ammar ratios slide

8/7/2019 ammar ratios slide

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In the name of ALLAH whose most Gracious and Merciful


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Col. Aon Mehmood. MBE-10-63

M. Ammar Mazhar. MBE-10-15

Shahid Baloch. MBE-10-55 Ali irfan Gohar. MBE-10-31

Eram Zahid. MBE-10-56

Fakhara Sajid. MBE-10-19

Farah Manzoor. MBE-10-27

M. Sarfraz. MBE-10-64


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Bank reconciliation Statement.

Notes receivables.

Company Profile. Companys Financial analysis:

1. Companys Balance Sheet.

2. Companys Profit and Loss.

Conclusion.


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KAPCO was built by WAPDA in 1985 to 1996 atKot Addu.

On June 2005 it was privatized and 18% shares areheld by general public.

KAPCO comprises of 15 genrating plants.

The total capacity of the plant is 1600mw.


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To be a leading power generationcompany, driving to exceed our shareholders expectations and meet our

customers requirements.


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Chairman

Mr. Shakeel Durrani

CEOMr. Aftab MahmoodButt


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Director:

Mr. Malcolm Peter Clampin

Director:Mr. Anwar ul Haque

Director:

Mr. Khalid Rashid


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Director:Mr. Garry Anthony Elseworth

Director:

Mr. Saleem Akhtar


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Kapco is managed through a suite of agrementsbetween it and its customers (WAPDA), theseincludes.

i. Power Purchase Agreement (PPA)

ii. Gas Supply Agreement (GSA)

iii. Oil Supply Agreement (OSA)


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It is a financial report whichshows assets and liabilities of

an organization.


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Assets

OwnersEquityLiabilities


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Assets Amount

Liabilities Amount

Current Assets:

Fixed Assets:

Short term Liabilities:

Long Term Liabilities:

Owners equity.

Total Total


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Liquidity Ratios

Current ratio (working capital ratio) =Current assets

Current liabilities

Year 2:=

Year 1: =

$715,000

$695,000

$665,000

$700,000

=

1.03

= 0.95

(Industry average = 1.5)

The ratio, and therefore Gis ability to meet its short-term obligations, hasimproved, though it is low compared to the industrys average


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0

0.5

1

1.5

22.5

3

3.5

4

4.5

2004 2005 2006 2007 2008 2009


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Liquidity Ratios

Quick ratio =Cash equivalents + Market securities + Net receivables

Current liabilities

(Year 2) =

(Year 1) =

$50,000 + $75,000 + $300,000

$695,000

$35,000 + $65,000 + $290,000

$700,000

= 1.03

= 0.95


The industry average of .80 is higher than Gis ratio, which indicates thatGi may have trouble meeting short-term needs.


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0

0.5

1

1.5

2

2.5

3

2004 2005 2006 2007 2008 2009


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Inventory turnover in days =Average inventory

Cost of goods sold / 365

=

=

= 105.80 days

365 days

Inventory turnover

365 days

3.45

This ratio indicates the average number of days required to sell inventory.

Activity Ratios


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0

10

0

30

40

50

60

70

005 006 007 008 009


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Activity Ratios

Accounts receivable turnover in days =Gross receivables

Net credit sales / 365

=

= 60.83days

365 days

Receivable turnover

This ratio indicates the average number of days required to collect accountsreceivable.


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0

20

0

60

80

100

120

1 0

2005 2006 2007 2008 2009


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Activity Ratios

Total asset turnover =Net sales

Total assets

=

= 0.69 times

$1,800,000

$2,615,000

This ratio is an indicator of how Gi makes effective use of its assets. A highratio indicates effective asset use to generate sales.


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0

0.2

0.4

0.6

0.8

1

1.2

2005 2006 2007 2008 2009


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Muhammad Ammar Mazhar

Roll.No

MBE-10-15


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It is a financial report whichshows assets and liabilities of

an organization.


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Assets

OwnersEquityLiabilities


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Assets Amount

Liabilities Amount

Current Assets:

Fixed Assets:

Short term Liabilities:

Long Term Liabilities:

Owners equity.

Total Total


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Liquidity Ratios

Current ratio (working capital ratio) =Current assets

Current liabilities

Year 2: =

Year 1: =

$715,000

$695,000

$665,000

$700,000

= 1.03

= 0.95


The ratio, and therefore Gis ability to meet its short-term obligations, hasimproved, though it is low compared to the industrys average


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0

0.5

1

1.5

22.5

3

3.5

4

4.5

2004 2005 2006 2007 2008 2009


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Liquidity Ratios

Quick ratio =Cash equivalents + Market securities + Net receivables

Current liabilities

(Year 2) =

(Year 1) =

$50,000 + $75,000 + $300,000

$695,000

$35,000 + $65,000 + $290,000

$700,000

= 1.03

= 0.95


The industry average of .80 is higher than Gis ratio, which indicates thatGi may have trouble meeting short-term needs.


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0

0.5

1

1.5

2

2.5

3

2004 2005 2006 2007 2008 2009


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Inventory turnover in days =Average inventory

Cost of goods sold / 365

=

=

= 105.80 days

365 days

Inventory turnover

365 days

3.45

This ratio indicates the average number of days required to sell inventory.

Activity Ratios


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0

10

0

30

40

50

60

70

005 006 007 008 009


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Activity Ratios

Accounts receivable turnover in daysAccounts receivable turnover in days =Gross receivables

Net credit sales / 365

=

= 60.83days

365 days

Receivable turnover

This ratio indicates the average number of days required to collect accountsreceivable.


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0

20

0

60

80

100

120

1 0

2005 2006 2007 2008 2009


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Activity Ratios

Total asset turnover =Net sales

Total assets

=

= 0.69 times

$1,800,000

$2,615,000

This ratio is an indicator of how Gi makes effective use of its assets. A highratio indicates effective asset use to generate sales.


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0

0.2

0.4

0.6

0.8

1

1.2

2005 2006 2007 2008 2009

ammar ratios slide

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