Professional Documents
Culture Documents
On
Pakistan State Oil
By:
Shoaib Younas
Roll No: 220242
Submitted to: Mohi-ud-Din Islamic University Nerian Sharif, AJK
in partial fulfillment of the requirement for the Degree of
Master of Business Administration (Marketing)
October, 2015
Page 1 of 66
DEDICATION
Page 2 of 66
Acknowledgement
All praise and countless thanks to
Almighty ALL AH, The compassionate, The
merciful who guides us in darkness and shows
us the right path and who is master of the day
of judgment. We seek His help in all the straits
of life, all respect to the Holly messenger of
Allah, Hazrat Muhammad (PBUH), who brought
the light of knowledge and truth when
humanity was wandering in the desert of
ignorance.
Page 3 of 66
Executive summary
distribution
and
marketing
of
petroleum
outlets,
pipelines
and
tankers.
PSO
is
also
profi le,
its
Page 4 of 66
Table of Contents
Dedication
02
Acknowledgement
Executive summary
03
04
09
11
12
Authorities of PSO
Board of Management & their profiles
14
Board of Management committees & their responsibilities
21
a) Board of audit & compliance committee
21
b) Board of finance and risk management committee
23
c) Board of HR & remuneration committee
24
d) Management committee
25
Page 5 of 66
25
PSO business / p r o d u c t s
Products
26
27
27
30
30
32
33
33
34
Page 6 of 66
Quality assurance
37
Health, safety & Environment
38
Corporate responsibility
39
Human resource development
40
Training and development
41
Financial performance
Key Achievements
Comparison of Entity's Financial Performance from Last Year
44
Strategic Objectives
Financial analysis
46
Summary of cash flow statement with analysis
48
Profitability Ratio
49
Statement of value additions
50
Composition of profit and loss
51
42
SWOT analysis
PSO Business lines
Infrastructure of PSO
Future business plan of PSO
55
Conclusion and recommendations
56
Bibliography
52
54
55
45
57
Company profile:
Pakistan State Oil (PSO) is one of the important strategic assets of
the Pakistani economy. As the countrys largest Company in terms of
turnover, PSO leads the oil marketing sector, both in Black oil which is
73% and White oil which is 53%. It serves around 3 million customers
every day across the entire economic value chain with over 3,557 retail
outlets and controls 74% of the countrys oil storage capacity which is 1
million tons. It is involved in import, storage, distribution and marketing of
a range petroleum products including gasoline , diesel, fuel oil, jet fuel,
LPG, CNG and petrochemicals.
PSO has always been considered
as a blue chip company with market
capitalization of around Rs.100 billion.
The company is the winner of Karachi
stock exchange top companies award
and a member of world economic forum.
The company rapidly expended
international standards New Vision
Outlets are more than 1,776. These
new outlets accommodate the end
users needs but also add beauty to the
landscape. These outlets equipped with
convenience stores, business centers,
internet facility and CNG facility, etc. To
ensure the quality of the products being
sold to customers, 24 mobile quality testing units have been deployed in
all major cities to carry on the spot checks for quality and quantity.
Alongside its retail business, PSO also caters to the fuel demand of
the industrial consumers that include power generation, railways, sugar,
textile and steel mills, etc. the company has also been meeting the fuel
needs of defense of the nation and maintain on time supplies to armed
forces.
Page 9 of 66
History:
The creation of Pakistan State Oil (PSO) can be traced back to the
year 1974, when on January 1st; the government took over and merged
Pakistan National Oil (PNO) and Dawood Petroleum Limited (DPL) as
Premiere Oil Company Limited (POCL).
Soon after that, on 3rd June 1974, Petroleum Storage Development
Corporation (PSDC) came into existence. PSDC was then renamed as
State Oil Company Limited (SOCL) on August 23rd 1976. Following that,
the ESSO undertakings were purchased on 15th September 1976 and
control was vested in SOCL. The end of that year (30th December 1976)
saw the merger of the Premier Oil Company Limited and State Oil
Company Limited, giving way to Pakistan state Oil (PSO).
After PSOs inception, the corporate culture underwent a
comprehensive renewal program which was fully implemented in 2004.
This program over the years included the revamping of the organizational
architecture, rationalization of staff, employee empowerment and
transparency in decision making through cross functional teams. This new
corporate renewal program has divided the companys major operations
into independent activities supported by legal, financial, informative and
other services. In order to reinforce and monitor this structural change,
related check and balances have been established by incorporating
monitoring and control systems. Human Resource Development became
one of the main priorities on the companys agenda under this corporate
reform.
Page 10 of 66
June 3, 1974
The government incorporates Petroleum Storage
Development Corporation PSDC
Page 11 of 66
1999
The new vision program is launched with the new logo of
PSO.
Our
Strategic objectives:
Excellence:
We believe that excellence in our core activities
emerges from a passion for satisfying our
customers needs in terms of total quality
management. Our foremost goal is to retain our
corporate leadership.
Cohesiveness:
We endeavor to achieve higher collective and
individual goals through team. This is inculcated
in the organization through effective
communication.
Respect:
We are an equal opportunity employer
attracting and recruiting the finest people from
around the country. We value contribution of
Page 13 of 66
Integrity:
We uphold our values and business ethics principles in every action
and decision. Professional and personal honesty, dedication and
commitment are the landmarks of our success. Open and
transparent business practices are based on ethical values and
respect for employees, communities and the environment.
Innovation:
We are committed to continuous improvement, both in new product
and processes as well as those existing already. We encourage
creative ideas from all stake holders.
Corporate responsibility:
We promote health, safety and environment culture both internally
and externally. We emphasize on community development and aspire
to make society a better place to live in.
Received
Forbes Global
2000
As one of the worlds
Recipient of the
BOARD OF MANAGEMENT
Mr. Mujahid Eshai
Chairman
Mr. Muhammad
Naeem Malik
Member
Member
Member
Member
Member
Member
Member
Member
Ayesha Afzal
Secretary
(Auditors)
Page 16 of 66
BANKERS
Mujahid
Eshai
Chairma
n
Other Engagements
Visiting Lecturer-FC
College,
National Defence
College,
University,
Virtual
Beacon
house University
Ministry
of Petroleum & Natural Resources in 1981
where
he has worked on various important
(Oil),
Director
General (Special Projects), Director General
Malik
is presently working as an Additional Secretary in
Ministry
of Petroleum & Natural Resources. He brings
with
him diversified experience of upstream,
Mr.
Amjad
Parvez
Janjua
Other
Engagements
Mr. M. Naeem
Malik
Other Engagements
Additional Secretary
Ministry of
Management Foundation .
over
29 years of experience in the field of banking
having
served in both local and international banks. As
instrumental
in establishing and developing various
businesses
in Retail, NRP, Priority and Consumer
banking.
well
as Bsc. In Aero-sciences and has successfully
completed
the International Capital Market Qualification
involved
in various mergers and acquisitions of both
local
and foreign banks. As part of his work experience
was
associated by creating capacity to endure,
Daudpota
needs of the customers, develop a sustainable
environment
and retain the trust and support of all
Other
stakeholders
to develop those institutions into the best
Engagements
industries etc.
Combining
an
in-depth
knowledge
of
Other
Industries
individual, Mr. Bilal has
Mr. Adeel Rauf hascustomers.
completed A
hiswell-travelled
B.SC degree in
travelled
extensively
world-wide with the aim of
Electrical
Engineering from
University
of Engineering
different
sectors. He is currently the Managing Director
Commercial
Corporation, AYS Electronics, AYS Homes
Factory
has had the honor of winning the FPCCI Export
Trophy
Award for 10 years in a row. Other than this, Mr.
ventures
including Ciel Wood Works Pvt. Ltd. (An MDF
Pakhtunkhwa
Chamber of Commerce and Industry
(KPCCI)
and Industrialist Association Peshawar (IAP). He
currently
serves as a Board Member of Small Medium
Mr. Shahzad
board of Muslim Commercial Bank (MCB) since 1995 and
Saleem
has played a key role in the successful ventures
Director Muslim
a Masters Degree in law
from Tulanepolicy.
University,
privatization
Bank
Commercial
U.S.A. He is currently the CEOMr.
of Shahzad
Al-Hamd is a member of the Board of Trustees
(MCB)
International
Container of
Terminal
which
has the
a multi
LUMS and
heads
LUMS Audit committee. He also
Member Board
of
million dollar
foreign
direct
investment
in
Pakistan.
the member
of Provincial Advisory Board of the
2013.
CHAIRMAN
MEMBERS
SECRETARY
Mr. Shahid
Mr. Umar Azim
Ms. Ayesha
Daudpota
Islam
Afzal
Mr.
Hussain
Islam
TERMS OF REFERENCE OF THE BOARD AUDIT COMMITTEE:
AUDIT:
COMPLIANCE:
1) Review Code of Conduct and related policies applicable to employees,
officers and directors and other agents and associates of the Company
at least annually and make recommendations to the Board as
appropriate.
2) Provide oversight as needed to ensure that the Compliance program
effectively prevents and/or detects violations by Company employees,
officers, directors and other agents and associates of the Company law,
regulation, Company policy, special conditions imposed on the Company
by any licensing authorities, and the Code of Conduct.
3) The Whistle blowing unit will report to the Audit & Compliance
Committee.
4) Review and evaluate, at least annually, the performance of the
Committee, including compliance by the Committee with this Charter.
5) Review and assess, at least annually, the adequacy of this Charter and
submit any proposed changes to the Board for approval.
6) Review resources assigned to the Compliance program to assess their
adequacy relative to the program's effectiveness.
7) Receive such reports of relevant conduct, misconduct, and other issues
as appropriate to the Committee.
8) Perform any other activities consistent with this Charter, and the
Company's Bylaws and Certified of Incorporation, as the Committee may
deem necessary or appropriate for the fulfillment of its responsibilities
under this Charter or as required by applicable law or regulation, or as
may be determined by the Board.
9) Do every other act incidental to, arising out of or in connection with, or
otherwise related to the authority granted to the Committee hereby or
the carrying out of the Committee's duties and responsibilities
hereunder.
10)
Notwithstanding any of the foregoing, the legal liability of any of
the Committee members shall not be greater than that of other
members of the Board.
CHAIRMAN
Ejaz
Mr. Bilal
MEMBERS
SECRETARY
Ms. Ayesha
Afzal
COMMITTEE
CHAIRMAN
MEMBERS
SECRETARY
Ms. Ayesha
Afzal
d) Management committee
CHAIRMAN
MEMBERS
SECRETARY
MD
DMD(s), SGM(s), GM
DGM (CP)
(CP)
Man-Com is a business strategy committee, which meets primarily
CHAIRMAN
MEMBERS
SECRETARY
MD
DMDs
GM (HR)
f) Executive committee
CHAIRMAN
MD
MEMBERS
SECRETARY
PSO Business/Products
Alternative fuel
Cards
Green XL
LPG
E10
CNG
Bio Diesel
cards
Lubricants
Automotive Lubricants
Chemicals
Reward base
Hexane
Solvent
Oil
Industrial
Methanol
Acetic
Acid
Labsa 90%
Other Chemicals
restaurants
Quick service
Major industrial consumers and government entities like OGDC, Pakistan
army, and Pakistan railway, Navy, NLC and PAF Wah have entrusted PSO to
meets their POL needs. Besides supplying fuel to national power utilities like
WAPDA and K-Electric, PSO is the sole furnace oil supplier to all Independent
Power Projects (IPPs) in Pakistan with a share of over 80% in furnace oil
market. PSO also supplies fuel to industrial units like textile, cement,
agriculture, transport etc. Furthermore, PSO also serves the fuel needs of both
national & international air carriers. We also provide jet fuel into-plane
refueling facilities at 9 airports of Pakistan i.e. Karachi, Lahore, Islamabad,
Peshawar, Multan, Faisalabad, Turbat, Pasni and Sialkot.
We also supply fuel to ships at Karachi Port, Korangi Fish Harbor & Port
Qasim. Moreover, we cater to the fuel requirements of Pakistan Navy, Maritime
Security Agency, Karachi Port Trust, PNSC, Faisal Marine Oil Services (Pvt) Ltd.
Chain of Command:
Unity of Command:
Board of
Management
Board of HR
communication
Board of Audit
Board of finance
communication
Management
Director
Executive
Director Retail
G.M.
Operation
G.M.
CPF
D.G.M.
Operation
D.G.M.
CPF
G.M.
Product
D.G.M.
Product
G.M.
Retail
D.G.M.
Retail
Executive
Director HR
Executive Director
Finance
G.M.
HR
G.M.
Finance
D.G.M.
HR
D.G.M.
Finance
The supply of FO, the major Black Oil product, was restrained in
face of extraordinary demand and the liquidity issues posed by the circular
debt situation, while increasing sales volume by 9% in this product line. In
HSD, the major White Oil product, the Company rationalized the
discounts/incentives and limited their offering to the cases where business
value could be established. The overall sales volume during FY 2014 has been
13.14 MMTs against 12.56 MMTs during FY 2013.
White oil
Black oil
Volume in
000tones
Volume in
000tones
HSD
Volume in
000tones
MOGAS
Volume in
000tones
SUPPLY:
of 10.05 MMTs was arranged through imports comprising of 2.57 MMTs HSD,
6.01 MMTs Furnace Oil (HSFO: 4.99 MMTs, LSFO: 1.02 MMTs), 1.44 MMTs Motor
Gasoline and 0.02 MMTs JP-1.
The total PSO import volume accounted for more than 87% of
nationwide refined product imports of 11.5 MMTs. Furthermore, hospitality to
refineries and OMCs was provided and storage facility was extended to new
prospective entities resulting in sizeable earnings during the fiscal period.
LOGISTICS:
OPERATIONS:
RETAIL BUSINESS:
During the period under review, AM&E business line recorded sales
volume of 521,174 MTs which was 6% higher in comparison to the same period
last year (SPLY). PSO also entered into a 5 years exclusive agreement with Air
Indus for provision of Jet Fuel at all the nationwide airports where PSO exists.
During FY 2014, a quantity of 13,562 MTs was sold to them. The business of
Turkish Airlines was also recaptured at Karachi airport while standing
agreements with sixteen (16) customer airlines were renewed during the
period including Saudi Arabian, Air Arabia, Thai international and Fly Dubai.
PSO also successfully fuelled 480 Hajj Flights for a total volume of
12,791 MTs. PSO won the into-plane fuel supply tender of the Army at all
airports including those which were previously with the competitors. As a
result, sales volume to Pakistan Army will increase by approximately 155%.
CONSUMER BUSINESS:
PSO continued to lead the Furnace Oil market with around 73%
market share. The Company worked with key business partners including
Pakistan Railways and Frontier Works Organization (FWO) to resolve payment
bottlenecks and successfully recovered longstanding payments from various
customers including significant amount of financial charges from the Power
Sector and GLMP claim from K-Electric.
GASEOUS FUELS:
CNG:
LPG:
During FY 2014, the PSO LPG Pak Gas (Bottling Business) and
Smart Gas (Auto gas business) made continual efforts to make best use of
available LPG product with prudent pricing and maintaining efficient inventory
management to maintain its market presence in the face of considerable
CARDS:
During FY 2014, PSO recorded sales of 33,944 MTs with the High
Street segment witnessing a positive growth of 4% over the same period last
year. The High Street segment successfully covered over 21,000 shops across
Pakistan. Other initiatives undertaken included the launch of consumer
promotion campaigns including the Carient Free Fuel Campaign and the Buy
and Win Generators with Generator Oil competition to generate brand trial
and awareness amongst the consumers. The Independent Workshops Project
was also executed with PSO branded private service stations and workshops in
the High Street market. Your Company has successfully converted one
hundred fifty (150) workstations into PSO branded shops which served as
effective tools in inducing trial, attracting prospective customers, brand
building and raising product awareness levels.
NON-FUEL RETAIL:
CUSTOMER SERVICES:
of earning brand equity for the company and goes beyond all means to satisfy
customers.
During FY 2014, PSO carried out the ground breaking ceremony for
the new Hyderabad depot at Tando Alam to further strengthen its
infrastructure network. The Company has also formally completed all
construction activities at the new Faisalabad depot and final testing and
commissioning activities are being planned to commence operational activities
from the location. The Company has also constructed a new standardized
gantry for filling and decantation of tank Lorries at Quetta depot, which is also
under commissioning stage. Rehabilitation of existing infrastructure was also
undertaken at the railway wagon tracks at Lalpir depot and reconnected to the
main railway network. Additionally storage tanks at Sihala depot, Zulfiqarabad
Oil Terminal and Lubricant Manufacturing Terminal were also refurbished. PSO
Infrastructure Department maintained its certification of being ISO 9001:2008
compliant during the year.
RETAIL CONSTRUCTION:
Team Mate was also upgraded to version 10.4 to help increase coverage of
all audit activities.
Server Virtualization:
Storage Up-gradation:
QUALITY ASSURANCE:
With the objective of developing Lube blends providing superior
quality lubricants to valued customers, PSO laboratories are carrying out
extensive research and development. During this year, three hundred and fifty
one (351) pilot lab blends were prepared for various products including
lubricants/ LDO & Bio Diesel. PSO has also expanded its testing capability for
gasoline and lubricants through the induction of new machinery at its
laboratories. Steps have also been taken to enhance operational transparency
including introduction of continued implementation and improvement of the
Laboratory Information Management System (LIMS). This system allows all
laboratory related information to be consolidated into a single portal
accessible to Company officials as well as business partners. In order to
effectively manage the new equipment, training sessions were also conducted
for the relevant employees.
The Company has put in place measures to reduce mitigate
damage to critical equipment at facilities which can affect the safety
and production capabilities. This has been done by introduction of a
newly developed preventive maintenance procedure, Safety Critical
Equipment (SCE) which defines maintenance techniques in-line with API
754 International Code. Furthermore, an awareness session was
organized on American Petroleum Institute (API) Codes 653, 570 and
510 to strengthen understanding of these standards in order to bring
PSO facilities at par with API requirements. This along with SCE plan will
greatly improve the performance of our Process Safety Management
(PSM). Support was further extended to our business partners with a
PSO team conducting an operational and HSE assessment of GENCO III
with respect to People, Plant/ Equipment and Processes. PSOs
commitment to safety was further rewarded when the Company won
the Fire & Safety Award 2013 awarded by Fire Protection Association of
Pakistan (FPAP) and supported by National Forum for Environment &
Health (NFEH).
Environmental Protection
Energy Conservation:
CORPORATE RESPONSIBILITY:
Health Sector:
Education :
Succession Planning:
Succession planning ensures that employees are constantly
developed to fill each needed role and builds a pool of strong contenders
for future leadership positions to ensure PSO's continued growth and
prosperity.
During the financial year 2014 (FY 2014), the Company recorded
an all time high sales revenue, profit after tax and earnings per share. Sales
revenue stood at Rs. 1.4 trillion compared to Rs. 1.3 trillion during FY 2013,
registering a growth of 9%. After tax earning rose by 73% to Rs. 21.8 billion as
compared to Rs. 12.6 billion during FY 2013. Earnings per share increased to
Rs. 80.31 from Rs. 46.52 during FY 2013.
The Company
realized substantial cost
efficiencies, whereby the
administration, distribution and
marketing expenses increased
merely by 3% as compared to
14% average increase in
expenses over the last three
years and against an inflation of
8.5% during FY 2014.
Recovery of interest
from power sector consumers
and interest on Pakistan
Investment Bonds also
contributed towards an increase in the bottom line, which was nevertheless,
mitigated by an increase in finance cost by 26% due to power sector
receivables.
Based on this
performance, the Board of
Management announced a final cash
dividend of Rs. 4 per share in addition
to the earlier interim cash dividend of
Rs. 4 per share and interim bonus
stock at the rate of 10%. The total
dividends for the year stood at Rs. 9
per share (including bonus) as
compared to Rs. 7 per share
(including bonus) in FY 2013,
translating into a total payout of Rs. 2.3 billion vs. Rs. 1.5 billion in FY 2013 to
the shareholders.
PSOs financial statements have been prepared on the basis of a
single reportable segment. The total Sales Revenue is broadly divided into
following two categories:
FINANCIAL ANALYSIS:
Comments on Analysis:
The Company's after tax profitability has increased by Rs. 9.2 bn in FY14
as compared to FY13. Major variation was mainly due to the following:
Increase in gross profit by Rs. 2.7 bn on account of overall favorable
volume and margin variances.
Increase in other income by Rs. 13.5 bn mainly due to higher receipt of
interest on delayed payments from IPPs.
Increase in finance cost by Rs. 1.9 bn due to heavy short term
borrowings on account of increasing circular debt.
Increase in taxation by Rs. 4.6 bn due to higher profits for the year.
Comments on Analysis:
Operating Activities:
Cash flows from operating activities have weakened mainly due to
significant increase in power sector receivables owing to prevailing
circular debt situation, which ultimately resulted in negative cash flows
from operations of Rs. 57 bn.
Investing Activities:
Cash flows from investing activities have reduced significantly by Rs. 45
bn due to investments made in PIBs during last year, which is not the
case this year.
Financing Activities:
Cash flows from financing activities show major cash inflow of Rs. 64 bn
due to heavy reliance on short term bank borrowings owing to prevailing
circular debt situation.
Profitability Ratios:
The GP ratio has shown a stable trend, while NP and EBITDA ratios have
increased by 59% and 43% respectively mainly due to significant
increase in other income by 208% which includes amount received in
respect of interest income from IPPs.
The return on shareholders' equity, total assets and capital employed
has increased by 33%, 31% and 23% respectively mainly due to increase
in bottom line which was partially offset by decrease in equity due to
realization of actuarial losses on account of implementation of revised
IAS-19.
The improvement in operating leverage ratio is because of the increase
in EBIT by 59% due to reasons mentioned above vs. increase in sales by
only 9%.
FY 2014 (% of sales)
FY 2013 (% of sales)
SWOT Analysis:
Strength:
government of Pakistan.
Brand reorganization and customer loyalty.
It is the top business enterprise of the Muslim world and has been
network is one of its strength & also has a vast distribution network of
outlets throughout Pakistan.
Its employees are committed and highly motivated and work as a team.
PSO continue to expand its physical, technical and marketing resources
new customers.
Innovation like auto car wash helps PSO to differentiate with its main
competitors.
Visionary, capable leadership add value to PSO strength like their NVRO
operations.
Product line width adds long range of products for more revenue
opportunities.
Weakness
Opportunities:
retail network.
It can introduce new petroleum products to attract new customers and
Also the living style of people at Pakistan is shifting and they have
shifted to luxury cars and vehicles, PSO can cater the needs of these
Threats:
Consume
r
Business
Retail
Lubricants
sales &
Agency
Trade
Aviation,
Marine &
Export
Gaseous
Fuel
Business
(GFB)
Chemical
s
MOGAS
HSD
SKO
LDO
FO
Lubrican
ts
MOGAS
HSD
Lubrican
ts
HSD
LDO
Lubrican
ts
FO
SKO
JP-1
LDO
CNG
Chemica
LPG
ls
Distribution structure:
% of
Rupe
es
Distri
Indus
trial
butor
s
Direct
Retail
Agri
cult
ural
10
50%
50%
90
Tra
nsp
ort
10
100
%
0%
10
0%
100
%
Re
tai
l
10
0%
100
%
Total
32%
38%
30%
100%
Infrastructure of PSO:
Conclusion:
PSO has been the market leader ever since it started operating
with number of products delivering to its customers and providing satisfaction
at all levels.
Being ISO 9001 & 14001 certified PSO is leading from front to
prevent and reduce pollution and wastage. High techs equipments are used to
make sure public is not affected and meet legal requirements in performing its
operations.
PSO is always on its toes to make life better and simple and spend
heavily on infrastructure and other retail outlets to attract new customers with
the aim to retain customer for a life time
Recommendations:
Bibliography
WEBSITES
http://www.psopk.com/
Date of visit
2015
https://en.wikipedia.org/wiki/Pakistan_State_Oil
Date of visit
07-03-2015
http://quotes.wsj.com/PK/PSO/company-people
Date of visit
11-02-2015
https://www.scribd.com/doc/15001324/PSO-HRM
19-03-2015
Date of visit
20-05-