Pakistan Civil Aviation Authority Multan

International Airport

Internship Report
Submitted To: Mr. Tariq Mehmood Gill (Airport Manager)

15

INSTITUTE OF SOUTHERN PUNJAB, MULTAN

Department of Business Administration

Supervisor

Sir Farhan Gillani

Submitted by

Marium Zahid
Student of BBA (Hons)

Reg. No

BBA-013R11-25

Session

Oct Fall-2011

Specialization :

Finance

Page | ii

Abstract
By definition Internship is a working program arranged for gaining experience. After
completion of the 8th semester the students of the Department of Business administration of
ISP are required to undertake training in an organization selected by them, for a period of 8
weeks. The benefits of internship are:
1. Internships will provide students the opportunity to test their interest in a particular career
before permanent commitments are made.
2. Internship students will develop skills in the application of theory to practical work
situations.
3. Internships will provide students the opportunity to test their aptitude for a particular career
before permanent commitments are made.
4. Internship students will develop skills and techniques directly applicable to their careers.
5. Internships will aid students in adjusting from college to full-time employment.
6. Internships will provide students the opportunity to develop attitudes conducive to
effective interpersonal relationships.
7. Internships will increase a student's sense of responsibility.
8. Internship students will be prepared to enter into full-time employment in their area of
specialization upon graduation.

Page | iii

ACKNOWLEDGEMENT
In the Name of Allah, the Most Beneficent, the Most Merciful!

I would like to thank other officials ,Superintendent and all the concerned staff who
were so cooperative in completing my internship and also provide all necessary information
about polices and procedure of finance Management of Pakistan Civil Aviation Authority.
I would like to special thanks to Mr. Tariq Mehmood Gill (Airport Manager, Multan
International Airport) who give me opportunity and work in this esteemed organization.
Finance Section is a part of Pakistan Civil Aviation Authority. I have worked in
Pakistan Civil Aviation Authority at Multan Airport in Finance Branch as internee. I am
thankful to office executives that gave me permission to work in their department.

Thank You

Page | iv

DEDICATION

We dedicate this Report Book to our beloved Parents, Teachers, Staff of CAA and friends For
their guidance, moral Support And perseverance.
First of all we are thankful to Allah for giving us the valor to remain
dedicated to make this progress report. Thisunderlying report is based on theanalysis
of
different finance functions of CAA Pakistan.
We present our gratitude to all the staff of Budgeting, Revenue, Accounts and last but not
least Disbursement department. We hope the present efforts will live up through the
Expectations of all who have
Invested time, efforts and prayers in making it possible.

ThankYou.

Page | v

DECLARATION
I hereby declare that the work contained in the report written by Marium Zahid Roll No. 25
student of Bachelor of Business Administration has been carried out under the supervision of Sir
Farhan Gillani. I also hereby declare that this report has not been submitted for any degree
elsewhere.

-----------------------------Marium Zahid
Roll No. 25
BBA (Hons)
Session: 2011-2015

Page | vi

Internship letter

Page | vii

APPROVAL CERTIFICATE

The Board of Examiner approved internship report and recommends award of the degree of
BBA (Hons) as the student has successfully defended viva voce.

External Examiner:

Internal Examiner:

Dean / Chairman:

Viva Date:

Page | viii

TABLE OF CONTENTS

Chapters

Title

Page No.

Introduction of Pakistan Civil Aviation

Organization Structure of Pakistan Civil Aviation Authority

Airports and other units of Pakistan

History of Multan International Airport

Organizational Structure of Multan International Airport

Organizational Structure of Finance Department At Multan Airport

13

Financial Statements and Analysis

17

PEST Analysis

30

SWOT Analysis

33

10

Competitor Analysis

36

11

Conclusion & Recommendations

37

References

38

Page | ix

Chapter # 1:
Introduction of Pakistan Civil Aviation:
Pakistan Civil Aviation Authority (CAA) is a public sector autonomous body working
under the Federal Government of Pakistan through Aviation Division Cabinet Secretariat.
CAA was established on 7th December, 1982 through Pakistan Civil Aviation Authority
ordinance 1982. Prior to creation of CAA, a Civil Aviation Department (CAD) in the
Ministry of Defence (MOD) used to manage the Civil Aviation related activities. Ministry of
Defence (MOD) continued to be the controlling Ministry even after creation of CAA on 7th
December, 1982. However, in June, 2013, Government of Pakistan assigned this
responsibility to Cabinet Secretariat (Aviation Division).

Brief history:
Pakistan Civil Aviation Authority is a Public sector autonomous
bodyworking under the Federal Government of Pakistan through theMinistry of Defense. It
was established on 7th December, 1982 as an autonomous body. Prior to its creation, a Civil
Aviation Department in the Ministry of Defense used to manage the civil aviation related
activities. The day of 7th December has significance, as it coincides with the date of creation
of International Civil Aviation Organization (ICAO)in 1944 as a result of the famous
Chicago Convention. Incidentally, the United Nations have declared 7th December as the
International Civil Aviation day and celebrated as such every year all over the World.
All kinds of Civil Aviation related activities are performed by
CAAincluding the regulatory, air traffic services, airport management, infrastructure and
commercial
development
at
the
airports,
etc.Recently, Civil Aviation Authority underwent Restructuring andChange Management pro
cess to meet the present and futurechallenges. This organizational transformation process ide
ntifiedStructure, Culture, Skills, and Rewards as four tracks on whichsimultaneous emphasis
is being laid. The Vision, Mission, and CoreValues have been identified. Wide-angle buyin process by CAAsenior management with staff and lower levels for bridgingcommunication
gaps between different hierarchical levels of the

Overview:

Schedule Operations (Airlines)

Pakistan Civil Aviation Authority grants approval of schedules to domestic as well as
foreign airlines operating to / from Pakistani airports and overflying Pakistan airspace as per
agreed bilateral entitlement. Two schedules Summer and Winter are approved by Air
Transport Directorate, HQ CAA. Representative(s) from Air Transport Directorate CAA
Pakistan also attend bi-annual IATA scheduling conferences where provisional approvals of
the schedules are granted subject to availability of the slots at the relevant airports.
For obtaining approvals, operators shall apply to Director Air Transport via On-line
Page | 1

Air Transport Flight Management System (ATFMS) with proposed schedules at least 90 days
prior to commencing date.
For change in schedule or for extra section flights, operators are to apply to Director
Air Transport, HQ CAA which will be granted subject to availability of slots, which may be
varied from the requested timings.

Vision:
"Be a world-class service provider in the aviation industry

Mission:
Provide safe, secure and efficient best-in-class aviation services to the stakeholders.

Core Values:

Commitment
Professional Excellence
Customer Focus
Safety and Security
Integrity

Page | 2

Chapter # 2
Organizational Structure of Pakistan Civil Aviation Authority
Personnel Management
Personnel Management is responsible to manage record of all major official events, which
occur during the tenure of an employee in CAA, from hiring to leaving the organization. Besides
management of record, it also performs the activities of posting / transfer, sanctioning of leaves,
disciplinary actions, authorization of current / additional charge, extension of contract and deputation
cases, and verification of degrees in respect of an employee. Apart from it, it also deals with the
majority of litigations related to service matters. Emphasis is being given towards robust record
management by digitalizing all manual records of employees.

Organizational structure:
Director General (DG)

Dy. DG / Principal Director

Director

Addiotional Director

Joint Director

Deputy Director

Assistant Director

Superintendent

Supervisor Grade II

Assistant Grade II

Head Helper / Jr. Operator

Page | 3

Hierarchy
Following is the hierarchy structure of Pakistan Civil Aviation Authority:

Page | 4

CAA Audit Committee

Mr. M. Bashir Janmohammed
Mr. Hassan Nawaz Tarar
Mr. Nisar Muhammad
Mr. Zahid Aqeel

CAA Executive Committee

Mr. Amjad Ali Toor
Air Vice Marshal Khawar Hussain
Mr. Amer Habib Sikander
Danish Qaseem
Mr. Sumair Saeed
Mr. Javaid Iqbal

Page | 5

Chapter # 3:
Airports and Other Units of Pakistan
Pakistan Civil Aviation Authority owns and runs about 42 Airports in Pakistan.

S. #

Name of Airport

City

Category

Status

01

Benazir Bhutto Intl. Airport

Islamabad

International

Operational

02

Gilgit Airport

Gilgit

Domestic

Operational

03

Skardu Airport

Skardu

Domestic

Operational

04

Muzaffarabad Airport

Muzaffarabad

Domestic

Operational

05

Rawlakot Airport

Rawlakot

Domestic

Closed

06

Peshawar Airport

Peshawar

International

Operational

07

Saidu Sharif Airport

Swat Valley

Domestic

Closed

08

Chitral Airport

Chitral

Domestic

Operational

09

Kohat Airport

Kohat

Domestic

Closed

10

Parachinar Airport

Parachinar

Domestic

Closed

11

Bannu Airport

Bannu

Domestic

Closed

12

Dera Ismail Khan Airport

D I Khan

Domestic

Operational

13

Allama Iqbal Intl. Airport

Lahore

International

Operational

14

Walton Airport

Lahore

Domestic

Operational

15

Mangla Airport

Mangla

Domestic

Closed

16

Mianwali Airport

Mianwali

Domestic

Closed

17

Bhagtanwala Airport

Sargodha

Domestic

Closed

18

Faisalabad Airport

Faisalabad

International

Operational

19

Multan Airport

Multan

International

Operational

20

Dera Ghazi Khan Airport

D G Khan

International

Operational

21

Bahawalpur Airport

Bahawalpur

International

Operational

22

Sheikh Zayed Airport

R Y Kahn

International

Operational

Page | 6

S. #

Name of Airport

City

Category

Status

23

Jinnah International Airport

Karachi

International Operational

24

Jacobabad Airport

Jacobabad

Domestic

Closed

25

Sukkur Airport

Sukkur

Domestic

Operational

26

Moenjodaro Airport

Larkana

Domestic

Operational

27

Nawabshah Airport

Nawabshah

Domestic

Operational

28

Mirpur Khas Airport

Mirpur Khas

Domestic

Closed

29

Talhar Airport

Badin

Domestic

Closed

30

Sehwan Sharif Airport

Sehwan Sharif

Domestic

Closed

31

Hyderabad Airport

Hyderabad

Domestic

Closed

32

Quetta Airport

Quetta

International Operational

33

Zhob Airport

Zhob

Domestic

Operational

34

Sibi Airport

Sibi

Domestic

Closed

35

Khuzdar Airport

Khuzdar

Domestic

Closed

36

Dalbandin Airport

Dalbandin

Domestic

Closed

37

Panjgur Airport

Panjgur

Domestic

Operational

38

Turbat Airport

Turbat

International Operational

39

Ormara Airport

Ormara

Domestic

40

Gawadar Airport

Gawadar

International Operational

41

Pasni Airport

Pasni

International Operational

42

Jiwani Airport

Jiwani

Domestic

Operational

Closed

Page | 7

Chapter # 4:
History of Multan International Airport

The Airport caters both International & Domestic flights. It is situated 4 km West of the city.
Multan is also known as Madinat-ul-Auliya because of the large number of shrines and Sufi saints
from the city. Naturally, the prime attractions are the mausoleums of Sufi saints. It is blanketed with
bazaars, mosques, shrines, and ornate tombs. The city is famous for its handicrafts (carpets &
ceramics) and cottage industries. Multan is also an important agricultural centre. Multan features an
arid climate with very hot summers and mild winters. Local rickshaws and taxi cabs connect the
airport to the city. A few moderate to cheap hotels are available. The Airport operates nonstop round
the clock, 7 days a week.

Page | 8

Chapter # 5
Organizational Structure Of Multan International Airport

Airport Manager

O-1/C

O-1/C

O-1/C

Air Traffic Control

Electro Mechanical

Human Resource

O-1/C Accounts

O-1/C Supply Chain

Management

O-1/C
Comunication
Navigation Services

Cargo facilities

Airport Manager:
Plans, organizes and directs City activities and functions of the airport; develops and
implements goals, objectives, policies and priorities. Promotes, negotiates and administers leases, fuel
flows and other revenue sources for the airport, including billing and compliance with lease terms.
Implements, develops and enforces applicable Federal, State and local regulations pertaining to
airport functions and safety. Develops, implements and manages annual budget to include revenues,
expenditures and grant management. Actively pursues economic development opportunities for
airport via active marketing efforts. Meets with developers to discuss new construction and markets
the Airports ability to meet client needs. Work with City staff and others to evaluate Airports ability
to serve new development based on existing infrastructure and capacities. Follow up, measure and
monitor the effectiveness of programs, services and marketing efforts and make recommendations for
improvements and enhancements. Prepares and maintains a variety of required reports and records for
submittal to Federal, State and Local agencies. Serves as staff liaison to Airport Commission and
coordinates and facilitates activities at the airport.

Air Traffic Control

Air traffic controllers are well known for working in control towers at airports, but the
majority actually works in area control centers. They are responsible for the en-route stage of the
aircraft, using radar to track its exact position, keeping it safe in the airspace and providing the most
efficient route.
Air traffic controllers manage aircraft through all aspects of their flight with the priority of
safety, followed by other aspects such as ensuring arrivals and departures are on time. They use
highly sophisticated radar and radio communication equipment to communicate advice, information
and instructions to pilots

Page | 9

Electro Mechanical
Electro Mechanical section is the main supporting section at any Airport. It provides facilities
to all departments working at any Airport resulting safe and smooth operation of the airport.
Functions performed are as follow:

Operation And Maintenance Of Power Supply And Its Distribution Network

Communication / Navigation Services Section

Rescue And Fire Fighting Section

Airport Services Section

Civil Works Section

Human Resource

Training & Education

In collaboration with ICAO, CATI (Civil Aviation Training Institute) was established in 1982
at Hyderabad as a regional training institute to meet the training needs of PCAA as well as other
countries in the region. Since then, the institute conducted various courses pertaining ATC, Airport
Management and other technical courses like E&M, Fire Fighting, Communication, Navigation and
Surveillance, etc. Trainees from African countries, Sri Lanka, Iran, Afghanistan, Bangladesh, etc.
were also trained.
PCAA shall offer their employees an opportunity to attend short courses abroad.
Train-the-trainer programs shall be initiated in all departments of civil aviation and the same
may be offered to aviation operators. Foreign qualified and competent trainers shall train other
employees. It would help to spread dissemination of knowledge and learning.

Accounts
Accounts section is responsible to manage all the financial issues at the Airport. Accounts /
Finance section plays a vital role in smooth running of an Airport within allocated resources. It
facilitates all sections, other departments and employees of PCAA. Functions performed are as
follows:

Preparation of Budget estimates and submission to concerned quarters.

Recording of Budget concurrences and produce statements
Management of payments and liabilities within the allocated budgets

Preparation and submission of bills to all other departments / Agencies and Airline(s)

Management of TA/DA and Transfer grants on transfers and tours.

Collection of revenue from commercial concessionaries at the Airport.
Resolution of Audit paths and submission reports to HQs.
Page | 10

 Maintenance of documents and records according to Intl. Accounting standards as

admissible in Pakistan Civil Aviation Authority.

Supply chain
All bills are verified by supply branch before payment then issued to the finance department.
Inventory received from HQCAA also maintain record. Moreover, it supplies to all other departments.
Purchasing of goods provided by supply chain from local market office use local items.

Communication navigation Services

Pakistan will develop its air navigation infrastructure in the light of ICAO Global Air
Navigation Plan (GANP). As we attract global aviation to fly to and/or through Pakistan, the
requirement to upgrade our current navigation systems infrastructure is an essential consideration. To
ensure continuous safety improvements as well as air navigation modernization, ICAO has also
developed a strategic approach to the up-gradation process. This concept of Aviation System Block
Upgrades (ASBU) allows realization of global interoperability, greater safety, sustained growth and
increased efficiency. The Block Upgrades describe a way to apply the concepts defined in the ICAO
Global Air Navigation Plan with the goal of implementing regional performance improvements. They
will include the development of technology roadmaps to ensure that standards are mature and to
facilitate synchronized implementation between air and ground systems and between regions. The
ultimate goal is to achieve global interoperability. Safety demands this level of interoperability and
harmonization.

Cargo Facilities
For an efficient and quick transit, a single window clearing mechanism and facilities for
warehousing, weighing scales, airline offices, freight forwarders, customs house agents, Government
and regulatory agencies, airline ground handling agents, insurance and banks facilities, etc. shall be
made available undergone-roof. Infrastructure of a cargo village shall include multi-modal transport,
cargo terminals, cold storage centers, automatic storage and retrieval systems, mechanized transport
of cargo, dedicated express cargo terminals with airside and city side openings, computerization and
automation.

Page | 11

Sections Working at Multan

1. Air Space Services

13. Information Technology

2. Embarkation

14. Electronics (Radar)

3. Complaints

15. Electronics (Navigation airside)

4. Commercial

16. Electronics Terminal Facilitation

5. Estate

17. Communication Operation

6. Cargo

18. E & M

7. Supply

19. Electrical

8. Human Resource

20. Mechanical

9. Revenue

21. Motor Transport

10. Cash Disbursement

22. Facility Training

11. Medical

23. Air Traffic Management

12. Legal

24. Fire Control

Page | 12

Chapter # 6
Organizational Structure of Finance Department At Multan
Airport
Sr. Joint Director Finance

Deputy Director

Assistant Director

Senior Superintendent

Supervisor Grade II

Assistant Grade II

Head Helper / Jr.

Operator

Page | 13

Cash Disbursement Section (Account Branch)

After introductory meeting I was briefed about office working. I learned that Cash disbursement
section at Headquarter allocates budget to pay expenses as salaries expense, supplies expenses,
medical expenses, TA/DA expenses and repair and Maintenance expenses for all locations of CAA
and check every month disbursed amounts against bills and surplus or deficit with respect to budgets.
Accounts and finance department at location is responsible for maintaining record of funds received
from headq uarters and funds disbursement and reporting automatically as data is recorded with the
help of Oracle. In cash disbursement section there are three main disbursement parts.

Bills expenses payments

TA/DA expenses payments

Salaries and wages expenses payments

This day I prepared structure of cash disbursement section, this structure consists of 14 people
working in this section as given below:

Bills Expenses Payments

Types of Bills
There are three kinds of expense bills handled in this section.
1. Medical Bills
2. Supplies
3. Working (repair and Maintenance) bills
Basic procedure for creating bills payment voucher for all three kinds is same as first of all an
advance for cash is created for respective departments like HR department, Medical department,
account department IMS(Integrated management system) etc

Page | 14

Payment of Medical Bill

To make payments to trading partners against their services four copies of a document is
prepared called PAYMENT OF (status) BILL dispatched with one copy that is sent to trading party,
one copy is kept for personal record, one copy is sent to HR department and one copy is sent to
Medical Officer for record.

2. Supplies
For supplies and working(Repair and Maintenance) a tender is issued by CAA for work in
respective department, according to standards set by CAA the lowest three bidders are selected and
then final decision is made about selection of party. Estimated cost is sent by respective department to
account branch, where after checking allocated budget permission is made for starting work.

Payment procedure on procurement

The approved bills, sales tax invoices, delivery challan and other required documents are sent
to cash disbursement section after completion portion or whole work for payment to the suppliers. All
relevant documents are checked by account supervisor. After dispatching check a stamp is marked
PAID by cashier and cheque is handed over to concerned party.

3.Working (Repair and Maintenance)

All Locations make annual contracts with different vendors for various types of Repair and
Maintenance. Annual contracts are made due to immediate and timely need of repair as repairing is a
continuous procedure. Tender process is used to made contracts and rates for the year are mentioned
in bids. Financial concurrence is obtained from account officer before signing any contract. The
account officer in cash disbursement section check original bills as:

Disbursement authority approval.

Copy of contract.

Satisfactory work confirmation by concerned department.

All other relevant record i.e. demand requisition

Page | 15

Adjustment in account department

Employee submits expenses form with evidences as tickets, hotel bills and km if travel in taxi or
bus etc. enclosed with form. Personal details are important because these are base for allocation of
TA/DA allowance. In particulars of journey employee mention departure, arrival, mode of
conveyance and total km information

1. Daily allowance claim

Daily allowance standards or normal, when CAA provide residence during tour then standard
daily allowance are given to employees on the basis of their PG scale PG 1 to PG 11

2. Travel Allowance
There are three accounts of traveling allowance air travel (in case of purchased by employee), rail
travel cost, and taxi or bus cost. For air travel, air tickets are attached with claim form and PG 8 and
above are allowed for air travel. In case of train travel no need to attach tickets because from one
station to another fair charges list is kept by account officer.

Page | 16

Chapter # 7

Financial Analysis
Financial analysis of the firm provides the performance scope to the investor of funds whether in the
form of credit investor (short term or long term credit investors) or Equity investors as owner of the
firm. What kind of investor the basic object is behind is to get the positive return from that
investment which has in form of surplus amount and to
avoid from the inflationary risk? On the other hand the investor is also looking for the risk associated
with his investment.
To analyze all these he used certain tools, which provide the investor to access the liquidity,
creditability, operational efficiencies and growth opportunity in the organization. The most common
tools are

Balance Sheet

Page | 17

Income and other expenditure

Horizontal Analysis

Page | 18

Comprehensive Income

Page | 19

Statement of movement

Page | 20

Cash flow statement

Page | 21

Cash flow 2012

Page | 22

Ratio Analysis:
The figures in financial statements, do not tell the whole truth. To obtain meaningful information
relationship between relevant figures must be examined. For instance:

Relationships which help find the liquidity of the business.

Relationship which reflect the effectiveness of the financial policies adopted and the
potential fund raising ability.

Relationships which help evaluate the effectiveness of operational policies.

. To achieve the aim, we undertake Ratio Analysis. Ratios provide the means of showing the
relationship which exists between figures on the Balance Sheets and Income Statements.
The analysis is undertaken to assess important characteristics of business like liquidity,
solvency and profitability. A study on these aspects enables drawing conclusions as to
financial requirements and capabilities of business units.

Ratios may be classified in a number of ways to suit any particular purpose.

kinds of ratios are selected fro different types of situations.

Different

Current Ratio:
A widely used measure of short term debt paying ability is the current ratio.
This ratio is computed by dividing total current assets by total current liabilities.
Current Ratio = current assets/current liabilities
2012
Current Ratio = 17,275,086 / 5,456,512
= 3.16%
2011
Current Ratio = 16,312,595 / 4,309,368
= 3.78%
Current Ratio a measure of short term debt paying ability.
Quick Ratio:
Inventory and prepaid expenses are the least liquid of the current assets.
The quick ratio compares only the most liquid current assets called
Page | 23

quick assets with current liabilities. Quick assets include cash, marketable securities
and receivables the current assets that can be converted most quickly into cash.
Quick Ratio = Quick Assets/Current Liabilities
2012
Quick Ratio = prepayments + other receivable + cash and bank
balance/current liabilities
Quick Ratio = 56,606 + 684,692 + 1,475,624 / 5,456,512
= 2,216,922 / 5,456,512
= 40%
2011
Quick Ratio = prepayments + other receivables + cash and bank balance /
current liabilities
= 41,462 + 677,652 + 819,928 /4,309,368
= 1,539,042 / 4,309,368
= 35%
Quick Ratio a measure of short term debt paying ability.
Debt Ratio:
If a business fails and must be liquidated, the claims of creditors take priority
over those of the owners. But if the business has a great deal of debt, there may not be
enough assets even to make full payment to all creditors.
A basic measure of the safety of creditors claims in the debt ratio, which states total
liabilities as a percentage of total assets. Debt ratio is computed by dividing total
liabilities by total assets. Use to measures long term credit risk.
Debt Ratio = Total Liabilities / Total Assets
2012
Debt Ratio = 17,391,557 / 245,795,748
= 7%
2011
Page | 24

Debt Ratio = 15,654,716 / 237,293,639

= 6.59%
Debt Ratio percentage of assets financed by creditors; indicates relative size of the
equity position.
Working Capital:
Working capital is a measurement sometimes used to express the relationship
between current assets and current liabilities.
Working Capital is the excess of current assets over current liabilities.
Working Capital = Current Assets Current Liabilities
2012
Working capital = 17,275,086 5,456,512
= Rs 11,818,574
2011
Working capital = 16,312,595 4,309,368
= Rs 12,003,227
Working capital a measure of short term debt paying ability.
Return On Assets:
This ratio is used in evaluating whether management has earned a reasonable
return with the assets under its control.
Return on assets shows relation between the earning after tax and total assets through
which the profit has been generated, in last few years ROA has been decreasing trend.
ROA = Net Income / Total Assets
2012
ROA = 27,177,704 / 245,795,748
= 11%
2011
ROA = 18,896,709 / 237,293,639

Page | 25

= 7.9%
Return on assets a measure of the productivity of assets, regardless of how the assets
are financed.
Return On Equity:
The return on equity ratio, in contrast, looks only the return earned by
management on the stockholders investment that is on owner equity.
The return to stockholder is net income, which represents the return from all sources
both operating and non operating.
ROE = Net Income / Stock Holders Equity
2012
ROE = 27,177,704 / 54,115,143
= 50%
2011
ROE = 18,896,709 / 54,115,143
= 34%
Return on equity the rate of return earned on the stockholders equity in the business.
Horizontal Analysis:
Trend analysis is the practice of collecting information and attempting of spot a
pattern, or trend, in the information. In some fields of study, the term trend analysis
has more formally defined meanings.
Horizontal Analysis of the Income Statement
2012

2011

Income
Aeronautical revenue

37.3192%

27.616%

7.0784%

9.890%

42.0982%

12.624%

-33.1474%

15.867%

10.1324%

5.171%

General and administrative expenses

12.8688%

17.481%

Finance costs

16.1728%

24.435%

Non-aeronautical revenue
Inspection and services
Return on bank deposits and investments
Other income
Expenditure

Page | 26

Surplus before taxation

53.5816%

7.915%

63.6914%

18.809%

-105.3478%

13.349%

Taxation
Current and prior years
Deferred

Horizontal Analysis of the Balance Sheet:

Horizontal analysis of the balance sheet is also usually in two-year
format, such as the one shown below, with a variance showing the difference between
the two years for each line item.`
Horizontal Analysis of the Balance Sheet
2012

2011

Non-Current Assets
Property, plant and equipment
Intangible Assets
Long term Assets
Long term deposits and other receivables

3.254983%

9.96754433%

86.19708%

9.669309611%

40.08211%

10.16595929%

12.98701299%

30.92267%

6.145620477%

46.03125%

19.83143282%

33.16631%

9.266809993%

26.75335%

2.471454698%

1.0282%

11.51975144%

29.10538%

13.31766288%

78.43598%

17.55957084%

-9.36432%

11.22535133%

-23.3328%

28.17044244%

13.3943%

14.6815344%

(0.27725)%

40.07333099%

Current Assets
Stores and Spares
Trade debts
Loans and advances
Prepayments
Other receivables
Interest accrued
Taxation-net
Investments
Cash and bank balance
Civil Aviation Authority Fund
Surplus on revaluation
Non-Current Liabilities

Page | 27

Deferred tax liability

Deferred liabilities-others

89.59678%

6.442385744%

40.48033%

38.75908901%

14.85864%

40.69189238%

24.6769%

24.03127526%

21.02339%

13.12553683%

Current Liabilities
Security deposits and retention money
Trade and other payables

Contingencies and commitments

Vertical Analysis:
Vertical Analysis of the Income Statement
2012

2011

Income
Aeronautical revenue

81.38097%

73.36419%

Non-aeronautical revenue

13.19928%

17.6398%

Inspection and services

1.133856%

0.944228%

Return on bank deposits and investments

4.036055%

7.728875%

Other income

0.249841%

0.322919%

99.98425%

99.98485%

0.01575%

0.015153%

176.5679%

143.0104%

Current and prior years

102.4347%

115.5302%

Deferred

-2.43472%

-15.5302%

Expenditure
General and administrative expenses
Finance costs
Surplus before taxation
Taxation

Vertical Analysis of the Balance Sheet:

The central issue when creating a vertical analysis of a balance sheet is
what to use the denominator in the percentage calculation. The usual denominator is
the asset total, but one can also use the total of all liabilities when calculating all
liability line item percentages, and the total of all equity accounts when calculating all
equity line item percentages.

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Vertical Analysis of the Balance Sheet

2012

2011

Non-Current Assets
Property, plant and equipment
Intangible Assets
Long term Assets

92.79047048%

89.77016%

0.033430603%

0.004614%

0.147162839%

0.088177%

0.000707905%

0.000708%

0.040689882%

0.028107%

2.733072502%

1.475005%

0.071777482%

0.047972%

0.02302969%

0.016868%

0.278561369%

0.275697%

0.195317862%

0.13847%

0.50524267%

0.108951%

2.580191094%

2.821808%

0.600345617%

0.740423%

22.01671243%

19.06773%

70.90767412%

71.10426%

3.876833134%

0.403315%

0.978842807%

0.582604%

0.826068806%

0.703326%

1.393868701%

1.049905%

Current Assets
Stores and Spares
Trade debts
Loans and advances
Prepayments
Other receivables
Interest accrued
Taxation-net
Investments
Cash and bank balance
Civil Aviation Authority Fund
Surplus on revaluation
Non-Current Liabilities
Deferred tax liability
Deferred liabilities-others
Current Liabilities
Security deposits and retention money
Trade and other payables

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CHAPTER 8
PEST ANALYSIS
The macro-environment includes all factors influencing a company that are not within its
control. These include political social, economic and technological factors. These are known
as PEST factors. A technique of analysis of the macro environment is PEST analysis.
Environmental analysis should be continuous and precede all aspects of planning. Since the
airline industry is very much influenced by changes taking place in the environment and has
undergone rapid and dramatic changes during the last decade, this analysis is especially
important for CCA.
POLITICAL FACTOR
Political factors always have a great influence, on the way businesses operate in the CAA
industry and the spending power of customers. Governments intervene in the CAA industry
for various reasons, including:
It is a major employer and provider of livelihoods.
Transport systems are subject to legislation and regulation.
International tourism flows mean that governments benefit directly from incoming
tourists.
Government still owns a significant stake in national carrier, Pakistan International
Airlines (PIA) and gives it frequent subsidies in terms of financing and oil. However,
in recent years it has been observed that government played an active role in
increasing competition in the airline industry. A number of new airlines such as Air
Blue

and

JS

Air

have

been

awarded

market. Despite increasing competition,

licenses

PIA

to

enter

the

domestic

has maintained a monopoly on

international routes. Airline industry is significantly affected by political stability.

Pakistan has achieved some political stability in recent years. If the management of
CAA believes that the present government will perform well (consistently), then there
will be more investment in the form of purchase of new airplanes and latest
technology. The overall industry will grow resulting in more luxurious
and comfortable flights. With the military takeover government policies have become
more liberal. In the past, Pakistans Civil Aviation Authority (CAA) played a
major role in discouraging new airlines to enter the industry. CAA had a restriction
Page | 30

that companies could not operate as airlines unless they own their aircrafts. This
means that new firms will need humongous investment even to enter the market
ECONOMIC FACTORS
Currently, Airlines industry has four major players: Pakistan International Airlines,
Air Blue, Aero Asia and Shaheens Airlines. Their target market includes domestic
travelers as well as Pakistanis living abroad particularly in the UK and USA.

These countries have strong economies coupled with high purchasing power.
Customerspurchase behavior depends very much on prices of thecompeting airlines
as well as services offered . As inflation rate is stable in Pakistan, spending power of
consumers is not effected in the long term. In fact growth in Pakistani economy has
resulted in an increase in spending power and has positively impacted the airline
industry. Economically, the new millennium has been highly volatile; the September
11attacks revolutionized the whole world. Consequently, there was a global depressio
n in the North America, South America, Australia and Europe. However,
in Asia especially Pakistan the effect in the short term was otherwise. The economy
began to boom because of greater remittances from abroad and whole- sum
immigration by expatriates. As a result, demand for air travel in South Asia rose.PIA
because of its monopoly in the market had been dictating policies and prices.
Economic conditions of Pakistan are however improving. The air travelers in
Pakistan lie in four categories mentioned in the case study i.e. The Hustlers and
Overloaded, The Frill Seekers, The Economizers The Habitual/Regular Fliers-The
Frequented fliers, The Well-to-do and The Content-able. These customers use the
services of airline companies according to their needs. An increase in interstates has
negatively

impacted

the

airline

industry.

Due

to

the

devaluation

of rupee, attractiveness of the Pakistani market has been reduced for foreigninvestors.
PIA

has cost advantage over

improved,

long

distance

its competitors because of its

aircrafts

from

Boeing

newly

which

give

acquired,
longer

rangeand better fuel economy than any other jet currently produced. This costadvanta
ge is a barrier to entry for new firms. However, this cost advantage will not be
significant on domestic routes.

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SOCIALOCIAL FACTORSACTORS
The social and cultural influences on business vary from country to country. The
social structure of Pakistan is closely tied. The trend is now changing as the general
public is educated and is pursuing professional goals. Customers are more aware of
market conditions and available options and want to get best value for their money.
They spend considerable time and money on entertainment hence increasing the need
of in-flight entertainment systems. Also, word of mouth has a significant impact in
the use of airline services and that is one the reasons of CAAs ever increasing
popularity. Hajj attracts a huge number of customers; however acquiring a license to
provide services to pilgrims is a major hurdle. The social environment of Pakistan is
turning liberal with the new regime. The initiative to automate check-in and ticket
booking process might not be very popular with the general public (even educated
population) is still technology averse. E ticketing might also face significant
challenges as consumers are generally reluctant to provide their credit cards
information over the phone and the internet. The consumers, however, have a warm
reaction to the prospect of less costly but quality service flights. CAA, however, has
untapped market potential as consumers are unaware of its services because
of ineffective and meager marketing efforts.
TECHNOLOGICAL FACTORS
Technology is vital for competitive advantage and is a major driver of the airlines
industry. Major technological changes are taking place in the airlines industry with
innovations in the reservations and booking systems. In-flight entertainment systems
and auto check in counters are two examples of such innovations. Internet plays a key
role in e-ticketing as consumer can easily reserve tickets or check the status of the
flight. A key issue will be the extent to which technological advancements (such as
Internet) impact distribution and cost synergies from industry consolidation can offset
upward pressures on costs. CAA has led the path of technological innovations by
introducing new technologies ahead of its competitors such as its auto check-in
counters which has helped it gain market share. It was the first airline in Pakistan to
install Sabre system followed by the market leader, PIA. Pakistani Airlines have to be
abreast of the technological developments in e-commerce and aircraft manufacturing
technology in order to gain a competitive advantage

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Chapter # 9
SWOT Analysis
SWOT Analysis means strengths, weaknesses, opportunities and threats. Strengths &
weaknesses are internal within the organization while opportunities and threats are inserted by the
external environment. Now we will discuss strengths, weaknesses, opportunities and threats faced by
Pakistan Civil Aviation Authority one by one.

STRENGTHS
Having 13 International Airports certified by International Civil Aviation
Organization.
Due to strategic importance of geographical location of Pakistan, International Air
Routes use Pakistans Air space; hence PCAA role becomes vital in international
flight movement.
General Engineering Depot (North) is ISO certified.
One of the very rare profitable and well-reputed semi Govt. organizations of Pakistan.
Plays a vital role during any calamity situation or war with any country.
The only organization in Aviation industry which regulates and implements aviation
policies according to ICAO standards and handling Airports / navigational services in
civilian sector of Pakistan. (Monopolistic organization with in the country).
State of the Art air navigation and Radar system are being used across the country.
Having 03 modern calibration aircrafts which provide calibration of RADAR,
Navigational Equipment and other Airport Facilities at PCAA airports, Army and
PAF airbases as well as outside the country.
Having the only aviation services training institute of International standard at
Hyderabad (CATI).
MIS system has been implemented on almost all the airports.
Establishment of IT department at HQCAA level and provision of modern computer
equipment at airports.
Handsome salary for the employees.
CAA is an organization having Assets of 184 Billion Rupees.

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WEAKNESSES
Being the only organization of Aviation Industry in Pakistan there is no competition
within the country.
Highly skilled persons are required in every field but deficiency still exists.
Lack of manpower as compared to approved establishment.
Long outstanding dues are to be recovered from PIAC and Shaheens Airlines.
Airports and other units are still not certified by ISO.
Unnecessary political interference in internal affairs of PCAA.
Slow career progression for employees of PCAA.
Retention of skilled employees is also a problem.
IT Sections are not still established at most of the airports due to shortage of
infrastructure and relevant manpower.
Recruitment of employees through internal resources is still not implemented with
true letter and spirit.

OPPORTUNITIES
PCAA owns 43 airports, but there are only 03 domestic airlines working in Pakistan
so there is a vast opportunity for growth in aviation sector.
A number of people want to get their occupation in aviation such as pilots but due to
heavy expenditures this remains a dream, it can be overcome by decreasing in
expenditure and establishment of more flying clubs / aviation training institutes.
Pakistan is a thickly populated country therefore a large no of people can be engaged
in aviation industry and un-employment can be reduced by creating jobs in aviation
industry.
Pakistan Civil Aviation Authority training institute (CATI) having state of the art and
modern training facilities can be utilized to earn more revenue and highly qualified
human resources.
CATI can also be utilized by developing more courses for private sector and by
having affiliation with any reputed university of Pakistan.
CATI can attract more foreigners for training purpose by putting a little effort for
advertising CATI as a world class aviation services training institute, this will bring
more revenue to PCAA and foreign exchange to Pakistan.
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 PCAA calibration aircrafts can be used in more countries through advertisement to

earn more revenue.

THREATS
Uncertain political and economic environment of the region & globe.
Tension on international borders with India & Afghanistan.
Investment of PCAA in aviation sector only.
Huge cost of building new international airports.
Devaluation/depreciation of Pakistani currency results increment it debts.
Lack of collaboration with other developed countries in aviation field due to distrust
in Govt. policies.
Skilled persons are getting higher salaries & better carrier progression abroad; so a
large number of skilled employees are leaving organization because PCAAdoes not
consider the above mentioned facts.
Due to war on terror going on in Pakistan and its neighboring countries, many of the
foreign airlines have stopped their operation in Pakistan.

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Chapter # 10
Competitor Analysis
There is no direct competitor in Pakistan as such because CAA is governed by
government and a regulatory body for airline services in Pakistan. Each country has its own
Aviation Authority working separately. We could say that those aviation authorities are
indirect competitors.

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Chapter # 11
Conclusion and Recommendation
CONCLUSIONS:

By discussing following conclusion have been made:

Being a monopolistic organization many advantages and disadvantages are there.
A thick culture is available in the Pakistan Civil Aviation.
Large and sound training institute as well as training infrastructure.
Reliable and competent navigation system/
Very weak career planning.
Job descriptions are much generalized in nature.
Responsibilities of employees are not clear.
RECOMMENDATIONS:

After studying CAA following conclusions are made:

Pakistan civil aviation training institute must be focused because it can be utilized
in a very better way. It should be focused because it can be utilized in a better way.
It should be open for general public who are interested in getting quality technical
education on state of the art training facilities. This will bring revenue to PCAA
and qualified technical work force to the country.
HRM process should be implemented in true letter & spirit.
More private airlines should also be introduced for better and competitive services.
Further improvements of existing airports and construction of new airports on
continuous basis living in available resources.

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References & Sources:

www.caapakistan.com.pk
Annual report of CAA 2015
www.scribd.com
National Aviation Policy 2015
http://en.wikipedia.org/
www.google.com
Annual report of CAA PAKISTAN 2012.
An internship Report by MR Memon

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