Presented By:

Irum Fatima
Zubair Ali
Amina Riaz
Nauman Hanif
Neelam Abbas
Usman Jamil

MANAGERIAL ANALYSIS OF ATTOCK

PETROLEUM LIMITED
 INTRODUCTION
PRESENTED BY IRUM FATIMA
OUTLINE
•Introduction

•Questionnaire Explanation

•Organizational Culture

•Corporate Social Responsibility

•SWOT Analysis

•Bosten Consulting Matrix & Competitor Analysis

•Conclusion
CENTRAL COMPANY BACKGROUND
•Attock Petroleum Limited was incorporated in 1995.
•APL's sponsors include Pharaon Commercial Investment Group Limited (PCIGL) and Attock Group of
Companies.
•Pharaon Group
• Oil Exploration
• Production and Refining
• Manufacturing of Petroleum Products
•Attock Oil Company
• was incorporated with limited liability in England on December 01, 1913.
• AOC is the pioneer in the oil sector in Pakistan.
•Attock Refinery Limited (ARL)
• incorporated as a Private Limited Company in November, 1978 to take over the business of the
Attock Oil Company Limited (AOC)
•Attock Petroleum Limited (APL)
• Third leading Oil Marketing Company to be granted a marketing license in February 1998.
CENTRAL COMPANY BACKGROUND (CONTD..)
•Attock Information Technology Services (pvt) Limited (AITSL)
• Catering to the demands of IT related outsourcing
• Centralization of IT operations and services
• Design and implementation of Local and Wide Area Networks
• Supervising security solutions.

•Attock Cement Pakistan Limited (ACPL)

• listed on the Karachi Stock Exchange since June 2002.
• Manufacturing and Sales of Cement.

•ATTOCK GEN LIMITED(AGL):

• Establishment of 165 MW Power Plant of Attock Gen Limited
• The first power sector venture of the Attock Group of Companies, was held on May 12,
2007.
COMPANY PROFILE
Vision of APL
•"To become a world class, professionally managed, fully integrated, customer focused, Oil Marketing
Company, offering value added quality and environment friendly products and services to its customers in
Pakistan and beyond"
Mission of APL
•To continuously provide quality and environment friendly petroleum products and related services to their
customers.
Core Values
•The core values of APL include:
• Ethical principles and moral values
• Commitment and cooperation
• Environment consciousness
• Corporate social responsibility
• Maximum shareholders return
COMPANY PROFILE(CONTD..)
•Retail Outlets
• Reason

• Fully Equipped

• Facilities

• 2 Company Owned Company Outlets (COCO)

• APL has its own terminal which is directly connected to ARL.

• Has a storage capacity of 2,400,000 Liters.

HIERARCHY OF APL

CEO

Human Information
Operation Marketing Finance
Resource System
HIERARCHY OF APL(CONTD..)
Grade 8 General Manager
Grade 7 Deputy General Manager
Grade 6 Assistant General Manager
Grade 5(IV) Senior Manager
Grade 5(III) Manager
Grade 5(II) Deputy Manager
Grade 5(I) Assistant Manager
Grade 4 Senior Executive
Grade 3(II) Executive
Grade 3(I) Executive
Grade 2(II) Senior Officer
Grade 2(I) Officer
Grade 1 Junior Officer

•Management Trainee Officer

•Trainee
ORGANIZATIONAL CULTURE
PRESENTED BY ZUBAIR ALI
QUESTIONNAIRE ANALYSIS
The Questionnaire were filled after discussion from the following persons.

1. Malik Shehzad (HR HEAD)

2. Anwar Ali (Manager Marketing)

3. Habib-ur-Rehman ( Assistant Manager Marketing)

4. Nauman Shaikh ( Executive Marketing)

5. Ghayoor Abbas ( Senior Executive Administration)

6. Aneela Akram ( HR Executive)

7. Muhammad Mujahid Iqbal ( HR Executive)

QUESTIONNAIRE ANALYSIS
Q: What type of structure is adapted by the organization?
Centralized structure
Decentralized structure
 
Q: Major/most organization decisions are conducted at….?
Top managerial level.
Any organizational level.
Operational level.
Only at managerial levels.
 
Q: What type of relationship exists among employees from different levels of hierarchy?
Typical formal relationship.
Friendly.
Cooperative.
Competitive

Q: Organization believes in benefiting which of the following in particular?

Owner and management only.
Employees only.
Spending investment in specific environment.
Boarder society.
 
QUESTIONNAIRE ANALYSIS(CONTD..)
Q: Does the organization believe on long term planning for the business?
Yes.
No.
 
Q: If yes, at which level of hierarchy such decision are taken and executed?
High level.
Managerial level.
Operative level.
Stockholders.
 
Q: Which type of strategic management process is being practiced in the organization?
Administrative linkage.
One way linkage.
Two way linkage.
Integrative linkage.
 
Q: How employee performance is evaluated?
By trusting employees.
By keeping an eye on them.
By evaluating individual outcomes.
By team work.
QUESTIONNAIRE ANALYSIS(CONTD..)
Q:Which one of the following is usually considered important?
Efficiency only.
Effectiveness only.
Both efficiency and effectiveness.
Situational analysis.

Q:According to an approximate, what percentage of plans developed are executed successfully?

Answer: 85%
QUESTIONNAIRE ANALYSIS
ACCORDING TO SPSS DATA EDITOR

Q1: Have you clearly defined your enterprise's values and rules of conduct?
Q2: Are your customers aware of your enterprise's values and rules of conduct?
Q3: Are your employees aware of your enterprise's values and rules of conduct?
Q4: Does your enterprise actively offer a good work-life balance for its employees?
Q5:Does management consult with employees on important issues?

8
7
6
5 Yes
4 No
3 In Part
Don’t Know
2
1
0
Q1 Q2 Q3 Q4 Q5
QUESTIONNAIRE ANALYSIS(CONTD..)
Q6:In order to have efficient work relationship, it's often necessary to bypass hierarchical lines?
Q7:Do you encourage your employees to develop real skills and long-term careers?
 Q8:Is organization accepts challenges and take risk?
Q9:Genius is one percent inspiration and ninety nine percent perspiration. Does a company
believe on this?
 Q10:Do you train employees on the importance of your enterprise's values and rules of conduct?

8
7
6
5 Yes
4 No
In part
3
Don’t know
2
1
0
Q6 Q7 Q8 Q9 Q10
QUESTIONNAIRE ANALYSIS(CONTD..)
Q11:Compensation and benefits are relatively high here?
Q12:Does your enterprise have suitable arrangements for health, safety and welfare that provide
sufficient protection for your employees?
Q13:Is there any check and balance on illegal and unauthorized use of resources?
Q14:Does the organization believe on long term planning for the business?

7
6
5
4 Yes
No
3 In Part
Don’t know
2
1
0
Q11 Q12 Q13 Q14
QUESTIONNAIRE ANALYSIS(CONTD..)
Q1:Does your enterprise supply clear and accurate information and labeling about products and
services, including its after-sales obligations?
Q2:Does your company have a process to ensure effective feedback, consultation and/or dialogue
with customers, suppliers and the other people you do business with?
Q3:Does your business ensure timely payment of suppliers' invoices?
Q4:Does your company work together with other companies or other organizations to address
issues raised by responsible entrepreneurship?

8
7
6
5 Yes
4 No
3 In Part
2 Don’t know
1
0
Q1 Q2 Q3 Q4
QUESTIONNAIRE ANALYSIS(CONTD..)
Q1:Is there any mechanism in the organization which is purely or partially meant for public
welfare or goals besides profit maximization?
 Q2:Do you have an open dialogue with the local community on adverse, controversial or sensitive
issues that involve your enterprise?
Q3:Are your employees encouraged to participate in local community activities?
 Q4:Does your enterprise give regular financial support to local community activities and
projects?
  4.5
4
3.5
3 Yes
2.5 No
2 In Part
1.5
Don’t Know
1
0.5
0
Q1 Q2 Q3 Q4
ORGANIZATIONAL CULTURE
•A culture is the values and practices shared by the members of the group. Company Culture,
therefore, is the shared values and practices of the company's employees.

•Characteristics of company cultures:

•Mission clarity

•Employee commitment

•High integrity workplace

•Strong trust relationships

ORGANIZATIONAL CULTURE(CONTD..)
•Highly effective leadership

•Effective systems and processes

•Performance-based compensation and reward programs

•Customer-focused

•Effective Evaluation Process

•Commitment to learning and skill development

CORPORATE SOCIAL RESPONSIBILITY
PRESENTED BY NAUMAN HANIF
CORPORATE SOCIAL RESPONSIBILTY
• Main CSR Objectives are:

• Education

• Health care

• Community building
CORPORATE SOCIAL RESPONSIBILITY(CONTD..)
Education
• Initiatives to support several educational programs
gold medals
Cash awards
Scholar ships for top level students
• Financial support to contractor children.
• APL has installed direction signs and traffic signals.
Health Care
• APL has partners with many health care institution to improve health of
society.
• APL established ATTOCK HOSPITAL LTD in august,1998.
• AHL give the full medical facilities to APL employees, their families and the
community of MORGAH region RAWALPINDI.
CORPORATE SOCIAL RESPONSIBILITY(CONTD..)
Health Care

• AHL is the subsidiary of ARL.

• Address the health care issues in northern areas.

• Set up an outpatient clinic and mother care clinic.

Community Building

• Special children welfare

• Sports development

• Relief activities.
• Includes SWAT Relief Fund, Balochistan rain-water and floods, and relief
operation for earthquake victims.
 SWOT ANALYSIS
PRESENTED BY NEELAM ABBAS
SWOT ANALYSIS
Internal Analysis
Strengths

Foremost strength is its refinery named as Attock Refinery Ltd.

Strategically located. NRL(Southern) and ARL(Northern).

They supply oil to other OMCs.

It has COCOs, located in Islamabad.

It produced all the petroleum thus contain a monopoly.

It takes electricity from its one of the group Attock gen Ltd.

A Commercial and product supplies department.

SWOT ANALYSIS(CONTD..)
WEAKNESSES

Lack of brand awareness due to the lack of advancement.

COCOs of APL located in the same city.

Does not have updated technology as compared to other OMCs

SWOT ANALYSIS(CONTD..)
EXTERNAL ANALYSIS

Opportunities

Owing to its availability of product range.

Opportunity to target companies that deal in jute as they have a monopoly in JBO.

Is the largest refinery and can supply PMG and HSD any time.

Opportunity to target its competitor’s sites where Petroleum product is not available.

target their diligent employees. This would have a great impact on APL’s overall
performance.
SWOT ANALYSIS(CONTD..)
THREATS

Market has now been very saturated.

Lack of innovative ideas and brand awareness can lead to a downfall of the company.
BOSTEN CONSULTING MATRIX & COMPETITOR ANALYSIS
PRESENTED BY USMAN JAMIL
BOSTEN CONSULTING GROUP MATRIX
•BCG Matrix is used to analyze the business units or product lines making up the
company.

•BCG has two dimensions:

(1) Relative Market share

(2) Market Growth Rate

• In this project, the petroleum industry that includes nine Oil Marketing Companies
(OMC's) have been analyzed on the basis of their market share and market growth.
BOSTEN CONSULTING GROUP MATRIX(CONTD..)
QUESTION MARKS:

These are companies that compete in high growth markets but where the market share
is relatively low. Oil Marketing companies that need high investments for their product
development are:
• Overseas Oil Trading Company (Pvt) Ltd (OOTCL)
• ASKAR

Market growth rate:

OOTCL has 201% in HSD and 60% in PMG.
ASKAR has 6.53% in HSD and 85% in PMG.

Relative market share:

OOTCL has .30% in both products.
ASKAR has .60% HSD and .80% in PMG.
BOSTEN CONSULTING GROUP MATRIX(CONTD..)
STARS

Companies having high market share in a fast-growing market are stares.

Oil companies ranked as stars are:
• Attock Petroleum (Pvt) Limited (APL)
• Total-Parco
• Bosicor

Market growth rate:

• Attock petroleum has 35% HSD 25% PMG.
• Total-parco has 4.12% HSD and 8.60% PMG.
• Bosicor has 185% HSD and 306% PMG.

Relative market share:

• Attock petroleum has 3.70% HSD and 3.20% PMG.
• Total-Parco has 4.12% HSD and 8.60% PMG.
BOSTEN CONSULTING GROUP MATRIX(CONTD..)
CASH COWS:

A few businesses generate far more cash than they can profitably reinvest. These
companies have a high market share but growth rate is low.
In oil industry, the cash cows are as follows:
• Pakistan State Oil (PSO)
• Shell Pakistan Limited (SPL)

Market growth rate:

• PSO has 11% and 2% HSD and PMG.

• Shell has 11% and 1% HSD and PMG.

Market share.

• PSO has 61.24% HSD and 48.18% PMG.

BOSTEN CONSULTING GROUP MATRIX(CONTD..)
DOGS

Theses companies have low market shares in slow growth market. They depress a
profitable company’s return on assets ratio, used by many investors to judge how well a
company is being managed.

Oil companies considered as dogs are:

• ADMORE
• HASCOMBE

Market growth rate:

• Hascombe has 36% HSD and 90% PMG.
• Admore has 70% HSD and 58% PMG.

Market share:
• Admore has .20%HSD and .50% PMG.
COMPETITOR ANALYSIS
Major Competitors

 Pakistan State Oil (PSO)

 To excel in delivering value to customers as an innovative and dynamic energy
company that gets to the future first.

 Shell Pakistan Limited (SPL)

 To engage efficiently, responsibly and profitably in oil, gas, chemicals and other
selected business and to participate to meet evolving customer needs and the world’s
growing demand for energy.

 Caltex
 To be #1 in the Hearts and Minds of our Customers

 Total-Parco
 Is dedicated to setting the benchmark not only for business and financial
performance, but also for compliance with the most demanding standards of
corporate social responsibility.
 CONCLUSION
PRESENTED BY AMINA RIAZ
CONCLUSION
Operation

• There are hitherto 247 retail outlets run by APL.

• A specific procedure followed to open sites at suitable location.

• Quality/Quantity standards are operated by operation department.

Marketing

•Covering all the 4P’s of marketing i-e. Product, pricing, placing & promotion.

•Has now taken major steps towards promoting their product or name by
advertisement.

• APL advertised their lubricants and made certain advertisement on special events
of Pakistan on 14th august.
CONCLUSION
Finance

Following points are involved in measuring the financial analysis/position of APL

2008 2009
Net sales Revenue 51863 million 61683 million

Gross profit 2748 million 3292 million

Total Asset Turnover Ratio 4.35 3.66

Cash Dividend 960 million 1440 million

Earnings Per share Rs 45.86 Rs 53.51

Profit after Tax 2642 million 3082 million

Liabilities ---- ----

CONCLUSION(CONTD..)
Human Resource

•HR department has taken several steps to reduce turnover rate by giving
appraisals, satisfaction as well as increment in salaries.

•When we visited the company, we not only observed a cooperative environment

but later experienced it as well.

•There is a freedom of speech where every employee can put up their issues.
Q&A
THANKS