Working capital management of Heidelberg Cement Bangladesh Limited (HCBL) Executive Summary: In this report we have presented the overall working capital management of Heidelberg Cement Bangladesh Limited (HCBL). We have gather maximum information from the annual reports and by taking interview of Board of Director, M.
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Company Overview: Heidelberg Cement Bangladesh is one the largest producers of quality cement in Bangladesh. Heidelberg Cement Group from Germany, one of the world’s leaders in construction and building material with operations in more than 50 countries, owns 61% shares of the company. In 1998 Heidelberg Cement Group established its presence in Bangladesh by setting up a floating terminal with on board bagging facilities in the port of Chittagong and by distributing the cement to the key markets of Dhaka and Chittagong.
In 1999 the group further strengthened its position in Bangladesh and built a greenfield manufacturing plant near Dhaka namely “Scancement International Limited” with an installed capacity of 0. 750 million tons per year. In 2000 Heidelberg Cement group also bought a minority position in Chittagong based company namely “Chittagong Cement Clinker Griding Co. Limited (CCCGCL)” quickly followed by the acquisition of a in controlling stake. The plant in Chittagong has an installed capacity of 0. 7 million ton per year. In 2003, the two companies were amalgamated and the company’s name was changed to Heidelberg Cement Bangladesh Limited.
Corporate Mission: The Corporate Image : Building worldwide growth by building a better world. Business Culture : Building on local responsibility for international success Employee Policy : Building our business on the knowledge of our people Market Strategy : Building our growth on a solid base of earnings Customer Philosophy : Building customer satisfaction Quality Standard : Building on quality products to build reputation Commitment to Innovation : Building on new technologies determines our future success
Brief History Heidelberg Cement Bangladesh Limited meets 13% of the Bangladesh demand for cement from two plants located at Dhaka & Chittagong. Heidelberg Cement Bangladesh Limited employs 260 people across the country. The company with 1. 5 million tones annual cement production has become a major force in the Bangladesh Cement industry over the last eight years. In Bangladesh, Heidelberg group is one of the largest foreign investors having an investment of 100 million US$ with more than 260 employees working round the clock to materialize the mission of this great global company.
By satisfying the needs and aspirations of its customers, employees, shareholders and the wider community, the company is able to maintain its position of strength as a sustainable cement provider without compromising commitment to long term stability and environmental responsibility. Heidelberg Cement Bangladesh Limited is a sister concern of Heidelberg Cement Group. Environmental Policy Heidelberg Cement Bangladesh Limited Protection of the environment is an integral part of Heidelberg Cement Group’s strategy. As natural resources are the basis of cement, measures for sustainable environmental care are adopted in all our operations.
In Bangladesh, our policy is to produce high quality cement, optimize operations to save on natural resources and prevent pollution in order to create a cleaner and safer environment. Products & Innovation Portland Composite Cement (PCC) As part of its relentless pursuit for innovation and constant drive to improve quality, HeidelbergCement has introduced Portland Composite Cement (PCC) during 2003. Absorbing European Norms in cement producing made HeidelbergCement Bangladesh Ltd. the pioneer in this sector. Now-a-days all the cement factories of Bangladesh are producing cement as per European Norm.
The category Portland Composite Cement (CEM II) is the market leader in Europe. Cement produced according to the BDS EN ScanCement and RubyCement are designed to achieve the best characteristics for its customers; this result is achieved by design using clinker and high quality other constituents. PCC has the optimum of: Durability, Long-term strength and workability. ScanCement and RubyCement are produced according to the European norms BDS EN 197-1:2003. Characteristics of ScanCement / RubyCement: Higher Strength ScanCement and RubyCement have higher long-term strength than a standard Portland Cement (OPC).
The slag part in the design contributes that the gap in long-term strength with OPC is widening as time progresses. Higher Durability The design of ScanCement and RubyCement increases the density of concrete (lower permeability). Smaller voids are the effect of the reaction between the clinker and the slag. This density contributes to the durability and lifetime of the construction. Better Workability To improve the quality of plaster and masonry work Limestone is added to the design of ScanCement and RubyCement. This improves strongly the workability of the concrete. Plastering will look smoother, better and more beautiful.
The concrete is easier to use. Other Improvements On top of the above-mentioned improvements ScanCement and RubyCement reduces thermal cracking. Due to the slag in the design less heat is generated which reduces the risk of thermal cracks. Furthermore our brands use less water to achieve the required workability. This contributes to the strength and quality of the construction. Daily Cash Inflow and Cash Outflow: Here we have presented the daily cash inflow and outflow of HCBL. 200820072006 Cash received from customers6,332,191,0005,573,231,0004,963,425,000 Cash received from other operating income84,205,00049,963,00014,630,000
Cash Inflow throughout the year6,416,396,000. 00 5,623,194,000. 00 4,978,055,000. 00 Daily Cash Inflow17,579,167. 12 15,406,010. 96 13,638,506. 85 200820072006 Payment for financial expense(68,293,000)(55,096,000)(96,760,000) Income tax paid(206,802,000)(96,947,000)(35,495,000) Cash paid to suppliers(5,480,284,000)(3,835,873,000)(3,334,740,000) Cash paid for operating expenses(628,326,000)(507,571,000)(501,761,000) Cash outflow through out the year(6,383,702,992. 00)(4,495,484,993. 00)(3,968,753,994. 00) Daily Cash outflow(17,489,597. 24)(12,316,397. 24)(10,873,298. 1) Net Daily Cash Inflow89,569. 883,089,613. 722,765,208. 24 Cash inflows and outflows are not perfectly synchronized. Here we have net cash inflows in 3 years; it shows that HCBL had sufficient money supply to finance its operation efficiently. Changes in Short Term Loan Account: The HCBL don’t have any marketable securities account in balance sheet. In 2006 the company has a short term loan of 467884000 and in 2007 & 2008 the company has short term loans of 654441000 & 829715000. From 2006 to 2007 there is an increase in Short term loan account of tk. 186557000.
And from 2007 to 2008 the short term loan has increase by Tk. 175274000. Over the period the short term loan has increased over the period. The loans were mainly taken from their sister concern Meghna Energy Limited. Seasonality impact in Cash Inflow and Cash Outflow: Seasonality Variations in Cash flows from sales: Highest sales: We have come to know from our interview that there is seasonality is present in Heidelberg cement. Their peak in sales and variation in cash flow is approximately quarterly basis. It has peak of the sales during January to March. In this time they have to maintain large inventory.
At these time their sales increase, as a result gross profit and revenue increase and cash inflow also increases in this 1st quarter. They have also good sales from October to April. Normal cash inflow comes during this time. From May to September their sales usually decrease because of rainy season. Cash Outflow: When sales increase marketing and transportation expenses increase. As a result, cash outflow increases at this time. As raw materials are mainly imported from there inter company trade that’s why they don’t have to pay immediately a huge money when they import RM. They get a flexible credit term.
Geographical Spread and Customers: Heidelberg Cement has divided their business in 6 divisions in Bangladesh. They have two main branches in Dhaka and Chittagong. They have also sales agents in other four divisions. But most of the sales generate from Dhaka and Chittagong divisions. Then Sylhet and sales in other 3 divisions are approximately same. They do not have any physical export of goods. If they sell goods to EPZ area and if they get paid in dollars, this is termed as export. The over all market share of Heidelberg Cement is 13%. The industry saturated. Still they have chance to gather more market share in the industry.
They are facing some restriction because they are multinational company. They have 3 types of customers: 1. Dealers 2. Corporate customers (e. g. developers, contractors) 3. Government projects (e. g. Mohakhali Flyover, Lalon Shah Bridge, Karnafuli Bridge, Banani Bridge) Except these they have also very few retailers who are very close to them. But usually they do not deal with retailers. Collection Procedure: Checks/pay order: Most of the time, they receive payments through checks. They also receive payments by pay order which is very limited. Generally, they do not allow any other ways of payments.
They don’t have any cash transaction. Collection Points , Concentration Banks, Deposit banks, Lock Box: There are collection points. The customers pay through the local branches of Dhaka Bank, Dutch Bangla Bank and Marcentile Bank. These banks work as collection points. As these local banks have lots of branches in Bangladesh it helps a lot in collection process. Through the online banking system the money from these local Banks are easily accessible from the principal branch. Then Heidelberg cement collects money from these banks and deposited in the Standard Charted Bank and Citi N.
A bank. 95% of collected money is deposited in Standard Charted Bank and rest of the 5% is deposited in City N. A. bank are. Here Standard Charted Bank and Citi N. A. bank are used as concentration banks. They transfer the money from the collection bank at the end of the month whether the money is collected at 1st week of the month. Because they have ample money in hand they are lazy to transfer the money at concentration banks. But they are very efficient in collecting the money from customers in due date. Because of having no lockbox system in Bangladesh, they do not use lockbox system.
As there group policy they have restriction on depositing money in local banks. The local banks are usually responsible for collecting payments. Cost: In standard chartered and Citi N. A the service charge is little higher than the service charge taken by other banks. Banks are responsible for disbursing payments, handling LC, payment of salary etc. There is very low risk, because they follow some strict laws like: •They do not give dealership without bank guarantee. •They follow conservative credit policy. •They encourage cash sales. On an average their credit term is of 18-20 days.
In government projects their credit term is usually flexible. Cash Disbursement Procedure: Suppliers: There are mainly two groups who receive money from the Heidelberg cement. One is the Raw material suppliers and then another is the suppliers of different utilities. The raw material suppliers are mainly the subsidiary of Heidelberg Group. Generally they take raw materials from Indo Cement; Indonesia, Heidelberg Cement; India and Heidelberg Cement; Japan. Payment Methods, Disbursement Banks: They are mainly importing raw materials. So they pay through LC. They do not have any cash payments.
They pay through Standard Charted Bank. The Standard Charted Bank works as disbursement bank and processes all the formalities. Sometimes Citi N. A also works as a disbursement bank. Authorization: They follow centralized Disbursement policy. All checks are signed in the Head quarter. Payments are made through mainly finance department. If the payment is less than $6 million, it needs the joint signature of head of finance department and in group B consist of three directors from them any one have to sign. But if payments exceed $6 million it needs joint signature of finance department and Manager Director.
Float: Although directly they do not take the help of floating, sometimes they try to write check on Wednesday/Thursday. As a result, payments can not be transferred to suppliers Banks before Sunday. In directly they are taking the advantage of inefficient banking system in Bangladesh. Credit Policy: Normally they have a conservative credit policy. They are not willing to flexible their credit policies to increase their sales & revenue. They cannot provide smooth credit policy, because as a MNC they cannot collect payments by pressure. Also they have to maintain some Government rules and regulations.
They usually emphasize on quality, as a result they maintain premium price. They have to go by the law. That’s why they are not investing that much in A/R. They are not willing to increase the risk. When collecting payments, they give two warnings after exceeding the credit limit. If they fail to collect payment despite these, then they realize the bank guarantee. They provide up to 60 => days of credit limit to Government Projects, 30 days to corporate customers. But they maintain more strict credit policy to the dealers, because of reliability. They give credit to the dealers only if they can give bank guarantee.
Only to the renowned developer’s they sale on credit. They have credit term on average of 18-20 days. Working Capital Needs: They are very efficient in cash management. That is why they have enough cash to finance working capital. Also they have huge idle money. They cannot deposit all portions of money in banks. As a result, they finance the working capital requirements by internal sources. Sometimes they also take loan from the subsidiaries of Heidelberg group. They took loan from Meghna Energy Limited which is the subsidiary of Heidelberg group too. But at resent (2009-2010) they are not taking any short term loan. As they are multinational company they can not remit money in parent company without the help of dividends. So every year they are having huge retained earnings in their account. With that money they are financing their short term needs. Also with the help of high tech softwares they had become more efficient in managing the business. They are remitting money as technical know how fees which is 3% of prior years net sales. Heidelberg group helps a lot to their subsidiary in terms of technology, experience etc.
As they are more capable of internal financing in 2008 they don’t have any long-term loans. Collection Method (#9): HCBL has some Paper information flow attached to invoice. This attachment contains the Order size, order no, time of delivery and the date of payment. The payment is made to the Collection Bank and the dealers get the receipt from the bank. Because the checks are account payee checks, so they can easily track which customer paid the payment. The company by the time get knows about the payment by ERP software which is connected with Banks.
The bank process the payment system and it takes a little time for the company to get notified and deposited because all party are connected through ERP software. Bank processing fees are the cost involved in this Process. If the payment is not made by the dealers they realized the bank guarantee after giving two warnings. Basically Credit policy for Government projects are flexible than the usual customers. Electronic Method for Managing HCBL: ERP: Heidelberg Cement Bangladesh Ltd. (HCBL) use an Enterprise application software named Enterprise Resource Planning(ERP) which has a market price of almost Tk. 0,000,000-Tk. 30,000,000 (2-3 crore TK. ). They have got this software in one sense free initially. But they are paying off these fees as “technical r knowhow fees” in every year which is 3% of prior years net sal . This software Provide a single information system for organization-wide coordination and integration of key business processes. This is a competitive advantage for Heidelberg cement. ERP connects all key business process (e. g. - manufacturing and production, accounting and finance, human resources, sales and marketing) and connects the suppliers & Dealers together in a single place.
By this all department can share information which helps business increase efficiency or evaluates their output. 1. ERP also enables to Ordering equipment, preparing inventory, sending them to sites, activating them followed by routine maintenance is a chain of daunting tasks. If there is a missing link in this extremely complex process, they will be out of business in the fiercely competitive market. Earlier it took nearly thirty minutes to generate a purchase order but now it takes a few seconds. The entire process is flawless and tamperproof as a robust computer controls it centrally.
Heidelberg Cement has deployed two such servers in different locations to ensure that one takes over in case the other computer fails. They can track every employee’s output and assess them accordingly. It perfects the evaluation process of the company’s human capital. By using ERP, Efficiency of Heidelberg’s employees increased 99 percent. ERP maximize profit and minimize costs, while providing superior service to its customers. Advantages of ERP: •ERP is software which integrates all functionalities of the organization in a single database.
It streamlines all the business processes and gives desired result on a click of a button. •ERP software incorporates a large amount of industry specific business functionalities which will ensure less customization or sometime no customization (except reports) to make the package suitable to your business operations. •Most important advantage of ERP software is integration of all the business solution in a single platform, which reduces unnecessary paper work, documentation, repeated entry, cycle time etc. The software also comes with its framework of upgrades to changing technologies. In the ERP software business functionalities and operating processes are built into standard software codes, thus it require lesser time to understand process related issue of implementation and gives industry specific best practices. •ERP can be useful is order tracking. When a company receives orders for a product, being able to properly track the orders can allow the company to get detailed information on their customers and marketing strategies. If different software packages are being used, this data may not be consistent. •ERP software automates the business processes and also forces its own logic (industry specific) on the business. Accounting applications is another advantage of ERP. It can integrate the costing, profit, and revenue information of sales that are made etc. Other Advantages : •Speeding up the whole manufacturing process •Better and systematic inventory handling with ABC analysis •WIP (work in progress) control •Easy project management •Accessing the status of the goods on a click of a button •Fast transmit commodities through online transactions •Fastens the creation of reports •Reduce paper works and repeated entry •Quick processing of information •Serving the customer efficiently in time •Solve the customer problem quickly Information based decision •Better finance reports •Better supply chain management •Better vendor management •Reduce process cycle time Disadvantages of ERP: •Perhaps one of the biggest disadvantages to this technology is the cost. As the company is an MNC they get this software for free. They are paying off this cost as “Technical Knowhow Fees” throughout the years. •Expert needed to run the ERP system. The employees must be continually trained on how to use it, and it is also important for companies to make sure the integrity of the data is protected. The success of the system is fully dependent on how the workers utilize it. Even if a company has enough money to implement ERP, they may not be able to successfully use it if they do not have enough money to train their workers on the process of using it. •One of the biggest problems with ERP is that it is hard to customize. Very few companies can effectively use ERP right out of the box. It must be modified to suit their needs, and this process can be both expensive and tedious. •Most ERP vendors will not allow the structure of the software to be altered. ERP vendors may charge additional license fees, putting a strain on companies that do not have enough resources to pay for them.
The technical support of ERP departments has been questioned, and a number of problems could arise due to security, since corporate representatives must give sensitive information to the tech support department. ERP inventory management: ERP inventory management handles everything from ordering, physical inventory count, scheduling, shipping, receiving, purchasing, and supply chain planning. Changes in inventory are automatically updated. It no longer takes hours (sometimes up to 24) before the changes are recorded. This helps inventory management employees of HCBL to be able to see if an item is currently in stock.
Faster service means better customer service. HCBL ERP management uses bar codes to keep up with inventory items. This makes tracking stock much easier. As the bar-coded items leave inventory, they get scanned and their product information is entered into the ERP inventory management system. Placing bar code labels on stock helps HCBL save money because it keeps the list of stock updated. Employees can easily see when certain quantities are low and need to be re-stocked. Customer service also benefits from this because businesses and customers can see what products are immediately available.
Advantages : ERP inventory management has many advantages. The main advantage for a company is that the ERP system is company-wide and involves only one software system. Some other advantages include: •Proper communication between different areas. •Tracking of orders from the time the order was received to its delivery. •Keeping up with the revenue cycle from when the invoice is issue through when the payment is received. •Provides a ‘top down’ overview of the workings of a company. •Reduces the risk of loss of information •Sets up a form of security to protect against theft from outside or within a company.
Disadvantages : Despite the advantages HCBL receive from using ERP inventory management, there are also some problems with it. Most of these disadvantages stem from inadequately trained employees as well as compromised data. But there are other concerns that can arise from this type of system. •Reformatting a business to make it more compatible with an ERP system and thus conform it to industry standards may cause a loss of advantage over the competition. •By creating a company-wide system that connects all areas, it makes it hard to figure out accountability. Problems that may arise in one area could mistakenly be blamed on a different area. Not all departments in a company are willing to share information. This withholding of sensitive data can interrupt the workflow. •ERP inventory management systems may to too complex for the needs of a company. Cash Flow Timeline: Here we have showed the cash flow timeline of HCBL of 2006,2007,2008 Financial Analysis: Financial analysis of Heidelberg Cement Ltd. Liquidity Ratio200620072008 NWC to assets-0. 050. 010. 11 current ratio0. 871. 031. 27 quick ratio0. 480. 710. 66 cash ratio0. 060. 400. 32 interval measure851. 401637. 281499. 92 CCC-1. 26-17. 9936. 53 Days Inventory held57. 5256. 03103. 14 DSO37. 8037. 5635. 02 Operating Cycle95. 293. 59138. 16 DPO96. 59111. 57101. 63 NWC-208822000. 0064703000. 00638679000. 00 NLB46997000. 00800973000. 00768453000. 00 CLI27. 5639. 40 Efficiency Ratio Total asset turnover1. 211. 091. 08 NWC turnover-23. 9686. 889. 97 Inventory turnover6. 356. 513. 54 Day’s sales in inventory57. 5256. 03103. 14 AVG collection period37. 837. 5635. 02 Profitability ratio net profit margin0. 10. 110. 09 ROA0. 130. 120. 1 ROE0. 220. 220. 18 payout ratio0. 170. 230. 31 Market Value Ratio price earning ratio6. 6810. 9511. 58 Earning per share96. 92110104. 86 From 2006 to 2007 their operating cycle decreased and DPO increased significantly.
When their DPO was increasing it does not create any problem in relation with the suppliers. Because the suppliers are mainly the subsidiary of the hiedelberg group. So they got advantage in those years. And that is why the company’s CCC decreased in 2007. In 2006 and 2007 the company’s CCC were negative and it was -1. 26 and -17. 99 days respectively, that means the company doesn’t need any external financing. They were very efficient in managing the cash. So that without investing in Inventories and A/R they were efficiently running the operation. Although they had sufficient cash in their hand.
From2007-2008 the company’s Operating cycle increased significantly and DPO decreased slightly. As a result in 2008 the company’s CCC increased to 36. 53 days. This increase was a result of a high Days inventory Held (103. 14 days). In 2008 they brought a very high amount of inventory from their sister concern company from Indonesia named Indocement. so the company need financing from somewhere. They have sufficient amount of cash and from that liquid cash the company was financing their operation. They don’t need any external financing for that time lag. They mostly depend on internal financing.
As they are subsidiary of Heidelberg group they get lots of facilities in many areas. This is their competitive advantage. By net liquid balance we can cover the working capital requirements. As past years shows that the company’s NLB is growing, so it is a good sign for the company to run its day to day business. For many years they were not facing any kind of liquidity problem. In 2007-2008 the CLI was increasing. And it is positive number. CLI represents the Cash against to cover it’s the current liabilities. The CLI for past year shows that the company has high CLI; this means the company has ample cash to cover its current debts.
The company has a positive and a high amount of net working capital. This means some of Company’s Current assets were financed by the long term sources of fund. Here the company has not that much long term loan in 2006-2007 period compared to its short term loan and there were no long term loan in 2008, they paid off all of their long term loans in 2008. The Excess liquidity of the company was financing their day to day business. From the time period of 2006 to 2008 the company’s current ratio has improved over the period And the company’s quick ratio improved from 2006 to 2007.
Total asset turnover, NWC turnover and inventory turnover is on average much better and Day’s sales in inventory is acceptable. Average collection period is lower which is a good indicator for the company. Therefore, the efficiency level of the company is really good. Profit margin, ROA and ROE tells that, this is a dream company at cement sector. All these three ratios are high over the period. Payout ratio tells that the company does give regular dividend. For this company, P/E ratio is very much high compare to its industry. It has also a high EPS.
Overall, the company has a good market book ratios and it indicates that investors are very much interested to invest to this firm. It is the highest valued share than any other company in the cement industry. We take sales growth rate as the growth rate. Company’s growth rate, 13% is much lowers the industry growth rate, 47. 84%. It proves that other companies are capturing the growing market. Free cash flow of the company is getting higher and higher day by day, so they have enough free cash to invest and meeting current liability. HCBL’s cash flow from operation is also impressive.
Problems and Recommendation: This problems and recommendations are based on the statements of year ended 2006, 2007 and 2008. At present 2009 they have done some improvements. Too much idle cash : They have too much idle cash because of their efficiency and working capital management, conservative collection procedure and mainly they are remitting less money in parent company through dividends. They were keeping lots of retained earnings in Bangladesh and not investing in new project. Also in 2008 they had decrease in net cash flow but because of opening balance in cash the closing balance showed a huge number.
This proves that they had huge idle cash. The analysis will show the more clear picture. 200620072008Average Net cash (decrease) / increase during th eyear71,339,000759,976,000(82,749,000) Opening Balance19,888,00091,227,000851,203,000 Closing Balance91,227,000851,203,000768,454,000 Number of shares5,381,2955,650,3605,650,360 EPS97110105 TOTAL CASH AVAILABLE PER SHARE16. 95150. 65136. 00 Cash Dividend per share162533 Average Net Cash Remain After Dividend per share0. 95125. 65103. 0077 Cash Remain After Dividend5126276709944000581992120432354132 Net cash remain per share after EPS81857279 Cash remain after EPS435884914. 480280600406825920440997145 This analysis clearly shows that on an average this company retained 77 taka per share per year in this 3 years. On an average they have sufficient cash per year 432354132 Taka. They should invest this huge idle fund in any value added project or if there is no any scope they can remit this money by giving more cash dividends. By giving cash dividend more they can add more value to their parent company. In 2010 they have declared that they are using their own fund of Tk. 1260 million to expand their production by double in chittagong factory. Aggressive Marketing and Market share :
The market is saturated and still HCBL has chance to increase their market share. Because local cement companies are growing day by day because of low pricing. HCBL stands on high quality and price leadership. They can do more aggressive marketing to increase their sales and increase market share. Conservative Credit Policy : HCBL’s credit policy is not very flexible. They don’t encourage credit sales to increase their sales. They don’t want to increase the risk of credit. As they are MNC and face legal bindings in collecting if customers don’t pay. They have huge idle fund to finance their A/R but they are not doing this.
In this saturated market they have the scope to increase sales but they are not attempting for it. They are not willing to take risk. But in business you have to take risk and HIGH RISK means HIGH CHANCE OF RETURN. They should make more flexible credit policy to increase their sales and to gain more market share. By increasing sales they can also remit more money by “Tech know how fee” Other Recommendations: •They can give more focus on Ruby cement. They are giving mainly focus on Scan cement. •They can do more CSR activities as they have ample money. This CSR activities will increase their goodwill. They can train more their maximum employees to operate the ERP software to smoothing the process more. •They can give all the employees the option of PROFIT SHARING this will motivate the employees to work hard. Secrecy of Price Sensitive Information: When we took the interview at April 12, 2010 from one of their employees we came to know that their EPS of 2009 is Tk. 151. 00 and cash dividend would be 38%. Although board meeting held at April 13, 2010 and the price sensitive information published in DSE website at April 15, 2010. If the employees declared this kind of information before Board meeting it’s illegal and unethical.
The employees should not publish price sensitive information privately before it published publicly. Why Not Recommendation About High Inventory In 2008 : In normal view one will recommend at 2008 that why they stocked huge inventory and which in turn cost them less CFFO and net decrease in cash . They had huge idle balance that’s why they stocked inventory. But the real reason is opened at 2010. Cement industry was in recession in 2008. Also Heidelberg Group faced Recession in 2008. But HCBL did not face any recession in 2008. where in this industry other firms showed a huge decrease in EPS.
But they maintained EPS of 105, which is extraordinary. They import RM from their sister concern at a cheap rate. That’s why they maintained a high EPS . The Cement industry at 2008 perfectly anticipated that the price of RM will go up in 2009. that’s why many company stocked inventory in 2008 also HCBL did this. We can prove our argument by that in 2009 most cement producers EPS has increased by almost 400% and HCBL’s EPS also increased in 2009. In this saturated market wvery company can not make huge profit than previous year only by selling more cement. This EPS also the result of stocked inventory in 2008.
That’s why we did not recommend to reduce inventory in 2008. Conclusion: HCBL is doing well in working capital management but they have huge idle money that’s why they are not giving that much of emphasis in managing their capital more efficiently. As they are the subsidiary of Heidelberg group they maintain maximum modern policy of collecting and disbursing cash. They get many competitive advantages as Heidelberg group helps them a lot with technology. They mainly trade with their sister concerns. HCBL is the leading company in the cement industry
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