. health and environment in petroleum sector in India.
IL&FS and AP Government. ONGC/MRPL has become co-promotor under 10 . Ltd. It is the only other listed company besides parent ONGC within the ONGC group.5 MMTPA capacity at Kakinada in coastal Andhra Pradesh which is envisaged to be integrated with bio-diesel facility. in turn.02% with SBI Capital holding the remaining 2%.98% : 48. The company was incorporated in Netherlands and has 25% participating interest in the Greater Nile Oil Project in Sudan producing crude oil from on-shore blocks earmarked for the purpose. Kakinada Seaport Limited (KSPL). for declaring Special Economic Zones (SEZs) to boos industrial growth in the country.1. 24% and 26% respectively. is 100% owned by ONGC. This joint venture aims to source equity oil and gas from abroad for securing India‘s energy independence. This joint venture will be involved in trading and shipping of oil and gas (including LNG) sourced by OMEL from abroad. Kakinada Refinery & Petrochemicals Limited (KRPL): This is a public private joint venture company formed pursuant to an MOU between MRPL. ONGC Tripura Power Company Pvt. The project is being developed by a SPV between IL&FS. 3800 Crores and is expected to be commissioned during the first quarter of 2008.1. ONGC Mittal Energy Limted (OMEL): This is the joint venture between ONGC Videsh Limited and Mittal Investments Sarl in the ratio of 49.of India. (OTPCL): ONGC has embarked upon a project for generation of power with 750 MW gas based closed-cycle power plant. Kakinada SEZ Limited: In tune with the recent initiatives of Ministry of Commerce and Industry. ONGC Nile Ganga BV (ONG BV): This is the wholly owned subsidiary of ONGC Videsh Limited which. ONGC Mittal Energy Services Limited (OMESL): This is the joint venture between ONGC Videsh Limited and Mittal Investments Sarl with the same ownership structure as that of OMEL. Govt. Mangalore Refinery and Petrochemicals Limited (MRPL): This is a 71.7 The ONGC Group of Companies comprises of: ONGC Videsh Limited (OVL): OVL is the wholly own subsidiary of ONGC which has been mandated to carry out international E&P business operations of the parent company. Government of Tripura and ONGC with an equity share of 50%.60% subsidiary of ONGC. to set up an export-oriented refinery of 7. The project is estimated to cost around Rs.
has proposed to form a joint venture company named Rajasthan Refinery Limited (RRL). which will be located within this SEZ. ONGC is currently engaged in implementing its C2-C3 extraction project. Karnataka Chambers of Commerce and Industry (KCCL) and ONGC between them bringing in 49% equity with ONGC contributing 26%. in coordination with Cairn Energy. which will examine the techno-economic viability of establishing a well-head refinery of 7. IL & FS has offered to take the remaining 51% equity. 11 . Rajasthan Refinery Limited (RRL): With the recent discovery of waxy oil in Mangla and other adjoining structure by Cairn Energy India. MRPL. With view to optimizing the capital cost during the construction of the project and subsequently promoting sale of petrochemical intermediates. This SPV is in the process of being incorporated. Mangalore SEZ Limited: With a view to providing synergy with MRPL.public-private partnership to form this joint venture company and it is envistaged that KRPL and other gas infrastructure units will be located within the Kakinada SEZ to liverage financial initiatives and to bolster economic growth. The SEZ will be an SPV with Karnataka Industrial Areas Development Board (KIEDB). of Gujarat has formed a joint venture company under public private partnership to establish and develop necessary infrastructure facilities within a land of 1740 hectares in cooperation with Gujarat Industrial Development Corporation. its PSC partner in Rajashtan Block. MRPL has been nominated by Govt. a decision was taken to associate with a special economic zone (SEZ) Contemplated for development at Mangalore.5 MMPPA Capacity and if found feasible will implement the same at a suitable location in Rajasthan. of India as its nominee for buying the crude oil to be produced from this block.. Dahej SEZ Limited: ONGC participating in the initiative of Govt. and as per due facilitation by Rajasthan Govt. large petroleum and petrochemicals based projects are envisaged to be developed at Mangalore.
04. it basically was the higher revenues in its gas business that enabled ONGC to restrict fall in net sales to mere 8.6% down in rupee terms.555 crore in FY10 .1. With over 80% of this shared by ONGC. the government‘s ever-changing subsidy-sharing policy poses the keyrisk. However .000 crore. The company continues to remain fundamentally strong. which is expected to add Rs 3. In the June 2010 quarter. ONGC‘s subsidy. increasing the share of upstream companies to Rs 6. was actually 22. This amounted to nearly $33 per barrel of discount. In other words. the upstream oil companies were required to contribute towards the under-recoveries only on autofuels. pulling lower the company‘s net realisation to $48.5% lower on y-o-y basis in dollar terms. Given that the oil industry‘s under-recoveries for FY11 will be higher than in FY10 in spite of the recent price increases. with the government decontrolling petrol prices and raising diesel prices in June. the oil industry‘s under-recoveries rose to Rs 20. Even the ONGC management couldn‘t help call the subsidy burden ‗excessive‘. Till June 2010 quarter. While the company‘s oil production stagnated. The net realisation on crude oil.500 crore to its bottom line on an annualised basis. it had to shell out Rs 5. Its attempts at diversifying the revenue base will also start giving results as its two petrochemical complexes and a power plant 12 . every barrel of oil sold during the quarter fetched 22. is unlikely to ease. However. The subsidy burden was so heavy that the benefits of decontrolled gas prices failed to make a mark. The company‘s future prospects appear healthy.515 crore as discounts — highest in past seven consecutive quarters and 12-times the year-ago number.1%.5 mms cmd gas sold from nominated fields. The 7% appreciation in rupee against the year-ago period played another trick on the company‘s financial numbers as it bills its customers in rupees.25 in June 2009 quarter.667 crore. Although the company made nearly Rs 850 crore higher profits on this count its net profit fell 24%. The administered pricing mechanism was dismantled in April on the 48. with its production likely to increase gradually over next few years. which shows the severity of these subsidies. which appeared only 17. which stood at $58.6% lower price to the oil major compared to the June 2009 quarter. the subsidy sharing formula is set to change going forward. which stood at Rs11.2 INDUSTRY ANALYSIS:ONGC‘s profit for June 2010 quarter plummeted more than expected as the subsidy burden surged.
the Prime Minister's Office refused his confirmation in February. expressed concern at rising subsidy payout that increased 42. 1. who was recently appointed as the permanent head of Oil and Natural Gas Corp (ONGC) after an uncertainty of over 13 months. "The concern areas are decline in production from ageing fields.1OPPORTUNITIES:The Indian petrochemicals industry is finally discarding its nascent stage tag and the companies are now vying for a major chunk of the global pie of the petrochemicals market.4 per cent to Rs 17. ONGC and IOC are planning entry into the business in a major way as this is in line with their forward integration plans. Indian major Reliance has recently acquired a German polyester major Trevira GmbH and this marks the private sector giant's entry into the European markets in a big way. 1. Though he was selected for the top job by government's headhunting panel PESB in August. Sharma promised tackling issues of morale and motivation of employees and opening promotional avenues to arrest the brain drain. He.024 crore in 2006-07. under-recoveries in gas business and employee attrition. Sharma. high subsidy payouts.3THE PRIORITIES :R S Sharma. the PMO wanted the invitation to be more explicit." he wrote. However. In his message to more than 34.3. constraints of oil field services. rising exploration and production expenditure. Even though the selection process of PESB invited professionals from private firms to apply. Sharma was again selected and his appointed confirmed by Prime Minister Manmohan Singh on July 2.000 ONGC employees after being appointed as chairman and managing director. The petrochemicals cycle is currently on a global uptrend thanks to growing demand from China and other developing nations. At the same time. however. Besides finding new reserves of oil and gas.come up over next 18-20 months. has been the acting head of the company since then. who was director (finance) when the government in May 2006 refused extension of service to flamboyant Subir Raha. the subsidy uncertainties continue to make it a doubtful investment candidate for retail investors. In the 13 . Sharma listed employee attrition and rising payout on kerosene and LPG subsidy as areas of concern. has set his sight on reversing decline in production from ageing fields and cutting rising expenditure during his tenure till 2011.
cables. The following are the major uses of the products: Polymer Products and the uses Product LDPE/LLDPE HDPE Uses Consumer packaging/film. going forward: 14 . electrical wires. sheets Automotive tyres and tubes. monofilament yarn. ropes Water pipe. conveyor belts and footwear Let us now do a SWOT analysis on the industry so as to have a better understanding of the prospects for the industry. growing activity in infrastructure and construction segments coupled with strong growth in the auto sector on the back of lower interest rates have actually boosted the performance of the petrochemicals sector. A low per capita consumption of 4 Kgs of plastic as compared to a global average of 20 Kgs leaves enough scope for capacity expansion resulting in ONGC and IOC venturing into the business. cartons. crates. pipes Polypropylene (PP) PVC Polybutadeine (PBR) Rubber Cement packaging. woven sacks. household packaging. cable coatings Fertilizers.domestic markets. luggage. GAIL and IPCL (to some extent). Major beneficiaries of this uptrend are the integrated players such as Reliance Industries. extrusion wires.
thereby reducing external dependence to a large extent. Reliance Industries uses naphtha from its own Jamnagar refinery as a feedstock for the petrochemicals production. 15 .3 Weaknesses: Low bargaining power vis-à-vis the suppliers: Input costs form nearly 50% to 60% of the raw material costs. To put things in perspective. the companies might not be able to pass on the rise to the consumers as the prices of products is highly influenced by factors such as international prices and supply. would add further to the profitability of these integrated companies. Refineries realize the import parity prices on naphtha produced and in case of high feedstock prices. IPCL and Haldia Petrochemicals (HPL)). the lean gas is transmitted to consumers such as power and fertilizer industry. Rich natural gas is evacuated into the pipelines and after separation of the hydrocarbons such as ethane. IPCL forms a part of the Reliance stable while GAIL is set to pick up stake in HPL. Synergies: Most of the petrochemical players have integrated facilities. petrochemicals business being a high value add.3. while naphtha is an expensive source of feedstock.3. Further. as this would help reduce duplication of production. IPCL uses Reliance's vast and widespread marketing network to reach out to global consumers. gas prices are regulated but in short supply. On the other hand. Low Bargaining power vis-à-vis customers: In case of increase in input costs. 1. These players are therefore vulnerable to raw material prices. propane and butane. Further. GAIL utilizes natural gas for its petrochemicals capacity. Such high concentration is likely to benefit these players. petrochemical players have little bargaining power against the suppliers.1. Of the three companies mentioned.2 Strengths: Consolidation: The Indian petrochemicals industry has witnessed consolidation over the last few years and nearly 85% of the polymer capacity in the domestic market is with the top three participants (Reliance.
ONGC is also venturing into petrochemicals business. of late. with huge market potential. might witness entry of global majors such as ExxonMobil. As part of its commitment to various multilateral and bilateral trade agreements. With commitments to reduce and eliminate tariff and non-tariff barriers. the domestic industry has been protected from overseas competition by high import duties imposed by the government. However. These global majors with deep pockets can actually lead into a pricing war. which could result in squeezing margins.4Threats: Customs duties: Historically. Further.3. Import duty on polymers has been steadily reduced and is currently at 20%. India.1. 16 . Dow Chemicals and Shell into the business. Growing competition: The domestic industry is likely to witness immense competition going forward with IOC all set to enter the segment with its Rs 64 bn project in FY06. the government is likely to reduce duties going forward and this is likely to reduce the cushion enjoyed by the domestic players as against the landed cost of imported products.
Classified the relevant data and carried out the required calculations to determine the ratios to be analyzed. Step 2. In my project report working capital Analysis in ONGC ltd.Studied the annual financial reports of the company for the last five years and the relevant data was sorted out from the maize of information therein. 18 . To know which is the most profitable company.1 Problem Formulation Following steps have been carried out for the project undertaken: Step 1. In order to collect such type of information questioner i. 2. the primary data collection is not used since it is based on secondary data which is already available.. Step 3. and suggest remedial measures to improve the same in future.e.Got acquainted with the organization to understand its setup in Order to be able to appreciate its functioning. to be constructed and information is collected from the respondent. in which the investor can currently invest.2. 2.2 Objective of the study The main objectives of the research undertaken are as follows: To find out and compare the ratios of other exploration companies with ONGC Ltd.3 Primary Data It means collection of information for the first time. To assess the ratios of ONGC Ltd.
com CHEVRON LTD website:www. Oil-India and Chevron ONGC LTD website: www.oilindia. In order to carry out my project successful I have relied on the secondary data already available.2.5 Sources of Secondary Data Annual report of ONGC Ltd.com Library of ONGC at KDMIP 19 . which has already been collected by others. 2.4 Secondary Data Secondary data are information.chevron.ongcindia.com OIL-INDIA LTD website:www.
or even legal tangles resulting in the closure of the company . idle asset earn nothing .LIQUIDITY RATIOS It is extremely essential for a firm to be able to meet its obligation as they become due. 3. in fact analysis of liquidity needs the preparation of cash budgets and cash and fund flow statements . but liquidity ratios by establishing a relationship between cash and other current assets to current obligation . a very high degree of liquidity also bad . the firm‘s funds will be unnecessarily tied up in current assets therefore it is necessary to strike a proper balance between high liquidity and lack of liquidity . Liquidity ratios. Long term creditors on the other hand are more interested in the long term solvency of the firm .RATIO ANALYSIS Several ratios are calculated from the accounting data . we may classify them into four important categories. will result in a poor creditworthiness .the parties interested in financial and short and long term creditors mainly interested in liquidity position or shortterm solvency of the firm. Profitability ratios. the failure of a company to meet its obligation due to lack of sufficient liquidity . In view of the requirements of the various users ratios . The most common ratios which indicate the extent of liquidity and the lack of liquidity are : - 20 . it can be grouped In various classes according to financial activity or function to be evaluated . Leverage ratios. loss of creditor‘s confidence . Activity ratios. management is interested in evaluating every aspects of the firm grows profitably. liquidity ratios measures the ability of the firm to meet its current obligation . similarly owners concentrates on the firm profitability and financial condition . provide a quick measure of liquidity .1:.
62 21 . As on 31 March12 Current Assets Current Liability Current Ratio 476443 211051 2.all obligation maturing within a year are included in current liabilities . accrued expenses .08 As on 31March08 285477 108763 2.47 As on 31 March10 387850 139932 2. Current assets includes Inventories Debtors Cash and bank balances Loans and advances Current liabilities includes Sundry creditors Liability for royality/sales tax Depositors Other liabilities Unclaimed dividend Current assets of a firm represents those assets which can be converted into cash within a short period of time not exceeding one year and include cash and bank balance. semi-finished and finished goods. prepaid expenses are also included in the current assets as they represent the payments that will not be made by the firm in future .3. debtors.1. bill receivable and prepaid expenses.26 As on 31 March11 434298 176083 2. current liabilities include creditors . debtors and inventories . Idle current ratio = = 2:1. short – term bank loan . marketable securities.income tax liability and long term debt maturing in the current year. inventory of finished material. net provision for bad debt and doubtful debts.1 CURRENT RATIO Current ratio = current assets /current liability Current assets include cash and those assets which can be converted in to cash within one year .77 As on 31 March09 326279 105951 3. bills payable . such as marketable securities .
22 . a company with a high value of quick ratio can suffer from the shortage of funds if it has slow paying. yet too high a ratio is also not beneficial for the company as it shows that due to the poor investment policy of the management.1. Thus. assets and current liabilities. Generally a quick ratio of 1 to 1 is considered to represent a satisfactory current financial condition.Current Ratio 4 3 2 1 0 2012 INTERPRETATION 2011 2010 2009 2008 Although the high ratio shown by the graph says that the company can easily meet its current liabilities. doubtful and long duration outstanding debtors. An asset is liquid if it can be converted into cash immediately.2 QUICK RATIO Quick ratio also called acid test ratio establishes a relationship between Quick. The cash and bank balance is 121405. Inventories normally require some time for realizing into cash. 3. This represents the poor investment policy of the management as this amount can be utilized elsewhere.48 which mean that the money is lying idle either in the organization or in the form of bank balance. On the other hand a company with a low value of quick ratio may really be prospering and paying its current obligation in time if it has been turning over its inventories efficiently. or liquid. Inventories are considered to be less liquid.
23 . the difference between quick and current ratio is not high.388542059 Quick Ratio 3 2. since the company does not have much raw material as the company is into the exploration sector. Since the inventory does not play a major role in the current assets. This can be explained by the fact that ONGC being into an exploration sector requires fewer amounts of raw materials.554898093 2.792743816 2. The inventory is 40606.5 2 1.5 1 0.0650743 2.268770977 2.71which shows that there is not much difference between the current and quick ratio.5 0 As on 31st As on 31st As on 31st As on 31st As on 31st march12 march11 march10 march09 march08 INTERPRETATION Generally a quick ratio of 1:1 is considered to represent a satisfactory current financial condition.Quick assets =current assets-inventory As on 31st march12 435836 As on 31st march11 399492 As on 31st march10 387512 As on 31st march 09 295894 As on 31st march08 259785 Quick ratio= quick assets/total current liabilities 2.
as opposed to variable. and has multiple definitions in each field.26 541440 614099 539596.69 494832 535934 468454. A business entity can leverage its revenue by buying fixed assets.15 421416 463142 24 . This will increase the proportion of fixed.87 597850. so any profits or losses are shared among a smaller base and are proportionately larger as a result.76 1069.3 525337. meaning that a change in revenue will result in a larger change in operating income.39 As on 31st March08 1490 1490 14259. The term is used differently in investments and corporate finance. costs. There are different kind of leverage ratio we will consider debt ratio.35 21389 765965. the less equity capital it needs.To judge the long term financial position of the firm financial leverage ratios are calculated.2 LEVERAGE RATIO :In finance.3.76 14259. The more it borrows .39 As on 31st March09 1069.87 915729 640583 780848 706173.Common ways to attain leverage are borrowing money.99 605213 699435 619239.28 As on 31st March11 369 369 21388.35 LOANS DEBT SHARE CAPITAL RESERVES AND SURPLUS EQUITY CAPITAL EMPLOYED NET WORTH 267. Important examples are: A public corporation may leverage its equity by borrowing money. buying fixed assets and using derivatives. Measuring leverage:A good deal of confusion arises in discussions among people who use different definitions of leverage.87 684785.12 As on 31st March10 696 696 21388.28 454194. leverage is a general term for any technique to multiply gains and losses . As on 31st March12 UNSECURED 267.
The firm may be interested in knowing the proportion of the interest bearing debt in the capital structure. It is the ratio of total debt (the sum of current liabilities and long-term liabilities) and total assets (the sum of current assets.003548244 25 . and other assets such as 'goodwill'). debentures/bonds. fixed assets.000527569 0.002166545 0. deferred payment arrangements for buying capital equipments.001287116 0. Like all financial ratios.000 in total liabilities would have a debt ratio of 25%. Public deposits and any other interest bearing loan. Total debt will include short and long term borrowings from financial institutions.3. Several debt ratios may be used to analyze the long term solvency of a firm. a company's debt ratio should be compared with their industry average or other competing firms. or alternatively: For example.3 DEBT RATIO:Debt Ratio is a financial ratio that indicates the percentage of a company's assets that are provided via debt.0004168 March11 As on 31st March10 As on 31st March09 As on 31st March08 0. bank borrowings. As on 31st As on 31st March12 DEBT RATIO = TOTAL DEBT/CAPITAL EMPLOYED 0. a company with $2 million in total assets and $500.
The ratio states that the company has only used 0. inventory. This is because the company is not involved in investment activities hence does not need outside finance thus the ratio has decreased over the year. Activity ratios measure the efficiency of the company in using its resources.0035 0. 26 .003 0.0015 0.0025 0.3% of debt financed cost structure for the last 5 year.0005 0 As on 31st March12 As on 31st March11 As on 31st March10 As on 31st March09 As on 31st March08 INTERPRETATION The debt ratio ONGC Ltd. and total assets.002 0. Accounts receivable is the total amount of money due to a company for products or services sold on an open credit account.4% to .004 0. 3. For the last 5 year show that the company has been more faithful to equity finance.Debt Ratio 0. The accounts receivable turnover shows how quickly a company collects what is owed to it. these accounts are used in the denominator of the most popular activity ratios.4 ACTIVITY RATIO:Activity ratios measure company sales per another asset account—the most common asset accounts used are accounts receivable.001 0. Since most companies invest heavily in accounts receivable or inventory.
the average inventory cost is used in the denominator.Accounts Receivable Turnover = Total Credit Sales ──────────────── Accounts Receivable For a company to be profitable. which is the total annual sales or the cost of goods sold divided by the cost of inventory. Total Annual Sales or Cost of Goods Sold Inventory Turnover = ─────────────────────────────── Inventory Cost Using the cost of goods sold in the numerator is a more accurate indicator of inventory turnover. 27 . and allows a more direct comparison with other companies. it must be able to manage its inventory. In seasonal businesses. which would overstate the actual inventory turnover. because it is money invested that does not earn a return. The best measure of inventory utilization is the inventory turnover ratio (inventory utilization ratio). where the amount of inventory can vary widely throughout the year. since different companies would have different markups to the sale price.
06 0 92030. 5.3.550476865 As on 31st march09 42792. CASH Marketable securities Current liabilities Cash ratio As on 31st march12 121405.11 0.65 0 65270.5 CASH RATIO The cash ratio measures the extent to which a corporation or other entity can quickly liquidate assets and cover short term liabilities. and therefore is of interest to short term creditors. 28 .655623991 As on 31st march08 58488.98 0 130150.9328018 CASH RATIO As on 31st As on 31st march11 march10 160143.7 1.42 1.61 0.04 136705.04 in 11.90 0.635528331 Cash Ratio 2 1. This means that there has been a decrease in the short term financial position of the company.e.5 1 0.08 0 0 109151. The above graph shows that the cash and balance for the year 10 has declined and has come down to 121405.48 from 160143.5 0 As on As on As on As on As on 31st 31st 31st 31st 31st march12 march11 march10 march09 march08 INTERPRETATION The above graph shows that the concerned ratio is quite satisfactory in all the previous years because it is much higher than the rule of thumb i.467164055 88169. Moreover a higher ratio in all the years shows that the company has improved its needed short term financial position.
00% 20. c) Ch For 11-12 Operating expense 123812 Sales 639681 For 10-11 106823 601370. temporary or long lived can occur due to several factors such as: a) Change in the sales prices. Lower the operating ratio. The variations in the ratio. The ratio indicates the extent of sales that is absorbed by the cost of goods sold and the operating expenses.00% 0.00% 10.93% For 08-09 76762 482009 15.00% 5.3. For 10-11 For 09-10 For 08-09 29 .00% 15.76% For 09-10 102016 569123.00% For 11-12 INTERPRETATION The operating ratio is the measurement of the efficiency and profitability of the business enterprise.93% Operating expense 19. b) Change in the demand for the product.2 17.1 17. A higher operating expenses ratio is unfavorable since it will leave a small amount o operating income to meet interest. dividends etc. the better it is.6 OPERATING EXPENSE RATIO The operating expense ratio explains the changes in the profit margin (EBIT to sales) ratio.36% ratio Operating Expense Ratio 25. because it will leave higher margin of profit on sales.
00% 54.RETURN ON CAPITAL EMPLOYED The term investment may refer to total assets or net assets.00% 50.46% As on 31st March 08 246784 419926 58.00% 48. 30 .00% 44.00% 46. while PAT represents residue income of shareholders As on 31st March12 PBIT CAPITAL EMPLOYED 319684 640583 As on 31st March11 314790 604844 52.77% ROCE= 49.00% 52.00% 58.67% As on 31st March 09 283731 493763 57.00% 56. ROCE shows a good trend of average 54% in the past five years.04% As on 31st March 10 306465 540744 56.91% PBIT/CAPITAL EMPLOYED ROCE 60.00% As on 31st March12 As on 31st March11 As on 31st March 10 As on 31st March 09 As on 31st March 08 INTERPRETATION Return on Capital employed judges the overall performance of the enterprise. Capital employed represents pool of funds supplied by shareholders and lenders. The conventional approach of calculating return on investment (ROCE) is to divide PBDIT or PBIT by capital employed. It shows the strong profitability and god performance efficiency.
26743 As on 31st March08 0. As on 31st March12 ROE= PAT/EQUITY 0. 31 .23650 As on 31st March10 0. share premium and reserves and surplus less accumulated losses.29 0.RETURN ON EQUITY (ROE) Common or ordinary shareholders are entitled to the residual profits.24 0.25261 As on 31st March09 0.26052 As on 31st March11 0.28 0.21 As on 31st As on 31st As on 31st As on 31st As on 31st March12 March11 March10 March09 March08 INTERPRETATION ONGC is capable of earning a return of average 25% on the equity employed in the last five years. The shareholders equity or net worth will include paid up share capital. The rate of dividend is not fixed.25 0. It shows that equity shareholder‘s funds are being used efficiently.27 0.23 0. A return on shareholders‘ equity is calculated to see the profitability of owner‘s investment. the earnings may be distributed to shareholders or retained in the business.26 0.22 0.27714 Return on Equity 0. A constant trend also helps in increased trust worthiness of organization among its shareholders.
82 0.9 0.78 0.76 As on 31st March08 421416 699435 0.88 0.92 0.84 0.82 640583 As on 31st March11 605213 As on 31st March10 541440 As on 31st March09 494832.94 0.88 535934 0.76 As on 31st March12 As on 31st March11 As on 31st March10 As on 31st March09 As on 31st March08 32 .90 C E Ratio 0.86 0.CAPITAL EMPLOYED RATIO This is yet another alternative way of expressing the basic relationship between debt and equity. As on 31st March12 CAPITAL EMPLOYED NET WORTH CAPITAL EMPLOYED RATIO 780848 0.92 463142 0.8 0.86 614099 0.
1 198712.94 25691.94 25691.T. This ratio indicates how many times inventory is created and sold during the period: As on 31st March12 NET SALES 639493 As on 31st March11 601370. INVENTORY I.T.9 As on 31st March08 467112.09 8. (days) 41 42 51 50 33 .9 32571.2 262658.R 8.48 37706.INVENTORY TURNOVER RATIOS Inventory turnover is the ratio of cost of goods sold to inventory.5 319684 GROSS PROFIT COST OF GOODS SOLD OPENING INVENTORY CLOSING INVENTORY AVG.2 As on 31st March10 569123.4 8.65 7.98 30361.37 30337.86 43 I.1 As on 31st March09 482443.37 319809 314790 306465 283731 246784 286580.5 40606.42 24874.71 34806.58 30384.80 8.9 220328.R.26 28038.9 24056.89 34806.58 30384.5 30337.
The average inventory figures smoothes out the fluctuations 34 . The average inventory figure is more appropriate to use than the yearend inventory figure because the levels of inventories fluctuate over the year.R. In other words it holds average inventory for 43 days in 2012.48 times in 2012.T.I. (in Days) 60 50 40 30 20 10 0 2012 2011 2010 2009 2008 INVENTORY TURNOVER 10 8 6 4 2 0 2012 2011 2010 2009 2008 INTERPRETATION ONGC is turning its inventory of finished goods into sales 8.
06 As on 31st March 09 482443.9 As on 31st March 08 467112.4 37042.89 17.53 16.58 37167.DEBTORS TURNOVER RATIO Debtor‘s turnover ratio establishes the relationship between the net credit sales and average debtors of the year.76 37293.66 27594.48 Opening balance(debtors) Closing balance 43603.66 27594.05 43603.99 40838.4 37042.61 12.07 23177. Receivables Debtors Turnover Ratio AVG COLLECTION PERIOD(days) 24 15.915 30235.07 Avg.23 As on 31st March 10 569123.45 21 20 27 23 35 .14 42221 35599.98 15. This ratio is calculated as: As on 31st March 12 Net credit sales 639493 As on 31st March 11 601370.76 37293.03 32318. Average debtors are calculated by dividing the sum of debtors in the beginning and at the end by 2. Acc.
In other words. The graph shows that in the year 10 the average collection period has increased from 21 days in the year 08 to 24 days in 10. its debtors remain outstanding for 24 days in the year 2012.14 times a year in 2012. 2011 2010 2009 2008 36 . The increased average collection period in the last two years is not a good indicator since it shows the deficiency of collection policies in the management.Debtors Turnover Ratio 20 18 16 14 12 10 8 6 4 2 0 As on 31st March 12 As on 31st March 11 As on 31st March 10 As on 31st March 09 As on 31st March 08 AVG COLLECTION PERIOD(DAYS) 30 25 20 15 10 5 0 2012 INTERPRETATION The above graph shows that ONGC is able to turnover it‘s debtors 15.
NET PROFIT MARGIN O.C (11-12) PAT SALES NET PROFIT MARGIN 167016. rising costs of production or declining demand for the product.40 713971.47 601370.302 NET PROFIT MARGIN 0.C (11-12) CHEVRON(11-12) 0.25 0. The firm with a high net profit margin is in a better position to survive in the face of falling selling prices.27 CHEVRON(11-12) 10483 167402 0.NG.27 0. 37 .NG.1 0.India is better as compared to Chevron.063 OIL-INDIA(11-12) 216168.35 0.302 OIL-INDIA(11-12) INTERPRETATION The net profit margin shows the relative efficiency of the firm after taking into account all the expenses and income taxes but not extraordinary charges.15 0.2 0.3 0. It establishes the relationship between net profit and sales and indicates the management‘s efficiency in manufacturing.91 0.23 0.05 0 0. From the above graph it is clear that the net profit margin of ONGC and Oil.063 O.
B.T CAPITAL EMPLOYED RETURN ON CAPITAL EMPLOYED 49.00% 40. 38 . The high ROCE shows the strong profitability and good performance efficiency.96% respectively.C (11-12) CHEVRON (11-12) OIL-INDIA (11-12) 49.00% 10.00% 20.96% 319684 640583 CHEVRON (11-12) 18528 126300 OIL-INDIA (11-12) 338697. However the ROCE of Chevron is only 14. By seeing the figures it is clear that the ONGC and Oil-India has strong profitability and good performance efficiency as compared to Chevron.90% 14.NG.70% 50.79 RETURN ON CAPITAL EMPLOYED 60.00% 0.03 664578.00% 50.70%.00% 30.90% and 50.96% INTERPRETATION The return on capital employed judges the overall performance of the enterprise.90% 14.70% 50.00% O.C (11-12) P. The ROCE of ONGC and Oil-India is 49.I.RETURN ON CAPITAL EMPLOYED O.NG.
4). DEBT TO CAPITAL EMPLOYED O.N.G.C (11-12) CHEVRON (1112) LONG TERM DEBT 267 CAPITAL EMPLOYED DEBT TO CAPITAL 0.0004168 EMPLOYED 0.0986 0.428 640584 10130 102691 36263.62 84628.96 OIL-INDIA (11-12)
DEBT TO CAPITAL EMPLOYED
0.2 0.1 0 0.0986 0.428
0.0004168 ONGC(11-12) CHEVRON (11- OIL-INDIA (1112) 12)
From the above graph it is clear that the debt to capital employed is the minimum in the case of ONGC, whereas it is maximum in case Oil –India. The decrease in the debt to capital employed ratio in case of ONGC states that the company does not borrow money from the public whereas Chevron and Oil –India borrow money from the public. The graph states that ONGC is in sufficient to manage its operations. Also Oil- India borrows heavily from the government. 39
3.7 TREND ANALYSIS :3.7.1TURNOVER
YEAR 2008 2009 20010 20011 2012 Table :-7
700000 600000 500000 400000 300000 200000 100000 0 2008 2009 2010 2011 2012
TURNOVER(IN Rs. million) 467098 482009 569037 601373 639493
diagram The above graph shows continuous increase turnover of the company fronm yeafr 2008 to 2012, It has increased approximately at a CAGR of 7.38% in 5 years, This is mainly due to highest reserve accretion in the current year in last two decades, This is good for the company and increase the reputation of the company, Turnover has increased due to high production of 61.85 mote and also to increased oil recovery programs (28n to 33%), 40
3.7.2:-NET PROFIT :NET PROFIT(In Rs million) YEAR
2012 Table :180000 160000 140000 120000 100000 80000 60000 40000 20000 0 2008 2009
The above graph shows continuous increase in the turnover of the company from the year 2008 to 2012 and then a decrease in the year 2010 of approximately 3%, It has increased approximately at a CAGR of 6% in 5 years, This decrease is mainly due to sharing of huge burden under recoveries of oil marketing companies to the extent of Rs 282252. Taking in account the recession this is good performance by the company,
it has increased approximately at a CAGR of 1.3. taking in account the high volatility of crude oil prices this is good performance by the company. this decrease is mainly due to high volatility of crude oil prices in the year 2011-12 which went up to 147$ barrel.29%. this decrease is mainly due to sharing of huge burden under recoveries of oil marketing companies to the extent of Rs 282252 million.3:-OPERATING INCOME :YEAR OPERATING INCOME(PBIT) 2008 2009 2010 2011 2012 220000 184768 199158 211471 216811 198835 210000 200000 190000 Series 3 180000 170000 160000 2008 2009 2010 2011 2012 the above graph shows continuous increase in the operating income of the company from the year 2008 to 2011 and then a decrease in year 2012 of approximately 8.5% in 5 years.7. 42 .
7.3. This is favorable for the reputation of the company.5% in 5 years. 43 . It has increased approximately at a CAGR of 16.4:-NET WORTH :YEAR 2008 2009 2010 2011 2012 NET WORTH(IN Rs million) 463142 535934 614099 699435 780848 900000 800000 700000 600000 500000 400000 300000 200000 100000 0 2008 2009 2010 2011 2012 The above graph shows continuous increase in the net worth of the company from the year 2008 to 2012 with increase of 12%in the current year. This is mainly due to increase in reserves and surplus during the years.
44 .5%in the year 2009.3. It has increased approximately at a CAGR of 16% in 5 years.5:-CURRENT LIABILITIES AND PROVISIONS : YEAR 2008 2009 2010 2011 2012 250000 CURRENT LIABILITIES AND PROVISION 108763 105951 139932 176083 211051 200000 150000 Series 3 100000 50000 0 2008 2009 2010 2011 2012 The above graph shows continuous increase in the current liabilities of the company from the year 2009 to 2012 only a decrease of 2.7. The reason behind this is that sundry creditors and other current liabilities are increasing.
This decrease is mainly due to sale of investments in the following years.6:-INVESTMENTS :YEAR INVESTMENTS(IN Rs MILLIONS) 2008 2009 2010 2011 2012 70000 60000 50000 40000 30000 20000 10000 0 2008 2009 2010 50903 58995 57021 48865 403567 Series 3 2011 2012 This above graph shows continuous decrease in the investments of the company from the year 2008 to 2012 and a increase in year 2008 of approximately 184.108.40.206%. 45 . And no new investments are done by the company.
3. Diagram:-12 The above graph shows continuous increase in the investments of the company from the year 2008 to 2012. It has increased approximately at a CAGR of 11.6% in 5 years.7:-INVENTORIES:- INVENTORIES YEAR 2008 2009 2010 2011 2012 45000 40000 35000 30000 25000 20000 15000 10000 5000 0 2008 2009 2010 2011 2012 Series 3 25692 30385 30338 34806 40607 Table :-13 . 46 . This is due to increase in finished goods inventory and raw materials. This shows bad inventory management of the company.7.
573. 47 .84 Carin India 31.15 58834.09 404. turnover and net profit with oil being distant 2nd .15 10345. market capitalization .55 5891.990.68 78.76 473.32 4734.25 MARKET CAP IN(cr) 257.35 60043.25 10649.25 3139.3.31 GAIL 15969.24 Reliance Natura Petronet LNG 3321.80 310.50 The above table shows the comparision of some financial parameters with ONGC which is way ahead of other firms in case of total Assets .39 73.82 NET PROFIT 16.38 25103.65 3.73 54.oil leads in the stock price.78 63.72 SALES TURNOVER 64017.126.8 :-FINACIAL COMPARISION OF VARIOUS FIRMS WITH ONGC:COMPANIES TOTAL ASSETS ONGC 94771.88 298.12 MARKET PRICE(Rs) 1204.
51 270.02 146.73 276.49 Mar’12 24.55 Selling and adminExpenses Miscellaneous expenses Preoperative exp Total expenses -4470. fuel cost Employee cost Other manufacturing expenses Mar’12 64342.00 10649.09 92.33 9671.77 0.25 0.48 20.19 1011.00 9.23 869.24 507.09 0.00 146.44 2.27 42.542.00 31.ONGC GAIL Carin india Mar’12 3.51 576.28 338.68 10905.98 0.18 19.67 833.04 48 .649.00 24.00 416.00 9802.00 249.59 81.71 752.86 32.00 279.95 18.00 10746.02 0.80 19.29 0.86 4.99 4085.00 Petronet LNG Mar’12 10.29 64.79 176.74 0.00 3.52 5.73 0.10 -16.48 0.43 Reliance Natura Mar’12 270.32 (INCOME) Sales Turnover Excise Duty Net Sales Other income Stock Adjustments Total Income Raw materials Power.00 0.003.01 85.578.68 6.74 19667.78 257.04 0.23 16651.53 23.20 43.79 4536.77 0.831.32 0.90 0.10 68170.85 495.71 17.784.292.00 270.
40 27853.06 0.00 17.89 599.83 8485.08 71.12 116.43 5.89 599.ONGC GAIL March’12 Carin India March’12 Reliance Neutra March’12 Petronet LNG March’12 March’12 Operating profit PBDIT Interest PBDT Depreciation Other written off Profit before tax Extraordinary items PBT(Post extra 0rd items) Tax Per share data Share in issue(lakhs) Earnings per share(Rs) Equity dividend(%) Book value 21.46 11.29 183.30 0.00 70.30 7500.46 790.40 22.96 559.32 160.03 24.53 -142.24 4122.32 57.68 16.83 2.49 4204.10 0.95 20.81 4214.95 0.50 368.288.77 18.39 320.00 4875.00 0.97 760.08 95.80 49 .83 0.331.13 71.05 112.96 0.78 1400.00 20.253.08 71.44 168.02 112.31 847.34 132.62 0.49 8437.00 944.497.966.01 195.03 0.43 4355.68 -10.00 0.02 29.00 0.00 23.00 133.05 101.73 12684.05 36338.91 0.00 0.388.00 32.09 4773.29 0.88 167.01 75.
77 200.70 2882.00 13501.76 Mar’12 1896.04 2499.15 0.ANALYSIS AND COMPARISON OF BALANCE SHEET ITEMS OF VARIOUS FIRMS WITH RESPECT TO ONGC Balance Sheet (Rupees in crore’s) ONGC GAIL Cairn india Reliance Natura Mar’12 816.67 38.00 14769.23 0.00 983.98 8553.70 94771.70 16035.20 101.86 50 61355.65 .00 1484.00 0.23 17603.00 78.48 1268.51 666.00 750.00 16035.9:.735.88 0.78 Petrone t LNG Mar’12 750.89 2138.12 Mar’12 1268.61 0.00 76596.00 100.3.00 1521.000.00 0.57 0.57 816.00 0.00 0.00 470.66 0.63 1100.60 3321.67 1896.90 0.60 1521.00 0.61 50941.42 0.00 31.00 2234.81 4734.13 1200.69 Source of funds Total share capital Equity share capital Share application money Preference share capital Reserves Revaluation reserves Net Worth Secured loans Unsecured loans Total debt Mar’12 2138.990. Depreciation Net block 10414.38 9050.06 0.00 0.53 0.00 1800.18 0.32 0.06 368.13 15969.48 0.88 2299.89 0.80 0.00 0.00 30055.50 3549.80 Total Liabilities Application of funds Gross block Less:Accum.00 31990.
00 Total assets Contigent Liabilities 94771.57 15969.00 5661.62 650.advances Deferred credit Current liabilities Provisions Total CA &Provisions Net current assets Miscellaneous expenses 8305.26 503.48 3.62 222.19 5090.67 0.76 11352.27 601.14 31990.36 538.52 0.31 0.37 Petrone tLNG 729.11 156.90 12393.05 1064.80 351.19 85.12 36024.21 2711.00 1963.49 0.02 18934.84 0.40 0.00 6833.25 GAIL 54.09 2755.00 Carin India Reliance Natura 3.93 0.45 989.03 3322.26 337.78 0.33 156.3 0.54 139.16 0.65 -5.06 74.77 0.74 83204.00 33.95 55964.34 133.00 51 .244 3976.09 25692.80 161.97 155.00 1.00 4734.40 0.12 1222.33 1737.71 0.00 26854.67 4083.Capital work in progress Investments Inventories Sundry debtors Cash and Bank balance 52923.11 30657.39 0.00 74.68 1975.85 9638.48 ONGC 2426.61 2238.34 Book Value(Rs) 368.00 1071.32 4060.14 168.17 1318.02 0.98 57512.68 1227.00 107.67 31.03 29225.79 1.00 Total current assets Loans and advances Fixed deposits Total CA.74 3321.Loans.00 33.45 2761.88 2850.12 116.22 0.41 1503.46 11.84 874.
005 .25 2. The quick ratio of ONGC is also best as OIL has high quick ratio and SHELL has too quick ratio from industry accepted levels.9.3.1:-LIQUIDITY RATIOS :COMPANY ONGC OIL SHELL CURRENT RATIO 2.008 THE above table shows good market position of all the companies amongst which ONGC has least use of debt hence it has better reputation.60 19. 3.42 RATIO 52 .54 0.3:-ACTIVITY RATIO :COMPANY ONGC OIL SHELL DEBTOR TURNOVER 15.9.81 The current ratio of ONGC is best amongst all the OIL has too high CR which means it has idle cash lying with itself .70 1.65 17. 3.06 2.13 QUICK RATIO 2.9. similarly in case of SHELL it is too low.1:-FINANCIAL RATIOS 3.2:-LEVERAGE RATIO:COMPANY ONGC OIL SHELL DEBT EQUITY RATIO .9.003 .1.
60% OIL -52.00 The table here shows ONGC having highest ROCE amongst all due to profit.4-PROFITABILITY:3.9.00 220.127.116.11 30. %INC IN PROFIT -3% 3.00 SHELL The table here shows ONGC AND SHELL having decrease in profit .1:-PERCENTAGE INCREASE IN PROFIT:COMPANY ONGC 31. high 53 .4.2:-ROCE(RETURN ON CAPITAL EMPLOYED):COMPANY ONGC OIL SHELL ROCE 49. 3.4.The above graph shows that ONGC has best position on case of debtors turnover hence better position in the industry then the others.ONGC mainly due to sharing burden of under recoveries of oil marketing companies and also due to sharing of huge subsidy burden of around 11500 crores here OIL performs better with increase in profit.
18.104.22.168:-REVENUES :3.9.5. 3.40 -31.00 The above table shows SHELL having decrease in revenue due to decrease in production whereas as ONGC and OIL having increase in revenues.2:-EPS:COMPANY EPS 75 ONGC 101 OIL 104 SHELL 1:-EPS of SHELL best amongst all companies.5.1:-CHANGE IN REVENUES COMPANY ONGC OIL SHELL %INC IN REVENUE 6.00 38. 2:-But OIL is the only company who’s EPS is increasing from previous years. 54 .
1 FINDINGS On analyzing the performance analysis (ratio analysis) it can be summarized as follows: ONGC has got a very sound working capital management particular cash & debtors. In fact it has become a debt free company. this means that ONGC is in a quite credit worthy position. ONGC has a sound capital and asset based which also indicates that it is in a position to clear all its current liabilities. The corporation operates very efficiently as can be seen from the profit margin.4. 55 . The liquidity position of corporation very safe.
Try to maintain the quality level as per the market demand which satisfies the customer more. coching classes etc. is required 5. So. It should help to increase the moral of the investors and side by side also helps in long term financial strength of the firm. because the company repaid the long term borrowing. In order to maximize wealth under uncertainty. To increase the work efficiency of the workers as well as of the staff members.2 CONCLUSION 1. From the analysis of the liquidity ratio we are able to recommend that the liquidity position of the company is good. select capable market representatives who are more efficient to recover the more market share. it is required to increase the sales along with. the firm must pay enough dividends to satisfy investors. 8. 9. It should be the reason for higher inventory level which unnecessary blocked the money. This will help the management to know the causes and taling competitive action a to reduce the expense. 3. 7. 56 . and also it is able to meet it current obligation. Firm should also use more short term loans to recover the working requirement because the interest rate for short term loans is less and it should be flexible to use. manufacturing and labours for that. 4. 2. In order to increase the profit the firm should keep proper control over the expenses retaliating to the purchase of goods. The balance sheet figures are showing the declining trend since last year. For higher the profitability ratio of the firm. Use more credit facility which is given by the creditors. seminars. the firm should pay dividends regularly. For the innovations of new market. by increasing profits. 6.4. proper supervision and timely comparison of actual with budgeted overheads should be taken. arrangement of different training programs like meeting members. The capital structure ratio shows the performance of the company is increasing . conferences.
asset valuations in the balance sheet could be misleading. but if it results in revaluation surplus the surplus should be credited to revaluation reserve. requires that if an asset is revalued and there is a revaluation deficit. Ratios based on this information will not be very useful for decision making. .Creative accounting The businesses apply creative accounting in trying to show the better financial performance or position which can be misleading to the users of financial accounting.Historical costs not suitable for decision making IASB Conceptual framework recommends businesses to use historical cost of accounting.5:. Like the IAS 16 mentioned above. Where historical cost convention is used. Ratios require some quantitative information for an informed analysis to be made. They can provide clues to the company‘s performance or financial situation. and so might not give a proper indication of the company‘s current financial position. The business may opt not to revalue its asset because by doing so the depreciation charge is going to be high and will result in lower profit.IAS 16 allows valuetion of assets to be based on either revalued amount or at depreciated historical cost.3 LIMITATIONS Limitation of financial ratio analysis are follows:1:-Different Accounting Policies The choices of accounting policies may distort inter company comparisons. 2:. they cannot show whether performance is good or bad. .4. 57 .Outdated information in financial statement The figures in a set of accounts are likely to be at least several months out of date.4:. it has to be charged as an expense in income statement. So in order to improve on its profitability level the company may select in its revaluation programme to revalue only those assets which will result in revaluation surplus leaving those with revaluation deficits still at depreciated historical cost. Example . 3:-Ratios are not definitive measures Ratios need to be interpreted carefully. But on their own.
Similarly Non current assets turnover ratio may denote either a firm that uses its assets efficiently or one that is under capitalised and cannot afford to buy enough assets. The ratios are based on the summarised year end information which may not be a true reflection of the overall year‘s results. 7:. 9 :-Technology changes When comparing performance over time. For example a high current ratio may indicate a strong liquidity position. Through the summarisation some important information may be left out which could have been of relevance to the users of accounts. It is likely to be done in a sensitive period. 8:-Price changes Inflation renders comparisons of results over time misleading as financial figures will not be within the same levels of purchasing power. 58 . The movement in performance should be in line with the changes in technology. which is good or excessive cash which is bad. This would be done to avoid the effects of an old accounting policy or gain the effects of a new one. The problem with this situation is that the directors may be able to manipulate the results through the changes in accounting policy. For ratios to be more meaningful the enterprise should compare its results with another of the same level of technology as this will be a good basis measurement of efficiency.6:. perhaps when the business‘s profits are low.Interpretation of the ratio It is difficult to generalise about whether a particular ratio is ‗good‘ or ‗bad‘. 10 :-Changes in Accounting policy Changes in accounting policy may affect the comparison of results between different accounting years as misleading. Changes in results over time may show as if the enterprise has improved its performance and position when in fact after adjusting for inflationary changes it will show the different picture. there is need to consider the changes in technology.Financial statements contain summarised information Ratios are based on financial statements which are summaries of the accounting records.
measuring and presenting financial transactions. This time the business will have good inventory levels.Impact of seasons on trading:As stated above. 59 . the financial statements are based on year end results which may not be true reflection of results year round. even when they are competitors in the same industry or market.Changes in Accounting standard:Accounting standards offers standard ways of recognising. low cash balances and even nil receivables. While as in planting seasons the company will have a lot of liabilities through the purchase of farm inputs. Using ratios to compare one company with another could provide misleading information. One company may be able to obtain bank loans at reduced rates and may show high gearing levels while as another may not be successful in obtaining cheap rates and it may show that it is operating at low gearing level. receivables and bank balances will be at its highest. a tobacco growing company will be able to show good results if accounts are produced in the selling season. Businesses may be within the same industry but having different financial and business risk. To un informed analyst he may feel like company two is better when in fact its low gearing level is because it can not be able to secure further funding. For example. 12:. Any change in standards will affect the reporting of an enterprise and its comparison of results over a number of years.11:. Companies may have different capital structures and to make comparison of performance when one is all equity financed and another is a geared company it may not be a good analysis. Businesses which are affected by seasons can choose the best time to produce financial statements so as to show better results. 13:-Different financial and business risk profile:No two companies are the same.
:. This can improve the current and quick ratios and make the 2003 balance sheet look good. 15.Window dressing:These are techniques applied by an entity in order to show a strong financial position. One company may be given a tax holiday while the other within the same line of business not. unthinking manner is dangerous. then pay off the loan ahead of time on 3rd January 2004. Ratios analysis conducted in a mechanical. 60 . MZ Trucking can borrow on a two year basis. comparing the performance of these two enterprises may be misleading. K10 Million on 28th December 2003. Ratio analysis is useful. holding the proceeds as cash. but if used intelligently and with good judgement. For example.14:-Impact of Government influence:Selective application of government incentives to various companies may also distort intercompany comparison. However the improvement was strictly window dressing as a week later the balance sheet is at its old position. but analysts should be aware of these problems and make adjustments as necessary. it can provide useful insights into the firm‘s operations.
& Jain.com 61 .oilindia.ongcindia.K.Bibliography BOOKS AND READINGS Khan. Tata McGraw-Hill Publishing Company Limited (fifth edition) ANNUAL REPORTS Annual Report – ONGC Ltd.Y. 2008-2009 Annual Report – ONGC Ltd.com www. 2010-2011 Annual Report – ONGC Ltd. M. (2009) ―Financial Management‖.chevron. P. 2009-2010 Annual Report – ONGC Ltd.com www. 2011-2012 WEBSITES www.
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