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Fauji Fertilizer Company
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Introduction to Business Finance
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Contents
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December 15, 2014
Acknowledgement
Executive Summary
Introduction
Product Portfolio
Financial Ratios
10
Analysis of Ratios
11
21
22
24
Recommendations
26
Balance Sheet
28
P & L Account
30
31
Acknowledgement
We praise ALMIGHTY ALLAH, provider of hope, guidance and knowledge
without ALLAHs constant remembrance we would not have overcome our
anguishes.
We are heartily thankful to our Instructor, Sir Kamran Rabbani, whose
encouragement, guidance and support from the initial to the final level
enabled us to develop an understanding of the subject.
Our graceful thanks also go to our parents and siblings who supported us all
along. We also owe our deepest gratitude to our friends who were a true help
for us. We offer our regards and blessings to all of those who supported us in
any respect during the completion of the project.
Executive Summary
This report provides a case study of the financial issues of FFC and how it
affected their profitability.
Since Pakistan is an agriculture based economy so the use of fertilizer is
important. The key players in the industry are: Dawood Hercules Company
ltd, Fauji Fertilizer Company ltd, Fauji Fertilizers Bin Qasim Company ltd
and Engro Chemicals Pakistan ltd.
As stated in their vision statement, FFC aims to provide a premium quality
fertilizer with excellent customer support. However will they be able to
achieve their mission?
Their product portfolio includes urea, DAP and SOP. The ratio analysis reveal
that there were excessive stocks, increased expenses and high risks. This had
affected their profitability. An analysis of the cash flows highlights that FFC
had high cash outflows owing to debt repayment and high fixed costs along
with operating expenses.
There were many issues that lead to a decrease in the financial health of the
company.
These were: gas shortage, underutilized production capacity, fluctuating
prices of urea (high-2011, low-2012), black marketing, excessive inventories
and the global financial crisis.
So the main question is: What should FFC do in order to remain profitable for
2013 and beyond?
Our recommendations include: importing, exploring new gas reserves,
discovering alternatives (such as coal, oil, wind, hydel) , tapping international
markets, using the piled up stocks in other ways, adopting JIT, selling off
redundant assets, augmenting fertilizers to justify the high price,
diversification into emerging markets and finally developing payment
agreements with suppliers. These solutions will speed up FFCs cash inflows,
decrease costs and spread their risks so that their profitability and financial
strength increases simultaneously.
The ultimate aim is to pull FFC out of these problems, while maintaining their
market share and being financially stable in order to exploit other
opportunities and handling their threats.
Introduction
Fauji Fertilizer Company (FFC) one of the companies largely unaffected by the gas
supply issue announced a profit of Rs20.839 billion for 2012, down 7% compared
to previous years profit of Rs22.492 billion. (The Tribune Express, 2013)
However, major gas crises in 2011 (from Jan-Nov) affected FFCs sales and declined
5% sales of urea. The manufacturers of FFC planned to drop the level of urea
production from 281k ton to 250k ton. Similarly, another fertilizer, Di-Ammonia
Phosphate (DAP) sales also declined by 18% to 1.01 million tons on a yearly basis
against 1.24 million tons in the same period last year.
Expectations are that the dark days for FFC are going to continue as the
government in a new gas load management plan has agreed to cut-off gas supply to
the four plants on the basis of Sui Northern Gas Pipeline (SNGPL). The four plants
include Engro Corporations Enven, Pak-Arab Fertilizer, Agritech Fertilizer and
Dawood Hercules Fertilizer.
FFC was incorporated in 1978 as a private limited company. This was a joint venture
between Fauji Foundation (a leading charitable trust in Pakistan) and Haldor Topsoe
A/S of Denmark.
The initial share capital of the company was 813.9 Million Rupees. The present
share capital of the company stands above Rs. 8.48 Billion. Additionally, FFC has
more than Rs. 8.3 Billion as long term investments which include stakes in the
subsidiaries FFBL, FFCEL and associate FCCL.
FFC commenced commercial production of urea in 1982 with annual capacity of
570,000 metric tons. (Fauji Fertilizer Company Limited)
Vision Statement
In a nation of increasing population, we believe there is substantial opportunity of
growth for FFC in the years to come. FFCs vision is to play a leading role in the
industrial and agricultural advancement of the Country pursuing new growth
opportunities offering the convenience of multiple products, brands and channels
within and beyond the territorial limits of Pakistan, to the benefit of our customers
and our shareholders, elevating our image as a socially responsible and ethical
company that is watched and emulated as a model of success.
Mission Statement
Companys Background
10
Financial Ratios
FFC
2011
2010
2009
Indust
ry
Avera
ge
2013
2012
0.77
0.66
1.14
1.01
1.04
0.93
0.86
0.73
0.84
0.66
1.34
1.28
0.51
15:85
0.40
13:87
0.58
10:90
0.73
20:80
0.95
26:74
0.75
16:65
39.91
times
32.08
times
43.20
times
16.00
times
14.82
times
19.7
times
248.1
8
1
145.9
3
3
96.06
100
40.20
162.4
3
2
0.99
282.7
9
1
1.04
235.8
0
2
0.94
180.25
2
1.10
9
151.6
8
2
1.23
27.03
%
68.41
%
80.05
%
28.07
%
70.38
7
80.96
%
40.73
%
88.60
%
99.17
%
24.58
%
57.25
%
71.40
%
24.40
%
49.96
%
67.44
%
10.97%
Liquidity Ratios:
Current Ratio
Quick Ratio
Leverage Ratios:
Total Debt to Total Asset
Total Debt to Total Equity
Coverage Ratios:
Interest Coverage
Activity Ratios:
Receivable Turnover
Receivable Turnover
days
Inventory Turnover
Inventory Turnover in days
Total Asset Turnover
Profitability Ratios:
Net Profit Margin
Return on
Investment
Return on Equity
34.55
11
188
Analysis of ratios
Operating performance / Liquidity
11
20
0.46
17.06%
26.90%
The hefty decrease in the current ratio is pointing towards the increase in trade
payables ( Accounts Payable), creditors have increased in addition to it advances
from customers also swelled. Contrary to it the current assets to be specific the
stock in trade and trade debts suffered a noteworthy depletion. Industry average is
quite above not a good sign for FFC. Current ratio depicted a decline of 0.13
12
Their quick ratio is not depicting a good picture. The major reason behind it the
decrease in trade debts plus a drastic decrease cash and bank balances owing to
strict trade receivables policy.
Leverage Ratio
13
The leverage ratios show the level of risk the company takes. If we have a look at
last five years current position is much better now as compared to the past and
industry average. Whereas last year it was 0.40 now it is 0.51 but still they are
going good as compared to the industry. The major reason of this outcome is
increase in long term debt plus the increase in long term investment in addition to
that increase in property, plant and equipment is also evident. Their current
situation here is better than their past years record. FFCs situation is better than the
industry average.
14
Debt to equity although a slight difference from last year but overall it is going
good as compared to Industry Average too but generally speaking from investors
view point this is not a good sign high gearing/leverage doesnt makes investors
happy as the finance cost lessens their EPS. FFC opted place less reliance on debt
financing the graph depicts the same picture. The current standing is indicative of
increase in the debt which resulted in increase of long term investment plus the
fixed assets. Energy shortage, law and order situation and a host of other
sociopolitical impediments continued to challenge Pakistans economy in 2013,
holding back investment and growth in the Country.
Coverage Ratios
15
16
Activity Ratio
The receivable turnover indicates the problems being faced by FFC. Most of the
sales are either against cash or advance, providing adequate cover against this risk.
For credit sales, credit limits have been assigned to customers, backed by bank
guarantees. Risk of default by banks has been mitigated by diversification of
placements among A ranked banks and financial institutions.
17
In 2011 it took a day to collect the receivables and convert them into the cash,
whereas, in 2013 it took them 11 days to convert the receivables into cash. This is
also not a good sign as now debtors are taking more time to pay receivables. In
addition as they have in place now a more strict system that is guaranty from bank.
On the basis of that may they are allowing them time to pay off their liability.
18
Inventory turning into cash also is not depicting a pleasant picture. But still the
improvement is there as compared to last year. Strict policies regarding trade
receivables play a vital role in this case on the other hand decreased sales on
account of inflation plus strict trade debt policy.
Inventory turnover in days is more or less unchanged if looked unto over the period
of 5 years where as it is to be noted that their current status is in line with the
industry.
19
The Total asset turnover has increased from 0.94 to 1.10 over the last five years
although lesser than the last years turnover because of increase in the short term
plus long term in addition the increase in fixed assets and intangible assets also are
among the determinants the investments of course wont help them sale more
that is why the trend is declining as evident from the graph.
Profitability Ratios
Net profit margin saw many ups and downs during the five year period the highest
was in 2011 and declining since, now in 2013 it is 27%. Mainly on account of higher
cost of sales plus distribution cost. It is a problem for the company. It indicates that
the firms profitability after taking account of all expenses and income taxes is
decreasing. The current decrease is because of increase in costs i.e. Cost of goods
sold, fixed costs, distribution costs, salaries expense and transportation costs are
high, lowering the net income. Rising raw material and fuel costs in addition to
general inflation were the primary factors for increased cost of production and
resultantly, the Company recorded gross profit of Rs. 34.53 billion, 4% below last
year. Increase in transportation rates and warehouse security costs resulted in
distribution cost escalation to Rs. 6.17 billion, 11% higher than 2012. But still
they are going good as compared to the industry average.
Gross profit and net profit margins for 2013 depicted decline of 2% and 1%
as compared to 2012 mainly on account of higher cost of sales.
20
Distribution cost however was fairly in line with historic averages. Gross
profit margin demonstrated an aggregate improvement of 6% over the last
six years with a corresponding increase of 6% in the net profit margin of the
Company.
Return on investment has decreased over the last 3 years. This decrease is also due
to increase in expense like the major input being natural gas, price hikes in the price
of natural gas is one of the key determinants in addition to it worsening law and
order situation of the country didnt allowed for foreign investment opportunities
hence resulting in an increase in the finance cost in form of more interest which is
to be paid on the debt. As a result lowering the net profit and a less EPS. As
compared to the industry their standing is good.
21
Return on equity is also decreasing although they had an amazing 99% in 2011 but
now it has decreased over the years .This is because of increase in assets and
decrease in net profit due increase in expenses such as the distribution costs
which has registered a noteworthy increase in addition to it finance costs have also
increased in result of increased debt and dividends. It indicates the profitability to
the shareholders of the firm (after all expenses and taxes) is decreasing. All the
profitability ratios are quite high above than the industry averages which is a good
sign for investors.
22
Uses
Dividends
20,677,553
Depreciation
266,630
TOTAL
32,226,645
Rs.
LONGTERM USES
Short Term
Sources
Uses
Rs.
TOTAL USES
23
Rs.
Rs.
33,600,478
33,600,478
I.e. decrease in Cash & Cash balance. And The major reason for decrease in liquidity
is the financing of over Rs.11.05 billion for AKBL(Acquisition of 43.15% equity stake
in AKBL) and AHFLs 100 % acquisition from internal Company sources. Current
ratio depicted a decline of 0.13 times below 2012 due to increase in trade creditors
(Accounts Payable). This also shows less liquidity.
So, FFC should finance long-term USES from Long term SOURCES and SHORT TERM
USES FROM SHORT TERM SOURCES to manage its sources and uses effectively and
efficiently without being less liquid or over liquid. The FFC is considering only longterm uses and neglecting short term uses and day to day operations which is also
not effective in this way it can become less liquid because a company can perform
without profits for years but not without liquidity. The Company has also
established a diversified investment portfolio comprising FFBL, FCCL, FFCEL, PMP
and lately in 2013 in AKBL and AHFL to maintain growth in liquidity for the
Company. Credit risks attributable to any short term investments are minimized
through diversified investments among top ranking financial institutions by way of
internal policies.
Targets for the year were projected on the basis of estimated impact of
various factors which included elements outside the Companys control and other
variables which could either be monitored or the impact of which could be mitigated
to the extent possible. General inflation, currency parity, Government taxes / levies
& regulations, raw material prices, gas curtailment and supply / demand, are factors
that affect the Companys cost of production and distribution and are generally
considered to be outside the Companys control, in addition to environmental
factors which cannot be predicted including weather, floods etc. As a result of
careful planning and control, in addition to improvement in efficiencies, the
Company was able to achieve its operating targets with sustained production and
sales during the year despite gas curtailment. The continuation of GIDC and
increase in cost of gas affected the cost pass through ability of the Company. The
selling price on average therefore remained depressed throughout the year at levels
equivalent to last year, resulting in increased costs and lower profitability by 4%
compared to last year. Inflation and fuel costs which were slightly above the
projections further escalated the operating costs Savings in financing costs and
increase in income on deposits despite planned acquisition of Askari Bank
Limited and Al-Hamd Foods Limited were the result of efficient credit and
treasury management. First ever dividend receipt from Fauji Cement positively
impacted profitability and the Company expects a continuation in the incremental
income. The net earnings of Rs. 20.14 billion were therefore an overachievement
against targets. Considering the restricted pass through ability of the Company,
targets for 2014 have been prepared considering the effects of likely changes in
cost of production and distribution, market conditions and Government taxes &
levies that are likely to force a downward slide on profitability. Efforts shall however
25
ISSUES
Gas Crises
Due to major Sui Northern Gas Pipeline Limited (SNGPL) crises in 2011 (from JanNov), FFC had to face 5% decline in the sales of urea, whereas, it was the most
widely used and purchased fertilizer amongst all. Due to the continuous gas
shortage FFC had to decrease its productions level as well. The manufacturers of
FFC planned to drop the level of urea production from 281k ton to 250k ton.
Similarly, another fertilizer, Di-Ammonia Phosphate (DAP) sales also declined by
18% to 1.01 million tons on a yearly basis against 1.24 million tons in the same
period last year.
Its been predicted that the dark days for FFC are going to continue as the
government in a new gas load management plan has agreed to cut-off gas supply to
the four plants on the SNGPL-based pipeline. The four plants include Engro
Corporations Enven, Pak-Arab Fertilizer, Agritech Fertilizer and Dawood Hercules
Fertilizer.
26
Black Marketing
Unavailability and higher prices of FFC is due to black marketing can be attributed
to the severe low sales.
Piled up Stocks
The company management, Fauji Fertilizer has reduced urea prices by PRs10/bag
(to PRs1640) at the warehouse level and DAP prices by PRs100/bag (to Rs3550).
The management has not provided any timeline regarding upward revision in prices
which will eventually be driven by market supply/demand dynamics. The objective
behind the price cuts remain clearing of piled up of stock of urea with FFC (170kt)
and DAP with FFBL (250kt).
27
Euro zone crisis impacted negatively on foreign direct investments in the Country.
However, Pakistan managed to keep the exports steady and recorded an increase in
foreign payments, in addition to recording a moderate growth in domestic sector.
According to Summit Banks Research
According to their research FFC profit declined by 7% in 2012. The negative impact
on their earning was on the basis of following factors:
1) Massively higher cost of sales
2) Substantial increase in distribution cost
3) Huge upsurge in financial cost and
4) Hefty drop in other income.
Recommendations
28
Because of the global crunch which has affected every business all over the world,
the companies should remain calm and confident and wait for the tides to turn. We
recommend the following for FFC to adopt:
1. Owing to the shortage of gas, FFC can import Liquefied Natural Gas (LNG)
from countries such as Nigeria, Malaysia, Qatar, UAE, Norway and Indonesia.
This will help them increase their production of fertilizer at full capacity.
However, the cost of importing along with the devaluation of the Pakistan
rupee will harm their cash flows. Moreover, building gas pipelines from
Turkmenistan and Iran will be expensive and will require a long duration.
2. FFC can build offshore reserves for imports. However, it will require
infrastructure, creating a burden on the cash flows.
3. According to ,the Oil & Gas Journal, Pakistans total gas reserves were 31.3
trillion in 2009 and is ranked 25th in the world. Since 71 % gas comes from
Sindh, therefore, FFC can build their gas reserves in Sindh.
4. Unlike gas, Pakistan tends to be rich in having the largest reserves of coal.
Punjab and Balochistan are rich in coal reserves. FFC can use coal in their
production plants. Although coal is the cheapest fuels but it requires the
construction of power plants and new technologies in order to make it a clean
source of power generation. These will add to FFCs cost.
5. According to Shahab Alam, technical director of Pakistan Petroleum
Concessions. There are 40 trillion tight gas reserves. FFC should use these to
their advantage. However, this will again crush the cash flows.
6. In Balochistan and Sindh there are untouched oil and gas reserves. FFC
should utilize them.
7. FFC should try to tap international markets where there is no gas shortage.
Countries such as Nigeria, Algeria, Tanzania and Mozambique are rich in gas
reserves. This will require a lot of investment but by having a joint venture
from other companies, they can use this to their own advantage. Moreover,
these countries tend to offer cheap rates and good terms, benefiting FFC.
8. FFC should work with the government and policy makers to devise ways to
counter the gas shortage. For example, OGDC (Oil and Gas Production) can
invest in the exploration of oil, gas and coal reserves.
9. Other alternatives such as hydel energy can be used to generate power. The
rivers of the country namely Indus, can be used. Moreover, FFCs likely
acquisition of Agritech can help in expansion of wind energy
10.The establishment of a natural gas compressor at GM plant Mirpur Mathelo
(future plan of FFC to establish this plant) will enable FFC to combat the gas
crisis. This will save the company more than Rs. 250 million in foreign
exchange.
11.The piled up stocks can be reduced by lowering the prices. But there are
other ways too. FFC can use research and development and find alternative
ways to use that inventory efficiently. They can diversify and spread risks by
creating new products from the same inventory.
29
30
31
32
33
34