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With a dream to shine and a goal to build a stronger tomorrow,
we thrive to enhance sustainability, cost effectiveness,

diversification and add value for the stakeholders while
expanding global presence.
We are committed to constantly improve our brand value,

products, services and relationships with our stakeholders.
Our forward destination is to expand on our existing portfolio
while taking on new opportunities. By sustaining our velocity,
we will make it possible to shape a stronger and brighter
tomorrow.
CONTENTS
ORGANIZATION OVERVIEW AND STRATEGY AND RESOURCE

EXTERNAL ENVIRONMENT ALLOCATION
6 Company and its Investments 70 Our Business Model

8 Key highlights 71 Strategic Objectives
10 Adoption and Statement of Adherence to IR Framework 72 Resource Allocation Plans to Implement the Strategy
11 Organization overview and external environment and Financial Capital Structure
12 Local and international markets 73 Key Performance Indicators KPIs
12 Export destinations 73 Significant Plans and Decisions
13 Quality assurance of products 74 HR Excellence
13 Diversification and wealth creation for its Shareholders
14 Core brands GOVERNANCE
15 Geographical locations
17 Vision, Mission 81
Chairman’s Profile
18 Culture 82
CEO’s Profile
18 Ethics 84
Directors’ Profiles
19 Core values 88
Executive Management
20 Code of Conduct 90
Senior Management
22 Road to success 91
Chairman’s Review Report
24 Company Profile 92
Board’s Function and Decision Making
36 Group Profile 93
Decisions Delegated to the Management
40 Company Information 93
Board’s Annual Evaluation of Performance
42 Organogram 93
Evaluation Criteria for the Board
44 Our Human Capital – Employees 93
Directors’ Orientation
47 CEO’s Message 94
Directors Training Program
48 Awards and Accolades 94
Policy for Remuneration to Non- Executive Directors
50 Position within the Value Chain 94
Foreign Directors
52 Factors Affecting the External Environment 94
Board’s Policy on Diversity
54 Significant changes from prior years 94
Details of any Board Meetings held Abroad
54 Composition of local vs Imported Products 94
Related Parties
55 SWOT Analysis 94
Approved Policy for Related Party Transactions
56 Competitive Edge 95
Shares Held by Sponsors/Directors/Executives
58 Brand Equity 95
Announcement of Financial Results
96
Profile of Shariah Advisors
RISK AND OPPORTUNITIES 97
Shariah Review Report
98
Role of Chairman
62 Key Risks and Opportunities 99
Role of CEO
65 Our approach to materiality 100
Corporate Governance Framework
66 Key Sources of Estimating Uncertainty 100
Compliance with CCG
66 Key estimates and assumptions concerning future 100
Governance Practices exceeding Legal Requirements
101
Management responsibility in preparing financial
statements
SUSTAINING OUR
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101 Business ethics and Anti-Corruption SUSTAINABILITY AND CORPORATE
101 Conflict of Interest Policy SOCIAL RESPONSIBILITY
101 IT Governance Policy
102 Whistle Blowing Policy
152 Health, safety and Environment
102 Safety of Records Policy
154 Sustainability Highlights
103 Investor Grievance Policy
157 CSR Highlights
103 Social and Environmental Responsibility Policy
160 Health and Other Community Projects
104 Business Continuity and Disaster Recovery Plan
104 Stakeholder Engagement Policy and Procedures
105 HR Policy
STRIVING FOR EXCELLENCE
105 Sustainability & CSR Policy IN CORPORATE REPORTING
107 Report of the Audit Committee
109 Directors’ Report 163 Independent Auditor’s Review Report
124 Statement of Compliance with Listed Companies CCG 164 Independent Assurance Report on Compliance
126 Financial Highlights with the Shariah Governance Regulations, 2018
167 Independent Auditor’s Report to the Members
STAKEHOLDER RELATIONSHIP 172 Unconsolidated Statement of Financial Position
173 Unconsolidated Statement of Profit or Loss and Other
AND ENGAGEMENT Comprehensive Income
174 Unconsolidated Statement of Cash Flows
140 Stakeholder Engagement – Bridging the gap 175 Unconsolidated Statement of Changes in Equity
141 Investor Relations Section on LCL’s website 176 Notes to the Unconsolidated Financial Statements
141 Understanding Shareholder Views 210 Independent Auditor’s Report to the Members
141 Encouragement of minority Shareholders to attend 215 Consolidated Statement of Financial Position
Annual General Meetings 216 Consolidated Statement of Profit or Loss and Other
141 Customers and Dealers Comprehensive Income
142 Media 217 Consolidated Statement of Cash Flows
142 Investors and Shareholders 218 Consolidated Statement of Changes in Equity
142 Regulators 219 Notes to the Consolidated Financial Statements
142 Corporate Briefing Session FY 2018-19 273 Pattern of Shareholding
143 Proceedings of the 25th AGM 277 Notice of Annual General Meeting
144 Calendar of Major Events 284 Glossary
285 Form of Proxy (English)
OUTLOOK 286 Form of Proxy (Urdu)
292 Notice of Annual General Meeting (Urdu)
148 Forward Looking Statement 305 Directors’ Report (Urdu)
149 Financial Projections 306 Jama Punji Information
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ORGANIZATION
OVERVIEW AND
EXTERNAL
ENVIRONMENT
COMPANY AND ITS
INVESTMENTS
Lucky Cement Limited

Holding Company
Lucky Cement Holdings LCL Holdings

(Private) Limited Limited
100% 100%
ICI Pakistan Lucky Electric

Limited Power Company
54.72% 100%
ICI Pakistan PowerGen NutriCo Morinaga Cirin Pharmaceuticals NutriCo Pakistan

Limited (Private) Limited (Private) Limited (Private) Limited
100% 51% 100% 40%
SUSTAINING OUR
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KIA Lucky Motors LCL Investment Lucky Holdings Yunus Energy
Pakistan Limited Holdings Limited Limited Limited
75.28% 100% 75% 20%
Lucky Rawji Holdings Lucky Al Shumookh Al Shumookh Lucky

Limited Holdings Limited Investment LImited
50% 50% 50%
Nyumba Ya Al Mabrooka Cement Najmat

Akiba S.A. Manufacturing Company Al Samawah
100% 100% 100%
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KEY HIGHLIGHTS
FOR THE YEAR 2018-19
We announced our financial results for the year ended June 30, 2019
on July 27, 2019. In addition to the reported and comparable metrics,
we highlight below key figures based on our standalone Financial
Statements for our stakeholders.
Sales Profit After Tax

PKR in 000 PKR in 000
2019 67,547,938 2019 10,490,229

2018 67,376,579 2018 12,197,090
Percentage Change 0.25% Percentage Change 13.99%
Total Assets Capital Expenditure

2019 125,089,214 2019 19,683,325

2018 108,999,117 2018 6,444,831
Earnings Per Share Donations

PKR PKR in 000
2019 32.44 2019 313,247

2018 37.72 2018 286,329
SUSTAINING OUR
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KEY HIGHLIGHTS BASED ON
CONSOLIDATED FIGURES
Sales Profit After Tax

2019 108,295,645 2019 12,346,955

2018 97,541,884 2018 16,173,553
Total Assets Capital Expenditure

2019 227,021,287 2019 65,972,978

2018 165,123,065 2018 19,835,814
Earnings Per Share Donations

PKR PKR in 000
2019 35.03 2019 357,911

2018 45.83 2018 327,445
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STATEMENT OF ADOPTION
AND ADHERENCE WITH THE
INTERNATIONAL INTEGRATED
REPORTING FRAMEWORK
Since the global trend in corporate reporting is changing, The first time implementation of the Integrated Reporting
so has our Annual report changed to harmonize with the Framework required strong commitment by the management
global reports all around the world. In today’s complex social who carry ultimate responsibility for the preparation and
and environmental circumstances, integration of financial, presentation of the integrated report. From CEO, to directors
social and environmental information is one of the most and senior management, every person contributed in the
effective ways for an organization to report its performance implementation of IR framework to provide an insight to the
and activities and to demonstrate to the market and society, stakeholders about the Company’s value creation process.
the importance of linking sustainability issues to business
strategies. Being a company with global recognition, we The management has designed this Integrated Report
have always been adaptive in response to global changes to give readers an insight into the strategic thinking that
and advancements. drives Lucky Cement forward, encompassing our strategy,
governance, performance and prospects in the context of
Our Integrated Annual Report has been created to better global environment
articulate the broader range of measures that contribute to
long-term value. Success involves anticipating the future. We hope that this Integrated Report will help our stakeholder
We continually track and monitor evolving stakeholder understand how we create value through our business
preferences, shifting market conditions and emerging model. Since, Integrated Reporting is in the early stages of
trends. To win our customers and stakeholders, we take development, we are looking forward to make it more useful
proactive approaches, navigate changing expectations and for our stakeholders, at this stage, we have included the
demonstrate business agility. following content elements in our report:
Lucky cement has always been transparent in its practices • Organizational overview and external environment
of value creation for its investors of financial capital. We • Risks and opportunities
remain committed to strong corporate governance and
leadership as well as transparency in our disclosures. We • Strategy and resource allocation
will continue to review our reporting approach to ensure they • Governance
meet best practice reporting standards and the expectations
• Stakeholder’s relationship and engagement
of our stakeholders and provide visibility on how we create
sustainable value for the communities we serve. • Outlook
• Sustainability and corporate social responsibility
Lucky Cement is pushing ahead with strategy for generating
• Excellence in corporate reporting
sustainable corporate value by pursuing sustainable
economic value, along with sustainable societal and
environmental value. To ensure that readers are able to On behalf of the Board
correctly understand these activities, we must take a
systematic view of financial information linked directly to
business activities and non-financial information, and provide
explanations accordingly. Such reports help to increase
investors’ confidence in the corporate practices adopted by
the organization.
Muhammad Yunus Tabba

Chairman / Director
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ORGANIZATION
OVERVIEW AND EXTERNAL
ENVIRONMENT
In Pakistan, Lucky Cement has evolved into a premium cement manufacturer delivering
consistent quality, providing unmatched customer satisfaction, utilizing state-of-the-art vertical
and horizontal grinding technology, and most importantly, benefiting from low production costs.
Lucky Cement is one of the largest cement producer in the domestic cement industry with
production capacity of 9.35 MTPA and over two decades of cement manufacturing experience
in Pakistan at its plants in Pezu and Karachi. Moreover, the Company now has an international
production footprint in Democratic Republic of Congo and Republic of Iraq.
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LOCAL AND
INTERNATIONAL
MARKETS
In the last 26 years, Lucky Cement has grown in leaps and bounds. Within the country, we have developed a distribution network
that allows our domestically produced cement to be made easily available in every part of the country. For quick delivery of
cement and for best possible customer service, Lucky Cement has dedicated warehouses located near all key markets. From
the port of Karachi to the picturesque valley of Kashmir; from the upcoming spectacular Gwadar city project to the highlands
of Gilgit-Baltistan – Lucky Cement is everywhere!
Internationally too, Lucky Cement has made significant strides. We have acquired OPC-53 Grade certification from Bureau of
Indian Standards (BIS), enabling the Company to offer additional variety to the Indian market. Further, with a high demand for
our brands in the Sri Lankan market, Lucky Cement recently opened its regional office in Colombo. East African markets remain
the stronghold of our Company and a major source for foreign exchange earnings for the country.
EXPORT DESTINATIONS
Far East Middle East
Africa South & Central Asia
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QUALITY
ASSURANCE
OF PRODUCTS
Lucky Cement’s product portfolio complies with a range of standards, depending upon the geographical territory where it is
sold. Advanced technology such as Distributed Control System (DCS), Programmable Logic Controllers (PLCs) and on-line
X-Ray analyzers are used to ensure that product quality is consistent. Having one of the best-equipped laboratories, with
facilities for analysis of fuel and raw material, we ensure that the market is supplied with high quality products.
The following international bureaus of standards have accredited Lucky Cement over the years:
• Bureau of Indian Standards • South African Bureau of Standards

• Kenya Bureau of Standards • Tanzania Bureau of Standards
• Sri Lankan Standard Institute • Philippine National Standards
• Standards Organization of Nigeria • CE Marking
Furthermore, our products are also in compliance with EN-197-2:2014 conformity evaluation. A conformity mark “CE” is
embossed on the packaging of Lucky Cement’s international products, a prerequisite for exporting cement to European Union
markets.
DIVERSIFICATION AND
WEALTH CREATION FOR ITS
SHAREHOLDERS
After having a strong footprint in cement manufacturing industry in Pakistan, Iraq and DR of Congo, Lucky Cement has evolved
into a conglomerate having strategic investments in diversified industries such as Chemicals, Automobiles and Power. ICI
Pakistan Limited which is a subsidiary of the Company is in the business of Soda Ash, Polyester, Life Sciences and Chemicals.
Whereas, Kia lucky Motors has recently commenced its commercial operations of assembling, marketing and distribution
and sales of Kia vehicles, parts and accessories in Pakistan in collaboration with Kia Motors Corporation, South Korea. Lucky
Electric Power Company Limited is in the process of setting up 660 MW Super Critical Power Project using Thar Lignite. Besides
these, the Company has also made investment in renewable energy, where its associated company, Yunus Energy Limited has
developed a 50 MW Wind Power Project.
With these diversifications, the Company will not only create value for its shareholders but will also stand out as a progressive
Pakistani conglomerate promoting the growth of industrialization in Pakistan.
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CORE BRANDS
Our Research and Development (R&D) team is driven by its customers’ needs and to cater to their requirements, we have
developed a product range which focuses on every type of construction in the country. Whether it is the Southern region of
Sindh & Balochistan or the Northern region of Pakistan including Punjab, KPK and Gilgit Baltistan, we have brands for each
section of the Country with respect to its climatic conditions.
Variations of Ordinary Portland Cement (OPC), Sulphate Resistant Cement (SRC) and Composite Cement are manufactured to
meet the wide range of needs of our customers.
Lucky Cement (Regular) Lucky Gold (OPC) Sulphate Resistant Cement (SRC)
Both the brands are specially developed to cater the needs of our The brand is developed specially
customers in the Northern Region of Pakistan. for use along shorelines and
canal linings, Lucky SRC is a
national brand.
Lucky Star (OPC) Raj Cement (Composite cement) Block Cement
Both the brands are specially developed to cater the needs of our The brand is developed specially
customers in the Southern Region of Pakistan. for block makers with quick
setting time, Block Cement is a
product that sells primarily in the
block segment of the country and
is a national brand.
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GEOGRAPHICAL
LOCATIONS
Peshawar
Marketing Office Islamabad
Central Marketing Office
Multan
Marketing Office
Lahore
Dera Ismail Khan Marketing Office
Marketing Office
Lakki Marwat
Pezu Plant
Quetta
Marketing Office
Karachi
Head Office / Karachi Plant
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SUSTAINING OUR
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VISION
Ensure sustainable leadership position in Pakistan and increase global
footprint in the cement sector. Identify and capitalize on diversification
opportunities to maximize shareholders’ value while remaining socially
responsive in all spheres of operations.
MISSION
We strive to be a growth oriented company by identifying opportunities,
making the right investments, producing high quality cement and using
innovative technology to achieve cost competitiveness and customer
satisfaction. We endeavor to harness the best human resources and
providing them a level playing field in achieving long-term goals. We
aim to deliver sustained growth and enduring value to our stakeholders.
We recognize our obligations towards environment and corporate
social responsibility and seek to mitigate any adverse effects on our
environment.
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CULTURE
We promote a culture of high values, by incorporating sustainability in all
of our business operations along with a transparent work environment
to deliver the best to our customers. We strongly believe to invest in our
human capital, which goes hand in hand with the growth of the company.
Our values of innovation, customer focus, excellence and integrity are at
the heart of our efficiency driven culture.
The culture of high values has a strong influence on our work-force

which helps them in a win-win outcome for both the employees and the
organization. Our values provide the foundation of our culture and bind
us into a world-class team yearning to outperform the competition.
While we thrive in the present and look towards the future, we never
forget our roots, constantly reminding ourselves of who we are and how
far we have come. We are proud of our history and yet humble in our
approach.
ETHICS
Our Code of Conduct reflects our commitment to meet the expectations
of our stakeholders and contains the fundamental principles and
rules concerning ethical business conduct. Lucky Cement Limited is
committed to conducting its business with honesty and integrity. We
expect all our employees to create value for our stakeholders by ensuring
transparency and accountability in all our practices. As we continue on
our trajectory of growth, we continue to maintain the highest standards
of ethical and responsible behavior.
The adherence of all employees to high standards of integrity and

ethical behavior is mandatory and benefits all stakeholders including
our customers, communities and shareholders.
The Company carefully checks for compliance with the Code by providing
suitable information, prevention and control tools to ensure transparency
in all transactions and behaviors by taking corrective measures if and as
required.
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CORE VALUE
Our core values describe how we conduct business in all spheres of

operations and our attitude and values towards our stakeholders
Customer Focused
Commitment
Quality and Consistency
Customer Satisfaction
Fair Practices
Ethics and Integrity

Honesty
Integrity
Transparency
Professional Conduct
Social Responsibility
Sustainable Development
Philanthropy Driven Projects
Community Development
Environment Friendly Initiatives
Entrepreneurship
Value Addition and Creation
Robust Ownership Loyalty Branding
Identifying and Capitalizing on Opportunities
Business Driven Approach
Innovation
Creative Solutions
Cutting Edge Innovations
Process Automation
Improving upon Industry Benchmarks
Excellence
Setting Industry Benchmarks
Continuous Improvement
Always Open to New Initiatives
Adoption of World Class Technologies
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CODE OF
CONDUCT
We strive to conduct our businesses with honesty, integrity and in
accordance with the highest ethical and legal standards. This code
is intended to provide guidance to all stakeholders and applies to all
board members, senior management and employees of the Company.
Corporate Governance Practices Protection of Privacy and

All employees are required to maintain and support the Confidentiality
Company in maintaining the highest degree of Corporate
Company recommends that all its employees maintain
Governance practices.
exclusivity of the Company’s trade secrets and confidential
information acquired during and after performance of their
Compliance of Applicable Laws employment. However, the board members and senior
management can disclose any such information if it is
We expect our employees to comply with the applicable laws considered part of public domain by the board or required to
and regulations. If anyone commits any breach of law, or be disclosed in accordance with the applicable laws.
does not comply with this code in any area of operations; it
should be brought to the notice of his or her supervisor.
Conflicts of Interest
Transactions’ Transparency While representing the Company in dealings with third
parties all Lucky Cement employees shall ensure no actual
Company ensures that true, fair and timely business or apparent conflict of interest exists. All such activities shall
transactions must be recorded by maintaining the accounting be conducted strictly on an arm’s length basis.
and financial reporting standards, as applicable to the
company. Employees are expected to be honest and ethical in dealing
with each other, customers, suppliers, dealers, vendors
Refrain from Insider Trading and contractors to avoid compromises of our commitment
to competitive and transparent business practices. All
Employees are required to refrain from insider trading and employees are to exercise great care in situations with
to comply with the insider trading regulations laid down and pre-existing personal relationship between an individual
updated by SECP from time to time. and any third party or official of an agency with whom the
Company has an existing or potential business relationship.
Moreover, no employee shall influence decisions to be made
Secondary Employment by by the Company if any relative is a supplier or competes
Employees with the Company in any manner, thereof. All Lucky Cement
employees shall avoid conducting business except with
Employees are expected not to indulge in any business the prior approval of the Management requiring proper
other than the Company’s employment, which consumes disclosure with:
their time, efforts and energy without the approval of and
disclosure to the Company’s management. I. A relative.
II. A Private Limited Company in which they are a member
Company Assets Fortification or their relative is a Director.
III. A Public Limited Company, in which they or their
All employees are expected to be custodians of the
relative(s) hold(s) 2% or more shares or voting rights.
Company’s assets and should ensure its efficient use
including tangible and intangible assets such as facilities, IV. A firm in which a relative is a partner.
supplies, equipment, machinery, finished products, vehicles,
company funds, company time, confidential information,
intellectual property and information systems.
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Anti-bribery / Corruption Corporate Social Responsibility
Lucky Cement employees shall not engage in any kind of and Health and Safety Measures
bribery or corruption for conducting the Company’s business.
We adhere to our stringent CSR policy and we do not
Employees must not get involved in money laundering or
compromise on health and safety measures in our business.
financing of terrorism or any dealings with any person who
is engaged in any such activities. No dealings can be made
with persons on any sanctioned lists or those subject to Media Relations and Involvement
any criminal or civil penalties related to narcotics trafficking,
corruption, politically exposed persons or with persons All Lucky Cement employees should report and take written
engaged in any litigation or arbitral proceedings against the approval from the Corporate Communications department
Company. This prohibition applies everywhere and under all before any contact with media in terms of acting, television
circumstances. appearances or writing an article for newspapers or
magazines for representing the Company’s position in the
industry and media.
Equal Employment Opportunity
We believe in providing equal opportunities to all. There is Breach of I.T. Security
no discrimination of caste, religion, color, marital status or
gender. All the policies and practices are administered in a Employees shall use computer resources only for business
manner ensuring equal opportunity to eligible candidates requirements and any breach of I.T. security protocol is
and all decisions are merit based. prohibited.
Harassment Free Workplace Personal Use of Telephones and

Lucky Cement strives to maintain a work environment Computers
that is free from harassment whether physical, verbal or
All employees are expected to restrict their personal use
psychological. Strict disciplinary action will be taken against
of telephones and computers at the workplace except for
any person who is found to be in breach of this rule.
urgent and unavoidable issues.
Borrowing Money Whistle Blowing

Borrowing money from fellow colleagues or Company
All employees are advised to immediately report any
business associates is strictly forbidden.
improper, unethical or illegal conduct of any colleague or
supervisor through the following avenues:
Receiving of Gifts, Payments or P.O BOX: 13018, Karachi, 75350
Favors Email address: [email protected].
No Company employees should solicit any gifts, payments

or favors, from customers or suppliers or any business
associates; since doing so might compromise, or appear
to compromise their ability to make objective business
decisions in the best interest of the Company. However, if
such a gift is received, the same shall be submitted through
the immediate supervisor to the Corporate Communication
department for utilization by the Company.
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ROAD TO
SUCCESS
• Brownfield expansion at Pezu
Plant by 2.5 MTPA.
1993 2005
• Greenfield expansion at Karachi
• Incorporated in Pakistan.
Plant by 2.5 MTPA.
• Became Pakistan’s largest
cement producer.
• Investment in Cement Export

• Listed on Karachi, Lahore and
Logistics (bulkers and ship
1994 2006
Islamabad Stock Exchanges
loaders)
(now known as Pakistan Stock
• Became Pakistan’s largest
Exchange).
cement exporter.
• Commenced commercial
1996 2007
• First Company to export loose
production with capacity of 1.2
cement via sea.
MTPA.
• Set up its own cement storage

facility at Karachi Port.
1999 2008
• Production capacity increased • Furnace Oil Power Generation
to 1.5 MTPA. engines converted to Dual Fuel
engines.
• Listed on London Stock
Exchange and became the first
Pakistani cement Company to
• Kiln Firing System converted issue GDRs.
2001 from furnace oil to coal-based
system.
2002 2009
• First export consignment • Brownfield expansion at
delivered. Karachi Plant by 1.25 MTPA.
• Commencement of Waste
Heat Recovery (WHR)
2010
projects at Karachi and Pezu
Plants.
• Increased investments for
Logistics / Multipurpose
trailers.
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• Investment in Tyre-Derived Fuel • Won the 31st MAP’s Corporate
(TDF) plant to utilize alternative Excellence Award in Cement
2011 •
fuels.
Signed a Joint Venture
2016 •
Category.
Implementation of SAP S/4
agreement for setting up a HANA across the Company.
cement plant in DR Congo.
• Started operating 10MW Waste
• Commencement of electricity Heat Recovery Project at Pezu
sales to HESCO. Plant.
2012 • Signed Joint Venture agreement
for setting up a cement grinding
2017 • Diversified into automotive
business with incorporation of
plant in Basra, Iraq. KIA-Lucky Motors Pakistan.
• Acquisition of ICI Pakistan. • Started commercial operations
of 1.18 MTPA fully integrated
cement plant in DR Congo.
• Won the 32nd MAP’s Amir S
Chinoy Corporate Excellence
Award in the Industrial Category.
• First Pakistani Company to
2013 receive A+ rating from Global
Reporting Initiative.
• Announced brownfield
expansion of 2.6 MTPA at Pezu
Plant
2018 • Completed brownfield expansion
in cement grinding plant in
Basra, Iraq by 0.871 MTPA.
• Announced greenfield expansion
for clinker production of 1.2
• Started commercial operations MTPA in Samawah, Iraq.
of cement grinding plant in • Completed brownfield expansion
Basra, Iraq of 0.871 MTPA. at Karachi Plant by 1.30 MTPA.
2014 • Started another 5MW WHR
project at Karachi Plant.
• CEO of the Company was
awarded Sitara-e-Imtiaz by the
• Initiation of 1 x 660MW Coal Government of Pakistan.
Fuel Power project in Karachi. • Won the 33rd MAP’s Corporate
• Became the only Pakistani Excellence Award in Cement
company to be listed in Forbes Category.
‘Asia’s 200 Best Under a Billion’
list. • Commencement of CKD
Operations by KIA-Lucky Motors
Pakistan.
• Awarded 3rd position in the Top
• Vertical grinding mills installed 25 Companies award by the
at Karachi Plant. Pakistan Stock Exchange.
• Commencement of operations
2015 2019
• Won the 34th MAP’s Corporate
of 5MW each Waste Heat Excellence Award in Cement
Recovery plant in Karachi and Category.
Pezu. • Became the first SECP certified
• Won the 30th MAP’s Corporate Shariah Compliant Company of
Excellence Award in Cement Pakistan.
Category. • Chairman of the Company was
awarded Sitara-e-Imtiaz by the
Government of Pakistan.
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COMPANY
PROFILE
Lucky Cement Limited

Founded in 1993, Lucky Cement Limited stands as the flagship company of Yunus Brothers Group (YBG). Lucky
Cement is one of the largest producers and leading exporters of quality cement in Pakistan and is listed on the
Pakistan Stock Exchange (PSX). The Company has also issued Global Depository Receipts (GDRs), listed and
traded on the Professional Securities Market of the London Stock Exchange and is the first Shariah Compliant
Company of Pakistan certified by the SECP.
Over the years, the Company has grown substantially and is expanding its business operations with production
facilities at strategic locations in Karachi to cater to the Southern regions and Pezu, Khyber Pakhtunkhwa to furnish
the Northern areas of the Country. Lucky Cement is Pakistan’s first Company to export sizeable quantities of loose
cement, being the only cement manufacturer to have its own loading and storage export terminal at Karachi Port.
Lucky Cement strives to remain an efficient and low cost producer and is one of the pioneers to introduce and
install Waste Heat Recovery, Refuse Derived Fuel (RDF) and Tyre Derived Fuel (TDF) Plants in Pakistan. It also
has self-sufficient Captive power generation facility of 180 MW and supplies additionally generated electricity to
support the National grid. Lucky Cement owns a fleet of Bulkers and Trailers, which gives added advantage in
terms of logistics and efficient deliveries to all types of customers spread across the length and breadth of the
Country.
Lucky Cement Limited has invested in the following subsidiary Companies to diversify its business:
• LCL Holdings Limited • Lucky Al Shumookh Holdings Limited (LASHL)

• Lucky Electric Power Company Limited • Al Mabrooka Cement Manufacturing Company Limited
• Lucky Cement Holdings (Private) Limited • Al Shumookh Lucky Investments Limited
• ICI Pakistan Limited • Najmat Al-Samawa Company for Cement Industry
• ICI Pakistan Powergen Limited • Lucky Rawji Holdings limited
• KIA Lucky Motors Pakistan Limited • Nyumba Ya Akiba S. A. (NYA)
• LCL Investments Holdings Limited • Lucky Holdings Limited
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LCL Holdings Limited Lucky Al-Shumookh
LCL Holdings Limited (LCLHL) is a wholly owned subsidiary of Holdings Limited
Lucky Cement Limited and was incorporated in Pakistan as a public
unlisted company in September 2014 with the objective to invest in Lucky Al-Shumookh Holdings Limited (LASHL) was incorporated in
the coal based power project to be setup by Lucky Electric Power the year 2012 under a joint venture agreement between LCLIHL and
Company Limited (LEPCL). LCLHL owns 100% ownership interest Al-Shumookh Group, Iraq, for constructing a cement-grinding unit
in LEPCL. in Basra, the Republic of Iraq. LCLIHL holds 50 percent ownership
interest in the aforementioned joint venture.
Lucky Cement Holdings

(Private) Limited Al-Shumookh Lucky
Investments Limited
Lucky Cement Holdings (Private) Limited is a wholly owned subsidiary
of Lucky Cement Limited and was incorporated in Pakistan in the year AI-Shumookh Lucky Investments Limited (ASLlL) was established
2018 as a private company limited under the Companies Act, 2017. under a joint venture agreement between LCLIHL and Al-Shumookh
As of June 2019; LHL held 54.73% shares in ICI Pakistan Limited. The Group, Iraq, for constructing a clinker manufacturing facility in
main source of earning of LCHPL is dividend income. Samawah, Iraq. LCLIHL holds 50 percent ownership interest in the
aforementioned joint venture.
Najmat Al-Samawa Company

Lucky Holdings Limited For Cement Industry
Lucky Holdings Limited is a subsidiary of Lucky Cement Limited and Najmat Al Samawah Company for Cement Industry (NAS) was
was incorporated in Pakistan in the year 2012 as a public unlisted incorporated as a limited liability company in Samawah, Republic of
Company limited by shares under the Companies Ordinance, 1984. Iraq and is a wholly owned subsidiary of ASLIL. NAS is constructing
Lucky Cement holds 75% shares of LHL. The main source of earning a clinker manufacturing facility of 1.2 million tons per annum. The
of LHL is the royalty income received from ICI. project related shipments of Plant & Machinery and Power plant are
expected to start from the second quarter of current financial year.
Target to achieve commercial production is for the first quarter of
financial year 2020-21.
LCL Investment Holdings Limited

LCL investments Holdings Limited (LCLIHL) was incorporated in
the Republic of Mauritius as a wholly owned subsidiary of Lucky Lucky Rawji Holdings Limited
Cement. LCLIHL has concluded joint venture (50:50) agreements
with local partners for setting up a cement grinding plant and a LuckyRawji Holdings Limited (LRHL) was incorporated in the year
clinker manufacturing facility in the Republic of Iraq and an integrated 2011 under a joint venture agreement between LCLIHL and Rawsons
cement manufacturing plant in the Democratic Republic of Congo. Investments Limited (registered in Cayman Islands) for constructing
a fully integrated cement manufacturing plant in the Democratic
Republic of Congo. LCLIHL holds 50 percent ownership interest in
the aforementioned joint venture.
Lucky Air (Private) Limited

Lucky Air (Private) Limited is a subsidiary of Lucky Cement Limited
and was incorporated in Pakistan in the year 2012 as a private
company limited by shares. The Company operates an Aircraft of
Lucky Cement Limited and provides services for crew, management,
technical and engineering services on inbound and outbound flights
of the Aircraft.
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660 TO BE
MW OPERATIONAL BY
SUPERCRITICAL MARCH
COAL FIRED
POWER PLANT 2021
(CFPP)
SUSTAINING OUR
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Lucky Electric Power Company Limited (LEPCL)
LEPCL envisions being the premier energy producer from the private sector to provide
economic, safe and reliable power to the off-taker and deliver sustainable value to all
stakeholders. LEPCL is setting up a 660 MW SuperCritical Coal Fired Power Plant (CFPP) at Bin
Qasim, Karachi fueled by Thar lignite coal. This will be Pakistan’s first indigenous fuel power
plant outside Thar. The project will usher in a new era of indigenous fuel utilization for base load
power generation, in line with national objective of reducing reliance on imported fuel. Latest
technology for emission control is being installed which includes Flue Gas Desulphurisation
(FGD), Electrostatic Precipitators (ESP) along with associated environmental friendly
equipment.
This project is being designed and installed in record time of 35 months and will be operational
by March 2021. The power generated will be fed into national grid in line with a power purchase
agreement signed with the government.
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28 VELOCITY
ICI Pakistan Limited
ICI Pakistan Limited is a dynamic and growing manufacturing and trading company, with a rich
history that pre-dates the formation of Pakistan itself. In December 2012, Lucky Holdings Limited
acquired shareholding of ICI Omicron B.V. and ICI Pakistan Limited became a part of the Yunus
Brothers Group (YBG).
ICI Pakistan Limited provides essential products for a diverse range of applications in almost
every industry in Pakistan. Operating across Pakistan, the Company has several key
manufacturing facilities in provinces of Sindh, Punjab and KPK, as well as an extensive sales
and distribution network spread across the country.
The primary businesses of ICI Pakistan Limited include Soda Ash, Polyester, Pharmaceuticals,
Animal Health and Chemicals & Agri Sciences. The Company’s product portfolio includes soda
ash, Polyester Staple Fibre (PSF), pharmaceuticals, nutraceuticals, animal health products,
general and specialty chemicals and agricultural products (including chemicals, field crop
seeds, vegetable seeds and more).
In addition, ICI Pakistan Limited has a growing footprint in the infant formula business in
partnership with Morinaga Milk Industry Company Limited (Morinaga) of Japan and Unibrands
(Private) Limited (Unibrands).
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NETWORK OF
DEC DISTRIBUTORS
& DEALERS
2016 200
INCORPORATED
COUNTRIES
IN PAKISTAN
WORLDWIDE
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KIA Lucky Motors Pakistan Limited
Kia Lucky Motors Pakistan Limited (KLM) a part of the Yunus Brothers Group was incorporated
in Pakistan in December 2016 as a public unquoted company. The company is engaged in the
business of assembling, marketing, distribution and sales of Kia vehicles, parts and accessories
in Pakistan by virtue of technical collaboration with Kia Motors Corporation. In this endeavor,
KLM signed a general agreement with KIA Motors Corporation for technical collaboration and
KD supply.
KLM envisages its products to compete in multiple segments of the automotive market including
passenger cars, light commercial and sports utility vehicles.
Kia Motors Corporation was founded in 1944 (being part of Hyundai Motor Group of South
Korea) and is Korea’s oldest manufacturer of motor vehicles. These vehicles are sold and
serviced through a network of distributors and dealers covering around 200 countries
worldwide.
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STARTED PRODUCTION
COMMERCIAL CAPACITY OF
OPERATIONS IN
1.18
DEC MILLION
2016 TONS
PER ANNUM
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Nyumba Ya Akiba S.A. (NYA)
Nyumba Ya Akiba S.A. (NYA) was incorporated as a limited liability company in the Democratic
Republic of Congo (DRC) and is a wholly owned subsidiary of Lucky Rawji Holdings Limited
(LRHL) was incorporated in the year 2011 under a joint venture agreement between LCL
Investment Holdings Limited (LCLIHL) and Rawsons Investments Limited (registered in Cayman
Islands) for constructing a fully integrated cement manufacturing plant in the DRC. LCLIHL
holds 50 percent ownership interest in the joint venture. The plant started commercial operations
in December 2016
NYA set up Greenfield fully integrated cement plant in the Kongo Central Province of DRC with a
production capacity of 1.18 million tons per annum.
NYA is leading in DRC with current market share of approximately 50 percent.
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PRODUCTION
STARTED CAPACITY OF
COMMERCIAL
PRODUCTION IN 1.742
2014 MILLION
TONS
PER ANNUM
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Al Mabrooka Cement Manufacturing
Company Limited (AMCMC)
Al Mabrooka Cement Manufacturing Company Limited (AMCMC) was incorporated as a limited
liability company in Basra, Republic of Iraq and is a wholly owned subsidiary of Lucky Al
Shumookh Holdings Limited (LASHL) was incorporated in the year 2012, a joint venture
between LCL Investment Holdings Limited (LCLIHL) and Al-Shumookh Construction Materials
Trading FZE, United Arab Emirates, for constructing a cement-grinding unit in the Republic of
Iraq. LCLIHL holds 50 percent ownership interest in the joint venture.
AMCMC set up a cement grinding unit of 0.871 million tons per annum capacity in Basra, Iraq
which started commercial production in 2014. Subsequently in 2018 this capacity was further
enhanced to 1.742 million tons per annum. AMCMC has its owned captive power plant having
generation capacity of 15.7 MW.
AMCMC is currently a market leader in the region of operation, with current market share of
more than 50 percent.
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GROUP
PROFILE
Yunus Brothers Group (YBG)

The Yunus Brothers Group (YBG) is one of the biggest conglomerates in Pakistan with diversified interests in
textiles, building materials, real estate, power generation, chemicals, pharmaceuticals, FMCG, philanthropy and
automotive. The group was established in 1962 as a trading house and then grew rapidly over the years. Currently
YBG is one of the largest export houses in Pakistan. The group’s annual turnover is approximately USD 1.624
Billion including the annual export turnover around USD 516 Million. Apart from Lucky Cement and ICI Pakistan,
the group is also proud owner of the following companies.
Y.B. Holdings (Private) Limited Gadoon Textile Mills Limited

YB Holdings (Private) Limited was incorporated in Pakistan in the (GTML)
year 2013 as a group holding company. The Company invests
mainly in its group companies and has a diverse portfolio in building GTML was established in 1988 and started production in the year
materials, textiles, energy, trading, FMCG and real estate. 1990. Initially, it started its operations with only 14,400 spindles.
However, with the advent of installation of state-of-the-art automatic
machinery and merger with Fazal Textile Mills Limited, increased its
capacity to 342,420 spindles. GTML has 2 manufacturing facilities
located at Gadoon Amazai – Khyber Pakhtunkhwa and at Karachi
– Sindh. The Company also has a captive power plant with a
generation capacity of around 57 MW. GTML is listed on the Pakistan
Y.B. Pakistan Limited Stock Exchange.
Yunus brothers started business in 1962 as partnership by Mr. Abdul

Razzak Tabba and Mr. Yunus Tabba. Initially, trading of grey cloth
was the main business. However, with time the firm started in other
commodity items e.g. wheat, rice, corn and other pulses. In order
to encourage corporate culture, the management decided in 2012
to convert the partnership firm into a public limited company with
name and style of Y.B. Pakistan Limited. The company has diversified Yunus Textile Mills Limited (YTML)
portfolio of investment in various segment of businesses.
Yunus Textile Mills is a vertically integrated home textile unit
established in 1998, consisting of spinning, weaving, printing, dyeing,
finishing and cut & sews with a workforce of 3,400 employees. In a
span of 10 years it became the number 1 home textile exporter of
Pakistan with 10% share (approx.) of all Home Textiles exported. The
company has its international warehousing, distribution and design
development offices in USA, UK and France.
SUSTAINING OUR
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Lucky Textile Mills Limited (LTML) Lucky Entertainment (Private)
Lucky Textile Mills Limited was established in 1983 and has Limited
since remained one of the leading textile manufacturers in
Onederland is located at LuckyOne Mall’s 2nd floor, biggest mall
the country to-date. The Company is engaged in the activity of
within the city. With over 150 games and attraction, Onederland
manufacturing and export of fabrics, home textiles and garments.
provides the safest experience to its customers. It consists of two
levels and covers an area of 45,000 SQ.FT, one for the kids and
It has two state-of-the-art weaving mills that have altogether 495
one for all age groups. This is where you can hear rides churning,
Sulzer Shuttle-less looms and 336 Air Jet looms which are equipped
echoing laughter and people screaming of happiness. Age is only a
with computerized back process comprising of Karlmayer warping
number when it comes to having fun! Being a member of IAAPA (The
and sizing machines.
Global Association for the Attractions Industry), Onederland ensures
through regular summits and seminars that it is always up to date
It has the capacity to process 72 million meters per annum of fabric.
with industry practices.
Further LTML has its own power generation facility of 6 MW. The
stitching division is equipped with sophisticated high tech machines
The first level is all about the young and innocent fun. It is for mainly
that can stitch fabrics and transform them into home textile as well as
kids, this is where fantasies are given a hint of reality. Level 1 consists
apparel products with a high degree of precision. Stitching machines
of several attractions like Play Atrium, Space Wing, Wall Climb, PSI
include Juki, Brother, Kansai, and automated Texpa plant.
Spin, Tot Plot, Kiddie Games and Bounce-Station.
Level 2 is where the thrill begins. From the Virtual Reality games to
the Spinning Roller Coaster fun, all of it is available. It is built using
state of the art technology meeting the safest needs of all. The
Assymetric Maverick, as the name suggests the most free spirited
one will ever feel is when he/she takes a ride on the wildest Maverick.
Lucky One (Private) Limited Other attractions include Rope Course, the Ultimate Spin, Dark Ride
and much more.
Lucky One Apartments is a magnificent, multifaceted, first-of-its-
kind hi-end residential complex that will revolutionize the luxury living
experience in Pakistan. Lucky One integrates 8 elegant residential
towers and a large 8 - acre Rooftop Park. The project comprises
of two phases of which Phase -1 has been launched. Conveniently
situated at the prime location of Karachi on main Rashid Minhas
Road, opposite UBL Sports Complex, the apartments are easily
accessible through major Flyovers of Karachi. The unbeatable mix Lucky Landmark (Private) Limited
of top class luxury apartments and hi-end amenities like Swimming
Pool, Gymnasium, Jogging Track, Tennis Courts, Reading Room, Lucky One Mall is a magnificent, multifaceted, first-of-its-kind
Event Hall, Play areas and the amazing 8 - acre Rooftop Park will regional shopping mall that revolutionized the shopping experience
make Lucky One Apartments the premiere lifestyle destination for in Pakistan. The Mall is home to over 200 stores and different
services with the largest parking structure in Pakistan of more than
urban living in Karachi.
1500 parking spaces. It also includes largest indoor theme park in
Pakistan known as Onederland, largest Food Court in Pakistan and
the only Food Street of any mall plus a three story Atrium, a ramp
for fashion shows Banking Enclave, and a large area for musical
concerts. Total catchment of 10 million people within 20 minutes’
drive.
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Lucky Commodities (Private) Lucky Foods (Private) Limited
Limited (LCPL) Incorporated in 2015, Lucky Foods has a strategic aim to be one
of the leading corporate dairy farms in Pakistan. The company is
Lucky Commodities (Private) Limited (LCPL) is a trading arm of currently focusing on local animals and has also developed its retail
YBG and is the leading supplier of South African coal in Pakistan. shops and home delivery network to reach household consumers.
LCPL aims to be the preferred supplier for customers by conducting
business with integrity, unparalleled services and professionalism. The company has also ventured into marketing of yogurt, lassi and
plans to add more value added dairy products. The farm is located
Pakistan currently is facing a severe shortage of electricity with the at Super Highway, Karachi. Lucky Foods aims to be a leading player
Government‘s initiative and the execution of coal fired power plants in in food related products, across Pakistan and in the export market.
the country, many industries in Pakistan are moving towards coal as
their first priority for electricity and steam generation. As the largest
supplier of coal in Pakistan, LCPL makes an important contribution to
the industrial sector by fulfilling their coal requirements.
LCPL is currently the largest importer of South African RB1 coal in

Pakistan and at present catering to 35% of the country’s coal demand.
Being part of the largest business conglomerate of Pakistan, LCPL Yunus Energy Limited
has strong market presence, which support the company to build
up a network of high profile clients, which include power, chemical, Yunus Energy Limited (YEL) was incorporated as a Special Purpose
textile, steel and other major manufacturing industries. Vehicle (SPV), with a corporate structure of a public unlisted
company, in the year 2011, to exclusively develop a 50 MW Wind
Power Project in Deh Kohistan, Jhimpir, District Thatta. Project is
equipped with state-of-the-art European technology. Wind Turbine
Generators (WTGs) have been manufactured by Nordex Energy
Germany, one of the top WTG manufacturers from Europe; Electrical
Balance of Plant has been supplied by Alstom France, a leading grid
solution provider; whereas construction activities have been carried
Lucky Exim (Private) Limited out by Descon Engineering Limited, the biggest construction and
engineering company of Pakistan.
Lucky Exim, an indenting arm of (YBG), is the largest indenter of
South African coal in Pakistan. It is a clean energy project, harnessing the renewable wind resource
for the generation of electric power without any carbon emissions.
Lucky Exim is the preferred supplier of customers as the business is The project is supplying electricity to the national grid on a regular
conducted with integrity, unparalleled service and professionalism. basis post commencing commercial operations in September 2016.
Therefore, customers are provided with premium coal that offers the
best value for money without compromise on quality.
With an initial focus on coal trading, the company plans to diversify

its trade activities to various energy and dry bulk commodities.
Lucky Energy (Private) Limited

(LEPL)
LEPL is a Captive Power Producer (CPP) under National Electric
Lucky Knits (Private) Limited Power Regulatory Authority (NEPRA) incorporated in July 1993.
LEPL, is a gas-based thermal power generation unit, with total
Established in 2004, Lucky Knits (Private) Limited has become one production capacity of 56.575 Megawatts (MW). It is equipped with
of the leading value added fashion garment company of Pakistan. one of the most sophisticated and highly-efficient generators and
The company is involved in the manufacturing and exports of knitted supplies uninterruptible power to its group companies.
apparel with the product line ranges from T-shirts, Polo shirts,
Hoodies, Trousers and under garments having large variety of
styles in casual and sportswear. State of the art vertically integrated
manufacturing facility helps us to achieve efficiency at every stage
of the process and ensure customer satisfaction in terms of value,
quality and delivery of products.
SUSTAINING OUR
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Aziz Tabba Foundation (ATF) Tabba Heart Institute (THI)
ATF is a not-for-profit organization, recognized in 1987. It is a Since opening its doors in 2005, Tabba Heart Institute has become
platform of social activities dedicated to serving humanity in one of the fastest growing not for profit private sector cardiac hospital
several vital areas of life. The Foundation renders its services to in Pakistan. At Tabba Heart Institute, we are focused on providing
fulfill the need of underprivileged people by providing them shelter, outstanding patient care with an ethical, thoughtful and sustainable
education, marriage, health care, vocational training program, approach at all times.
laptop support, equipment support, monthly aid, self-employment
scheme (motorcycles) and Ramadan ration support to bring Founded by Mr. Abdul Razzak Tabba (late) with the vision of “Quality
prosperity and change to uplift the living standard of society. The Care at an Affordable cost”, today Tabba Heart Institute is 170 beds
foundation has successfully introduced Rickshaw support under cardiac facility with 2 Outreach centres and 6 collection units located
self-employment scheme and has placed tube wells and conducts across Karachi to provide our Founder’s vision to the people of
water boring through drilling to ensure smooth water boring supply in Pakistan. Tabba Heart institute’s Quality cardiac care services are
underprivileged areas of Karachi, which are facing scarcity of water. recognized by American College of Cardiology and our group of
cardiologists are leaders in sub-specialized cardiology fields such
as Cardiac Imaging, Electrophysiology, Advanced Heart Failure,
Structural Heart and Valvular Implantations, Angioplasty and other
Interventional Procedures. Having these leaders on board allows us
to deliver best cardiac services at affordable cost which is at par with
international standards fortified by our association with the American
College of Cardiology for continuous improvement.
Tabba Kidney Institute (TKI)
This year the institute is expanding its services to Hyderabad, with
TKI, a well-reputed Post Graduate Training & Research Center with a dedicated Diagnostic and Consultation facility. THI continuously
state-of-the-art technology and modern expertise, is committed strives to innovate and expand its resources for maximum utilization,
to provide comprehensive Nephro-Urological and allied medical where it is required to ensure both quality and integrity to meet the
treatment under one roof; it enjoys an impeccable image in the patients’ expectations.
healthcare sector famous for the cure of kidney related diseases.
This Institute runs a 100-bed modern hospital extending Rapid

Emergency, In-Patient Department, Consultant Clinics/OPD,
Clinical Laboratory, Pharmacy, High-Tech Operation theaters
equipped with the latest equipment like Flexible Ureterorenoscope,
3D Laparoscopic, 140-watt Laser, and 4K Camera technology.
The unmatched quality services of TKI has been certified by the
International Organization for Standardization (ISO) and accredited
by the College of Physicians and Surgeons Pakistan. TKI, being
more than a hospital, gains excellence in surgical researches and
has developed itself into a staggering educational Institute. To
facilitate patients’ access to our exquisite healthcare services, TKI
has set-up a Diagnostic & Consultation Centre in DHA Karachi and to
spread its services to the patients across Sindh, it also has opened
a standalone Outreach Center in Hyderabad city, which has received
overwhelmed response since its inauguration.
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COMPANY
INFORMATION
Board of Directors Board Committees
Muhammad Yunus Tabba AUDIT COMMITTEE
Chairman
Manzoor Ahmed
Muhammad Ali Tabba Chairman
Muhammad Sohail Tabba
Jawed Yunus Tabba
Jawed Yunus Tabba
Mariam Tabba Khan
Mariam Tabba Khan
Manzoor Ahmed
Mohammad Javed Iqbal
HUMAN RESOURCE AND
Management Team REMUNERATION COMMITTEE
Muhammad Ali Tabba Mohammad Javed Iqbal
Chief Executive Chairman
Noman Hasan Muhammad Ali Tabba

Executive Director Muhammad Sohail Tabba
Irfan Chawala Jawed Yunus Tabba
Director Finance & Chief Financial Officer Mariam Yabba Khan
Amin Ganny
Chief Operating Officer
BUDGET COMMITTEE
Adnan Ahmed Muhammad Sohail Tabba

Chairman
Chief Operating Officer, International Businesses
Murtaza Abbas Muhammad Ali Tabba

Chief Strategy Officer & Director Investment Jawed Yunus Tabba
Mariam Tabba Khan
Faisal Mahmood
SDGM Finance & Company Secretary
SUSTAINING OUR
40 VELOCITY
Bankers Shariah Advisor
M/s. Alhamd Shariah Advisory Services (Pvt). Ltd
Allied Bank Limited
Allied Bank Limited – Islamic Banking
Askari Bank Limited Registered Office
Askari Bank Limited – Islamic Banking Main Indus Highway, Pezu, District Lakki Marwat,
Bank Alfalah Limited – Islamic Banking Khyber Pakhtunkhwa, Pakistan
Bank AL-Habib Limited
Bank AL-Habib Limited – Islamic Banking
BankIslami Pakistan Limited Head Office
Citibank N.A. 6-A, Muhammad Ali Housing Society,
Dubai Islamic Bank Pakistan Limited A. Aziz Hashim Tabba Street,
Faysal Bank Limited – Islamic Banking Karachi – 75350
Habib Bank Limited
Habib Bank Limited – Islamic Banking UAN: (+92-21) 111-786-555
Habib Metropolitan Bank Limited Website: www.lucky-cement.com
Habib Metropolitan Bank Limited – Islamic Banking
Email: [email protected]
Industrial and Commercial Bank of China Limited
MCB Bank Limited
MCB Islamic Bank Limited Production Facilities
Meezan Bank Limited
1. Main Indus Highway, Pezu, District Lakki Marwat,
National Bank of Pakistan
Khyber Pakhtunkhwa, Pakistan
Standard Chartered Bank (Pakistan) Limited
2. 58 Kilometers on Main M9 Highway, Gadap Town,
United Bank Limited
Karachi, Pakistan
UBL Ameen Islamic Banking
Auditors Share Registrar

M/s. CDC Share Registrar Services Limited (CDCSRSL)
External Auditors CDC House, 99-B, Block-B, S.M.C.H.S
M/s. A.F. Ferguson & Co., Main Shahra-e-Faisal, Karachi, Pakistan
Chartered Accountants (Toll Free): 0800 23275
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ORGANOGRAM
CHIEF EXECUTIVE
CHIEF OPERATING DIRECTOR FINANCE &

EXECUTIVE DIRECTOR
OFFICER CHIEF FINANCIAL OFFICER
SUSTAINING OUR
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HR & REMUNERATION
COMMITTEE
BOARD OF DIRECTORS
BUDGET COMMITTEE
AUDIT COMMITTEE
CHIEF OPERATING OFFICER CHIEF STRATEGY OFFICER HEAD OF INTERNAL AUDIT

INTERNATIONAL BUSINESSES & DIRECTOR INVESTMENTS & COMPLIANCE
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OUR HUMAN
CAPITAL - EMPLOYEES
Total Headcount 2,515
4.17% 132
Employee Turnover No. of people hired this year
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5.45% 275
Head Office Female Ratio Head Office Headcount
Locations Head Office KP Pezu CMO Total
No. of trainings 72 56 45 51 224
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CEO’S MESSAGE
Dear Stakeholders,
I am pleased to report that Lucky Cement Limited concluded the financial year 2018-19 as yet another successful year of
operations. We continued to fulfill our promise and commitment to all our stakeholders by achieving significant growth in
exports, retaining our share in the domestic market, improving and expanding productivity. These achievements enabled us to
improve our competitiveness and create value for all the stakeholders. Lucky Cement Limited recorded a net profit after tax of
PKR 11.328 billion on consolidated basis in the fiscal year 2018-2019.
Despite the challenges being faced with domestic sales due to the macro-economic situation, the company has focused on
improving its efficiency to become a cost effective producer and putting a lot of effort in developing new export market in order
to divert the extra volume due to slow down in the domestic market. The new brownfield expansion at our plant in Pezu which will
come online in December, 2019, will help us to improve the overall efficiency and reducing operating cost. We are continually
investing in upgrades to ensure that we keep up the pace towards innovation and digitalization across the organization and we
are making significant progress in integrating these processes across broad spectrum of our business.
Lucky Cement remains committed towards value-creation for the society in which it operates and places great value on pro-
environment initiatives that helps reducing the carbon footprint. We have established our faith in continuous improvement and
excellence in the areas of industrial growth, community development as well as our operational framework.
Sales in the domestic market declined and the company sold 5.8 million tons during the fiscal year 2018-2019. Export volume
witnessed a very healthy growth of 60% to record 1.82 million tons in 2018-2019, compared to 1.13 million tons in 2017-2018.
We continue to maintain our position as a low cost producer through investment in technology and modernization throughout
the manufacturing process. Our debt-free financial position enables us to smartly invest in endeavors such as the greenfield
investment in a fully integrated plant in Samawah, Iraq that will produce 1.2 million tons of clinker/cement. The construction of
660 MW supercritical coal based power plant at Port Qasim is progressing as per schedule. KIA Lucky Motors Pakistan Limited,
which is a subsidiary company of Lucky Cement, successfully commissioned its state-of-the-art facility and commenced Pilot
Production and CKD operations at its plant located at Bin Qasim Industrial Park (BQIP). Lucky Cement has strategically aligned
all its business functions to facilitate sustainable growth.
I would like to thank all our shareholders and stakeholders for their continued support in the execution of our strategy to deliver
on growth and profitability, to strengthen our competitiveness and to secure the long term sustainability of our business.
Muhammad Ali Tabba

Chief Executive Officer
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AWARDS AND
ACCOLADES
SUSTAINING OUR
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MAP Corporate Excellence Award PSX Top 25 Companies Award for
Lucky Cement won the 34th Management Association 2017
of Pakistan’s (MAP) Corporate Excellence Award in the
Lucky Cement was awarded 3rd position in the Top 25
Cement Sector category for demonstrating excellence in
companies award by the Pakistan Stock Exchange. This
corporate management during the year 2018.The award
award was a recognition of the Company’s remarkable
affirms company’s adherence for having the best corporate
financial and managerial performance.
practices and governance in the Cement sector. The MAP
Corporate Excellence Awards seek to recognize and reward
the best managed companies in Pakistan, adjudged through Fire & Safety Award
a stringent evaluation process which not only takes into
account the dividend payout and financial performance but Lucky Cement won the 8th Fire & Safety Award organized by
also the company’s management practices, planning process The National Forum of Environment and Health (NFEH). The
and adherence with corporate governance principles. Award was a recognition of the Company’s contribution in the
field of Fire and Safety and its commitment towards modern
technology to control fire accidents.
Corporate Social Responsibility
Award Best Corporate Report Award
Lucky Cement Limited was awarded the 8th Corporate 2017
Social Responsibility Award in the category of “Sustainability
Initiative”. The award was organized by The Professionals Lucky Cement won third position in the Sugar and Cement
Network (TPN). The award was in recognition of Company’s category for the Best Corporate Report Awards 2017
commitment towards sustainable development and held by the joint committee of the Institute of Chartered
contribution towards protecting the overall environment for a Accountants of Pakistan (ICAP) and the Institute of Cost
greener Pakistan. and Management Accountants of Pakistan (ICMAP).
The objective of these Awards is to promote corporate
accountability and transparency through publication of
Environment Excellence Award timely, accurate, informative and well-presented annual
reports for shareholders, investors, regulators, employees
Lucky Cement received the Environment Excellence Award
and stakeholders.
2018 at an elaborate ceremony organized by National Forum
for Environment and Health (NFEH). The award was in
recognition of bringing innovation into Company’s operations
by making efforts to control carbon emissions into the
atmosphere and constant modernization through projects
like Waste Heat Recovery System, Use of alternative fuels
and advanced quality control to conserve the environment.
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POSITION WITHIN
THE VALUE CHAIN
Lucky Cement’s principal business activity is to produce and sell cement products. Manufacturing cement involves blending a
mixture of limestone and other minerals at a high temperature in kilns.
On the upstream part of value chain, raw material for cement manufacturing includes limestone, gypsum, clay etc. which are
mainly excavated from mines either directly by the Company or through contractors. Limestone is first excavated from the
mountains / quarries obtained on lease from the Minerals department, against which royalty is paid on a monthly basis. Coal
used as fuel in the process is one of the major cost ingredients, which is imported by Lucky Cement. The mining, grinding,
crushing and blending processes are strictly monitored by highly qualified specialists, to ensure that the best possible product
is manufactured for our valued customer.
Facilitating downstream along the value chain, Lucky Cement has its own logistics fleet operations, customized for inbound
and outbound goods as well as customer requirements and locations. We have an articulated fleet of prime movers, bulkers
and trailers. This diversified fleet is managed expertly by a team of highly qualified professionals to ensure the highest levels of
service and efficiency from plant to premises. Lucky Cement has dedicated warehouses near all key markets which brings us a
step closer towards our valued customers. The quick delivery of cement through warehouses and the prompt services provided
by the logistics fleet keep us ahead of the competition.
Value chain analysis has enabled Lucky Cement to identify its core competencies and to identify key stakeholders in the
process of the value creation as well as those along the upstream and downstream value chain. Moreover, this analysis
has helped Lucky Cement in identifying the activities which add value for its customers and also to evaluate its competitive
positioning in industry.
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FACTORS AFFECTING THE
EXTERNAL ENVIRONMENT
AND ORGANISATIONS’
RESPONSE
PESTLE Analysis
Factors Description Organizational Response

The management of Lucky Cement Limited (LCL) keeps a close eye on the
political developments and government’s regulatory policies that may affect
Political instability and the Company.
turmoil impacts the
organization negatively. Timely adjustments are made in the organizational processes and policies in
response to actual or anticipated changes in Government policies.
Political Abrupt changes in
Government’s macro- Management of sales-mix with respect to local sales v/s exports to efficiently
economic policies also utilize production capacities in response to reduction in sales volume in local
adversely impact the market.
Company’s business.
Issues relating to the Cement Industry are dealt with through the forum of
APCMA.
Management continues to identify new markets for its products, both locally
Devaluation of currency,
and internationally.
increasing interest rates
and higher inflation leads
Because of availability of enhanced production capacity, Lucky Cement has
to greater input costs and
started exporting clinker.
reduced margins.
Economic Company constantly strives to bring efficiencies in its manufacturing process
In times of reduced
and energy mix, which supports in mitigating adverse effect of increase in
Government’s spending
production cost.
and lower economic
growth, construction
Cost reduction initiatives to control production and non-production related
activities slow-down.
fixed costs.
Focus on Corporate Social As a socially responsible corporate entity, Lucky Cement strives hard to
Responsibility, develop the communities in which it operates.
Donations, development
of communities and It donates generously to various social and charitable causes including
Social Scholarships. health, education and social sectors.
Investment in health It also provides funding to various hospitals and welfare organizations
Sector. including Aziz Tabba Foundation, Tabba Heart and Tabba Kidney Institutes.
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Factors Description Organizational Response
To continue its legacy of being unparalleled leaders of the cement industry,

Lucky Cement has always given priority to latest technological developments.
Risk of technological
In addition to the new Line being installed at its Pezu Plant, Lucky Cement
obsolescence.
has installed state of the art Vertical Cement Mills at its Pezu and Karachi
Technological Plants during the year thus increasing production efficiency.
Technological innovation
by competitors
Continuous investment in key technological software (e.g SAP S/4 HANA) to
achieve operational excellence.
LCL has a dedicated team of professionals which ensures that all its
processes comply with the applicable regulatory requirements.
LCL became Pakistan’s first ever Shariah Compliant Company as per Shariah
Governance Regulations, 2018.
Compliance with the
L egal applicable legal and
LCL is one of the top contributors to national exchequer in terms of Corporate
regulatory requirements
Tax.
Company benchmarks itself with the best in corporate Pakistan by

participating in various award programs, for e.g. PSX Top 25 awards, MAP
Corporate Excellence Awards and Best Corporate Report Awards.
The Company takes various steps to protect the environment including

compliance with applicable environmental standards.
Environmental Footprint,
The company has installed bag filters and monitors dust, particulate matter
Recycling, Climatic
and other emissions to ensure that they remain below the respective limits
Conditions
E nvironmental Global warming, Natural specified in the NEQS.
disasters etc.
The Company puts water conservation at the core of its operational practices.
Investment in Waste Heat Recovery system so as to minimize Company’s

impact on the environment due to its operations.
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SIGNIFICANT CHANGES AND
DEVELOPMENTS FROM
PRIOR YEARS
While, during the year on one hand the Company faced significant increase in coal and other fuel prices because of significant
devaluation of local currency affecting the cost of production, the overall industry volume for local sales also remained under
pressure, which negatively impacted the Company’s profit margins. The following significant changes and developments took
place during the year:
• While the Company managed to retain its market share in local sales, it increased its market share for exports. During the
year, the Company exported 812,098 tons of clinker as compared to 101,390 tons in 2017-18
• Company installed two state-of-the-art Vertical Cement mills at its manufacturing site at PEZU to further increase its
production efficiency.
• The brownfield expansion by 2.6 MTPA at Pezu Plant is progressing as per target and the new line is expected to achieve
commercial operations in the second quarter of the financial year 2019-20.
• KIA-Lucky Motors Pakistan Limited, which is a subsidiary company of Lucky Cement, successfully completed commissioning
of the equipment and Pilot Production and recently commenced CKD operations at its plant located at Bin Qasim Industrial
Park, Port Qasim, Karachi.
COMPOSITION OF LOCAL VS
IMPORTED PRODUCTS AND
SENSITIVITY ANALYSIS
The Company produces cement through various local and Raw Material – 4.8%
imported inputs. The major cost of input for production of
Packing Material – 10.2%
cement is imported coal. The imported material used for the
production of Cement and Clinker represents 49.2% of the
Stores & Spares – 4.5%
composition.
Fixed Cost & Over Heads – 13.8%
A fluctuation in coal price of PKR 100 per ton affects the cost
of production by PKR 15 per ton. Accordingly, cost of Sales
of the Company may increase / decrease by 1.5% and 3.0%
in case of such foreign currency fluctuation by 10% and 20%, Other Fuel & Power – 17.5%
respectively.
The company is moderately sensitive to the foreign currency

fluctuations. The management constantly monitors the Imported Coal – 49.2%
international coal prices and exchange rates and takes
necessary and timely steps to mitigate such impacts.
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SWOT ANALYSIS
Lucky Cement Limited has been growing Weakness

with the prime objective of maximizing value
• Although Lucky Cement is one of the largest cement producer
for all the stakeholders. The company uses and exporter of Pakistan, it has limited presence in certain
it strengths to capitalize on opportunities, markets. However, with the ongoing mega infrastructure
development projects under CPEC, Government’s planned
overcome its weaknesses and avert threats. initiative of providing 5 million low-cost houses and the planned
Keeping this in perspective, our pursuits construction of dams, the Company’s existing plant in KPK
province has become strategically located on the ‘western
consist of diverse strategies having external route’ which will exceptionally improve its accessibility to the
and internal origins. province of Punjab and Gilgit Baltistan in the foreseeable short
to medium term future.
The goal of Board of Directors is to minimize

all risks and to take advantage of potential
opportunities in order to systematically
and sustainably improve the value of the Opportunity
company for all stakeholders. • Pakistan has a very low per Capita consumption of cement as
compared to its neighboring countries and therefore significant
growth opportunities are available for the company.
• The positive demographic trends like growing population,
increasing urbanization and rising income levels are the key
Strength demand drivers.
• The launch of China–Pakistan Economic Corridor initiative
• Lucky Cement, a part of YBG, is one of the largest cement
presents a great opportunity for long-term growth of the
producers and exporters in Pakistan.
industry.
• The company is the lowest cost producer in the industry, which
• Furthermore, with the anticipated Government and Private
gives strength to the overall performance and profitability of the
Sector’s spending on infrastructure development; construction
Company.
of highways, dams, energy projects and low-cost housing
• It is the first ever Shariah Compliant Company of Pakistan schemes, the local demand of cement is likely to increase in
certified by the SECP. medium to long-term.
• The strategic plant locations across the country, gives the • Favorable market dynamics, devaluation of PKR v/s USD are
company access to a nationwide market and mitigates likely to increase the global and regional demand of cement
exposure to any localized risks. from Pakistan.
• The company has an extensive dealership network of more
than 200 dealers and distributors.
• Lucky Cement owns a fleet of Bulkers & Trailers, which gives
added advantage in terms of logistics and efficient deliveries
to all types of customers spread across the length and Threat
breadth of the Country. The company’s smart logistic setup
• Growing pressure on prices due to rising input costs on
and management enables it to effectively cater to both the
account of increase in coal and other fuel prices coupled with
international as well as the domestic markets.
devaluation of PKR versus other foreign currencies will continue
• The only Cement Company in Pakistan, which has silos at the to put pressure on the growth of local sales volumes in the
Port, thus, is able to export loose cement. short-term. However, growing export demand on the back of
• The diverse human capital of highly skilled professionals lead favorable market dynamics and PKR devaluation is expected to
by a young and dynamic CEO, Mr. Muhammad Ali Tabba. substitute such slow-down in growth of local sales with growing
export volumes, thereby mitigating such risk.
• The company has also successfully demonstrated that it is an
environmentally responsible organization by launching eco-
friendly projects such as Waste Heat Recovery and alternate • Threat of new entrants in the industry may put some pressure
fuels. The carbon emissions by Lucky Cement Limited are well on the Company, however being the pioneer of Cement
below the country’s regulatory limits. Industry LCL has a huge social and relationship capital which
significantly minimizes the threat.
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COMPETITIVE EDGE
Global Presence With the implementation of SAP S/4 HANA, Lucky Cement
joined the group of selected few who are market leaders in
A strong presence in local and international markets is at their respective industries. Project ASPIRE is one of the first
the forefront of Lucky Cement’s business strategy. We are few SAP S/4 HANA projects in the world. From being the
the only Pakistani cement manufacturing company with leaders in the local market to standing shoulder to shoulder
manufacturing facilities outside Pakistan. Lucky’s Cement with global players, highlights how far the Company has
grinding plant in Basra, Iraq which has been operational gone in less than three decades.
since 2014, has expanded its grinding capacity by a further
0.871 MTPA and now has a total capacity of 1.742 MTPA. With S/4 HANA in its repertoire, Lucky Cement can function
The plant in DR Congo, which began construction in 2011, efficiently in the digital world. Business processes throughout
commenced its commercial operations in December 2016 the company are now seamlessly integrated into the system.
with capacity of 1.188 MTPA. In 2018, the Company also The Company undertakes various initiatives on a regular
announced Greenfield expansion in Samawah, Iraq for basis, including reviews by external consultants to ensure
clinker production of 1.2 MTPA. Furthermore, we have also that the SAP functionalities are configured on an optimal
achieved growth in our clientele base with the opening of a basis, so as to allow its users to derive maximum benefits.
regional office in Colombo, Sri Lanka.
SAP Enterprise System Energy Efficiency and Reduction

Lucky Cement has proven to be the market leader in the
of CO2
industry with implementation of SAP S/4 HANA. Phase 1 of We can be considered the pioneer of energy conservation
Project ASPIRE has already been implemented throughout and use of alternate fuel in the cement industry of Pakistan.
the organization. By taking this giant step towards an Numerous initiatives have been taken to save energy, starting
IT- driven operational framework, the Company is avidly with fuel conversion of all our power generation units from
pursuing core-values, ‘innovation’ and ‘excellence’ to make furnace oil to natural gas. This was strategic in nature as it
this a huge success. not only reduced the Company’s carbon footprint but also
decreased the cost of energy generation. CO2 emissions
were further reduced through the introduction of Waste Heat
Recovery (WHR) systems. The WHR system utilizes all the
excess heat (which was previously being released in the
atmosphere) from the production lines and power generators
to generate electricity. We have set up two WHR plants at
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Karachi having a cumulative generation capacity of 20.5 MW
and three WHR plants at Pezu having a cumulative generation
Smart Logistics Set-Up and
capacity of 25.20 MW. Supply-Chain Management
We also introduced the use of alternate energy by With an enviable array of business partners in every domain,
supplementing our manufacturing line with Tyre Derived Fuel our fully integrated supply chain is a key source of competitive
(TDF) in 2011. Lucky Cement also has the capacity to utilize advantage for its business. This advantage is maximized
rice husk, bagasse and other biomass through its Refused via the Company’s logistics fleet operations, customized
Derived Fuel (RDF) system for alternative fuels. These for inbound and outbound goods as well as customer
initiatives have the capacity to curb fossil fuel cost besides requirements and locations.
drastically curtailing the carbon emissions.
We have an articulated prime mover fleet of one hundred and
twelve (112) prime movers, seventy-one (71) bulkers and
Export Terminal at Karachi Port for seventy-four (74) trailers. This fleet is managed expertly by a
Loose Cement team of highly qualified professionals to ensure the highest
levels of service and efficiency from plant to premises, thus
We are the first and only cement company to own a state- keeping us ahead of the competition. A well-synchronized
of-the-art export terminal at Karachi Port. These cement logistics’ system does not only strengthen the overall
silos have the capacity to store 24,000 tons of cement. capabilities of the Company, but is also a source of immense
The Company also operates a fleet of specially designed cost advantage in this highly competitive industry. The
cement bulkers that carry loose cement from Karachi Plant Company’s integrated sales structure offers superior quality
to the terminal. These bulkers are equipped with a unique cement within the shortest possible lead-time. The seamless
compression system and are capable of carrying varying management of all product delivery solutions is thanks to
quantities of cement. a dedicated team. Regardless of the needs of the market,
Lucky Cement remains a step ahead of the competition.
The induction of 45 new Hino FM8J prime movers and 20
Advanced Quality Control tipping trailers in Karachi Logistics is a clear indication of
the significance which the Company attaches to its logistics
Our highly advanced quality control systems guarantee
system. The service levels achieved by dedicated logistics
product dependability, quality, and customer satisfaction.
solution available previously at the Karachi Plant, have now
We focus on manufacturing premium quality cement through
encouraged the company to replicate this integrated product
highly advanced quality control systems equipped with the
delivery solution at the Pezu Plant also where 19 new Hino
latest technology including DCS, PLCs and X-Ray analyzers.
FM8J prime movers have recently been added. With a special
focus on environmental considerations vehicle emissions are
Economies of Scale regularly tested and monitored using GPS tracking systems.
Furthermore, the Company emphasizes on lead-time and
The benefits of utilizing state-of-the-art technology and latest road safety, therefore all vehicles are monitored using
infrastructure accrue in the form of lower costs of production. GPS tracking systems. Finally, an unremitting dedication
Our operational process cost is constantly reviewed to to trainings at all levels supports the pursuit of continuous
reduce the same on a sustainable basis and bring in further improvement.
efficiencies by process improvements.
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BRAND EQUITY
Our brand is a testament to Our strategically located plants at the country’s Southern
business hub and in the rugged Northern Mountains give us
excellence. With advanced an edge over competition. This combination has facilitated
a strong nationwide network, through which we effectively
technology, cutting-edge cater to the needs of our consumers.
logistics, sustainable processes
Our strong foothold in the local market strengthens us to
and energetic teams, we are explore new horizons globally. Be it export, production
privileged to have earned our processes, advertising or brand equity, we continue to raise
the industry bar.
customers’ trust.
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Leading the way for Sustainable largest housing schemes projects. Furthermore, contribution
towards some of country’s leading development projects
Development in Pakistan including the construction of the Dams is another feather in
our cap.
Lucky Cement Limited is the largest contributor towards the
Socio-Economic Development of the country. May it be the Our strong reputation in the government and private sector
construction of a small scale housing project or building up has also made us the first choice for the Chinese infrastructure
of the largest water reservoirs, Lucky Cement Limited has development projects under the China Pakistan Economic
always been the most preferred choice. Corridor (CPEC) initiative.
We are proud partners of Pakistan’s leading public and Our efficient distribution network, timely deliveries, excellent
private sector institutions. We are privileged to play a vital customer support and continued supply of premium quality
role in the socio-economic development of the country by cement has helped us in achieveing all these milestones.
supporting prominent strategic state led institutions.
By playing an active role in the nation building, we at Lucky
We are also catering to the ever increasing housing needs of Cement are determined to continue facilitating our partners
the country by contributing in the development of some of the to build a better tomorrow.
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RISK AND
OPPORTUNITIES
Challenges are the pathway to progress. We believe in taking
risks to create limitless opportunities for our stakeholders.
KEY RISKS AND
OPPORTUNITIES
Understanding Our Risks to Create and Harness Opportunities
Lucky Cement Limited launched the Lean Enterprise Risk Management framework in 2014 as an on-going process embedded
across the organization. Understanding and proactively managing our material issues and principal risks is vital. This is because
they have the greatest potential to impact our ability to create and sustain value, which can influence our ability to remain viable
over time.
The uncertainties and risks that may influence the achievement of our corporate goals and objectives are managed while
opportunities are tapped into. Due to their critical importance, our material issues and principal risks are integrated into our
business planning processes and monitored on a regular basis by our Board of Directors. Strategic, Commercial, Operational,
Financial and Compliance risks are ranked based on their impact on Lucky Cement Limited and probability of occurrence.
Upon identification of risks, mitigating strategies and action plans are developed, implemented and monitored.
In this section, we outline how our material issues and principal risks are identified, managed and reported.
STRATEGIC RISKS
Risk Area of Source of Mitigating Risk
Impact Risk
Change In Competitive Financial External Lucky Cement encourages competition in the industry as it also creates pressure for it to be
Scenario Capital efficient and competitive in the market to capture more market share and at the same time
Threat of local and foreign players be a profitable company for the shareholders to get good return on their investment. The
causing a change in market company does not have any significant threat from any change of market dynamics due to
dynamics the fact that the company is the lowest cost producer and has strategic plant locations. The
company’s expansion plans are in line with market’s growth expectations and future plans
Assessment: with regards to maintaining or rather increasing its market share.
Likelihood: High
Impact: Low
Risk Of Inconsistent/Arbitrary Financial External Advocacy through different forums, like APCMA, Pakistan Business Council etc. to timely
Changes In Government Capital apprise the relevant Government departments and Regulators of all issues that may have
Policies an adverse impact on the Industry or competitive environment.
Adverse impact on Company’s
earnings due to changes in Management regularly monitors the changing regulatory and competitive environment and
Government policies with respect assesses the impact of any change in Government policy, so as to take timely action.
to taxation measures, Gas tariff
and Regulatory matters.
Assessment:
Likelihood: High
Impact: Medium
Risk To Exports And Decline In Financial External The company continues to identify and develop new markets for its cement and clinker.
Global Cement Prices Capital
Anti-dumping duties being With the improved USD/PKR parity, the Company is better able to compete with different
imposed on Pakistani cement regional cement manufacturers.
manufacturers.
Falling exports to Afghanistan,

due to competition from low-
priced Iranian cement, NATO’s
exit and political instability in the
country.
Imposition of 200% duty by India

on imports from Pakistan.
Increasing competition and

capacity building of local
production in our export markets.
Assessment:
Likelihood: Low
Impact: Medium
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OPERATIONAL RISKS
Type of Risks Area of Source of Mitigating Action
Impact Risk
Rising cost of Coal / Fuel / Gas Financial External Our trade team observes coal prices in international market very closely and orders either
Increase in imported coal & Capital are placed in advance or managed keeping in view the expected pricing patterns.
furnace oil price and gas tariff
resulting in higher cost of TDF and RDF processes are in place, which support in reducing our dependence on coal,
production. if there is an increase in coal prices in the international market.
Assessment: Impact of gas tariff hike and other fuel price increases in international market are mitigated
Likelihood: High by the cost reduction initiatives taken by the company.
Impact: High
Gas Supply Shortfall Natural External Power plants at both the sites are dual fired and sufficient amount of alternative fuel is
Fluctuation / interruption in gas Capital maintained for use in case of any shortage.
supply at production sites due to
curtailment, gas reserve depletion On the other hand, the Company has also installed additional Waste Heat Recovery units to
or revision in gas allocation policy. further reduce its energy requirements.
Assessment:
Likelihood: High
Impact: Medium
Technology Obsolescence Intellectual/ External Major investments are made regularly to continuously improve product quality and process
Technological shift rendering the Manufactured efficiency. Addition of Vertical Grinding Mills to produce finer quality of cement is one such
Company’s production process Capital example. The company has always led by bringing innovative technologies to its processes.
inefficient
Assessment:
Likelihood: Medium
Impact: High
Maintenance Risk Manufactured Internal Effective technical monitoring programs with regards to preventive maintenance are in
Possibility of production loss due Capital place to ensure maximum plant efficiency and capacity utilization.
to capacity or breakdown factor.
Assessment:
Likelihood: Low
Impact: Medium
Employee Retention and Human Internal Efforts are made to ensure growth and well-being of employees. As we greatly value our
Succession Planning Capital human capital; various programs are in place to identify and develop high potential teams.
It is critical for the company to Initiatives are taken to increase workplace diversity, resulting in a more effective workforce.
attract, develop,
and retain the right talent to Strategy on succession planning is in place to support the management in assessing
accomplish the company’s employee performance for future growth and identify potential placements.
objectives. Succession planning
is needed to ensure that the
company has sustainable
operations.
Assessment:
Likelihood: Medium
Impact: Low
Information System Risk Financial Internal / Information is transmitted through secure connections and firewalls are in place to prevent
Loss of confidential information Capital External malicious activities.
due to data theft
Appropriate data back-up mechanism is in place. Moreover, alternative data processing
IT Systems becoming unavailable sites are also available.
because of System/Network
failure, cyber-attacks etc. Periodic systems audit is performed to identify any weaknesses / non-compliances and any
Assessment: areas for further improvements. Moreover, periodic log reviews further ensure that system
related controls are in place and working effectively.
Likelihood: Low
Impact: Medium
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FINANCIAL RISKS
Impact Risk
Credit Risk Financial External Lucky Cement extends credit only to Government institutions or against appropriate security
Risk of default by Company’s Capital and the risk is managed through established limits. Credits are selectively given considering
customers to discharge their the business potential and risk appetite of the Company. The Company regularly reviews
obligations and cause financial and monitors the credit position and credit worthiness of its customers. Such credit reflects
loss to the Company a fractional part of company’s sales.
Assessment:
Likelihood: Low
Impact: Low
Interest Rate Risk Financial External Economic indicators are carefully monitored on a regular basis and a diversified portfolio of
Risk of Return’s rate fluctuation Capital short term investment of funds in Islamic products is maintained.
affecting value of interest-bearing
assets
Assessment:
Likelihood: Medium
Impact: Low
Exchange Rate Risk Financial External Lucky Cement has a natural hedge against exchange rate risk due to its exports and imports
Exchange rate risk impacting Capital both in USD. In addition, the Company follows the policy of using a mix of foreign currencies
transactions in foreign currency (where possible) to maintain a portfolio to safeguard against any adverse potential short-
term foreign currency exposures.
Assessment:
Likelihood: High
Impact: Medium
COMPLIANCE RISKS
Impact Risk
Risk of litigation Social and External Significant litigation cases are handled through reputable law firms engaged by the company
Risk of having major legal cases Relationship which specialize in particular areas. Additionally, in house legal affairs team supports
initiated against the company Capital operations by effective SOPs and additional review steps for significant contractual and
regulatory obligations of the Company.
Assessment:
Likelihood: High
Impact: Medium
Environmental Risk Natural Internal Various environmental friendly projects such as Waste Heat Recovery units, Tyre Derived
Actual or potential threat of capital Fuel and Refuse Derived Fuel units are implemented, thus reducing environmental de-
adverse effects on environment generation. The company focuses on energy conservation, operational efficiencies and
arising out of the Company’s carbon footprint reduction.
activities.
Company’s effluent emissions are regularly monitored. Regular environmental audits are
Assessment: also performed.
Likelihood: Medium
Impact: Medium
Health & Safety Risk Social/Human Internal HS&E issues are addressed by focusing on safety measures such as conducting
Personal health and safety risks at Capital appropriate trainings, use of prescribed safety gadgets, equipment and safe practices.
operating sites There is a dedicated HSE function at both the plants. Periodic review of safety related
incidents and internal audits ensure process effectiveness.
Assessment:
Likelihood: Low
Impact: Low
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Opportunities
Opportunity Area of impact Key source of Opportunity Strategy to materialize
State-of the art technology for Manufactured The installation of new The company actively pursues investments in new and innovative
Production resulting in production Capital production lines, state-of- technologies so that it continues with its legacy of being the lowest-cost
efficiency and lower costs. the-art vertical cement mills, producer and a manufacturer of premium quality cement.
Waste heat recovery and
This will result not only in attracting TDF energy systems have
and retaining new customers increased the production
but will also increase value for capacity and plant efficiency.
stakeholders.
Growth of Cement Industry Manufactured/ The launch of China–Pakistan The Company is continuously investing in its production facilities to furnish
Relationship Economic Corridor initiative, the production/supply demand to materialize potential growth.
Capital Government’s initiative to
build multipurpose water
reservoirs / dams and
construction of low-cost
affordable houses for public
at large presents a great
opportunity for long term
growth of the industry
First Shariah Compliant Company. F i n a n c i a l Offering investors an avenue Being the first Shariah Compliant company of Pakistan, Lucky Cement
Capital to invest in Shariah Compliant continues to comply with the applicable Shariah Governance Regulations.
Leading the corporate sector in companies.
Pakistan to encourage compliance
with Shariah principles of doing
business.
Efficient work environment Human Capital Improved working conditions, The Company is relentlessly striving to improve its work environment by
personal and professional creating a positive work without excessive work pressure, continuous
development of employees. trainings for personal and professional development of employees.
Our Approach to Materiality The specific materiality thresholds are defined and approved
by the Board, and as part of the Company’s policy, the
Our material issues are those that matter most to our management discloses the transaction and events falling in
stakeholders and contribute to our business success. this materiality threshold to the Board of Directors. In addition
Assessing their importance provides a guide to strategically to it, the management of Lucky Cement is also responsible
manage the risks and opportunities they represent. In for apprising the board members with all unusual items or
addition to disclosure of all events/transactions required by events.
law, the management has adopted materiality approach for
effective communication with all stakeholders. To support our annual materiality assessment, we conduct
ongoing dialogue with our stakeholders, including suppliers,
For these reasons, we undertake an annual materiality consumers, regulators and nongovernmental organizations
assessment process. This involves looking beyond our own (NGOs). We also assess material issues based on their
footprint and considering all of the environmental, social, relevance to our strategic plans and objectives.
economic and financial topics that could affect – negatively or
positively – our ability to create value over the short, medium
and long term.
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KEY SOURCES OF
ESTIMATING UNCERTAINTY
The management and the Board of Directors of the company Taxation
draw estimates and judgements based on historical
Determining income tax provisions involves judgment on
experiences and other assumptions that affect reported
the tax treatment of certain transactions. In making these
amounts of assets, liabilities, revenues, expenses and
estimates for income taxes payable by the Company; the
related disclosure of contingencies, which as a result has a
management has considered recent Income tax laws and the
significant impact on the preparation of financial statements.
decisions of appellate authorities on certain cases issued in
These estimations however may vary with the actual results
the past. Deferred tax is recognized in full using the balance
of the company as the conditions may differ from the
sheet liability method on all temporary differences arising at
circumstances that were considered reasonable by the
the balance sheet date between tax base of the assets and
Management and the Board.
liabilities and their carrying amounts.
Key Estimates and Assumptions Staff Retirement Benefits

Concerning Future: The defined benefit obligations are based on actuarial
assumptions such as discount rate, expected rate of return
Estimating Useful Life of Fixed Assets on plan assets, expected rate of growth in salaries and
The Company has made certain estimations with respect expected average remaining working life of employees which
to residual value, depreciation / amortization methods are extensively detailed in notes 22.1 and 24.1 of standalone
and depreciable lives of assets as also disclosed in notes and consolidated financial statements, respectively.
4.3 and 4.4 of the standalone & 5.4 to 5.5 of consolidated
financial statements to determine the useful lives based Contingencies
on usage, maintenance, rate of technical and commercial
The management of the Company assesses contingencies
obsolescence. These useful lives are reviewed annually.
based on the availability of the latest information and
estimates such values for contingent assets and liabilities
Valuation of Current Assets which may differ on the occurrence / non-occurrence of the
The management has made estimation with respect to given uncertain future events.
provisions for slow moving, damaged and obsolete items
and their net realizable values as disclosed in notes 4.7 to 4.8 Application of Shariah Governance
of the standalone and note 5.8 to 5.9 of consolidated financial Regulations, 2018
statements respectively. With respect to recoverability of
Trade debts and other receivables, provisions are made and Lucky Cement is the first manufacturing Company in
deducted against such Trade debts and receivables based Pakistan to be awarded Shariah Compliant certificate by the
on management’s assessment of customer’s outstanding SECP under Shariah Governance Regulations, 2018. Lucky
balances and credit worthiness as disclosed in notes 4.9 and Cement intends to comply with all the requirements of such
5.10 of standalone and consolidated financial statements, Shariah Governance Regulations.
respectively.
Key Audit Matters
SECP has issued Auditors (Reporting Obligations)
Regulations, 2018 which specify the format of new audit
reports to be issued. The format of audit report as per the
Regulations is in line with the new Auditor Reporting Standard
issued by the IAASB, which requires the communication of
Key Audit Matters (KAMs) in the audit report.
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KAMs are those matters that, in the auditor’s judgement were Robust Assessment of Principal Risks
most significant in the audit of the financial statements. Such
As mentioned in the Directors’ Report, the Board of Directors
KAMs may include but are not limited to:
have carried out a detailed assessment of risks facing
the Company originating from various sources. For quick
• Significant audit risks (areas of risk of material
snapshot of various types of risks, please refer risk and
misstatement)
opportunities sections of our report. The Board of Directors
• Significant judgmental areas (accounting estimates with are satisfied with the Company’s risk management practices
high estimation uncertainty) and the mitigating strategies adopted to counter such risks.
• Significant events or transactions (with effects on the
financial statements) Debt Repayments
The Company faces no risk of default in payment of any
Accordingly, the independent auditor’s report on the financial obligation, as it has sufficient capacity of generating
statements for the year ended June 30, 2019 also includes cashflows.
the Key Audit Matters.
Capital Structure and Assessment of its

Determining Level of Risk Tolerance And
Adequacy
Establishing Risk Management Policies
The Company primarily manages its long- term investment
The Board of Directors of Lucky Cement is responsible for requirements and short-term working capital requirements
the risk management and determining the company’s level from its internally generated cash-flows and makes
of risk tolerance. In this regard, the Board has established adjustment to its capital structure in light with changes
and approved Risk Management Policy. The board regularly in economic conditions. Healthy cash flows and prudent
undertakes an overall review of business risks to ensure liquidity management aids the Company to achieve a current
that the management maintains a sound system of risk ratio of 1.42 which reflects its strong liquidity position. The
identification, risk management and related systemic and Company believes that it is maintaining an optimal capital
internal controls to safeguard assets, resources, reputation structure.
and interest of the Company and shareholders. In addition
to this the Board also reviews reports from various third
party service providers, auditors and consultants to remain
Business Rationale for Major Capital
updated on key operational and financial matters of the Expenditure
Company. We create value for our stakeholders by diversifying our
business and investing in our manufactured Capital. We
focus on optimizing our production infrastructure and adjust
our cost base. Our planned capital expenditure gives us
powerful operating leverage and expands our profitability
through diversified revenue and profit streams. Disciplined
management of working capital and capital expenditure
enhances the cash we generate which in turn is invested to
fuel growth in the business.
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STRATEGY AND
RESOURCE
ALLOCATION
The growth of our people lies in working towards an unified
goal with harmony. By creating an environment conducive
to diversity, growth and learning we are determined to offer
endless opportunities for our human capital.
UNDERSTANDING
OUR BUSINESS MODEL
Every element of our business model is unique to our Company and has a role to play in our future long-term success.
Following are the resources and relationships we depend on to create value
Human Capital Manufactured Capital Intellectual Capital
Our 2,507 people bring talent and strong As one of the largest producer and Our intellectual property includes our
capabilities relevant to all aspects of exporter of Cement in Pakistan, we have Enterprise Resource Planning (ERP) /
our business, from community and production facilities in Karachi and Pezu business process management software
customer relations to the innovative with state-of-the-art Vertical Cement SAP S/4 HANA, our fuel conversion and
thinking necessary to drive value growth Mill, WHR and TDF dual fuel resources, power generation facilities.
and efficiency. warehouses at different cities, and
export terminal at Karachi Port.
Financial Capital Social Capital Natural Capital

Our business activities require financial Our social ‘licence to operate’ is due Cement and Clinker production require
capital, which includes shareholders’ to our reputation and the trust of key coal, limestone, clay and gypsum, which
equity and reinvested cash. stakeholders. Our most valuable we seek to source responsibly and use
stakeholder relationships are with our efficiently.
investors, our community, employees,
customers, suppliers and partners as
well as government and regulators.
Our Business Model and Value Creation Process
Financial Mission and vision Financial
Governance
Manufactured Manufactured
Risks and Strategy and
Intellectual opportunities resource allocation Intellectual
Business model
Business
Inputs Outputs Overcomes
activities
Human Human
Performance Outlook
Social and relationship Social and relationship
Natural Natural
External environment
Value creation (preservation, diminution) over time
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STRATEGIC
OBJECTIVES
To support value creation for all of our stakeholders, Lucky Cement’s business is focused on the delivery of the following six
strategic priorities, which aim to increase upon sustainable growth and cost efficiency. Everyone at Lucky Cement has a role to
play in delivering these strategic priorities.
Strategies in place or intended to be implemented to achieve

S. No Strategic Objectives Plan
those strategic objectives
1 Growing local market share Embarking on a brownfield expansion plan at its Pezu plant for an additional Short term
line of 2.6 MTPA expected to come online by the end of 2019.
Our focus remains on designing
business strategies for the local
Opened new warehouses at various strategic locations to increase market
market that ensure holding and
reach.
increasing our market share. We
continue to reinforce our strength to
expand our share in the local market.
2 Increasing share in the international Achieved exports aggregating to USD 75.4 million by increasing business in Long term
market existing and new international markets.
We channel our resources and
The company has international production footprint. The Company’s Joint
energies towards development of
venture production facility in Basra, Iraq has been doubled to 1.742 MTPA.
new markets and territories with the
aim of being more accessible to the
The Company along with its Joint venture partner is pursuing Greenfield
global construction industry and also
clinker production facility in Samawah, Iraq of 1.2 MTPA which is expected to
to earn more foreign exchange for the
come online in 2020.
country.
The Company’s Joint venture fully integrated cement manufacturing facility in

Democratic Republic of Congo has a production capacity of 1.18 MTPA.
3 Efficiency Installation of new Vertical Cement Mills at Karachi and Pezu plants. Short term
We strive to continuously improve
Optimal utilization of all resources to efficiently meet the capacity requirements.
efficiency and to bring down our
energy consumption and costs
by optimally utilizing all available
resources.
4 Diversification ICI Pakistan Limited, which is subsidiary of Lucky Cement is on a growth path Long Term
by increasing its product portfolio.
We endeavor to enhance
stakeholders’ value by diversification
Kia Lucky Motors Pakistan Limited, which is subsidiary of Lucky Cement has
and making investments in such
started commercial operations.
projects which maximize the returns
for all stakeholders.
Lucky Electric Power Company is setting up a 660 MW coal fired power project
which is expected to come online in March 2021.
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Strategies in place or intended to be implemented to achieve
S. No Strategic Objectives Plan
those strategic objectives
5 Sustainable Development The Company is continuously taking steps to reduce emissions by installing Long term
Dual Fuel Conversion projects. The effective execution of this venture has
(In terms of environmental and social
allowed Lucky Cement to decrease emissions of CO2 by 29,000 metric tons
responsibility)
per annum. Further, the Company has also adopted green technology for
power generation by installing WHR.
We endeavor to give back to the
communities that we operate in
Company complies with all relevant National Environmental Quality
and also to the society at large by
Standards. Contributes generously towards the well-being of communities in
efficiently using natural resources.
and around the geography of its operations.
We aim to deliver high quality
goods at competitive prices while
As a responsible corporate citizen, ensures that all social and environmental
progressively reducing ecological
dimensions are considered while developing strategies, policies, practices
impacts.
and procedures.
6 HR Excellence The Company has put in place processes to develop and groom Long term
professionals at various levels. The Company is an equal opportunity
Developing our people is important
employer.
to us. Human capital is an asset
and plays an important role in our
Our systems are designed to ensure transparency and fairness at all levels
success. Our Core Values, Code of
by clearly defining KPIs for each position in alignment with Company’s vision
Conduct and HR policies provide
and core values.
an outline which serves as a guiding
force for the whole organization.
The Company conducts anonymous Climatic Survey to get employee
feedback, which helps in continuous improvement. Employees are
encouraged to expand their skillset through job rotation.
Resource Allocation Plans to distribution of dividend to shareholders for PKR 2.57 billion
and payment of income tax amounting to PKR 1.62 billion.
Implement the Strategy and
The available surplus liquidity is being effectively channelized
Financial Capital Structure into planned investment projects to further enhance
shareholder value.
To achieve our objectives, the management strategically
strives to enhance stakeholders’ value and carefully sets
up strategies and plans. To achieve its strategic objectives, Human Resource Development
the Company deploys various resources at its disposal in a Talented people are at the heart of our efficiency driven
planned manner. culture, therefore, we actively recognize their abilities and
provide wholesome and continuous opportunities for learning
Capital Structure And Financial Position and growth.
The Company’s ability of generating sufficient liquidity is
We have set clear goals and KPIs (key performance indicators)
its biggest strength. This provides the management with
for our Teams which in turn generates a clear focus towards
flexibility to fund business expansion, invest in cost saving
building a result- driven organization. Our talent management
initiatives and diversified businesses. There is no significant
systems encourage honest and frequent feedback to provide
change in our capital structure and financing strategies.
our employees with a holistic assessment of their behaviors
and its impact, thus ensuring that as teams, we harness
Cash Flow Strategy the best out of our employees and proactively manage
Lucky Cement has an effective Cash Flow Management performance.
System in place whereby cash inflows and outflows are
projected and monitored on a regular basis. Working capital We are proud of the empowerment culture at Lucky Cement,
requirements are managed mainly through internal cash which gives our team both the responsibility as well as
generation. accountability to be the best that they can be.
During the year under review, an amount of PKR 16.64 billion Liquidity Management
was generated from operations of the Company which was
mainly allocated towards capital expenditure amounting to As stated above the Company has sufficient internally
PKR 19.68 billion, long term investments of PKR 9.33 billion, generated liquidity available to discharge all its obligations.
The Company has prudent strategies in place to manage its
liquidity.
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Key Performance Indicators To Measure The Achievement
Against Strategic Objectives
We measure the progress towards achievement of Company’s strategic objectives with these Key Performance Indicators. The
management regularly analyzes these indicators to better gauge the Company’s performance against predefined benchmarks.
Strategic Objective Area of Impact KPIs monitored Future Relevance

• Sales Volume
Growing local market share Financial Capital
• Market share indexing
• Development of new export markets

Increasing share in the
Financial Capital • Sales volume in traditional export
international market
markets
Manufactured Capital, Intellectual • Production efficiency and activity

Efficiency
Capital ratios The KPIs will continue
• Investment portfolio to remain relevant in the
Diversification Financial Capital
• Return on equity future
• Water and energy conservation

Sustainable Development Natural Capital • Continuous support for community
development
• Climatic Surveys
HR Excellence Human Capital • Employee engagement
• Retention ratios
Significant Plans and Decisions the assets, liabilities and obligations of LHL relating
to its underlying investment in ICI. Under the Scheme,
A snapshot of Company’s significant decisions over the
the share of LHL shareholders in LHL Demerged
years is presented in the section “Road to success”. The
Undertakings proportionate to their respective
Significant plans and decisions which the Company has
shareholding in LHL has been amalgamated with and
implemented or announced during the year ended June 30,
into their respective wholly owned subsidiary companies
2019 are as follows:
and their proportionate shares in LHL to that extent have
been cancelled.
• Completed installation of new Vertical Cement Mills at
Karachi and Pezu Plants.
• Brownfield expansion of 2.6 MTPA at Pezu Plant is Significant Plans and Decisions
progressing as per target.
• Greenfield expansion for clinker production of 1.2 MTPA
such as Corporate Restructuring,
in Samawah, Iraq is progressing as per schedule. Business Expansion and
• Additional equity investment in its 100% owned subsidiary
company, LCL Holdings Limited amounting to PKR 10.6 Discontinuation of Operations
billion for onward investment in Lucky Electric Power
The Company does not intend to initiate any plans of
Company Limited (LEPCL). LEPCL achieved financial
corporate restructuring. The Company’s plans for expansion
close of the project on June 25, 2018 after fulfilling all the
have already been announced and an update on their
necessary conditions.
progress has been reported in the Directors’ Report. The
• Additional equity investment in KIA Lucky Motors Limited
Company does not have any plans for further expansion
(KLM) amounting to PKR 10 billion. KLM has started
or discontinuation of any operations, other than the ones
commercial operations in the month of June, 2019.
already mentioned in the Directors’ Report.
• During the year ended June 30 , 2019 a restructuring
of Lucky Holdings Limited (LHL) had been proposed
through a scheme of Arrangement. The Sindh High Significant Changes in Objectives
Court vide its order dated April 11, 2019 sanctioned the
scheme effective from start of business on July 1, 2018. and Strategies
The Scheme, amongst other arrangements, determines
There were no significant changes in objectives and / or
LHL Demerged Undertaking as primarily comprising
strategies from prior years.
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HR EXCELLENCE
Creating an inspiring workplace for our Human Capital
Our commitment to organizational success and Human Resources development allows us to attract talent beyond physical
boundaries. We take pride in attracting, developing and retaining talented individuals who bring out the best and dedicate
themselves to upholding our business ideals and values.
Today, we stand tall in the industry owing to invaluable contributions of our human capital. We at Lucky Cement understand
that it is an investment in one’s employees that will ultimately result in a stronger and more effective workforce, which will keep
propelling us on our journey of growth, expansion and diversification.
Hiring & Retaining Talent Performance Management

We are committed to developing and sustaining our talent Our Performance Management & Recognition system is
pipeline by attracting and retaining the most competent designed to make business performance central to what
people. This is a key success factor in Lucky Cement’s we do, and encourage effective leadership and strategy
outstanding results. Building on our approach to leadership deployment by focusing on performance delivery, building
development, the focus is on developing our managers to capability within our leaders, and accountability across the
motivate team members to create a High-Performance Company.
Culture that leads to game-changing business results.
The fundamental goal of performance management at Lucky
We strongly believe that human capital is one of our most Cement is to develop a habit of continuous improvement. Our
valuable and essential assets. We attract top talent at all performance management system is designed to align the
levels to continue the legacy of being the leaders in the performance of our human resources with the organizational
cement industry. We provide our top talent with challenging goals, where the employees and their supervisors focus on
opportunities, so that they are motivated and engaged. individual and team goals. Through regular dialog, review
Different initiatives within the Organization including and candid feedback, our aim is to achieve better business
differentiated pay ensure that top performers are being results and reward our employees for their good work.
recognized and rewarded.
Our systems are designed to ensure transparency and
We have internal processes to identify high potential fairness at all levels. All management positions have clear
employees and the Company further grooms them by and specified goals, which ensure that chances of bias
providing different trainings and projects that focus on and prejudice diminish. We believe in rewarding employees
developing their skillset. This helps the employees cement whose performance and behavior align with the Company’s
their existing skills while learning new ones during their vision and core values.
growth within the organization.
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Climatic Survey Salary Survey
At Lucky Cement, we gauge our working environment based Salary surveys help us in aligning our remuneration packages
on a holistic approach and as for the best practices in with the industry and offering market competitive salaries
the industry, we keep a track of our Company’s culture by while maintaining internal equity of the organization. At Lucky
conducting the Climatic Survey each year. Cement, we have participated in multiple salary surveys
which has helped us to understand market dynamics better.
The Climatic Survey’s aim is to get candid and honest
employee feedback, which helps in continuous improvement.
The results offer perspective to identify Company-wide
Job Rotation
strengths, weaknesses and opportunities. The key focus of job rotation is to enrich both the organization
as well as the individual through enhanced learning and
The Board evaluates the survey findings and then they trickle exposure. It assists us in strengthening the existing talent
down to the departments for different initiatives to improve within the organization and also increases employee’s
the working environment at Lucky Cement. interest level and motivation.
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Our employees are able to expand their skillset by enhanced
learning that in turn exposes them to new challenges within
Talent Development
the organization and augments their career development. We Numerous soft skill workshops have been conducted across
encourage job rotation at all levels. HR facilitates employees all locations to help employees’ hone their skills. The aim
through a systematic process which allows them to transfer of these workshops is to cover needs that were identified
to the department of their choice as and when a suitable through Learning Needs Assessment (LNA).
vacancy arises.
Through a comprehensive strategic approach, we conducted
Employee Engagement targeted workshops for specific departments to help
them achieve their personal and professional goals via a
At Lucky Cement, continuous effort and hard work are combination of technical and soft skills trainings.
valued, complimented by strengthening our team relations
through employee engagement. The aim is to bring together On the other hand, we also believe in giving our employees
the entire Company working towards a common vision and exposure to different aspects of latest happenings and
help keep employees of all levels connected, engaged and concepts through Learning Cafes in which industry experts
motivated. These activities also promote team building and a are invited to share their knowledge and experiences, along
healthy interdepartmental interaction. with TED talk video sessions in which the employees are
exposed to advance personal development concepts and
During the year, we organized different activities such as Eid group discussion to help them apply those concepts in their
Milan gatherings, picnics for employees and their families daily lives.
etc. We have also recently started informal coffee sessions
for our mid-tier management with the senior management. We also have a weekly food for thought initiative in which
researched management tips by Harvard Business Review
are shared with the employees for introspection.
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Succession Planning
At Lucky Cement, succession planning involves grooming,
training and developing high potential employees to
become future business leaders. Succession planning helps
mitigate risk associated with turnover especially in the upper
management cadre and cultivates existing talent by matching
promising employees with future organizational needs. We at
Lucky Cement firmly believe in the growth of our employees
and continuously focus on the development of our existing
talent.
We have incorporated the 9-Box Performance & Potential

Matrix approach and identified the best talent available within
the Company. HR systematically identifies and develops
the talent for strategic positions by providing them the
opportunities and projects, which help sharpen their people
management & functional skills and broaden their horizons.
This strategy is increasing the availability of experienced and
capable employees who are prepared to assume senior roles
within the Company once the opportunity arises.
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GOVERNANCE
The aim of our leadership is to ensure transparency
and accountability in all of our practices. We strive
to conquer every challenge in the industry under the
mentorship of our management to sustain the position
of a market leader.
CHAIRMAN
MUHAMMAD YUNUS TABBA
Muhammad Yunus Tabba started his over fifty years long career with YBG as
one of its founding members and has seen it progress through manufacturing,
sales, management, marketing management and general management. With
his expertise and diversified experience, he has taken YBG to a level which is
appreciated by both local and international business communities. Muhammad
Yunus Tabba has also been awarded “Businessman of the year” by the Chambers
of Commerce several times during his awe-inspiring entrepreneurial career.
In recognition of his outstanding services rendered in the field of entrepreneurship

and public service, the President of Islamic Republic of Pakistan conferred upon
Mr. Yunus Tabba “Sitara-e-Imtiaz”, one of the highest awards government of
Pakistan bestows upon a civilian.
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CHIEF EXECUTIVE
Muhammad Ali Tabba

Mr. Muhammad Ali Tabba is the Chief Executive of Lucky Cement Limited. Lucky Cement Limited is one of the largest producers
and leading exporters of quality cement in Pakistan. Lucky Cement has also made cement manufacturing investments in
Democratic Republic of Congo and Iraq.
He also serves as the Chief Executive of Yunus Textile Mills Ltd (YTML), a state-of-the-art home textile mill and the largest
exporter of home textile products from Pakistan with subsidiaries in North America and France. Mr. Tabba also serves in the
capacity of Vice Chairman on the Board of ICI Pakistan Limited. ICI Pakistan Limited is the leading producer of Polyester, Soda
Ash, Chemicals, Life Sciences and Pharmaceutical products.
Mr. Tabba is also the Chairman of KIA Lucky Motors. The company has entered into a joint venture agreement with the South
Korean carmaker to manufacture, assemble, market, distribute, sell, offer after-sales service, import and export all types of Kia
motor vehicles, parts and accessories in Pakistan.
Mr. Tabba also serves in the role of Chairman Lucky Electric Power Company Limited. Lucky Electric Power Company is setting
up a 660MW supercritical coal power plant at Port Qasim, Karachi.
All of the above companies are sponsored by YBG, which is one of the largest export houses and business conglomerates in
Pakistan.
Mr. Tabba has also served as Chairman of Pakistan Business Council (PBC). PBC is a business policy advocacy platform
comprising of the largest private-sector businesses and conglomerates, including multinationals in Pakistan. Pakistan Business
Council aims to improve the general business environment of the country. He is the former chairman of All Pakistan Cement
Manufacturing Association (APCMA), a regulatory and apex body of the cement manufacturers in Pakistan. He has been
appointed by the Government of Pakistan to serve on the Board of Directors of Pakistan International Airlines Corporation
Limited.
Mr. Tabba has recently been appointed to the Council of Business Leaders. The body is constituted and headed by the Prime
Minister and is tasked with providing feedback on boosting exports, increasing investment, tariff and taxation policies.
In recognition of his outstanding services and contributions in the social development sector of Pakistan, World Economic
Forum (WEF) in 2010 bestowed the title of Young Global Leader (YGL) on Mr. Tabba. For his distinguished services rendered
in the field of entrepreneurship, public service and philanthropy; government of Pakistan in 2018 conferred upon Mr. Tabba
“Sitara-e-Imtiaz,” one of the highest awards government of Pakistan bestows upon a civilian.
Mr. Tabba is also the Vice Chairman of a not-for-Profit organization, Aziz Tabba Foundation. Aziz Tabba Foundation is the
philanthropic arm of Yunus Brother Group which is working extensively in the field of social welfare, education, healthcare and
housing. The Foundation runs two state-of-the-art hospitals in Karachi; 170 bed Tabba Heart Institute (THI) which is a dedicated
cardiac care hospital and 100 bed Tabba Kidney Institute (TKI), a specialized institution providing comprehensive treatment for
Nephro-Urological disorder.
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DIRECTORS’
PROFILE

Muhammad Sohail Tabba is Pakistan’s business mogul and philanthropist, owes his prosperity to a conglomerate of businesses
and export houses bearing the Yunus Brothers Group (YBG) brand name. Tabba’s proficient leadership in diverse sectors –
manufacturing, cement, energy, entertainment, real estate and philanthropy- spanning over almost three decades- has earned
laurels and accolades for his company and country.
Sohail Tabba is the CEO of Gadoon Textiles Mills Limited and Lucky Knits, Director of Yunus Textiles and Lucky Textile and
spearheading Pakistan‘s leading company YBG in the arenas of textiles globally. GTML, established in 1988 has flourished
under Sohail Tabba’s leadership. GTML has over 300,000 spindles today at the technologically advanced, environment friendly
plant. GTML, Lucky Knits, Yunus Textiles and Lucky Textiles are Pakistan’s leading vertically integrated manufacturing houses
providing employment opportunities to over 15,000 people.
Sohail Tabba was appointed as a Non Executive Director on the Board of ICI Pakistan in 2012 and since 2014 with his laudable
leadership he acquired the position of Chairperson ICIP. Tabba’s escalation further accelerated; he became the Chairperson of
NutriCo Morinaga (Pvt) Limited. In 2016 state-of-the-art Morinaga manufacturing facility was established in Pakistan as a joint
venture to produce infant formula.
Sohail Tabba’s vision enabled the manifestation of Lucky One Mall, which is the largest mall in South Asia. The magnificent
edifice, in the heart of Karachi provides shopping facilities and entertainment at Onederland, to children and people from all
walks of life.
Sohail Tabba is the Director of Lucky Cement and KIA Lucky Motors and CEO of Lucky Energy, Yunus Energy and several other
companies.
Driven to contribute to the community, Sohail Tabba became Founding Trustee of Childlife Foundation Pakistan in 2012. His
magnanimous contribution to the healthcare sector of Sindh is treating almost 2,000,000 annually through contemporary
children’s emergency rooms in 7 government hospitals. He is also the Director of Aziz Tabba Foundation that holds Tabba
Heart and Kidney Institutes besides several other welfare projects.
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Jawed Yunus Tabba
Mr. Jawed Tabba has a rich experience in the textile industry and is currently the Chief Executive of Lucky Textile Mills Limited.
His untiring efforts helped him acquire deep insight and expertise into export and manufacturing activities. He has been
instrumental in managing the textile concerns of the Yunus Brothers Group (YBG) and has transformed Lucky Textile Mills
Limited into one of the premier Textile Companies in Pakistan. Lucky Textile Mills Limited is among the top five home textile
exporters from Pakistan and it has been a story of rapid expansion and diversification in the textile industry under his leadership
and guidance. He is also the Vice Chairman of YBG.
He is on the Board of Lucky Cement Limited, ICI Pakistan Limited, Gadoon Textile Mills Limited and Kia Lucky Motors Pakistan
Limited. He is keenly involved in the formulation of vision, strategies & governance structures of these companies.
Mr. Jawed Yunus Tabba is also managing the Real Estate Project LuckyOne, which is the Largest Mall in Pakistan. Lucky one is
currently touted as a multi-faceted – first of its kind regional shopping mall which has revolutionized the shopping experience
in Pakistan.
Socially Mr. Jawed Yunus Tabba is extensively engaged in community welfare projects which include the Aziz Tabba Foundation
(ATF), which is working extensively in the field of social welfare, education, health and housing. He is also a Member of Young
President Organization (YPO).
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Mariam Tabba Khan
Ms. Mariam Tabba Khan became the Chief Executive Officer of not-for-profit Tabba Heart Institute (THI) on 2nd of June, 2005.
It was not until her philanthropist father, Mr. Abdul Razzak Tabba’s sudden death, that she took up the mission to establish and
run the state-of-the-art Institute. During his lifetime however, she showed no interest in her father’s business ventures despite
having an MBA degree.
THI emphasizes upon Quality and thrive for its continuous improvement. Apart from ISO 9001:2015 and ISO 14001:2015
certification, THI’s Laboratory services are recognized by RIQAS (UK) and College of American Pathologists (CAP). And last but
not the least THI is the first and only hospital in Pakistan which is a part of National Cardiovascular Database Registry (NCDR)
of American College of Cardiology (ACC) for quality Cardiac Care services.
On teaching and training side THI is recognized by College of Physicians & Surgeons Pakistan (CPSP) for post-graduate training
in Cardiology, Cardiothoracic Surgery, Interventional Cardiology and Cardiothoracic Anesthesia. In addition, the institute also
offers Diploma in Cardiac Nursing which is recognized by Pakistan Nursing Council (PNC).
THI feels honored to serve both financially deserving and non-deserving patients with the same commitment, dedication and
passion while maintaining high standards of professionalism. Realizing the need to address the growing demand of heart care
solutions being provided by Tabba Heart Institute, Ms. Mariam launched the esteemed “DHA Diagnostic & Consultation Centre”
in April 2018. The Centre offers services of highly-experienced cardiac specialists along with a wide range of cardiac facilities.
This flagship facility serves as a symbol of THI’s determination in serving ailing hearts across the city.
THI has been equipped with a next generation Cath Lab which is Asia’s first of its kind. This no doubt proves the commitment to
continuous improvement for better quality of patient care. Another feather in her cap was inaugurating first of its kind, Emergency
First Aid & Laboratory Collection Unit in June 2018 that features premium first aid & immediate emergency response along with
laboratory services to cater to the masses at large. The Unit has been established within the premises of South Asia’s biggest
Lucky One Mall.
Ms. Mariam is a much admired, full time CEO of the hospital whose presence gives an energetic lift to the entire team.
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Manzoor Ahmed Mohammad Javed Iqbal
Mr. Manzoor Ahmed is Chief Operating Officer (COO) of Mr. Javed Iqbal was a senior corporate banker and worked at
National Investment Trust Limited (NIT). As COO, since 8 major banks in Pakistan for about two decades before retiring
years, he has been successfully managing the operations from banking and starting his own business. Currently he is
and investment portfolio worth about Rs.85 billion. He has the Chief Executive Officer of Providus Capital (Pvt.) Ltd,
experience of over 29 years of the Mutual Fund industry which makes investments in Pakistan’s public and private
and has been placed at many key positions within NIT that markets. He has served on Boards of many companies
includes capital market operations, investments, research including Hub Power, Fatima Fertilizer, Atlas Power, Allied
and liaison with the regulatory authorities. He is an MBA and Asset Management and Cyan Limited. He has also served
holds DAIBP. At present, he is also a candidate of CFA Level as the President of the CFA Society of Pakistan from 2009
III. to 2013. Javed is a CFA charter holder and has a Master’s
degree in Business Administration. He completed the
Mr. Ahmed has also attended various training courses Associate Management Program of Harvard Business
organized by locally and internationally reputed institutions School in 2013.
like London Business School (LBS) UK, Institute of Directors,
London and Financial Markets World, New York (USA).
He represents NIT as Nominee Director on the Boards

of Directors of many leading national and multinational
companies of Pakistan. Mr. Ahmed is also a Certified Director
from Pakistan Institute of Corporate Governance.
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EXECUTIVE
MANAGEMENT
Muhammad Shabbir Zahir Shah Kalim Mobin Mashkoor Ahmed Murtaza Abbas
Director Operations (Pezu) Chief Commercial Officer Director Marketing (North) Director Operations (Karachi) Chief Strategy Officer &
Director Investments
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Adnan Ahmed Irfan Chawala Noman Hasan Amin Ganny
Chief Operating Officer Director Finance and Executive Director Chief Operating Officer
International Businesses Chief Financial Officer
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SENIOR
MANAGEMENT
Saifuddin A. Khan Adnan Naseem Qazi Waqas Abrar Khan

GM Export GM Information Technology & Systems GM Human Resources & Administration
Ahmed Waseem Khan Syed Hassan Mazhar Rizvi Amin Ashraf Husain
GM Internal Audit & Compliance GM Power Generation (Karachi Plant) GM Supply Chain
Syed Nusrat Ali Muhammad Iqbal Muhammad Humayun Khan

GM Production (Karachi Plant) GM Power Generation (Pezu Plant) GM Govt. Relations & Administration
Muhammad Safdar Ashraf Malik Kashif Jawaid Zulfiqar Ali Khan

GM Marketing (North) GM Finance GM Govt. Relations
Faisal Mahmood Ali Shahab

SDGM Finance & Company Secretary Head of Legal
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REVIEW REPORT BY THE
CHAIRMAN
On Board’s overall Performance u/s 192 of the
Companies Act 2017
Lucky Cement complies with all the requirements set out in the Companies Act, 2017 and the Listed Companies (Code of
Corporate Governance) Regulations, 2017 with respect to the composition, procedures and meetings of the Board of Directors
and its committees. As required under the Code of Corporate Governance, an annual evaluation of the Board of Directors of
(the “Board”) of Lucky Cement Limited (the “Company”) is carried out. The purpose of this evaluation is to ensure that the
Board’s overall performance and effectiveness is measured and benchmarked against expectations in the context of objectives
set for the Company. Areas where improvements are required are duly considered and action plans are framed.
For the Purpose of Board evaluation, a comprehensive criteria has been developed. The Board has recently completed its
annual self-evaluation for the year ended June 30, 2019 and I report that:
The overall performance of the Board measured on the basis of approved criteria for the year was satisfactory.
The overall assessment as Satisfactory is based on an evaluation of the following integral components, which have a direct
bearing on Board’s role in achievement of Company’s objectives:
1. Diversity and Mix: The Board members effectively bring the diversity to the Board and constitute a mix of independent
and non-executive directors. The non-executive and independent directors were equally involved in all key matters and
decisions of the Board.
2. Engagement in strategic planning: Board has a clear understanding of the stakeholders (shareholders, customers,
employees, vendors, Society at large) whom the Company serves. The Board has a strategic vision of how the organization
should be evolving over the next three to five years. Further, the Board has spent sufficient time on Strategy formulation and
it has set annual goals and targets for the management in all major performance areas.
3. Diligence: The Board members diligently performed their duties and thoroughly reviewed, discussed and approved
Business Strategies, Corporate Objectives, plans, budgets, financial statements and other reports. It received clear and
succinct agendas and supporting written material in sufficient time prior to board and committee meetings. The board met
frequently enough to adequately discharge its responsibilities.
4. Monitoring of organization’s business activities: The Board remained updated with respect to achievement of Company’s
objectives, goals, strategies and financial performance through regular presentations by the management, internal and
external auditors and other independent consultants. The Board provided appropriate direction and oversight on a timely
basis.
5. Governance and Control Environment: The Board has effectively set the tone-at-the-top, by putting in place transparent
and robust system of governance. This is reflected by setting up an effective control environment, compliance with best
practices of corporate governance and by promoting ethical and fair behavior across the company.
Muhammad Yunus Tabba

Chairman / Director
July 27, 2019
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BOARD’S FUNCTION AND
DECISION MAKING
The function of the Board as stewards on behalf of shareholders is governance of the Company. The Board performs its duties
by giving guidelines to the management, setting performance targets and monitoring their achievements.
The primary role of the Board of Directors of the Company is to enhance shareholder value. The Board of Lucky Cement is
concerned with Strategic matters and overseeing the business of the Company in light of emerging risks and opportunities,
on a regular basis. The Board of Lucky Cement is also involved in establishing and reviewing the strategies, yearly targets and
financial objectives of the Company.
Topic 2019 Activity 2020 Priority

Strategy • Reviewed the Company’s revenue growth • Continue optimization of costs and investments,
management and route-to-market strategies driving process efficiency while improving
customer satisfaction
• Throughout the year reviewed the investments in
subsidiaries and joint ventures • Continue playing an industry-leading role on
sustainability
• Reviewed the macro-economic environment
of the country from time to time and approved
various changes to Company’s strategies.
Performance • Reviewed business performance, including key • Periodic performance reviews with a focus on
business indicators for sales, cost optimization, the Company’s key business indicators
profitability and sustainability • Deep-dive reviews of each of the Company’s
• Held deep-dive reviews of the Company’s subsidiaries, investments and joint ventures
markets, including its export markets
• Held periodic reviews of Key Judgement areas
and provided guidance to the management
wherever required.
Risk • Risk discussions with the Board Audit Committee • Continued review of the principal risks and
management during the year mitigation programs reported in the Risk and
and Internal opportunities section of this report
• Ongoing oversight of regulatory and compliance
Controls risks
• Periodic reviews of key risks facing the business.
Operational • Periodic reviews of the Company’s operational • Continued review of the Company’s cost
performance optimization and investment programs to
ensure efficiency improvements and improved
• Detailed review and approval of CAPEX
customer satisfaction
investments each quarter
• Monitoring of the effectiveness of the Company’s
production processes
Culture and • Reviewed the results of the Company’s annual • Continue shaping the culture, values and
values Employee Engagement, Values and climatic employee engagement of the Company through
surveys the Board’s interaction with the management
and employees
• Discussed talent and capabilities plans
Succession • Reviewed succession plans of the Company • Ongoing succession planning work for Board
planning and • and senior management positions
New board of Directors was elected during the
diversity Elections held in the 25th AGM of the Company
in September 2018 which meets the regulatory
requirements.
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Decisions Delegated to the 2. Leadership and Planning: The Board spends sufficient
time on strategy formulation. Its ability to provide
Management guidance and direction to the Company, review
adequacy of resources and follow-up and review of
Management is primarily concerned with setting in motion annual targets set by the management.
the strategies approved by the Board of Directors. It is the
3. Board Effectiveness: All Board members understand
responsibility of management to operate the day-to-day
and fulfill their responsibilities and comply with all
business affairs of the Company in an effective and ethical
relevant laws. Significant issues are placed in front of the
manner in conformity with the strategies and goals approved
Board for consideration.
by the Board and to identify and manage the principal risks
and opportunities, which could affect the Company in the 4. Board Accountability: The Board reviews potential risks,
course of carrying out its business. adequacy of internal controls and the risk management
procedure.
Management is also involved in keeping the Board members 5. Strategy and Performance: The Board devotes
updated with any changes in operating environment. It is appropriate time to review the implementation of
also the responsibility of management, with the oversight Company’s strategic and financial plans.
of the Board and its Audit Committee, to produce financial
statements that fairly present the financial position of 6. Organization: The Board meetings are structured to
the Company in accordance with applicable accounting make effective use of the member’s time and skills.
standards and legal regulations. Board members receive appropriate supporting
materials for timely decision-making.
Board’s Annual Evaluation of 7. Ethics and Compliance: The Board ensures that
professional standards and corporate values are
Performance put in place that promote integrity for the Board,
Senior Management and employees in the form of
As required by the Listed Companies (Code of Corporate the Company’s Code of Conduct. It is notified of
Governance) Regulations, 2017, the Board of Lucky Cement material communications received from governmental
annually undertakes a formal process of self-evaluation of or regulatory agencies related to areas of any non-
performance of the Board as a whole and its committees. compliance.
The purpose of this evaluation is to ensure that the Board’s
8. Risk Management: The Board has a sound process
overall performance and effectiveness is measured and
for identifying and regularly reviewing the Company’s
benchmarked against expectations in the context of
principal risks, and makes necessary adjustments in
objectives set for the Company. The Board has recently
light of changes to the internal and external environment.
completed its annual self-evaluation for the year ended
June 30, 2019, regarding which a report by the Chairman on
The overall performance of the Board measured on the basis
Board’s overall Performance u/s 192 of the Companies Act
of above mentioned parameters for the year was satisfactory.
2017 is also attached with this Annual Report.
For the Purpose of Board evaluation, a comprehensive Directors’ Orientation

criteria has been developed. The performance of the Board
of Lucky Cement is evaluated regularly along the following The Company has made sufficient arrangements to carry
parameters, both at individual and team levels. out orientation sessions for their directors to acquaint them
with company’s operations, applicable laws and regulations
and their duties and responsibilities in order to enable them
Evaluation Criteria for the Board to effectively govern the affairs of the company on behalf of
shareholders.
1. Board Composition: Effectiveness in bringing in a mix of
gender, talents, skills and philosophical perspectives. In-
Non-executive directors are provided with exposure to
tegrity, credibility, trustworthiness andactive participation
operating management and major customers of the
of members.
Company on a regular basis throughout the year. Moreover,
non-executive directors may elect to contact any employee,
customer, advisor or supplier of the Company.
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Directors Training Program Board’s Policy on Diversity
All the directors of the Company have either acquired the The Board of Directors firmly believes that the diverse mix of
prescribed certification under the Director training program gender, knowledge, expertise and skill sets of the members
offered by Pakistan Institute of Corporate Governance or are enhances the effectiveness of the Board. In this regard,
exempted based on their education and experience. Lucky Cement’s Board Policy is to ensure that a diverse mix
of directors are elected on the Board of the Company, which
represent the interests of all stakeholders.
Policy for Remuneration to Non-
Executive Directors • The Board composition will meet the minimum
requirement of the applicable laws.
Through the Articles of the Company, the Board of Directors
• The Board will have adequate female representation
is authorized to fix remuneration of Non-Executive and
Independent Directors from time to time. The Board of • The Board will have such directors who bring along
Directors has approved a ‘Remuneration Policy for Directors with themselves diverse skill sets pertaining to financial
and Members of Senior Management’; the salient features of matters, legal, marketing, human resources and supply
which are: chain.
• The Board of Directors will not discriminate on the basis
• The Company will not pay any remuneration to its non- of gender, religion or caste.
executive directors except as meeting fee for attending
the Board and its Committee meetings.
• The remuneration of a Director for attending meetings
Details of any Board Meetings
of the Board of Directors or its Committees shall from held Abroad
time to time be determined and approved by the Board
of Directors. No meeting of the Board of Directors of the Company was
held abroad.
• A Director shall be provided or reimbursed for all
travelling, boarding, lodging and other expenses
incurred by him for attending meetings of the Board, its Related Parties
Committees and/or General Meetings of the Company.
The Company has made detailed disclosures about related
party transactions in its financial statements annexed with this
Foreign Directors annual report. Such disclosure is in line with the requirements
of the 4th Schedule to the Companies Act, 2017 and
The Company does not have any foreign directors on the applicable International Financial Reporting Standards.
Board.
All transactions or arrangements with all related parties were
carried out in the ordinary course of business on an arm’s
length basis.
Moreover, in the last Annual General Meeting (AGM), the

Company had obtained approval of related party transactions
carried out during the year ended June 30, 2018 from the
shareholders. Moreover, the Company had also obtained
approval from shareholders authorizing the Board of Directors
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of the Company to approve transactions with related parties
for the financial year ended June 30, 2019, which will then be
Shares Held by Sponsors/
placed before the shareholders for their ratification/approval Directors/Executives
in the next AGM.
Shares held by Sponsors, Directors, and Executives are
The Company will place the related party transactions carried disclosed in the Pattern of Shareholding; annexed with this
out during the year ended June 30, 2019 before the Annual report.
General Meeting for obtaining shareholders’ approval for the
same. Details of party-wise disclosure of such transactions is
also given in the statement u/s 134 annexed with the Notice
Announcement of Financial
of AGM. Results
The Company has communicated its Quarterly / Half-Yearly
Approved Policy for Related Party and Annual Financial Results in a timely manner. Following
Transactions is the timeline for authorization of financial statements by the
Board of Directors:
The Board of Directors have approved a Policy for Related
Party Transactions, which require that the company shall Particulars Date of Timeline
carry out transactions with its related parties on an arm’s Authorization
length basis in the normal course of business. The term First Quarterly October 29, 2018 Within one month
‘arm’s length’ entails conducting business on the same Financial Statements
terms and conditions as the business between two unrelated Half-yearly Financial January 31, 2019 Within one month
/ un- concerned persons. The policy specifies that all Statements
transactions entered into with related parties shall require Third Quarterly April 26, 2019 Within one month
Board’s approval on the recommendation of the Board’s Financial Statements
Audit Committee, which is presided by an independent Annual Financial July 27, 2019 Within one month
director of the Company. Statements
Transactions entered into with the related parties include,

but are not limited to, sale of cement, dividends paid and
received, investments made (in accordance with the approval
of shareholders and board where applicable) and salaries
and other benefits paid to the key management personnel. All
transactions except for sale of cement arise either because
of some contractual obligation (salaries to key management
personnel) or under approval of shareholders (dividend). The
Company undertakes sale of cement transactions on the
same basis and terms as with other unrelated persons.
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PROFILE OF THE SHARIAH
ADVISOR OF THE COMPANY
Alhamd Shariah Advisory Services (Private) Limited to whether or not such services or activities are in conformity
(ASAS) is a Private Limited Company registered with the with the principles of Shariah and to recommend necessary
Securities and Exchange Commission of Pakistan (SECP) changes to make them Shariah Compliant. It provides a
under the Shariah Advisors Regulations, 2017. Established unique combination of Shariah advisory services customized
solely with service objectives of promoting Halal, Shariah to meet different jurisdictions and regulations.
Compliant Financial System Globally, it operates under its
Board of Directors comprising leading Shariah Scholars Mufti Ibrahim Essa, the Chief Executive Officer of ASAS,
working for well recognized Darul-Ulooms (Islamic is a well-known recognized Shariah Scholar in the field of
Seminaries). The founding Directors of ASAS bring in a unique Islamic Banking and Takaful. He has completed his Darse
blend of relevant qualifications and rich experience in the Nizami (Masters in Quran and Sunnah) and Takhassus fil
areas of Shariah Advisory and Audit of Islamic Banks, Mutual Ifta (Specialization in Islamic Jurisprudence) from Jamiah
Funds, Islamic Insurance, Reinsurance, Asset Management Darul Uloom Karachi. Currently he is working as teacher and
& Manufacturing Companies. Member of Darul Ifta Jamiah Darul Uloom Karachi.
ASAS is a solution provider in the provision of complete Shariah Mufti Ibrahim Essa is associated as Chairman and member
advisory and consultancy services to Financial institutions, of various banks/financial institutions. He is also the Shariah
Insurance/Takaful companies, Leasing companies, Modarba Advisor of various banks and insurance companies; both
companies, Micro-finance institutions, Manufacturing and locally and internationally. Mufti Ibrahim has also written more
Trading companies, Mutual Funds and NGOs. It structures than three thousand Fatawa on different topics.
the products and securities with the objective of advising as
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SHARIAH REVIEW REPORT
For the period ended June 30, 2019
With the grace of Allah, Lucky Cement Limited (LCL) appointed

Alhamd Shariah Advisory Services (Private) Limited (ASAS)
Review of Operations and our
in November 2018 as its Shariah Advisor to comply with Opinion:
the requirements of Shariah Governance Regulations, 2018
issued by Securities and Exchange Commission of Pakistan During the period, ASAS reviewed the operations and business
(SECP). We are thankful to the Board of Directors and activities of LCL with respect to Shariah compliance. For that
Management who have shown their confidence on Alhamd purpose, representatives of ASAS met with the officials of
Shariah Advisory Services (Pvt) Limited and appointed us as different departments of LCL and they also visited one of the
Shariah Advisor. manufacturing plants of the Company. Accordingly, it has
been agreed with management that all legal documents and
We have been appointed as Shariah Advisor of the Company policies would be executed and implemented in LCL after
under the provisions of Shariah Governance Regulations, approvals of Shariah Advisor. The Company is carrying on its
2018 (Regulations). Under the Regulations our role includes: operations, business affairs and activities according to the
principles of Shariah.
• Introduction of a mechanism which will strengthen
Shariah compliance in letter and spirit and ensure that Based on the Review of Company’s operations, transaction,
the systems, procedures and policies adopted are in related documentation, processes, policies, legal agreements
line with the Shariah principles. and management’s representation, in our opinion, the affairs
of LCL have been carried out in accordance with the rules
• Ensure that the inflows and outflows of financial
and principles of Shariah.
resources are free from: Riba (interest, usury or any
other form), Qimar (Gambling), Gharar (Uncertainty) and
The dividend income received during the year was purified
other vices prohibited by Shariah.
where necessary, and was treated in accordance with the
• Advise on regular basis that the business, transactions requirements of Shariah Governance Regulations, 2018.
and investments made are in accordance with the
principles of Shariah.
Conclusion:
• Make recommendations for potential improvements and
the formulation of polices in line with Shariah principles. The Board of Directors and Management of LCL have
effectively shown their sincerity to comply with Shariah
Rulings in its true spirit, therefore, we are of the view that
Issuance of Shariah Compliance Lucky Cement Limited is a Shariah Compliant Company.
Certificate:
In the end; we pray to Allah Almighty to grant us success and
Just after appointment, ASAS performed Shariah screening help us at every step, keep us away from every hindrance
of LCL on the basis of its Financial Statements of first quarter and difficulty, and give financial success to Lucky Cement
ended September 30, 2018 (un-audited) using the criteria Limited.
mentioned in the Chapter IV (b) of Shariah Governance
‫عل ک‬
Regulations, 2018. ‫واالسلم � یم ورۃمح اہلل ورباکہت‬
Alhamdulillah, ASAS found LCL as Shariah Compliant as

per the said screening criteria and hence it issued a Shariah
Compliance Certificate in favor of LCL. Subsequently, on
January 25, 2019, SECP issued its First Shariah compliance Mufti Muhammad Ibrahim Essa Mufti Ubaid Ur Rahman Zubairi
certificate (Certificate No. SECP/IFD/SCC/001) in favor of For and on behalf of For and on behalf of
LCL. Alhamd Shariah Advisory Services Alhamd Shariah Advisory Services
(Pvt.) Limited (Pvt.) Limited
Management’s Responsibility:
The prime responsibility for ensuring Shariah compliance of
the Company’s operations lies with the Board of Directors
and Executive Management of the Company.
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ROLE OF CHAIRMAN
The principal role of the Chairman of the Board is to manage and to provide
leadership to the Board of Directors of the Company. The Chairman
is responsible for providing leadership to the Board and ensuring that
the Board plays an effective role in fulfilling its responsibilities. The
Chairman’s role involves (but is not limited to) the following:
• To act as a liaison between Company’s senior management and the Board.

• To ensure that the Board plays an effective role in setting up the company’s corporate strategy and business direction.
• To promote and oversee the highest standards of corporate governance within the Board and the Company.
• To ensure integrity, credibility, trustworthiness and active participation of Board members in key matters of the Company.
• To ensure that the Board only directs the Company and does not manage it.
• To ensure that relevant, accurate and up to date Company information is received from the management and shared
with the board members to enable them to monitor performance, make sound decisions and give appropriate advice to
promote the success of the Company.
• To review the Board performance and to take the lead in identifying and meeting the development needs of individual
directors and to address the development needs of the Board as a whole with a view to enhancing its overall effectiveness
as a team.
• To manage and solve conflict (if any) amongst the Board members and to also ensure freedom of opinion in the Board.
• To promote highest moral, ethical and professional values and good governance throughout the Company.
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ROLE OF CEO
The CEO is responsible for putting the strategy defined by the Board
into practice. The CEO’s leadership role also entails being ultimately
responsible for all day-to-day management decisions and for
implementing the Company’s long and short term goals and plans. The
main responsibilities of the CEO are as follows:
• To develop strategies involving the executive team, for the implementation of decisions established by the Board and its
Committees.
• To maintain an effective communication with the Chairman and bring all important Company matters to the attention of the
Board.
• Responsible for working in the best interest of the Company and directing its overall growth by achieving and surpassing
the performance targets set by the Board.
• Oversee the implementation of the Company’s financial and operational plans in accordance with its business strategy.
Identify the potential avenues for diversification and investments and recommend plans/proposals to the Board for its
approval.
• To ensure that all strategic and operational risks are effectively managed to an acceptable level and that adequate system
of internal controls is in place for all major operational and financial areas.
• To develop Key Performance Indicators (KPIs) of the Company for the approval of Board and ensure dissemination of the
same throughout the organization as the standards of performance at both individual and collective levels.
• To communicate on behalf of the Company with shareholders, employees, government authorities, other stakeholders and
the public.
• To promote highest moral, ethical and professional values and good governance throughout the Company.
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CORPORATE GOVERNANCE
FRAMEWORK
The main philosophy of business, followed by the sponsors of Lucky
Cement, for the last 26 years, has been to create value for all stakeholders
through fair business practices. This translates into policies approved
by the Board of Directors and implemented throughout the Company
to enhance the economic and social value for all stakeholders of the
Company.
Transparency, accountability and adherence to ethical practices lie at
the core of Lucky Cement’s business processes and are implemented
through the Code of Conduct, Corporate Governance regulations, Code
of Business Ethics, strong internal controls and Whistle Blowing Policy.
Compliance with the Best a. Timely and detailed announcements to the PSX:
The Company makes full disclosure of any material
Practices of Code of Corporate information and quarterly/half-yearly and annual results
Governance to the PSX with detailed overview within one month;
whereas sixty days and one hundred and twenty days are
Living up to its standard, the Board of Directors has throughout available for half-yearly and annual financial statements
the financial year 2018-19, complied with the requirements for respectively.
Code of Corporate Governance, the listing regulations of the b. Implementation of Health and Safety Environment:
Pakistan Stock Exchange and the requirements for Financial
Reporting framework of Securities & Exchange Commission The Company has implemented robust HSE strategies
of Pakistan (SECP). and policies at its Plants and Offices to ensure proper
safety for its Human Capital. It has a dedicated HSE
Report of the Board’s Audit Committee on adherence to the department which oversees and ensures implementation
Code of Corporate Governance, statement of compliance by of such policies.
the Chief Executive Officer of the Company with the Code c. Voluntary Adoption of Integrated Reporting
of Corporate Governance, besides review report by the Framework and disclosure of additional information:
Company’s Auditors are included in this Report.
LCL always strives for excellence in Corporate Reporting,
to meet the International Standards of Corporate
Governance Practices exceeding Reporting; we have adopted the Integrated Reporting
Framework to provide insight about the resources and
Legal Requirements relationships used and affected by our organization.
The Company complies with all the requirements of Code
of Corporate Governance and other Regulations. LCL has
always believed in going the extra mile and staying ahead
of its game. In view of this strategy, we comply with all
mandatory legal requirements and have also carried out the
following practices in addition to the legal requirements:
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Statement of Management’s regulatory requirements. The Members of the Audit Committee
meet at regular and defined statutory intervals during the
Responsibility Towards the year to review the adequacy and effectiveness of the internal
controls, including those relating to the strengthening of the
Preparation and Presentation Company’s risk management policies and systems.
of the Financial Statements and
Directors’ Compliance Statement Conflict of Interest of Board
Management is fully aware of its responsibility towards
Members
preparation and presentation of financial statements. The In order to avoid any known or perceived conflict of interest,
Directors of the Company confirm that: formal disclosure of vested interests is encouraged under
the Code of Business Ethics and the Policy for Conflict of
• The financial statements have been prepared which fairly Interest relating to Board of Directors, approved by the
represent the state of affairs of the Company, the result Board. The Code and the Policy comprises of not only the
of its operations, cash flows and changes in equity. principles provided under the regulatory requirements but
• Proper books of accounts of the Company have been encompasses global best practices as well.
maintained.
The board members are responsible for appropriate self-
• Appropriate accounting policies have been consistently
disclosure in a transparent manner and in the case of
applied in preparation of financial statements and
doubtful situation, are advised to discuss it with the chair of
accounting estimates are based on reasonable and
the meeting for guidance. Board members’ suggestions and
prudent business judgment.
comments during their proceedings are accordingly recorded
• International Financial Reporting Standards (IFRS), as for evaluation, in addition to description and quantification
applicable in Pakistan, have been followed in preparation of any foreseen conflict of interest prior to finalization of the
of financial statements and any departures therefrom proceedings’ agenda.
have been adequately disclosed and explained.
• The system of internal control is sound in design and
has been affectively implemented and monitored.
I.T. Governance Policy
• There are no significant doubts upon the Company’s Recognizing I.T. Governance as a critical part of overall
ability to continue as a going concern. Corporate Governance, the Company has aligned itself
to efficient use of Information Technology resources in
• There is no material departure from the best practices of
achieving its operational and strategic objectives while
Corporate Governance as per regulations.
increasing shareholders’ value. The Company has formed
an I.T. Steering Committee that provides strategic leadership,
establishes Company-wide I.T. priorities and oversees all I.T.
Business Ethics and policies. The Committee is governed by approved roles and
Anti-Corruption responsibilities.
‘Ethics and Integrity’ is one of our core values; Lucky The Committee meets on a periodic basis and mainly focuses
Cement adopts zero tolerance policy against corruption. on:
We strongly believe in and practice highest standards of
ethical behavior, both within the organization as well as in • Strategic direction of the Company in terms of
our external relationships. Ethical behavior in all aspects technology;
of business conduct is encouraged though conformance • Aligning the I.T. Strategy with Business Strategy;
with a comprehensive ethics and compliance framework
established by the Company. Principles of the framework • Ensuring adequate information security;
together with the Code of Conduct have been disseminated • Influencing development and design of technology
to all employees and is available on the Company’s website, services, policies and solutions; and
in compliance with the Code of Corporate Governance. The
• Business Continuity Management including Disaster
Company also maintains and regularly updates an insider
Recovery.
information register, in compliance with the applicable
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The Company’s I.T. Governance Policy encompasses: and good faith on the part of whistle blowers. It covers
the circumstances which may be reported and provides
• Engaging stakeholders to establish priorities for adequate safeguards for the protection and avoidance of
technology investment that are aligned with Company’s victimization of the whistle blower.
goals and objectives
The Policy establishes and empowers the Ethics Committee
• Promoting governance, transparency, accountability
for the oversight of Whistle blowing policy and its compliance.
and dialogue about technology that facilitates effective
It also provides an avenue to any employee to raise any matter
strategy adoption
directly to the Chairman of the Board Audit Committee.
• Securing network and data
• Keeping the I.T. function proactive from an innovation During the year the Ethics Committee received 4 complaints
perspective, providing ideas to the business and after independent investigation remedial measures were
taken. The Board Audit Committee was informed of all four
• Maximizing return on technology investment with
whistles / complaints and the corrective measures taken.
controlled spending, while providing the company
with a coherent and integrated I.T. architecture and
management structure Policy for Safety of Records
• Ensuring compatibility, integration and avoidance of
Company’s policy for safety of records extends beyond
redundancy
the regulatory requirements. The records include books of
accounts, documentation pertaining to secretarial, legal,
Whistle Blowing Policy contractual, taxation and other matters.
In view of our commitment to create an atmosphere where The objective of the Policy for Safety of Records is:
people can freely communicate their concerns or raise
an alert against possibility of occupational fraud, non- • To safeguard Company’s record by taking effective
compliance with Company’s policies, Code of Conduct actions pertaining to the creation, confidentiality,
and regulatory framework, an effective Whistle Blowing maintenance and disposal of the documents.
Mechanism has been implemented. This policy is designed
• To develop a systematic management system
to enable Directors, officers and all employees of the
of Company’s record to assist in a smooth and
company to raise complaints at designated platform. An
synchronized Record Managing Process.
inappropriate event could be any behavior, action or incident
that compromises the interests of shareholders, investors, • To hold Company records for as long as legally required
employees, customers or any other stakeholder. This policy and to dispose off as per the record retention policy.
provides an opportunity to employees at all levels and across
all functions to identify and voice any activity that deviates The policy for Safety of Records consists of the following
from company policies. points:
The company is committed to achieving and maintaining the • The creation, maintenance, confidentiality and disposal
highest standards of openness, integrity, ethical values and of any official document should adhere to SOPs
accountability. Hence it expects all of its employees to do the mentioned in the departmental manuals.
same. In the interest of the Company, it is the responsibility • Real-time back up of data at on and off-site locations
of every employee to ensure that any inappropriate event
does not occur. All those who come in the ambit of Whistle • Lucky Cement has purpose built record rooms at
Blowing Policy are encouraged to participate without fear of its Head Office and at Karachi and Pezu Plants for
reprisal or repercussions, in confidentiality, under defined maintenance of official documents and records.
reporting channels. Such communications are investigated • Maintenance of a fire-proof vault for the safekeeping of
independently and reported at the highest level. legal documents and conduct trainings to deal with fire
hazards.
The Company’s Whistle Blowing Policy is a comprehensive
document which emphasizes on exercise of diligence
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• To ensure back-up of all the relevant Legal, Administrative, • The Corporate Secretariat function maintains complete
Operational and other documents, intellectual property record of all the complaints received through email, fax,
and records in case of any hazard. post, Share Registrar, SECP, and / or Stock Exchanges
and their relevant replies.
• Ensure and maintain digital back-up of all the records,
wherever deemed necessary.
Social and Environmental
Investors Grievance Policy Responsibility Policy
At Lucky Cement, we value our relationships the most. Lucky Cement has very high regard for its Social and
We have earned the trust of our investors and are fully Environmental Responsibility. The Company ensures that all
committed to sustain it. Thus to set guidelines for handling social and environmental dimensions are considered when
and addressing Investors’ and Shareholders’ grievances developing its strategies, policies, practices and procedures.
effectively and ensuring Investors’/Shareholders’ satisfaction, We have consistently demonstrated our steadfast
an Investor Grievance Policy has been formulated. The commitment by acting responsibly towards our connected
objective of this Policy is to safeguard and protect the interest community and environment. We believe that success of the
of all investors and shareholders, while ensuring that their Company is best reflected in development of the community.
grievances are resolved quickly and efficiently. The Company
has internally established a mechanism for investor services Lucky Cement’s Social and Environmental Responsibility
and grievances handling and has hired the services of Policy is aligned with all our corporate statements while
an independent Share Registrar in addition to having a confirming the company’s steadfast commitment to
dedicated section (corporate secretariat) to resolve all issues sustainable development within the country.
of investors.
The following items are the guiding principles for Lucky
The salient feature of our Investors’ Grievance Policy are as Cement’s activities:
follows:
• To promote any/all development that has economic,
• Complaints are initially lodged with the Share Registrar of social and environmental implications;
the Company who takes necessary steps for resolution
• To respect human rights and condemn any/all practices
or intimation to the Company in case they fall outside
that result in any type of discrimination or violation of
their domain.
these rights;
• A designated email address i.e. company.secretary@
• Energy conservation;
lucky-cement.com for general correspondences can
also be used by investors to register complaints. • To embrace and understand that ethics and transparency
are the founding pillars that will solidify our relationship
• The grievances can also be notified via Complaint
with all stakeholders;
Form available on the Company’s website in line with
the directives of SECP. Other options of registering • Occupational health & safety;
complaints like phone or fax are also available. • Environmental protection measures;
• The Corporate Secretariat function at the Company • To promote fair business practices;
checks the official email address on a daily basis for new
complaints lodged by the investors/shareholders. With the above principles in mind, Lucky Cement is wholly
• The Company adheres to the practice of resolving all committed to deliver sustainable products that leave a
investors’ complaints within Ten (10) working days of the positive impression on the society in which we operate and
receipt thereof. provide maximum benefits for all our stakeholders.
• A letter/ email in this regard is sent to the investor
with intimation to the Shares Registrar/ SECP/ Stock
Exchanges, where required, as the case may be, duly
signed by the Company Secretary.
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Business Continuity Plan and • The Company ensures backup of all the assets whether
physical or virtual; the physical assets are backed by
Disaster Recovery Plan insurance, whereas back-up of virtual assets and data is
created on a routine basis.
The Board of Directors ensures that the Company has an
• The Company’s systems are subjected to regular audits
updated Business Continuity and Disaster Recovery plan
by the in-house internal audit function and third party
in place for the continuity of Company’s business and
service providers.
operations in case of any extra ordinary circumstances.
• It is also regularly ensured that Data Recovery processes
The comprehensive plan is designed to ensure the protection are operating effectively.
of overall company’s operations and assets along with
regular archival and system-backups at remote sites.
Stakeholder Engagement Policy
The key highlights and actions of Lucky Cements’ Business and Procedures
Continuity Plan is as follows:
Lucky Cement is fully committed to developing effective
• The Management has put in place-adequate systems working relationships with all our stakeholders and makes
of IT Security, real-time data backup, off-site storage of efforts to resolve issues that occur while carrying out its
data back-up, establishment of disaster recovery facility business dealings. We believe that Company’s value
(alternate Data Centre), identification of primary and depends on the trust placed in us by our stakeholders and
secondary sites and identification of critical persons for promote dialogue with them. Lucky Cement proactively
disaster recovery. advises all stakeholders of its business operations keeping
in mind corporate policies and government regulations.
• The development of the plan has been done keeping in
view the on-going business needs and the environment
Throughout all its business dealings, Lucky Cement
it is operating in.
has provided stakeholders with opportunities to provide
• Operationally, the Company has separated its meaningful input into management decision-making. The
production units geographically, as well as its individuals policy, to a certain extent, allows stakeholders to understand
and groups with core skills, to reduce the exposure to how their views affect the company’s decision-making
localized risks and likelihood of losing all resources process.
assigned to a specific role.
• A company-wide and detailed Process Documentation The Company endeavors to provide full and fair disclosure of
Activity has been done whereby all the processes are all material information to its stakeholders besides providing
mapped and serve as an SOP / Work Instructions for all a wide range of information about strategy and financial
practices. information through its Annual Report and website for all
stakeholders.
• The Management also ensures the training of all the
employees on how to respond in case of any unforeseen The policy enables Lucky Cement to utilize a variety of
or extra ordinary event. methods to stimulate stakeholder engagement and to
• Employees are imparted multi-skill training which helps understand how to best deal with them. The strategies
in the continuity of business activities. resulting from various engagements are tailored to suit
business decisions, activities and processes.
• To ensure protection of employees and assets, fire
alarm systems are installed in the premises of all the
With respect to engagement with its stakeholders, Lucky
offices. Moreover, adequate systems are in place for
Cement is committed to:
extinguishing fire.
• The Company has also deployed adequate security • Being open and honest with all stakeholders;
staff at both plants to ensure uninterrupted cement
• Providing accurate and timely information to all stake
production regardless of the political situation and other
holders;
external factors.
SUSTAINING OUR
104 VELOCITY
• Listening and responding to stakeholder views and
concerns;
Encouragement of Minority
• Evaluating the effectiveness of stakeholder engagement Shareholders to Attend the
activities and working continuously to improve General Meetings
engagement performance.
The Company encourages its shareholders to attend the
Frequency of engagements is based on the corporate general meetings. It circulates the notice of general meetings
and business requirements as laid down by the Code of well within regulatory timeframe. Moreover, advertisement
Corporate Governance, contractual obligations or as and is published in Urdu and English newspapers in all four
when required. Employee communication is undertaken provinces having largest readership within each province.
through in-house newsletters, Climatic surveys, employee
portals and electronic bulletin boards. Details on the mode The Company timely updates its website with respect to all
of engagement in addition to their impact on Company’s notices of general meetings.
operations of the following stakeholders is included in this
report:
Human Resource Management
• Institutional Investors / Shareholders Policy & Succession Planning
• Customers and Suppliers
As we continue our journey of growth, the role and the
• Banks and other lenders development of human resources becomes all the more
• Media critical. The Company has a demonstrated track record of
employing talented human resources across all its functions,
• Regulators
which ensures availability of competent personnel for each
• Analysts department, in terms of an individual’s potential, qualification,
• Employees experience and professional attitude amongst other factors.
• Local community and general public At Lucky Cement, we form and retain a motivated workforce
fully equipped to steer the Company towards achieving its
Understanding Shareholders’ vision and mission through consistent focus on grooming by
way of training and development in addition to providing them
Views with market commensurate compensation packages. This
is in line with Company’s progressive and forward looking
Company shareholders comprise of a cross section
Succession Planning Policy, which transforms existing talent
of investors, which include, mutual funds, investment
into a competent workforce capable of occupying future
companies, brokerage houses, insurance companies,
strategic positions.
foreign shareholders, pension funds, high net worth
individuals, housewives, professionals and individuals of
The Policy is periodically updated in line with the Company’s
varied requirements. The Company regularly interacts with
requirements and career growth objectives.
all categories of shareholders, through regular Corporate /
investor briefings in and outside Pakistan, press releases,
quarterly reports etc. The Chief Executive Officer and the Sustainability and CSR Policy
Chief Finance Officer remains available to respond to any
shareholder / investor’s query in person or on telephone. The Lucky Cement has formulated an efficient policy for
Chief Executive Officer regularly updates the non-executive sustainability and corporate social responsibilities which
members of the views of the major shareholders about the lays down the Company’s commitment towards creating
Company. a more equitable and inclusive society by supporting
processes which lead to sustainable transformation and
social integration. Our primary focus of social responsibility
is to craft business policies that are ethical, equitable,
environmentally conscious, gender sensitive and also takes
care of the differently-abled.
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Protecting the Environment: • Lucky Cement will support development of quality human
resources in the Country by sponsoring scholarship
Our primary objective is to minimize our carbon footprint and
programs at leading universities/schools. Moreover, it
any negative impact we may have on the environment.
will support provision of facilities / resources to such
places of learnings.
• Lucky Cement is committed to the following:
• Lucky Cement shall contribute to various health care
√ Meet or exceed the requirements of relevant
institutions including Cardiac Hospitals, Kidney Centers
legislative, regulatory and environmental standards.
for support and relief to needy and under privileged
√ To keep emissions of particulate matter, CO2, Sulphur patients.
dioxides, oxides of nitrogen, carbon monoxide etc.
• Lucky Cement shall provide free medical facilities
at minimum levels / below the respective limits
through Welfare dispensaries located at plant sites.
specified in the National Environmental Quality
Standards (NEQS). • Lucky Cement also encourages its employees to share
their time and skills in a socially constructive manner for
√ To identify, reduce and dispose of waste arising
the development of the society.
from our operations in a manner that minimizes
harm to the environment and prevents pollution of
land, air and water. Our People:
√ To reduce the consumption of energy and water Lucky Cement recognizes that its human resources are its
and use renewable and/or recyclable resources most valuable asset and it is committed to provide careers
wherever practicable. and working environments in which its people can achieve
their full potential.
• Apart from regulatory obligations, Lucky Cement will
proactively protect the environment by; • Lucky Cement is dedicated to protecting human rights
through its “Code of Conduct” and provision of equal
√ Waste Heat Recovery Projects opportunity to potential employees and practices all fair
labor practices.
√ Organizing reforestation excursions
• Lucky Cement shall ensure that its activities do not
√ Using environmentally-friendly technologies directly or indirectly violate human rights at any of Lucky
√ Compliance with ISO 9001, ISO 14001 and OHSAS Cement’s site (e.g. forced labor, child labor). As a policy,
18000 Lucky Cement does not hire minors as work-force.
• Lucky Cement shall provide for employment to differently-
Supporting the communities: abled persons, wherever business requirements allows.
Sustainability and community development shall form a part • Lucky Cement shall make every reasonable and
of the Core Values at Lucky Cement. practicable effort to provide safe and healthy working
conditions in all its plants, sites and offices.
• As a responsible social entity, Lucky Cement shall
provide support to national and local charities or entities Charity and Income Purification:
to promote cultural and economic development of local
communities. Lucky Cement is a SECP certified Shariah Complaint
Company and is required to comply with the latest Shariah
• Lucky Cement shall ensure community development and Governance Regulations and the pronouncements of its
uplifting of the standards of living of the masses through Shariah Advisor, wherever applicable. Accordingly, Lucky
interventions in health, education, and environment. Cement will contribute to charity in approved non-profit
organizations as a consequence of income purification, if
applicable.
SUSTAINING OUR
106 VELOCITY
REPORT OF THE
AUDIT COMMITTEE
The Audit Committee of Lucky Cement Limited is appointed 7. These financial statements have been prepared in
by the Board and has five (5) non-executive directors, out accordance with approved accounting standards
of which two (2) are independent directors. The Chairman as applicable in Pakistan. Accordingly, approved
of the Committee, Mr. Manzoor Ahmed, is an Independent accounting standards comprise of such International
Director. The committee as a whole possess significant Financial Reporting Standards (IFRS) issued by the
economic, financial and business acumen. During the year, International Accounting Standards Board as are
four meetings of the Audit Committee were held which the notified under the Companies Act, 2017 (the Act),
Chief Executive Officer and Chief Financial Officer also provisions of and directives issued under the Act. In
attended by invitation. The external auditors of the company case requirements differ, the provisions of or directives
also attended two of the meetings when issues related to under the Act prevail.
accounts and audit were discussed. 8. The CEO and the CFO have endorsed the standalone as
well as consolidated financial statements of the Company
The Audit Committee has concluded its annual review of the and the Board of Directors Report. They acknowledge
conduct and operations of the Company for the year ended their responsibility for true and fair presentation of the
June 30, 2019 and reports that: Company’s financial statements, accuracy of reporting,
compliance with regulations and applicable accounting
1. The Company has adhered in full, without any material standards and establishment and maintenance of
departure, with both the mandatory and voluntary internal controls and systems of the company.
provisions of the listing regulations of the Pakistan
Stock Exchange, Listed Companies (Code of Corporate 9. The Audit Committee has reviewed the related party
Governance) Regulations, 2017, the Company’s Code of transactions and recommended the same for approval
Conduct and Values and the international best practices of the Shareholders in the Annual General Meeting after
of governance throughout the year. ratification from the Board of Directors.
2. The Company has issued a “Statement of Compliance 10. Closed periods were duly determined and announced
with Listed Companies (Code of Corporate Governance) by the Company, precluding the Directors, the CEO and
Regulations, 2017” which has also been reviewed and Executives of the Company from dealing in Company’s
certified by the External Auditors of the Company. shares, prior to each Board meeting involving
announcement of interim/final results, distribution of
3. The Company’s Code of Conduct has been disseminated dividend to the shareholders or communication of any
and placed on Company’s website. other business decision, which could materially affect
4. The Audit Committee reviewed quarterly, half-yearly the market share price of the Company.
and annual financial statements of the Company and 11. All direct or indirect trading and holdings of Company’s
recommended for approval of the Board of Directors. It shares by Directors & executives or their spouses were
has also reviewed preliminary announcements of results notified in writing to the Company Secretary along with
prior to publication and the internal audit reports. the price, number of shares, form of share certificates
5. Appropriate accounting policies have been consistently and nature of transaction which were notified by the
applied except for the changes, if any, which have been Company Secretary to the Board within the stipulated
appropriately disclosed in the financial statements. time. All such holdings have been disclosed in the
Applicable International Financial Reporting Standards Pattern of Shareholding.
were followed in the preparation of financial statements 12. The statutory and regulatory obligations and
of the Company and consolidated financial statements requirements of best practices of governance have been
on a going concern basis, for the financial year ended met.
June 30, 2019, which present fairly the state of affairs,
results of operations, cash flows and changes in equity 13. The Committee members carried out the Annual
of the Company and its subsidiaries for the year under Evaluation of the Board Audit Committee in terms of
review. board structure, Strategy, Decision Making, Internal
Controls and Risk Management.
6. Accounting estimates are based on reasonable and
prudent judgment. Proper and adequate accounting 14. The Committee regularly reviews the mechanism for
records have been maintained by the Company in employees and management to report concerns to the
accordance with the applicable laws and financial Audit Committee and ensures that any allegations are
reporting is consistent with Management processes and scrutinized seriously.
adequate for shareholder needs.
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15. The Shariah Advisors ensured that the systems, the Company’s objectives, including a reliable financial
policies and practices at LCL are in line with the Shariah reporting system and compliance with laws and
Governance Regulations, 2018 and Shariah Guidelines regulations.
issued by SECP from time to time.
External Auditors
Annual Report 2019 23. The external auditors of the Company, M/s A.F. Ferguson
16. The Company has issued a very comprehensive & Co, Chartered Accountants, have completed their
Integrated Annual Report, which gives fair, balanced and audit assignment of the standalone and consolidated
understandable information in excess of the regulatory financial statements and the “Statement of Compliance
requirements to offer an in depth understanding about with Listed Companies (Code of Corporate Governance)
the management style, the policies set in place by the Regulations, 2017” of the Company for the year ended
Company, its performance during the year, and future June 30, 2019 and shall retire on the conclusion of the
prospects to various stakeholders of the Company. 26th Annual General Meeting.
17. The Audit Committee believes that the Integrated Annual 24. The external auditors of the Company, M/s A.F. Ferguson
Report 2019 includes both financial and non-financial & Co, Chartered Accountants, have also completed
performance, risks and opportunities and outcomes the External Shariah Audit of the Company to ensure
attributable to Company’s activities and key stakeholders compliance with the Shariah Governance Regulations,
having significant influence on its value creation ability. 2018 for the year ended June 30, 2019.
25. The Board Audit Committee has reviewed and discussed
Internal Audit Function Key Audit Matters and observations with the external
18. The Board Audit Committee has effectively implemented auditors. The final Management Letter including such
the internal control framework through an in-house audit observations is required to be submitted within 45
Internal Audit function, which is independent of the days of the date of the Auditors’ Report on the financial
External Audit function. The Company’s system of statements as required by the Code of Corporate
internal controls is sound in design and has been Governance and shall therefore, accordingly be
continually evaluated for effectiveness and adequacy. discussed in the next Board Audit Committee meeting.
19. The Board Audit Committee has ensured the 26. M/s. A.F. Ferguson & Co., Chartered Accountants has
achievement of operational, compliance and financial been given a satisfactory rating under the Quality Control
reporting objectives, safeguarding of the assets of the Review Program of the Institute of Chartered Accountants
Company and the shareholders wealth through effective of Pakistan (ICAP) and they are registered with Audit
financial, operational and compliance controls and risk Oversight Board of Pakistan. The firm is fully compliant
management at all levels within the Company. with the International Federation of Accountants (IFAC)
Guidelines on Code of Ethics, as adopted by ICAP and
20. The Internal Audit Department carried out independent
have indicated their willingness to continue as auditors
audits in accordance with an internal audit plan which
for the year ending June 30, 2020.
was approved by the Board Audit Committee. Further,
the Board Audit Committee has reviewed material
Internal Audit findings and management’s response
thereto, taking appropriate action or bringing the matters
to the Board’s attention where required.
21. The Head of Internal Audit has direct access to the
Chairman of the Board Audit Committee and the
MANZOOR AHMED
Committee has ensured staffing of personnel with
Chairman Audit Committee
sufficient internal audit acumen and that the function has
all necessary access to Management and the right to
seek information and explanations. Karachi: July 26, 2019
22. Coordination between the external and internal auditors

was facilitated to ensure efficiency and contribution to
SUSTAINING OUR
108 VELOCITY
DIRECTORS’ REPORT
The Directors have the pleasure in presenting to you the audited

financial results of your Company which include both, stand-alone and
consolidated financial statements for the fiscal year ended June 30,
2019.
Overview
The export performance of the Cement Industry has been volume registered a decline of 11.7% and were 5.85 million
exceptional during the the current financial year, which tons in comparison to 6.63 million tons last year, however the
supported the overall Industry volumes to increase by 1.9% export sales volumes of the Company improved by 60.9% to
at 46.76 million tons for the fiscal year ended June 30, 2019 1.82 million tons as compared to 1.13 million tons last year.
in comparison to 45.90 million tons last year. Export sales
volumes registered an increase of 37.4% to reach 6.52 On a consolidated basis, your Company achieved a gross
million tons as compared to 4.75 million tons last year and turnover of PKR 136.59 billion which is 9.6% higher as
the local sales volume registered a decline of 2.2% to 40.24 compared to last year’s turnover of PKR 124.68 billion.
million tons during the fiscal year ended June 30, 2019 in
comparison to 41.15 million tons last year. Moreover, consolidated Net Profit of the Company was
PKR 12.35 billion of which PKR 1.02 billion is attributable
In comparison to the Cement Industry, your Company’s to non-controlling interests which translates into an EPS of
overall sales volume declined by 1.8% to reach 7.67 million PKR 35.03 during the fiscal year ended June 30, 2019 as
tons during the current fiscal year. The local cement sales compared to PKR 45.83 during last year.
20
19 109
DIRECTORS’ REPORT
Business Performance The production and sales volume data is graphically

presented as under:
a. Production & Sales Volume Tons in ‘000
Performance 8000
7,580 7,655 7,657
7,426
6,835 6,862
The standalone production and sales statistics of your 7000
Company for the current fiscal year ended June 30, 2019 6000
compared to last year are as follows:
5000

FY FY Growth/ 4000
Particulars 2018-19 2017-18 (Decline) 3000
Tons in ‘000’ % 2000

Clinker Production 7,580 7,426 2.1% 812
1000
Cement Production 6,835 7,655 (10.7%) 161
0
Cement Sales 6,862 7,657 (10.4%) Fiscal Year 2018-19 Fiscal Year 2017-18
Clinker Production Cement Production Cement Sales Clinker Sales
Clinker Sales 812 161 404.3%
A comparison of the dispatches of the Industry and FY FY Growth/

your Company’s standalone business for the fiscal year Market Share 2018-19 2017-18 (Decline)
ended 2018-19 in comparison with last year is presented Tons in ‘000’ %
below:
Local Sales 14.5% 16.2% (10.5%)
FY FY Export Sales
2018- 2017- Growth/
Particulars (Decline) - Bagged 21.5% 19.9% 8.0%
19 18
% - Loose 100.0% 100.0% 0.0%
Tons in ‘000’
Cement Industry - Clinker 36.0% 33.1% 8.8%
Local Sales 40,235 41,147 (912) (2.2%) Total Export 27.9% 23.8% 17.2%
Export Sales Grand Total 16.4% 17.0% (3.5%)
- Bagged 4,150 4,260 (110) (2.6%)
- Loose 117 181 (64) (35.4%) *industry data is based on best available market
estimates
- Clinker 2,255 305 1,950 639.3%
Total Exports 6,522 4,746 1,776 37.4% A comparative year-wise analysis of market share of
Grand Total 46,757 45,893 864 1.9% your Company is as under:
Yearwise LCL Market Share

Lucky Cement Percentage
Local Sales 50
- Cement 5,854 6,627 (773) (11.7%)

40
- Clinker - 59 (59) (100.0%)
33.0%
Total Local Sales 5,854 6,686 (832) (12.4%) 27.4% 27.9%
30
Export Sales 23.2% 23.8%
- Bagged 891 849 42 4.9% 20

19.2% 17.8%
17.7% 17.0%
16.4%
- Loose 117 181 (64) (35.4%)
15.7% 16.1% 17.0% 16.2%
14.5%
- Clinker 812 101 711 704.0% 10
Total Exports 1,820 1,131 689 60.9%

Grand Total 7,674 7,817 (143) (1.8%) 0
FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Local Share Export Share Total Share
SUSTAINING OUR
110 VELOCITY
b. Financial Performance PKR in million except EPS
The standalone financial performance of your Company FY FY %

for the fiscal year ended June 30, 2019 as compared to Particulars
2018-19 2017-18 Change
last year is presented below:
Gross Revenue 67,548 67,377 0.3%
Revenue
Net Revenue 48,021 47,542 1.0%
During the fiscal year 2018-19 under review, your Company
achieved an overall gross sales revenue growth of 0.3% as GP 13,984 16,952 (17.5%)
compared to last year. This was mainly attributable to higher
export sales volumes for clinker.
OP 10,027 13,870 (27.7%)
Cost of Sales EBITDA 13,345 16,887 (21.0%)

During the fiscal year 2018-19 under review, per ton cost of
sales of your Company increased by 13.3% as compared to NP 10,490 12,197 (14.0%)
last year. This increase was mainly on account of adverse
32.44 / 37.72 /
PKR exchange rate parity and market driven increases in EPS (14.0%)
Share Share
coal, packing material and other fuel prices.
Distribution of Gross Revenue Distribution of Cost of Sales
Rebate & Commission – 1.4%
Other Manufacturing – 2.8%
Govt. Levies – 29.7%

W.I.P / F.G – (4.4%)
Raw Material – 4.8%
Packing Material – 10.2%
Stores & Spares –4.5%
Donations – 0.4%
Fixed Cost – 15.4%
Operating Expenses – 5.6%
Net Profit – 14.8%

Fuel & Power – 66.7%
Cost of Sales – 48.1%
Gross Profit Gross Profit

PKR in Millions
Your Company achieved a gross profit margin of 29.1% for

2019 13,984
the fiscal year under review as compared to 35.7% reported
last year. 2018 16,952
2017 21,298
2016 21,746
2015 20,183
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19 111
DIRECTORS’ REPORT
Net Profit Contribution to National

Your Company achieved a profit before tax of PKR 12,221.2 Exchequer
million during the current fiscal year under review as compared
Your company contributed PKR 21 billion (2018: PKR 23
to PKR 15,118.7 million reported last year. Similarly, after tax
billion) into the Government Treasury on account of Income
profit of PKR 10,490.2 million was achieved during the current
taxes, excise duty, sales tax and other government levies.
fiscal year under review as compared to PKR 12,197.1 million
Moreover, valuable foreign exchange to the tune of USD 75.4
reported last year.
million was generated by your Company for the Country from
export of cement during the year under review.
Net Profit
PKR in Millions
2019 10,490
National Cause Donations
Your Company has a strong sense of Corporate Social
2018 12,197
Responsibility and is fully committed to support in the areas
2017 13,692 of education, women empowerment, health, environment
conservation, and community development through various
2016 12,944 welfare initiatives; which are undertaken both directly through
company’s financial assistance programs and indirectly
2015 12,432
by patronizing country’s civil society institutions and non-
government organizations geared towards creating a social
impact.
Earnings per share
Statement of Charity Account - FY 2018- FY 2017-
The earnings per share of your Company for the fiscal year PKR in ’000’ 19 18
ended June 30, 2019 was PKR 32.44 in comparison to PKR
Health Initiative & Financial 221,903 179,711
37.72 reported last year.
Assistance To Patients
Community Development 60,711 71,563
EPS Trend Education Initiatives & Financial 29,499 33,680
PKR
Assistance To Schools,
50 Universities & Scholarships
42.34
40.03
38.44 37.72 Sports & Olympics 1,000 1,000
40
32.44
General Donation 134 375
30
Total Amount Donated 313,247 286,329
20
10
Dividend & Appropriation
Taking into consideration the current capital and equity
0
2015 2016 2017 2018 2019 investment plans; the board has proposed the final cash
dividend of PKR 6.50 per share subject to the approval of
shareholders in the upcoming Annual General Meeting
scheduled to be held on September 27, 2019.
This approach remains in line with your Company’s
commitment to consistently provide sustainable returns to
the shareholders. Movement in un-appropriated profit is as
follows:
SUSTAINING OUR
112 VELOCITY
PKR in '000 Investment in automotive manufacturing
Net Profit for the Year plant – Kia Lucky Motors Pakistan
Un-appropriated profit at the beginning of - Limited [KLM]
the year KLM commenced CKD operations within the originally
Profit available for appropriation 10,538,595 envisaged project timelines. Its state-of- the-art facility has the
capacity to produce 50,000 vehicles per annum on a double
10,538,595
shift basis. The booking of “SPORTAGE” an SUV being KLM’s
Appropriations first model started on 30th June 2019 and delivery thereof will
Proposed final cash dividend @ PKR 6.50 2,101,938 start from the end of July 2019. The booking of “PICANTO”
per share hatchback being KLM’s second model is expected to start in
Proposed transfer to General Reserves 8,436,657 August 2019 and delivery thereof from October 2019.
Un-appropriated profit at the end of the -

year Greenfield clinker production facility
Basic and diluted earnings per share – 32.44
in Samawah, Iraq – 1.2 million tons per
PKR annum
The first shipment of Plant and Machinery from Sinoma is
Projects – New and Ongoing expected to start from the month of October 2019. The letter
of credit for Power Plant has been established and shipment
from Wartsila is expected in the month of December 2019. Civil
Brownfield cement plant expansion in
team has been mobilized and contract of mechanical work
KPK Province of Pakistan – 2.6 million will be finalized in August 2019 and team will be mobilized
tons per annum accordingly. Target to achieve commercial production is by
With the arrival of over 90% of plant and machinery shipments; the end of first quarter of financial year 2020-21.
the civil, erection and fabrication work at project site is in
full swing and remains on target to achieve commercial Equity Investment in associated
operations in the second quarter of the financial year 2019- company in 50 MW power project
20.
The Company had obtained approval from its shareholders
for equity investment of PKR 720 million in an associated
Investments company, M/s Yunus Wind Power Limited in the Extra Ordinary
General Meeting held on November 28, 2017. However, the
Investment in 1 x 660 MW, supercritical, Company has not invested its share of approved equity
coal based power project investment in the project company and the Board has now
decided not to pursue such investment further.
The construction activity for setting up 660 MW super critical,
lignite coal-based power plant is progressing as per project
implementation schedule. Target to achieve commercial Segmental Review of Business
operations is 1st March 2021.
Performance
The acquisition of ICI Pakistan and investment in Lucky
Electric and Kia Lucky is part of the Company’s strategy to
diversify its business which is tabulated below:
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19 113
DIRECTORS’ REPORT
Segment
Net Revenue Segment
Segment GP Margin OP Margin Liabilities
Growth Assets
(PKR Bn.)
Cement 1.01% 29.12% 20.88% 75.51 27.73
Polyester 30.15% 2.78% 0.75% 10.85 14.85
Soda Ash 31.81% 26.46% 22.08% 24.29 2.76
Life Sciences -3.15% 23.59% 3.74% 9.24 4.18
Chemicals 3.62% 23.15% 8.19% 8.48 1.63
Others 146.94% 16.68% (16.89)% 55.09 1.87
Entity’s Significant Cash Flow Financing Arrangements

Resources In order to achieve exceptional export growth performance to
try and overcome the challenges faced in domestic market,
your Company availed Islamic Export Re-finance facilities
Cash Flow Strategy
from various Islamic banks amounting to PKR 2.9 billion.
Your Company has an effective Cash Flow Management These Islamic Export Refinance Facilities are mainly secured
System in place whereby cash inflows and outflows are by way of hypothecation charge over Plant & Machinery,
projected and monitored on a regular basis. Working capital Stocks, Stores & Spares. The Company is currently not
requirements are managed mainly through internal cash utilizing any long term debt facility.
generation.
Since Lucky Cement is well regarded in the market as
During the year under review, an amount of PKR 16.64 billion credible and consistent player; all our trade creditors have
was generated from operations of the Company which was full faith in our financial management
mainly allocated towards capital expenditure amounting to
PKR 19.68 billion, long term investments of about PKR 9.33
Human Resource Development
billion, distribution of dividend to shareholders for PKR 2.57
billion and payment of income tax worth PKR 1.62 billion. As we continue our journey of growth the role and the
development of human resources becomes all the more
The Board of Directors are satisfied that due to efficient and critical. We are committed to create a working environment
effective financial management system in place, there are where employees feel valued, respected, empowered and
no short or long term financial constraints in the foreseeable inspired. Talented people are at the heart of our efficiency
near future. The available surplus liquidity is being effectively driven culture, therefore, we actively recognize their abilities
channelized into planned investment projects to generate and provide wholesome and continuous opportunities for
further revenues. learning and growth.
Having a focus on the qualitative aspect of our business is

Capital Structure and Financial position
critical for the long-term sustainability of the organization.
Your company’s strong financial position and free cash flow However, equal importance is given to the quantitative aspect
generating ability provides the management with flexibility to that drives our business today. We have set clear goals and
support its vision to improve operational efficiencies as well KPIs (key performance indicators) for our Teams which in
as make new investments, which also gives the company’s turn generates a clear focus towards building a result- driven
stakeholders and vendors confidence in doing business. organization. Our talent management systems encourage
Our reserves increased by 10% during the year and now honest and frequent feedback to provide our employees
stand at PKR 91 Billion. The increase is mainly attributable to with a holistic assessment of their behaviors and its impact,
improved cost saving strategies and profits of the Company. thus ensuring that as teams, we harness the best out of our
There is no significant change in our capital structure and employees and proactively manage performance. We are
financing strategies. proud of the empowerment culture at Lucky Cement which
gives our team both the responsibility as well as accountability
to be the best that they can be.
SUSTAINING OUR
114 VELOCITY
Management Objective and Your company’s financial performance and market leadership
is a reflection of achievement of its corporate goals through
Strategies all around strategic alignment.
The key objective of the management of your company is to

sustain market leadership in Pakistan’s cement industry and Critical Performance Indicators
increase value for all its stakeholders. All the corporate goals
The management of your company has outlined the following
are targeted towards this purpose and the key performance
key performance measures and indicators to support the
indicators are defined to be measured in terms of company’s
stated objectives. These are shared companywide at every
improved performance in all spheres of its operations.
level as “Lucky Cement Limited’s 9 corporate goals” and
help us in setting our strategic direction.
Your company today has a global footprint and the
management is set to achieve further milestones through
• Ensure sustainable & profitable growth in both domestic
creation of enabling environment by developing a highly
and export markets.
competent & professional team, investing in state-of-the-
art technology, striving for customer satisfaction and loyalty, • Strive to remain lowest-cost producer in the Industry
identifying supply chain synergies, and contributing towards • Improve corporate and brand image
the environment and communities it operates in.
• Rationalize, attract, retain and develop Human
To achieve the given corporate goals; your company has Resources Talent
taken organization-wide steps involving all the employees • Strengthen Safety, Health & Environment culture
from top to bottom in formalizing SOPs (Standard Operating
• Increase footprint beyond Pakistan and diversify
Procedures) and have set individual KPIs (Key Performance
Indicators) aligned with these broader corporate goals, • Improve IT systems & strengthen infrastructure
making every employee a self-assessor with defined yearly • Structured Risk Management program
targets and transparent measuring criteria. After successful
• Embed Corporate Social Responsibility into Company’s
implementation of SAP S / 4 HANA, which was Pakistan’s
operations.
1st implementation and one of the first 5 implementations
in the world, the company has now started to reap benefits During the year the management rolled out the above
by increasing efficiency, simplifying processes, eliminating objectives with the intent of implementation at all layers across
redundancies, reducing communication gaps and Company’s operations in the form of KPIs for respective
information processing time. Furthermore, we have also departments, functions and their human resource. Review
refined and improved our human resource policies and and follow up of these objectives was part of the periodic
have also successfully launched a structured management Management Committee and projects’ related meetings held
trainee program in collaboration with the leading educational during the year.
institutes of the Country.
Performance on Financial & Non-Financial Measures

Sustainable & Profitable Growth
Low Cost Cost Reduction
Market Share Sales Volume EPS
Producer Initiatives
Achieved market share of 16.4% in The cost of Year on year, EPS is PKR 32.44 Installation of
financial year 2018-19. production per ton overall sales which is 14.0% Vertical Cement
remains one of volume decreased lower compared to Mills at Pezu
the lowest in the by 1.8%. last year and Karachi
industry. plants resulting
in improved
efficiencies and
lower power
consumption
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DIRECTORS’ REPORT
Corporate & Brand Image
Awards Brand Awareness Corporate Communication International Conferences
• Awarded 3rd position in During the year, provided Continued reaching out to Participation in 20th Asia
the Top 25 companies sponsorship to ‘Stimulus for customers through print Cement trade Summit
award by the Pakistan Climate Launchpad Pakistan’ medium and articles in held on 13-14 Nov 2018 in
Stock Exchange. the world’s largest green various publications. Bangkok, Thailand, where
This award was in business ideas competition. Lucky Cement gave a
recognition of the presentation on the Pakistan
Company’s remarkable Cement Industry & Its
financial and managerial Exports Potential.
performance.
• 34th MAP Corporate Participated in the world’s
Excellence Award in leading cement industry
Cement Sector event; INTERCEM held in
Lahore from 12th to 14th
• Environment Excellence November.
Award at 16th Annual
Environment Excellence
Award (AEEA) 2019
• The Professionals
Network: 8th Corporate
Social Responsibility
Award 2018
• 8th Fire & Safety
Award organized by
The National Forum of
Environment and Health
(NFEH).
• ICAP / ICMAP Award for
Best Corporate Report
2017 in the Sugar &
Cement category.
Human Resource Development

Talent Management Learning & Development Performance Management Succession planning
Revamped the competency Based on Training Need Launched S.M.A.R.T. goal Utilize 9 box (Performance &
framework and finalized Assessment (TNA), setting activity on SAP to Potential) matrix approach to
functional competency developed and executed ensure better departmental identify the available talent
model, which will help training plan by organizing and individual goals internally. The tool helps in
identify the best fit talent in-house and public alignment to the Corporate identifying and developing
externally and would assist programs for soft & hard objectives and organization’s employees for important and
in developing and retaining skills by internal and external vision. strategic positions for future.
internal talent. It will also trainers covering different
ensure effective and targeted staff levels of all locations.
HR Committee conducted This activity also helps in
training interventions which joint review sessions for Hi-Potentials identification,
will help the organization in Achieved ACCA Approved Performance retention and succession
developing the existing talent Employer Accreditation for Management to ensure planning.
for the next level. Professional Development . Department’s and
individual’s
Other initiatives included alignment with the defined
sharing Weekly Management Corporate objectives.
Tips from Harvard Business
Review (HBR), Case Study
Sessions, TED Talk Video
Learning Sessions &
providing staff access to
training material through
intranet.
SUSTAINING OUR
116 VELOCITY
HSE (Health, Safety and Environment)
Zero Loss Work Day Injury Compliance with NEQ Standards WHR (Waste Heat Recovery) Plant
Successfully achieved loss work day Positioned almost 65% less than the Sustainable maintenance of carbon
injury target for the year (16% reduction permissible limit of NEQ standards due emissions.
as compared to last year) to use of advanced technology, timely
maintenance and use of WHR plants.
Business Growth and Diversification

Greenfield clinker Brownfield Cement plant
Kia Lucky Motors Pakistan
Coal Based Power Project production facility in expansion at Pezu – 2.6
Limited (KLM)
Samawah, Iraq million tons per annum
The construction activity KLM has commenced The first shipment of Plant With the arrival of over 90%
for setting up 660 MW CKD operations within the and Machinery from Sinoma of plant and machinery
super critical, lignite coal- originally envisaged project is expected to start from shipments; the civil, erection
based power plant at Deh timelines. KLM with its the month of October and fabrication work at
Ghangiaro Bin Qasim is state-of- the-art facility has 2019. The letter of credit project site is in full swing
progressing as per project the capacity to produce for Power Plant has been and remains on target
implementation schedule. 50,000 vehicles per annum established and shipment to achieve commercial
Target to achieve commercial on a double shift basis. The from Wartsila is expected operations in the second
operations is 1st March booking of “SPORTAGE” in the month of December quarter of the financial year
2021. an SUV being KLM’s first 2019. Civil team has been 2019-20.
model started on 30th June mobilized and contract of
2019 and delivery thereof mechanical work finalized
started end of July 2019. in August 2019 and team
The booking of “PICANTO” is mobilized, accordingly.
hatchback being KLM’s Target to achieve commercial
second model started end production is by the end of
of August 2019 and delivery first quarter of financial year
thereof is expected from 2020-21.
October 2019.
Risk Management
Strategic Risks Operational Risks Financial Risks Compliance Risks
The strategic risks such as Business continuity and The Company’s exports Due to effective compliance
critical availability of gas disaster recovery plans and import of coal, exports with laws and regulations
and alternate fuels for power are in place to ensure that of cement and clinker and and transparent financial
generation, and changes continuity in production and spares provide a natural reporting Framework,
in domestic competitive sales operations in case hedge against foreign compliance risk posed
scenario are being of major failures to ensure currency transactions and to the Company remains
continuously monitored. continuity, sustainability and safeguarded the company low. The Board promotes
The Company’s expansion avoid any disruption to the from any significant financial risk management and
plans and growth targets business. risks. compliance culture in the
are revisited with changing Company.
market situation. Raw material Strict financial discipline,
sourcing, adequate cash flow management Litigation risks involving
Changes in macro-economic segregation of duties, and monitoring of foreign significant cases against
indicators, inconsistent self- sufficiency in power currency parity vs PKR the Company are handled
/ arbitrary changes in generation at both the plants to avail possible hedging through reputable Law firms
Government Policies and and efficient supply chain options supports in with specialized expertise
significant increase in and logistic operations both mitigating risks towards wherever required.
coal and other fuel prices in-house and outsourced in-house and project-related
making cost of production have enabled us to mitigate investments.
substantially higher are operational risk to an
also closely monitored, acceptable level.
considered and incorporated
into the risk register.
Appropriate mitigation
strategies are formulated to
reduce the risk impact to an
acceptable level.
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DIRECTORS’ REPORT
Corporate Social Responsibility

Medical Assistance and
Charity and Donations Educational Scholarships Causes we care about
Poverty Alleviation
Continued extending Continued its committed Continued to support Held tree plantation drives
donations to both individuals support to students at IBA, initiatives of health and in and around the plant
and institutions offering LUMS, IoBM, and various economic upgradation facilities as well as in the
welfare in an effort to support other institutions. through patronization of Aziz head office by distributing
education, health and Tabba Foundation. tree saplings to promote
community development. Continued support for two a green and clean
leading Government girls’ environment.
schools in Karachi
Continued monitoring the air
quality and level of emissions
at both plants effectively.
Corporate Social Responsibility Tabba Kidney, on the other hand has grown into the largest
hemodialysis centre of Pakistan, providing complete medical
Your Company has a proven history and track record of its care and surgical support in pediatric and adult urology.
strong commitment for the improvement of society and the
communities in which it operates. The primary focus of CSR Moreover, in the current financial year, your Company also
initiatives of your Company remains in the education sector, provided financial support to Shaukat Khanum Memorial
women empowerment, health, environment conservation Cancer Hospital, Pakistan Welfare Association of the Blind
and community development. and World Memon Organization.
Education / Scholarships Environment and Water Conservation

Continuing with its long-term vision to provide merit-based Your Company always takes serious responsibility towards
support for the deserving and less privileged segments of the conservation of Environment in every sphere of its
the society, your Company continued to extend a number operations. With an effort to further highlight the importance
of scholarships to various students of leading universities in of environment preservation, your Company continued with
Pakistan and abroad. its tree plantation drive in and around its manufacturing
sites. Furthermore, in an effort to highlight the importance
of sustainability amongst the employees, your Company
Women Empowerment
also extended the tree plantation drive by distributing free
Your Company’s focus on women empowerment through saplings to its employees to further encourage and promote
education has strengthened its collaboration with Zindagi the importance of green environment for the employees and
Trust by supporting the two leading Government girls’ their families.
schools in Karachi. These schools have been transformed
into model girls’ educational institutions in Pakistan.
Your Company believes in responsible consumption of
valuable resource of water and makes every effort to reduce
Health Initiatives its usage. Some water conservation projects include,
The provision of quality healthcare for the society at large, installation of RO plants at our production facilities and water
has always remained your Company’s priority, especially sprinklers in the gardens and storage locations which use
through the financial support of Aziz Tabba Foundation: a 30% - 50% less water than conventional watering methods.
prominent philanthropic institution that is running Tabba Heart
and Tabba Kidney institutes, which provide vital support in By using our expertise, we at Lucky Cement remain
bridging the gap of specialized and modern medical care committed to manage our water usage in an efficient and
in the Country. Tabba Heart has achieved a trend-setting sustainable manner to support in improvement of access to
image in the field of cardiac healthcare by setting-up one of clean water for communities, wherever possible. We make
a kind preventive cardiology and rehabilitation department.
SUSTAINING OUR
118 VELOCITY
efforts to restore natural water cycles, benefiting multiple Composition of Board of Directors
aspects of our value chain and the people and communities
The diverse mix of gender, knowledge, expertise and skill
we serve.
sets of the members enhances the effectiveness of our
Board. Our Board composition represents the interests of all
Community Development Programs categories of shareholders and it consists of:
Your company believes in the importance of giving back to
the community and therefore, continues to make efforts to Total number of directors
uplift the underprivileged communities and for this cause
a) Male 6
your Company recently installed five solar energy based
tube wells at various targeted locations near its Cement plant b) Female 1
in the north at Jhang Khel, Wazir Kala, Shehbaz Khel, Tabi Composition
Murad and Azghar Khel, where earlier, only limited facilities I) Independent Director 2
for drinking water were available.
II) Other Non-executive Directors 4
III) Executive Director 1
Code of Corporate Governance
The Directors of your Company are aware of their Meetings of the Board Of Directors
responsibilities under the Listed Companies (Code of
Board of Directors - 5 Meetings
Corporate Governance) Regulations, 2017 and the Rule
book of Pakistan Stock Exchange. Your Company has taken No. of
all necessary steps to ensure Good Corporate Governance S.No. Name of Directors Meetings
and full compliance of the Code and we confirm the following: Attended
1 Mr. Muhammad Yunus Tabba
• The financial statements, prepared by the management (Chairman) 5
Non-Executive Director
of the Company, present fairly its state of affairs, the
result of its operations, cash flows and changes in equity. 2 Mr. Muhammad Ali Tabba 5
Executive Director
• Proper books of account of the Company have been 3 Mr. Muhammad Sohail Tabba 2
maintained. Non-Executive Director
• Appropriate accounting policies have been consistently 4 Mr. Jawed Yunus Tabba 5
applied in preparation of financial statements and
accounting estimates are based on reasonable and 5 Mrs. Mariam Tabba Khan 4
prudent judgment.
6 Mr. Manzoor Ahmed 4
• International Financial Reporting Standards, as Independent Director
applicable in Pakistan, have been followed in preparation 7 Mr. Mohammad Javed Iqbal 3
of financial statements and any departure there from has Independent Director
been adequately disclosed and explained. * Mr. Tariq Iqbal Khan

Independent Director
0
• The system of internal control is sound in design and
has been effectively implemented and monitored. * Mr. Abid Ganatra 1
• There are no significant doubts upon the company’s * Mrs. Zulekha Tabba Maskatiya 0
ability to continue as a going concern. Non-Executive Director
• Statement of pattern of Shareholding has been included The leave of absence was granted to the Directors who could
as a part of this Annual Report. not attend the meeting due to their preoccupation.
* Mr. Tariq Iqbal Khan, Mr. Abid Ganatra and Mrs. Zulekha
Tabba Maskatiya retired from the directorship in the 25th
AGM of the Company held on September 28, 2018.
20
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DIRECTORS’ REPORT
Training of the Board • The remuneration of a Director for attending meetings of

the Board of Directors or its Committees shall from time
The Company takes keen interest in the professional
to time be determined and approved by the Board of
development of its Board members and has carried out
Directors.
necessary trainings of its Board members as per the
requirements of the Code of Corporate Governance and
• A Director shall be provided or reimbursed for all
ensures that all the Directors of the Board comply with the
travelling, boarding, lodging and other expenses
requirements of Directors Training Certification.
incurred by him for attending meetings of the Board, its
Committees and/or General Meetings of the Company.
Evaluation Criteria for the Board
Apart from their mandatory job requirements, the performance
of the Board of our Company is evaluated regularly along the
Board Committees and Meetings
following parameters, both at individual and team levels. Audit Committee
Audit Committee - 4 Meetings
1. Effectiveness in bringing in a mix of gender, talents, skills No. of
and philosophical perspectives. S.No. Name of Directors Meetings
Attended
2. Integrity, credibility, trustworthiness and active
participation of members. 1 Mr. Manzoor Ahmed (Chairman) 3
Independent Director
3. Follow-up and review of annual targets set by the 2 Mr. Mohammad Javed Iqbal
management. Independent Director
3
4. Ability to provide guidance and direction to the Company. 3 Mr. Muhammad Sohail Tabba 3
5. Ability to identify aspects of the organization’s
4 Mrs. Jawed Yunus Tabba 4
performance requiring action. Non-Executive Director
6. Review of succession planning of management. 5 Mrs. Mariam Tabba Khan 2

7. Ability to assess and understand the risk exposures of
* Mr. Tariq Iqbal Khan 1
the Company. Independent Director
8. Contribution and interest in regard to improving health * Mr. Abid Ganatra

1
safety and environment, employment and other policies
and practices in the Company. * Mrs. Zulekha Tabba Maskatiya 0
9. Safeguarding the Company against unnecessary
litigation and reputational risk.
The leave of absence was granted to the Directors who could
not attend the meeting due to their preoccupation.
Performance Evaluation Of The Board
The overall performance of the Board measured on the * Mr. Tariq Iqbal Khan, Mr. Abid Ganatra and Mrs. Zulekha
basis of above-mentioned parameters for the year was Tabba Maskatiya retired from the directorship in the 25th
satisfactory. A separate report by the Chairman on Board’s AGM of the Company held on September 28, 2018.
overall performance, as required under section 192 of the
Companies Act, 2017 is attached with this Annual Report.
Terms of Reference
Directors’ Remuneration The terms of reference of the Audit Committee includes the
The Board of Directors has approved a ‘Remuneration Policy following:
for Directors and Members of Senior Management’; the a. determination of appropriate measures to safeguard the
salient features of which are: company’s assets;
b. review of annual and interim financial statements of
• The Company will not pay any remuneration to its non- the company, prior to their approval by the Board of
executive directors except as meeting fee for attending Directors, focusing on:
the Board and its Committee meetings.
SUSTAINING OUR
120 VELOCITY
• major judgmental areas; n. review of arrangement for staff and management to
report to audit committee in confidence, concerns, if
• significant adjustments resulting from the audit;
any, about actual or potential improprieties in financial
• going concern assumption; and other matters and recommend instituting remedial
• any changes in accounting policies and practices; and mitigating measures;
• compliance with applicable accounting standards; o. recommend to the board of directors the appointment of
external auditors, their removal, audit fees, the provision
• compliance with Listed Companies (Code of
of any service permissible to be rendered to the
Corporate Governance) Regulations, 2017 and
company by the external auditors in addition to audit of
other statutory and regulatory requirements; and
its financial statements. The board of directors shall give
• all related party transactions due consideration to the recommendations of the audit
c. review of preliminary announcements of results prior to committee and where it acts otherwise it shall record the
external communication and publication; reasons thereof;
d. facilitating the external audit and discussions with p. Consideration of any other issue or matter as may be
external auditors on major observations arising from assigned by the Board of Directors.
interim and final audits and any matter that the auditors
may wish to highlight (in the absence of management, Budget Committee
where necessary);
Budget Committee - 1 Meeting
e. review of management letter issued by external auditors
No. of
and management’s response thereto;
S.No. Name of Directors Meetings
f. ensuring coordination between internal and external Attended
auditors of the company;
1 Mr. Muhammad Sohail Tabba
g. review of the scope and extent of internal audit, audit (Chairman) 0
plan, reporting framework and procedures and ensuring
that the internal audit function has adequate resources 2 Mr. Muhammad Ali Tabba 1
Executive Director
and is appropriately placed within the company;
3 Mr. Jawed Yunus Tabba 1
h. consideration of major findings of internal investigations Non-Executive Director
of activities characterized by fraud, corruption and 4 Mrs. Mariam Tabba Khan 1
abuse of power and management’s response thereto; Non-Executive Director
i. ascertaining that the internal control systems including

financial and operational controls, accounting systems
not attend the meeting due to their preoccupation.
for timely and appropriate recording of purchases and
sales, receipts and payments, assets and liabilities and
the reporting structure are adequate and effective; Terms of Reference
j. review of the company’s statement on internal control The terms of reference of the Budget Committee includes the
systems prior to endorsement by the Board of Directors following:
and internal audit reports;
a. To review and analyze the annual budgets for revenues,
k. instituting special projects, value for money studies
expenses and capital expenditures as prepared by the
or other investigations on any matter specified by the
management and recommend the final budget to the
Board of Directors, in consultation with the CEO and to
Board for its approval.
consider remittance of any matter to the external auditors
or to any other external body; b. To review and analyze any revision in the budget and
suggest the same to the Board of Directors for its
l. determination of compliance with relevant statutory
approval.
requirements;
c. To recommend any matter of significance to the Board of
m. monitoring compliance with the applicable Code of
Directors.
Corporate Governance Regulations and identification of
significant violations thereof;
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DIRECTORS’ REPORT
HR And Remuneration Committee who are designated as Key Management Personnel by

the Board and which include, the ED, CFO, COO, all
HR and Remuneration Committee - 1 Meeting the directors, Head of Internal Audit and the Company
No. Of Secretary.
S.No. NAME OF DIRECTORS Meetings e. Undertake annually a formal process of evaluation
Attended of performance of the board as a whole and its
1 Mr. Mohammad Javed Iqbal committees. The process of performance evaluation
(Chairman) 0 shall be undertaken either directly or by engaging
external independent consultant as advised by the Board
2 Mr. Muhammad Ali Tabba 1 HR Committee of the Board of Directors. Necessary
Executive Director
disclosure shall be made in the directors’ report if an
3 Mr. Muhammad Sohail Tabba 1 independent consultant is engaged.
4 Mr. Jawed Yunus Tabba f. Where human resource and remuneration consultants
1
Non-Executive Director are appointed, their credentials shall be known by the
5 Mrs. Mariam Tabba Khan committee and a statement shall be made by them
1
Non-Executive Director as to whether they have any other connection with the
* Mrs. Zulekha Tabba Maskatiya company.
Non-Executive Director 0
g. Recommend human resource management policies to
the board;
not attend the meeting due to their preoccupation. h. Recommend to the board the selection, evaluation,
development, compensation (including retirement
* Mrs. Zulekha Tabba Maskatiya retired from the directorship benefits) of ED, CFO, COO, Company Secretary and
in the 25th AGM of the Company held on September 28, Head of Internal Audit.
2018. i. Consideration and approval on recommendations of
CEO on such matters for key management positions
Terms of Reference who report directly to the CEO.
The terms of reference of the Human Resource and j. Review the audit observations, if any, raised by the
Remuneration (HR&R) Committee shall include the following: internal and external auditors of the company relating to
the HR function and to approve the appropriate action to
a. Provide strategic guidelines for the overall governance implement the audit findings.
of Human Resource processes within the Company.
Review, oversee and evaluate the Compensation
strategy implemented within the Company, approve the
CEO Performance Review
head count, review the annual performance appraisal, The Board of Directors of Lucky Cement regularly evaluates
training and development and succession planning performance of the CEO based on the financial and non-
processes implemented across the company. financial KPIs presented by him at the start of the year. The
board has reviewed the performance of the CEO for the latest
b. Approve any study/survey relevant to Human Resources
financial year and is satisfied with the achievements for the
to be undertaken in order to benchmark / obtain reliable year. The Board has full confidence in his abilities to manage
data to assist the Board Human Resources Committee the company in the most professional and competent manner.
in discharging its duties. He is also responsible for setting the corporate objectives
c. To provide guidelines to the operational management of and its alignment with the KPIs for his management team and
regularly updates the Board about the performance of the
Human Recourses with respect to hiring of resources,
management team in achieving the desired goals.
including permanent, third party, management trainees
and interns.
d. Recommend to the board for consideration and approval
of a policy framework for determining remuneration of
directors (both executive and non-executive directors
and members of senior management). The members of
senior management shall include the same personnel
SUSTAINING OUR
122 VELOCITY
Vision, Mission and Overall Subsequent Events
Corporate Strategy Approval by No material changes or commitments affecting the financial
position of the Company have occurred between the end of
the Board the financial year of the Company and the date of this report.
The board of directors have carefully reviewed and approved
the vision, mission and overall corporate strategy of your
Company and believes that it comprehensively states the
Outlook
ideology with which Lucky Cement was incorporated. We With the current economic challenges and the post IMF
ensure that our vision and mission sets the direction for our (fund facility arrangements’ signing) macro-economic
overall corporate strategy and our future journey in everything situation, your Company believes that in short to medium-
we do at all levels. The entire organization is connected and term, the Outlook of the Cement industry will continue to
driven by this purpose and it serves as the main decision remain challenging for the domestic sales. Export sales are
making criterion in our day to day business. anticipated to remain stable, however, prices will come under
pressure due to regional competition.
Adequacy of Internal Financial In the long-term, Cement industry’s outlook remains

Controls promising on account of Government’s key initiatives to
build both small and mega-capacity / multipurpose water
The Board of Directors has established an efficient system reservoirs / dams and construction of low-cost affordable
of internal financial controls, for ensuring effective and houses for public at large.
efficient conduct of operations, safeguarding of Company
assets, compliance with applicable laws and regulations and Your Company’s strong financial position and free cash
reliable financial reporting. The independent Internal Audit flow generating ability is anticipated to further support its
function of Lucky Cement regularly appraises and monitors Vision to improve operational efficiencies as well as make
the implementation of financial controls, whereas the Audit new investments, which can bring in further improvement in
Committee reviews the effectiveness of the internal control efficiencies and enhance shareholders’ value.
framework and financial statements on quarterly basis.
Acknowledgement
Qualification of CFO and Head of Directors of your Company take pleasure in expressing
Internal Audit their sincere gratitude and appreciation for outstanding
commitment and contribution of all the employees and
The Chief Financial Officer and Head of Internal Audit possess continued trust and reliance placed in the Company by all
the requisite qualification and experience as prescribed in the the stakeholders.
Code of Corporate Governance.
On behalf of the Board

Pattern of Shareholding
Pattern of shareholding of the Company in accordance with
the Section 227 (2)(f) of the Companies Act, 2017 as at June
30, 2019 is annexed to this report.
Auditors Muhammad Yunus Tabba Muhammad Ali Tabba

Chairman / Director Chief Executive / Director
The financial statements of the company for the current
year 2018-19 were audited by M/s A.F. Ferguson & Co.
Chartered Accountants. The auditors will retire at the end Karachi: July 27, 2019
of the Annual General Meeting. Being eligible, they have
offered themselves for re-appointment. The Board has
recommended the appointment of M/s A.F. Ferguson & Co.
Chartered Accountants as auditors for the ensuing year, as
recommended by the Audit Committee, subject to approval
of the members in the forthcoming Annual General Meeting.
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STATEMENT OF COMPLIANCE
With Listed Companies (Code of Corporate Governance) Regulations,
2017 for the year ended June 30, 2019
The company has complied with the requirements of the
regulations in the following manner: 6. All the powers of the board have been duly exercised
and decisions on relevant matters have been taken by
1.The total number of directors are 7 as per the following: the board/ shareholders as empowered by the relevant
provisions of the Act and these Regulations.
Male: 6 (Six)
7. The meetings of the board were presided over by the
Female: 1 (One) Chairman and, in his absence, by a director elected by
the board for this purpose. The board has complied with
the requirements of the Act and the Regulations with
2.The composition of board is as follows:
respect to frequency, recording and circulating minutes
of meeting of board.
Independent Directors:
8. The board of directors have a formal policy and
Manzoor Ahmed transparent procedures for remuneration of directors in
accordance with the Act and these Regulations.
9. The Board has arranged Directors’ Training program
wherever required for the following:
Other Non-Executive Directors:
Muhammad Yunus Tabba Independent Director:
Muhammad Sohail Tabba Manzoor Ahmed
Jawed Yunus Tabba Mohammad Javed Iqbal
Mariam Tabba Khan
Other Non-Executive Directors:

Executive Director: Muhammad Yunus Tabba
Muhammad Ali Tabba Muhammad Sohail Tabba
3. The directors have confirmed that none of them is Jawed Yunus Tabba
serving as a director on the board of more than five listed
Mariam Tabba Khan
companies, including this company.
4. The company has prepared a “Code of Conduct” and

has ensured that appropriate steps have been taken to Executive Directors:
disseminate it throughout the Company along with its
Muhammad Ali Tabba
supporting policies and procedures.
10. The Board has approved the appointment of Chief

5. The board has developed a vision/mission statement,
Financial Officer (CFO), Company Secretary and Head
overall corporate strategy and significant policies of the
of Internal Audit including their remuneration and terms
company. A complete record of particulars of significant
and conditions of employment and complied with
policies along with the dates on which they were
relevant requirements of the Regulations.
approved or amended has been maintained.
11. CEO and CFO duly endorsed the financial statements

before approval of the board.
SUSTAINING OUR
124 VELOCITY
12. The board has formed following Committees, comprising (a) Audit Committee: Four quarterly meetings during
of members as given below: the financial year ended June 30, 2019
(b) HR and Remuneration Committee: One meeting
Audit Committee during the financial year ended June 30, 2019
Manzoor Ahmed
Chairman 15. The board has set up an effective internal audit function
which comprises of professionals who are considered
suitably qualified and experienced for the purpose and
Jawed Yunus Tabba are conversant with the policies and procedures of the
Company.
Mariam Tabba Khan
16. The statutory auditors of the Company have confirmed
Mohammad Javed Iqbal that they have been given a satisfactory rating under
the quality control review program of the Institute
of Chartered Accountants of Pakistan (ICAP), and
HR and Remuneration Committee registered with Audit Oversight Board of Pakistan, that
they or any of the partners of the firm, their spouses
Mohammad Javed Iqbal and minor children do not hold shares of the company
Chairman
and that the firm and all its partners are in compliance
Muhammad Ali Tabba with International Federation of Accountants (IFAC)
guidelines on code of ethics as adopted by the ICAP.
17. The statutory auditors or the persons associated with
Jawed Yunus Tabba
them have not been appointed to provide other services
Mariam Tabba Khan except in accordance with the Act, these regulations or
any other regulatory requirement and the auditors have
confirmed that they have observed IFAC guidelines in
13. The terms of reference of the aforesaid committees this regard.
have been formed, documented and advised to the
Committee for compliance. 18. We confirm that all other requirements of the Regulations
have been complied with.
14. The frequency of meetings of the Committee were as per
following:
MUHAMMAD YUNUS TABBA MUHAMMAD ALI TABBA

Chairman/Director Chief Executive/Director
20
19 125
FINANCIAL HIGHLIGHTS
SIX YEARS AT A GLANCE
Financial Position (PKR in million) 2014 2015 2016 2017 2018 2019
Assets Employed
Property, plant and equipment 31,937 35,019 33,887 37,488 40,913 57,276
Intangible Assets 28 42 127 80 55 18
Long term investments 8,158 10,925 12,422 13,314 24,981 34,314
Long term advance 72 79 76 85 91 99
Long term deposit & deferred cost 3 3 3 3 3 3
Current assets 19,672 27,018 39,395 46,368 42,956 33,379
Total Assets 59,870 73,086 85,909 97,337 108,999 125,089
Financed By
Shareholders' Equity 49,792 59,259 69,323 79,785 86,367 94,318
Long-term liabilities
Long term finance - - - - - -
Current portion of long term finance 127 - - - - -
127 - - - - -
Long term deposits and deferred liabilities 5,521 6,396 6,969 7,209 7,395 7,193
Current liabilities 4,556 7,431 9,618 10,344 15,237 23,578
Current portion of long term finance (127) - - - - -
4,428 7,431 9,618 10,344 15,237 23,578
Total Funds Invested 59,870 73,086 85,909 97,337 108,999 125,089
Turnover & Profit
Turnover - Net 43,083 44,761 45,135 45,687 47,542 48,021
Gross Profit 18,690 20,183 21,746 21,298 16,952 13,984
Operating Profit 14,548 16,138 18,620 18,573 13,870 10,027
Profit before taxation 14,456 15,912 18,400 18,778 15,119 12,221
Profit after taxation 11,344 12,432 12,944 13,692 12,197 10,490
Total comprehensive income 11,344 12,377 12,974 13,696 12,079 10,539
Cash Dividends 2,587 2,910 2,910 3,234 5,497 2,587
General Reserve 7,871 8,433 9,467 9,741 8,199 9,492
Profit carried forward 11,344 12,377 12,974 13,696 12,079 10,539
Earning per share (Rupees) 35.08 38.44 40.03 42.34 37.72 32.44
Cash Flow Summary
Net Cash from Operating Activities 13,566 19,003 16,603 16,864 17,080 17,084
Net Cash used in Investing Activities (4,949) (8,130) (3,353) (6,688) (17,906) (29,189)
Net Cash Outflow from Financing Activities
(excluding balance held as lien) (2,833) (3,019) (2,889) (3,243) (5,477) (2,573)
(Decrease) /Increase in Cash and Bank Balance 5,785 7,854 10,361 6,933 (6,303) (14,678)
Cash and Bank Balance at beginning of the Year 2,806 8,591 16,445 26,806 33,738 27,435
Cash and Bank Balance at end of the Year 8,591 16,445 26,806 33,738 27,435 15,657
[including short term borrowing]
SUSTAINING OUR
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ANALYSIS OF STATEMENT OF
FINANCIAL POSITION
PKR in '000 2014 2015 2016 2017 2018 2019
Share Capital & Reserves 49,792,183 59,258,770 69,322,838 79,784,981 86,366,822 94,318,417
Non Current Liabilities 5,521,483 6,396,392 6,968,744 7,208,757 7,395,033 7,192,747
Current Liabilities 4,555,965 7,430,703 9,617,734 10,343,627 15,237,262 23,578,050
Total Equity & Liabilities 59,869,631 73,085,865 85,909,316 97,337,365 108,999,117 125,089,214
Non Current Assets 40,198,033 46,067,916 46,514,689 50,969,440 66,043,440 91,710,415
Current Assets 19,671,598 27,017,949 39,394,627 46,367,925 42,955,677 33,378,799
Total Assets 59,869,631 73,085,865 85,909,316 97,337,365 108,999,117 125,089,214
Vertical Analysis - % 2014 2015 2016 2017 2018 2019

Share Capital & Reserves 83.17 81.08 80.69 81.97 79.24 75.40
Non Current Liabilities 9.22 8.75 8.11 7.41 6.78 5.75
Current Liabilities 7.61 10.17 11.20 10.62 13.98 18.85
Total Equity & Liabilities 100.00 100.00 100.00 100.00 100.00 100.00
Non Current Assets 67.14 63.03 54.14 52.36 60.59 73.32
Current Assets 32.86 36.97 45.86 47.64 39.41 26.68
Total Assets 100.00 100.00 100.00 100.00 100.00 100.00
“Horizontal Analysis (i)

2014 2015 2016 2017 2018 2019
Cumulative %”
Non Current Liabilities 100.00 15.85 26.21 30.56 33.93 30.27
Current Assets 100.00 37.34 100.26 135.71 118.36 69.68
Total Assets 100.00 22.08 43.49 62.58 82.06 108.94
Horizontal Analysis (ii) Year 2015 vs 2016 vs 2017 vs 2018 vs 2019 vs

2014
on Year % 2014 2015 2016 2017 2018
Non Current Liabilities 100.00 15.85 8.95 3.44 2.58 (2.74)
Current Assets 100.00 37.34 45.81 17.70 (7.36) (22.29)
Total Assets 100.00 22.08 17.55 13.30 11.98 14.76
20
19 127
ANALYSIS OF PROFIT
AND LOSS ACCOUNTS
PKR in '000 2014 2015 2016 2017 2018 2019
Turnover 43,083,169 44,761,307 45,135,037 45,687,043 47,541,724 48,021,399
Cost of Sales 24,393,064 24,578,219 23,389,268 24,388,760 30,589,363 34,037,568
Gross Profit 18,690,105 20,183,088 21,745,769 21,298,283 16,952,361 13,983,831
Distribution Cost 3,382,156 3,127,018 2,018,376 1,703,785 1,992,454 2,728,809
Administrative Cost 760,269 943,385 1,107,527 1,021,694 1,089,446 1,227,872
Operating Profit 14,547,680 16,112,685 18,619,866 18,572,804 13,870,461 10,027,150
Finance Cost 34,225 - - - - -
(Other Income)/Charges 57,090 200,891 219,644 (205,449) (1,248,194) (2,194,065)
Profit before taxation 14,456,365 15,911,794 18,400,222 18,778,253 15,118,655 12,221,215
Taxation 3,111,962 3,480,196 5,456,037 5,086,004 2,921,565 1,730,986
Profit after taxation 11,344,403 12,431,598 12,944,185 13,692,249 12,197,090 10,490,229
Other Comprehensive Income (663) (54,636) 30,258 3,644 (117,874) 48,366
Total Comprehensive Income 11,343,740 12,376,962 12,974,443 13,695,893 12,079,216 10,538,595
Vertical Analysis - % 2014 2015 2016 2017 2018 2019

Turnover 100.00 100.00 100.00 100.00 100.00 100.00
Cost of Sales 56.62 54.91 51.82 53.38 64.34 70.88
Gross Profit 43.38 45.09 48.18 46.62 35.66 29.12
Distribution Cost 7.85 6.99 4.47 3.73 4.19 5.68
Administrative Cost 1.76 2.11 2.45 2.24 2.29 2.56
Operating Profit 33.77 36.00 41.25 40.65 29.18 20.88
Finance Cost 0.08 - - - - -
(Other Income)/Charges 0.13 0.45 0.49 (0.45) (2.63) (4.57)
Profit before taxation 33.55 35.55 40.77 41.10 31.80 25.45
Taxation 7.22 7.78 12.09 11.13 6.15 3.60
Profit after taxation 26.33 27.77 28.68 29.97 25.66 21.84
Other Comprehensive Income - (0.12) 0.07 0.01 (0.25) 0.10
Total Comprehensive Income 26.33 27.65 28.75 29.98 25.41 21.95
Horizontal Analysis (i) Cumulative - % 2014 2015 2016 2017 2018 2019
Turnover 100.00 3.90 4.76 6.04 10.35 11.46
Cost of Sales 100.00 0.76 (4.12) (0.02) 25.40 39.54
Gross Profit 100.00 7.99 16.35 13.95 (9.30) (25.18)
Distribution Cost 100.00 (7.54) (40.32) (49.62) (41.09) (19.32)
Administrative Cost 100.00 24.09 45.68 34.39 43.30 61.50
Operating Profit 100.00 10.76 27.99 27.67 (4.66) (31.07)
Finance Cost 100.00 (100.00) (100.00) (100.00) (100.00) (100.00)
Other Income/Charges 100.00 251.88 284.73 (459.87) (2,286.36) (3,943.17)
Profit before taxation 100.00 10.07 27.28 29.90 4.58 (15.46)
Taxation 100.00 11.83 75.32 63.43 (6.12) (44.38)
Profit after taxation 100.00 9.58 14.10 20.70 7.52 (7.53)
Other Comprehensive Income 100.00 8,140.72 (4,663.80) (649.62) 17,678.85 (7,395.02)
Total Comprehensive Income 100.00 9.11 14.38 20.74 6.48 (7.10)
Horizontal Analysis (ii) Year vs Year - % 2014 2015 vs 2014 2016 vs 2015 2017 vs 2016 2018 vs 2017 2019 vs 2018
Turnover 100.00 3.90 0.83 1.22 4.06 1.01
Cost of Sales 100.00 0.76 (4.84) 4.27 25.42 11.27
Gross Profit 100.00 7.99 7.74 (2.06) (20.41) (17.51)
Distribution Cost 100.00 (7.54) (35.45) (15.59) 16.94 36.96
Administrative Cost 100.00 24.09 17.40 (7.75) 6.63 12.71
Operating Profit 100.00 10.76 15.56 (0.25) (25.32) (27.71)
Finance Cost 100.00 (100.00) - - - -
Other Income/Charges 100.00 251.88 9.33 (193.54) 507.54 75.78
Profit before taxation 100.00 10.07 15.64 2.05 (19.49) (19.16)
Taxation 100.00 11.83 56.77 (6.78) (42.56) (40.75)
Profit after taxation 100.00 9.58 4.12 5.78 (10.92) (13.99)
Other Comprehensive Income 100.00 8,140.72 (155.38) (87.96) (3,334.74) (141.03)
Total Comprehensive Income 100.00 9.11 4.83 5.56 (11.80) (12.75)
SUSTAINING OUR
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NOTES ON ANALYSIS
Comments on six year Statement Comments on six year Statement

of Comprehensive Income of Finanical Position analysis
analysis Share Capital & Reserves
Turnover The share capital remained the same however, reserves
increased due to increase in undistributed profits for financing
Revenues grew from PKR 43.1 billion in 2014 to PKR 48.0
new projects & investments.
billion in 2019 with an increase of 11.5%. This is mainly due
to increase in sales volumes.
Non Current Liabilities
Cost of Sales There is an increase of 30.3% in NCL from 2014 to 2019
mainly because of deferred tax liability.
Cost increased from PKR 24.4 billion in 2014 to PKR 34.0 in
2019 billion with an increase of 39.5%. This is mainly due to
increase in sales volume, prices of coal, gas, other fuels and
Non Current Assets
packing material.
There is an increase of 128.1% in NCA from 2014 to 2019
mainly due to capital expenditure on Capacity expansion &
Gross Profit enhancement, alternative energy, WHR, Ventometic Packing
Plant, Vertical Grinding Mill, Vertical Cement Mills and equity
GP decreased from PKR 18.7 billion in 2014 to PKR 14.0
investments in Kia Lucky Motors, Lucky Electric Power and
billion in 2019 with a decrease of 25.2%. This is mainly
other offshore projects in Iraq & Congo.
attributed to change in sales mix from cement to clinker that
resulted in lower net retentions. Moreover, higher fuel and
other costs also contributed in the decrease of gross profit. Comments on six year Statement
Net Profit
of Cash Flows analysis
Lucky has a persuasive cash flow system. The liquidity of
Net Profit decreased from PKR 11.3 billion in 2014 to 10.5 the Company in previuos year improved due to improved
billion in 2019 with a decrease of 7.5%. This is mainly margins, cost reductions and reliance on equity financing
attributable to decreased net retentions and higher fuel and thus reducing finance cost over the years. The company has
other costs. no Long Term borrowings as of 30th June 2019 and all the
Company’s projects and investments are primarily financed
by internally generated cash flows.
20
19 129
FINANCIAL PERFORMANCE
Financial Ratios UoM 2014 2015 2016 2017 2018 2019

Profitability Ratios
Gross profit to sales percent 43.38% 45.09% 48.18% 46.62% 35.66% 29.12%
Operating Cost to sales percent 66.23% 64.00% 58.75% 59.35% 70.82% 79.12%
Profit before tax to sales percent 33.55% 35.55% 40.77% 41.10% 31.80% 25.45%
Net profit after tax to sales percent 26.33% 27.77% 28.68% 29.97% 25.66% 21.84%
EBITDA to sales percent 38.58% 41.17% 46.95% 46.41% 35.52% 27.80%
Operating Leverage percent 123.39% 280.73% 1,841.56% (20.67%) (623.68%) (2,746.27%)
Return on Equity after tax percent 22.78% 20.89% 18.72% 17.17% 13.99% 11.17%
Return on Capital Employed percent 24.94% 22.70% 20.18% 18.37% 14.54% 11.67%
Liquidity Ratios
Current ratio times 4.32 : 1 3.64 : 1 4.10 : 1 4.48 : 1 2.82 : 1 1.42 : 1
Quick/Acid test ratio times 2.62 : 1 2.75 : 1 3.31 : 1 3.67 : 1 2.12 : 1 0.95 : 1
Cash to Current Liabilities times 1.89 : 1 2.21 : 1 2.79 : 1 3.26 : 1 1.80 : 1 0.66 : 1
Cash flow from Operations to Sales times 0.31 : 1 0.42 : 1 0.37 : 1 0.37 : 1 0.36 : 1 0.36 : 1
Activity / Turnover Ratios

Inventory turnover times 3.40 3.44 3.30 3.05 3.22 3.15
No. of days in Inventory days 107.35 106.10 110.61 119.67 113.35 115.87
Debtor turnover times 23.00 21.73 21.37 24.27 23.73 21.42
No. of days in Receivables days 15.87 16.80 17.08 15.04 15.38 17.04
Creditor turnover times 6.36 4.69 3.13 2.74 2.73 2.11
No. of days in Payables days 57.39 77.83 116.61 133.21 133.70 172.99
Operating Cycle days 65.83 45.07 11.08 1.50 (4.97) (40.08)
Total assets turnover times 0.72 0.61 0.53 0.47 0.44 0.38
Fixed assets turnover times 1.35 1.28 1.33 1.22 1.16 0.84
Investment Valuation Ratios

Earnings per share (after tax) rupees 35.08 38.44 40.03 42.34 37.72 32.44
Price / Earning ratio (after tax) times 11.70 13.52 16.20 19.75 13.47 11.73
Dividend Yield percent 2.19% 1.73% 1.54% 1.43% 2.56% 1.71%
Dividend Payout ratio percent 25.65% 23.41% 24.98% 28.34% 34.47% 20.04%
Cash Dividend per share rupees 9.00 9.00 10.00 12.00 13.00 6.50
Break up value per share rupees 153.98 183.25 214.37 246.73 267.08 291.67
Market Value Per Share as on 30th June rupees 410.30 519.62 648.51 836.26 507.93 380.47
Year High Close Rupees 410.30 540.69 663.19 994.65 723.19 583.66
Year Low Close Rupees 208.66 330.09 448.88 644.71 445.80 344.27
Price to Book Ratio percent 2.66 2.84 3.03 3.39 1.90 1.30
Capital Structure Ratios

Financial leverage ratio times 0.00 : 1 0.00 : 1 0.00 : 1 0.00 : 1 0.00 : 1 0.00 : 1
Weighted Average Cost of Debt percent 13.15% 0.00% 0.00% 0.00% 0.00% 0.00%
Debt to Equity ratio times 0.00 : 1 0.00 : 1 0.00 : 1 0.00 : 1 0.00 : 1 0.00 : 1
Interest Coverage ratio times 425.06 - - - - -
SUSTAINING OUR
130 VELOCITY
ANALYSES OF VARIATION
IN INTERIM PERIOD
Particulars Qtr-1 Qtr-2 Qtr-3 Qtr-4 FY 2018-19
Sales Volume (in '000 Tons) 1,893 2,121 1,941 1,720 7,674
Sales Revenue 11,405 13,550 12,566 10,500 48,021

Cost of Good Sold 7,981 9,550 8,730 7,776 34,038
Gross Profit 3,424 4,000 3,836 2,724 13,984
Gross Profit Margin 30% 30% 31% 26% 29%
Operating Profit 2,493 2,997 2,787 1,750 10,027
Operating Profit Margin 22% 22% 22% 17% 21%
EBITDA 3,325 3,832 3,604 2,584 13,345
EBITDA Margin 29% 28% 29% 25% 28%
Net Profit Before Tax 2,892 3,634 3,225 2,471 12,221
Taxation 399 626 431 275 1,731

Net Profit After Tax 2,493 3,008 2,793 2,196 10,490
Net Profit After Tax Margin 22% 22% 22% 21% 22%
EPS in PKR 7.71 9.30 8.64 6.79 32.44
During the Financial Year 18-19, 3rd Quarter’s performance was the best in terms of the Gross Profit Margin of 31%, Operating
Profit (OP) Margin of 22% is consistent with Q1 and Q2 while EBITDA Margin of 29% is consistent with Q1 and higher than Q2
& Q4 mainly on account of lower input costs. Furthermore operational costs also decreased owing to cost saving and other
performance improvement initiatives undertaken by the company. The 2nd Quarter outperformed other quarters in terms of
bottom-line profitability and Earnings Per Share (EPS). 2nd Quarter contributed cement sales volumes of 2.12 Million Tons and
bottom-line profitability of PKR 3.0 Billion in values and 22% in terms of Net Profit after tax margin.
20
19 131
COMPOSITION OF
BALANCE SHEET
Equity and Liabilities Assets
Percentage Percentage
FY 2019 FY 2019
Long Term Investments – 27%

Long Term Finance – 0%
Other Current Liabilities – 1%
Trade Debts – 2%
Stock in Trade – 3%
Trade Payables & Others – 18%
Stores and Spares – 5%
Cash and Bank Balances – 13%

Other Non Current Liabilities – 6%
Other Assets – 4%
Share Capital & Reserves – 75%
Property, Plant & Equipment – 46%
Equity and Liabilities Assets

FY 2018 FY 2018
Long Term Investments – 23%
Trade Debts – 2%
Stock in Trade – 3%
Stores and Spares – 7%

Long Term Finance – 0%
Other Non Current Liabilities – 7%
Trade Payables & Others – 12% Cash and Bank Balances – 25%
Other Current Liabilities – 2%
Share Capital & Reserves – 79% Other Assets – 2%

Property, Plant & Equipment – 38%
SUSTAINING OUR
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FINANCIAL AT A GLANCE
Sales Revenue | PKR in Million Cost of Sales | PKR in Million
50,000 40,000
48,021
47,542
34,038
45,687 30,589
44,761 45,135
45,000 30,000
43,083
24,393 24,578 24,389
23,389
40,000 20,000
35,000 10,000
30,000 0
2014 2015 2016 2017 2018 2019 2014 2015 2016 2017 2018 2019
Gross Profit | PKR in Million Net Profit | PKR in Million
25,000 15,000
13,692
21,746 21,298 12,944
12,432 12,197
20,183
20,000 12,000
18,690 11,344
16,952 10,490
13,984
15,000 9,000
10,000 6,000
5,000 3,000
0 0
2014 2015 2016 2017 2018 2019 2014 2015 2016 2017 2018 2019
Shareholder’s Equity | PKR in Million Total Assets | PKR in Million
100,000 140000
94,318
125,089
86,367
120000
79,785 108,999
80,000
97,337
69,323 100000
85,909
59,259 73,086
60,000
80000
49,792
59,870
60000
40,000
40000
20,000
20000
0 0
2014 2015 2016 2017 2018 2019 2014 2015 2016 2017 2018 2019
20
19 133
STATEMENT OF VALUE
ADDITION AND WEALTH
DISTRIBUTION
2019 2018
% %
PKR in ‘000’ PKR in ‘000’
WEALTH GENERATED
Gross Sales/ Revenues 67,547,938 67,376,579
Bought-in-material and services (26,668,619) (20,716,078)
40,879,319 100.0% 46,660,501 100.0%
WEALTH DISTRIBUTION
To Employees
Salaries, benefits and other costs 3,133,470 7.7% 2,924,724 6.3%
To Government
Income tax, sales tax, excise duty and others 20,989,243 51.3% 22,856,717 48.9%
To Society
Donation towards education, health and environment 313,247 0.8% 286,329 0.6%
To Providers of Capital
Dividend to shareholders 2,587,000 6.3% 5,497,375 11.8%
To Company
Depreciation, amortization & retained profit 13,856,359 33.9% 15,095,356 32.4%
40,879,319 100.0% 46,660,501 100.0%
Wealth Distribution Wealth Distribution

2019 2018
To Society – 0.6%
To Society – 0.8% To Providers of Capital – 11.8%
To Providers of Capital – 6.3%
To Company – 33.9% To Company – 32.4%
To Employees – 6.3%
To Employees – 7.7%
To Government – 51.3% To Government – 48.9%
SUSTAINING OUR
134 VELOCITY
ECONOMIC VALUE
ADDED (EVA)
2016-17 2017-18 2018-19

Cost of capital
Cost of Equity % 10.25% 12.53% 19.34%
Weighted average cost of capital (WACC) % 10.25% 12.53% 19.34%
Average capital employed 74,553,910 83,075,902 90,342,620
Economic Value Added
NOPAT 13,692,249 12,197,090 10,490,229
Less: Cost of capital 7,641,776 10,409,410 17,472,263
Economic Value added 6,050,473 1,787,680 (6,982,034)
Enterprise Value
Market Value of Equity 270,425,578 164,251,864 123,034,487
Add: Debt - - -
Less: Cash & Bank balance 33,738,377 27,435,361 15,657,246
Enterprise Value 236,687,201 136,816,503 107,377,241
Return ratios
NOPAT / Average capital employed % 18% 15% 12%
EVA / Average capital employed % 8% 2% -8%
Enterprise value / Average capital employed X 3.17 1.65 1.19
FREE CASH FLOW (FCF)

2016-17 2017-18 2018-19
Net cash provided by operating activities 16,863,928 17,079,928 17,083,851
Less: Capital Additions & Investments (7,094,837) (18,112,389) (29,015,835)
Add: Net Debt Issued - - -
FCF - Total 9,769,091 (1,032,461) (11,931,984)
20
19 135
DUPONT ANALYSIS
All figures are in PKR Millon
Net Sales
48,021 Mn
Comprehensive Raw Material
Income Consumption
10,539 Mn 1,643 Mn
Net Profit Margin
Total Cost
21.9% 37,482 Mn
Return on
Assets Net Sales Fuel & Power
8.3% 48,021 Mn 22,715 Mn
Asset Turnover Current Assets

0.38 33,379 Mn
Salaries, Wages &
Total Assets
Benefits
125,089 Mn 3,133 Mn
Non-Current
Assets
Return on Equity 91,710 Mn
11.1% Share Capital & Depreciation &
Reserves Amortization
94,318 Mn 3,318 Mn
Total Assets Current Liabilities
125,089 Mn 23,578 Mn
Total Liabilities Taxes
30,771 Mn 1,731 Mn
Financial Non-Current
Leverage Liabilities
1.33 7,193 Mn
Total Assets Other Costs
125,089 Mn 4,942 Mn
Share Capital &
Reserves
94,318 Mn
Total Liabilities
30,771 Mn
DuPont Analysis
Profit Margin Assets Turnover Financial Leverage ROE
Year (Net Profit/Turnover) (Turnover/Total Assets) (Total Assets/Total Equity)
A B C AxBxC
2019 21.95% 0.38 1.33 11.1%
2018 25.41% 0.44 1.26 14.0%
2017 30.00% 0.47 1.22 17.2%
2016 28.70% 0.53 1.24 18.7%
2015 27.80% 0.61 1.23 20.9%
2014 26.30% 0.72 1.20 22.8%
The main highlights of DuPont analysis are as follows:

Conclusion
1. The profit margins for the company declined during current year
Overall, the operational & assets efficiency and Equity Multiplier are
on account of higher costs mainly due to increase in prices of
monitored on a regular basis to remain aware of the financial health
coal and other fuel prices.
of the Company. The DuPont analysis for the last 6 years depicts
2. The Asset base of the company has improved during the a positive Return on Equity (ROE) for the Company. The ROE from
current year mainly on account of expansions and investment 2014 has gradually declined due to investments in capital intensive
projects. projects which are expected to generate returns in the coming years.
3. The Financial Leverage ratio for the Company has improved due
to incremental Assets base and Equity strength of the balance
sheet as the Company is mainly financed by Equity. The Equity
has further strengthened due to additional profitability which
has in turn strengthened the retained earnings account.
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SHARE PRICE
SENSITIVITY ANALYSIS
Share Price Sensitivity
45,000 600
Lucky Cement Share Price (PKR)

40,000 540
KSE 100 Index (points)
35,000 480
30,000 420
25,000 360
20,v 000 300

Jul 18
Aug 18
Sep 18
Oct 18
Nov 18
Dec 18
Jan 19
Feb 19
Mar 19
Apr 19
May 19
Jun 19
KSE Index - 100 LUCK
Lucky Cement Shares (LUCK) are traded on Pakistan and

London Stock Exchanges. Our free float is 35.96% and
Currency Risk
market capitalization at the end of day of fiscal year was PKR The volatility in currency exchange rates can also affect the
123 Billion. There are many factors which might affect the market share prices as the Company is involved in both
share price of our Company, few of which are listed below. export and import (exports of cement and import of input
fuels) so the margins can be affected positively or adversely.
Profitability
Reduced margins on account of increasing production costs
Market Risk
can contribute towards lower profitability and EPS which may Apart from systematic risk, the market share price is also
decrease the market share price. exposed to all the risks of the stock exchanges it is trading
on. The Beta of LCL with respect to market is 1.60.
Commodity Prices
Increase in major input price (coal, power and raw material
Diversification
tariffs) can negatively affect the margins and decrease The Company has diversified both in terms of geographical
the EPS which in turn can drive the market share price location and nature of business. Our international footprint
downwards. also opens us to the benefits and risks of the markets we
are operating in and our business diversification affects our
Regulations and Government consolidated earnings, which in turn also affects our EPS and
therefore can drive our share price positively or negatively.
Policies
The share price is also sensitive to any changes in policies Goodwill
by the government and regulatory authorities’, both specific
to the cement sector and overall business activities may The market share price can also vary with the investor
affect the market share prices; either positively or negatively, sentiments towards the company which changes very quickly
depending on whether the policy is in favor of or against the in response to the news and events and also because of
industry. investors’ following of the general market trend.
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STAKEHOLDER
RELATIONSHIP
& ENGAGEMENT
We aim to maintain a responsible and ethical attitude in all of
our practices. We are determined to deliver sustained growth
and enduring value to our stakeholders.
STAKEHOLDER ENGAGEMENT-
BRIDGING THE GAP
We value our stakeholders, and take every step to understand their needs. We are also mindful that all of the stakeholders we
engage with, from investors and customers to employees and suppliers, are keen to understand how our business is evolving
and energized to grow in a changing world. Since our inception, the Company has engaged with varied groups of stakeholders
at different levels to understand their expectations and to make them partners in our journey towards sustainable development.
Government and regulatory Shareholders Customers

bodies Annual General Meetings, Customer Satisfaction surveys,
Implementation of laws and regulations, Corporate / Analysts’ Briefings, Customer Support Desk,
Affiliation with Chamber of Commerce, Investor Grievance, Market Visits
APCMA, PICG Annual/Quarterly Reports
Stakeholder
Engagement
Community and NGOs Suppliers Employees

Environment conservation initiatives, Supplier satisfaction surveys, Employee Engagement Survey,
Other CSR Activities: Marketing campaigns Quarterly newsletters,
• Academic Scholarships Employees engagement activities,
• Support to hospitals Succession Planning
• Charity / Donations
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Investor Relations Section on the foreign shareholders, pension funds, high net worth
individuals, housewives, professionals and individuals of
Lucky Cement’s website varied requirements. The Company regularly interacts with
all categories of shareholders, through regular Corporate /
The management of the Company is committed to provide investor briefings in and outside Pakistan, press releases,
equal and fair treatment to all investors/shareholders quarterly reports etc. The Chief Executive Officer and the
through transparent investor relations, increased awareness, Chief Finance Officer remain available to respond to any
effective communication, and prompt resolution of investors’/ shareholder / investor’s query in person or on telephone. The
shareholders’ complaints. Chief Executive Officer regularly updates the non-executive
members of the views of the major shareholders about the
The Company disseminates information to its investors Company.
and shareholders through a mix of information exchange
platforms, including its corporate website, maintained in
both, English and Urdu languages under the applicable Encouragement of Minority
regulatory framework. Moreover, the Company’s website is
updated regularly to provide detailed and latest Company
Shareholders to Attend the
information including but not limited to business strategy, General Meetings
financial highlights, investor information, dividend history and
other requisite information besides the link to SECP’s investor The Company encourages its shareholders to attend the
education portal, ‘Jamapunji’. general meetings. It circulates the notice of general meetings
well within regulatory timeframe. Moreover, advertisement
In order to promote investor relations and facilitate access is published in Urdu and English newspapers in all four
to the Company for grievance / other query registration, a provinces having largest readership within each province.
specific ‘investors’ relations’ section is also maintained for The Company timely updates its website with respect to all
the purpose on the Company’s website. notices of general meetings.
Understanding Shareholders Customers and Dealers

Views With customer focus as one of our values, we are always
coming up with new ways to interact with customers and
Company’s shareholders comprise of a cross section dealers. To win with customers and gain confidence of our
of investors, which include, mutual funds, investment dealers, we take proactive approaches, navigate changing
companies, brokerage houses, insurance companies, expectations and demonstrate business agility.
ACTIVITY DESCRIPTION FREQUENCY

Dealers, Retailers, Lucky Cement organizes get-togethers and appreciation days for dealers, retailers and block Annually
Block Makers Get- makers. This provides the Company with an opportunity to engage directly with them, seek
Together feedback and apprise them of future corporate plans.
Market visits by Company’s sales force is actively involved in outdoor assessments, meeting dealers and Continuous
Sales Force retailers. They collect information about market trends and analyze this information to create
further value propositions for customers.
Customer Services Carrying on with the tradition of being a market leader, the Company has a dedicated customer Continuous
and Support Desk hotline to discuss any customer issue in using cement. Technical experts are available and can
be reached via email or telephone call.
Customer Customer satisfaction surveys are conducted annually among all dealers, retailers, block Annually
Satisfaction Survey makers and institutional clients periodically to keep the team informed about changing
customer demands.
Customer Timely customer feedback is pivotal to the Company’s success. A customer feedback form is Continuous
Satisfaction handed to all customers once the transaction is completed. This ensures constant customer
Feedback engagement and supports the Company in finding out new trends emerging in the market.
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Media Investors and Shareholders
Lucky Cement actively engages with the media and We are continuously exploring new opportunities to create
disseminates news and other happenings regularly to its further value for our shareholders and investors to give them
stakeholders. We continuously engage with media through a better return on their investments.
press releases, corporate briefings and presentations.
Being a global company, we enforce the importance
of satisfying our investors by employing the following
techniques:
Our Corporate Film
ACTIVITY DESCRIPTION FREQUENCY

Annual General The Company Convenes AGM in accordance with the Companies Act, 2017. The AGM Annually
Meeting (AGM) serves as an interactive platform to engage with the shareholders and listen to their views and
valuable suggestions.
Quarterly, Half-Yearly The Company in compliance with applicable laws, periodically uploads quarterly, half-yearly Quarterly
and Annual Reports and annual reports on its website. Annual Reports in electronic form are sent to shareholders.
Quarterly and half-yearly financial statements are provided to shareholders on demand. The
Company being listed also communicates its results to Pakistan and London Stock Exchanges
(where the Company is listed).
Press Releases The Company updates its shareholders on various news and other updates of potential As and when
interests through press releases. required
Investor Relations The Company continuously engages with local and foreign shareholders and investors at Continuous
various forums and also conducts periodic corporate briefings after publication of financial
results.
Regulators Corporate Briefing Session FY

We believe in strict compliance of applicable laws and 2018-19
regulations and have an open door policy towards all
Corporate / analyst briefings are interactive sessions between
regulators. To remain compliant, we promptly and regularly
the management of the Company and the investor community
file all applicable statutory returns and forms with various
whereby the Company takes the opportunity to apprise the
regulatory bodies.
local and foreign investors about the business environment
and economic indicators of the country, explain its financial
performance, competitive environment in which the Company
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operates, investment decisions, challenges faced as well as However, the increase in Net revenue was 4.1%, which was
business outlook. The Company uses different platforms in mainly due to higher sales tax and federal excise duty. He
this regard such as road shows organized by the Pakistan further added that, during the year the company contributed
Stock Exchange, foreign fund managers and local investment PKR 11.67 billion towards long-term investments and PKR
houses. 6.44 billion towards capital expenditure. After tax profit stood
at PKR 12.197 billion, which was 10.91% lower than previous
year.
The idea behind the Company’s investor engagement
through these briefings is to give the right perspective of The Chairman apprised the members that the Balance Sheet
the business affairs of the Company to the investors (both of the company remained debt-free and reflected strong
existing and potential) which helps them in making their financial position. He further informed the members about
investment decisions. different projects of the company, which were under various
stages of progress.
On May 3, 2019, the Company held a formal corporate
briefing session on its financial performance and operational It was also informed to the members that during that year, the
overview at the PSX Auditorium. The CFO briefed investors Company won the 32nd annual MAP’s Corporate Excellence
regarding the nine months financial statements of the Award in the Industrial category amongst the corporate
sector of Pakistan, and the Environmental Excellence
financial year 2018-19 and Company’s investment plan for
Award by the National Forum for Environment and Health,
future years. Further, the CFO also highlighted the status of
for energy conservation. Both these awards represented
running projects related to its subsidiaries. Investors from all the management’s commitment towards excellence in its
walks of life attended the event and showed great interest in operations.
the affairs of the company. The presentation was followed
by a Question and Answer Session where some thought- Final cash dividend @ 80% i.e. PKR 8/- per share in addition
provoking questions were put forward to the Management; to the interim dividend @ 50% i.e. PKR 5/- per share was
which were very well addressed to the satisfaction of the approved by the shareholders in the meeting, which was
audience. to be distributed amongst the shareholders whose names
appeared on the Register of Members as on September 13,
2018.
Proceedings of the 25th Annual
It was also decided to reappoint M/s A. F. Ferguson & Co., as
General Meeting held on external auditors of the company for the current year which
September 28, 2018 ended on June 30, 2019.
The Annual General Meeting (AGM) started with a brief by the As Special Business of the meeting, the related party
Chairman of the meeting about the Company’s performance transactions carried out during the year ended June 30, 2018
for the financial year 2017-18, and an update on the progress were ratified, approved and confirmed by the shareholders.
of ongoing local and international projects. Moreover, the Board of Directors of the Company was
authorized to approve the related party transactions on case-
The Chairman shared with the shareholders that during the to-case basis for the financial year ended June 30, 2019. It
year under review, the overall growth in industry wide local was also resolved that such related party transactions shall
cement sales as compared to last year was about 15.4%, be placed before the shareholders in the next Annual General
whereas the rate of growth of Lucky Cement’s local sales was Meeting for their formal ratification/approval.
about 14.8%. Industry wide export sales volume increased
by 1.8%, whereas Lucky Cement’s exports volume increased After deliberations and necessary discussions on all agenda
by 4.6%. items, the meeting was concluded with a vote of thanks to
the Chairman.
The Chairman further elaborated that on the Profit and loss
account, overall gross sales of the company was PKR 67.38
billion representing a growth of 9.4% over previous year.
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CALENDAR OF
MAJOR EVENTS
1st
August
7th
August
14th
August
28th
September
Blood Donation Drive in Received 3rd Prize in Plant for Pakistan - 25th AGM at the
collaboration with Indus Best Corporate and Tree Plantation Drive registered Office at
Hospital Sustainability Report Pezu
Awards 2017 organized
by ICAP and ICMAP
2nd
February
16th
February
5th
April
26th
April
Lower Sindh Dealers and Lucky Family Fest 2019 Awarded the 34th Annual Board of Directors
Retailers Convention MAP Award in Cement Meeting – 3rd Quarter
Sector
9th
July
27th
July
Received Environment Board of Directors
Excellence Award by Meeting - Annual 2019
NFEH
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29th
October
7th
November
31st
January
31st
January
Board of Directors Lucky Cement Awarded Board of Directors Lucky Cement Awaded
Meeting – 1st Quarter Fire Safety Award 2018 Meeting – Half Yearly CSR Award by TPN
3rd
May
8th
May
17th
June
28th
June
Company’s Corporate Secured 3rd position in Board of Directors Commencement of
Briefing the PSX top companies Meeting – Budget 2019-20 Commercial Operations
award 2017 by KIA Lucky Motors
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OUTLOOK
We aim to maintain a responsible and ethical attitude in all of
our practices. We are determined to deliver sustained growth
and enduring value to our stakeholders.
FORWARD LOOKING
STATEMENT
With the current economic challenges and the post IMF Your Company expects a healthy growth in export sales
(fund facility arrangements’ signing) macro-economic considering favorable market dynamics and foreign currency
situation, your Company believes that in short to medium- parity adjustment versus PKR which will increase global and
term, the Outlook of the Cement industry will continue to regional demand for cement and clinker from Pakistan. Your
remain challenging for the domestic sales. Export sales are Company is continuously working in exploring new markets
anticipated to remain stable, however, prices will come under and has outperformed from last year’s projections as it also
pressure due to regional competition. started exporting Clinker to different regions from the last
quarter of FY 2017-18.
In the long-term the Cement industry’s outlook remains
optimistic on account of Government’s key initiatives to However, the surging cost of sales on the back of material
build both small and mega-capacity / multipurpose water and other fuel prices remain a huge concern going forward.
reservoirs / dams and construction of low-cost affordable Moreover, the PKR devaluation itself is a triggering factor for
houses for public at large. Going forward the Cement the sheer rise in the costs for the Industry.
industry is poised to derive benefits from such infrastructure
development, reduction in energy shortfall and improved law Lucky Cement’s strong financial position would continue to
& order situation. support investments in projects and avenues which can bring
in further operational efficiencies and enhance shareholders’
value.
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Financial Projections In comparison to the Cement Industry, your Company’s
overall sales volume declined by 1.8% to reach 7.67 million
In view of given challenges facing the Cement Industry, tons during the current fiscal year. The local cement sales
your Company foresees the overall volumetric cement sales volume registered a decline of 11.7% and were 5.85 million
performance to remain flat in the short to medium-term and tons in comparison to 6.63 million tons last year, however the
prudently believes that it would be able to sustain its current export sales volumes of the Company improved by 60.9% to
market share. 1.82 million tons as compared to 1.13 million tons last year.
The Brownfield cement plant expansion in KPK province of

Analysis of Forward Looking Pakistan by 2.6 million tons per annum is in progress. With
Disclosures Made in the the arrival of over 90% of plant and machinery shipments, the
civil, erection and fabrication work at project site is in full swing
Previous Year and remains on target to achieve commercial operations in
the second quarter of the financial year 2019-20.
The export performance of the Cement Industry has been
exceptional during the the current financial year, which During the year, Kia Lucky Motors commenced CKD
supported the overall Industry volumes to increase by 1.9% operations within the originally envisaged project timelines.
at 46.76 million tons for the fiscal year ended June 30, 2019 Its production facility has the capacity to produce 50,000
in comparison to 45.90 million tons last year. Export sales vehicles per annum on a double shift basis.
volumes registered an increase of 37.4% to reach 6.52
million tons as compared to 4.75 million tons last year and The construction activity for setting up 660 MW super critical,
the local sales volume registered a decline of 2.2% to 40.24 lignite coal-based power plant is progressing as per project
million tons during the fiscal year ended June 30, 2019 in implementation schedule.
comparison to 41.15 million tons last year.
The Company shall continue to support its diversification
initiatives with the focus to enhance shareholders value by
investments in high yielding projects.
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SUSTAINABILITY AND
CORPORATE SOCIAL
RESPONSIBILITY
With a commitment to conserve the environment, we ensure sustainability in
all of our business operations. Simultaneously, being an industry leader we are
also continuously making efforts to give back to the society we operate in.
HEALTH, SAFETY AND
ENVIRONMENT – PROTECTING
THE NATURAL CAPITAL
By rigorously following the laid down HSE guidelines, Lucky Cement is committed to
provide a safe working environment for all of its employees and stakeholders engaged
in its business operations. We are an OHSAS 18001, ISO 14001 and ISO 9001 certified
organization and continuously implement practices that offer health, safety and
environment development at our work place.
We have a dedicated HSE department to ensure effective
systems of measuring, monitoring and reporting of
Cardiopulmonary Resuscitation
necessary compliance with health, safety and environment (CPR) – Basic Life Support (BLS)
matters. The HSE department at Lucky Cement is involved
in environmental protection, safety at work, occupational Basic Life Support (BLS) is a first-aid resuscitation that
health and safety, compliance and following best practices. educates and equips individuals to recognize various life-
HSE aims to prevent and reduce accidents, overcome threatening emergencies. We conduct comprehensive BLS
emergencies and health issues at work and to protect the workshops to educate our employees about the necessary
environment. safety precautions that can assist victims who are suffering
from cardiac arrest or choking. By teaching about basic life
Our workforce is regularly updated about occupational support and medical practices we are maintaining a safe and
health, safety and environment concerns through a healthy work setting for our employees.
continuous process of training and coaching at different
levels. To enhance safety awareness and to build a culture We also foster a tradition of trainings and medical camps
of continuous improvement in personal and process safety, for its employees with the best procedures and expertise.
a comprehensive communication structure has been We also envision a hazard-free setting and frequently invest
established such as daily, weekly and monthly safety reviews in various tools and techniques to ensure that employees
and safety talks. are equipped with contemporary safety skills in their daily
operations.
Safety measures at Lucky Cement have been taken
according to the work environment (by conducting risk Moreover, we support leading cardiac hospital and dialysis
assessment) at both plants and the corporate offices. At all centers in Karachi to alleviate patients’ suffering from various
our sites, safety is everybody’s responsibility therefore every diseases, such as but not limited to: urology, transplantation,
area/ functional head is the owner of safety practices under cardiac, pediatric, kidney diseases and dialysis facilities.
the umbrella of HSE principles. The operations team at all
locations collaborate in implementation of OH&S policies At our plants, free medical facilities through the Lucky Welfare
and procedures. To sustain HSE awareness and to build a dispensaries is also provided to all employees. Furthermore,
culture of continuous improvement in personal and process a fully equipped Silicosis Diagnostics Center is also
safety, different committees at appropriate levels are formed established for monitoring and early detection of silicosis
and periodic reviews are carried out during SOC (Safety disease amongst the Company employees.
Operation Committee) meetings and through Management
Safety Audits (MSA).
Water Conservation
To ensure regulatory compliances, environmental testing is Responsible consumption of water and its conservation are
performed regularly from EPA approved laboratory. We also an integral part of Lucky Cement’s sustainability efforts and
strive to save the environment by recycling exhaust heat its drive towards utilizing the resources responsibly. The
from production process to generate electricity through Nature of Cement processing is a Dry Process, where water
WHR (Waste Heat Recovery) process. Plantation of trees for use only for machinery cooling and generating the steam for
maintaining the green belt in and surrounding areas of the boilers. Water sprinkling done in the Yards, storage, roads
plant sites and offices is also a regular practice. and sideways to improve the health and to improve working
environment of the area. Lucky Cement makes every effort
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towards reducing water wastage and ensures that water is
consumed responsibly.
The Company has RO Plants in operation at its plants. Two RO

plants provide drinking water for employees and contractors;
whereas two RO plants are used to maintain low pH water for
our heat exchangers and boilers.
Lucky Cement provides awareness and encourages its

employees towards water conservation through regular
safety talks.
Consumer Protection Measures

We are committed to provide our customers with top quality
cement and ensure the compliance of ISO 9001:2015 demonstrations along with theoretical explanations are
(Quality Management System) by conducting regular internal conducted periodically by skilled instructors at both plants
and independent third party audits at our plants and offices. and head office, so that employees get the knowledge and
The manufacturing units have cutting-edge technology confidence required to cope with such situations. Regular
and quality management systems which enable us to mock drills are also carried out to familiarize everyone with
deliver products that are of highest quality and which follow the steps and procedures to follow in emergency situations;
international safety standards. such knowledge and practice turns out to be lifesaving during
a real time situation.
We also hire the services of independent parties who serve
as an additional quality check point to ensure that the cement At the plants, mock drills of chemical spillage, firefighting,
pertains to international benchmarks of safety and quality. In evacuation, casualty handling (sick or injured) and security
compliance with the South African, Kenyan and EN 197-I & breach management are regularly demonstrated. A high
II standards, a safety notice is imprinted on the packaging level Crisis Management Committee is also operative to
material of cement sold in the mentioned markets. This deal with all such unforeseen situations related to health,
informs the customers about the safety measures to be taken safety, environment, security and natural disasters. Crisis
such as suitable safety clothing, dust masks etc. Along with Management members are fully competent to overcome
this, Safety Data Sheets are also provided to consumers and these emergency situations smoothly.
users to ensure that they have all the necessary information
about the product usage and any additional safety As a company we are committed to fostering an environment
precautions that need to be taken. which ensures safety and security. By fortifying safety and
security goals as pillars of perpetual progress, we are
Emergency Preparedness and in pursuit of a 100% safe and secure workplace for our
employees and all stakeholders engaged in the business
Response operations.
Safety of employees lies at the core of our operational We efficiently implement our HSE policies and procedures
framework. In this regard, we have made considerable efforts mitigating the accident rate at our vicinities and reducing the
to enable employees to handle unforeseen emergencies risks of injury or health-hazards at the workplace.
effectively. Emergency plans are in place, pertinent to the
nature of their operations and assessed site risks. Practical
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SUSTAINABILITY HIGHLIGHTS
Ensuring all our business processes are geared towards sustainable production
is a cornerstone of our operating philosophy. Effective internal controls, efficient
operational procedures, ethical behavior and energy conservation are an integral part
of our business model.
Environment The ability to transform from a fossil-fuel based energy to

alternative-energy structure is a specimen of our drive to
Implementation of environment friendly operations has always protect the ecosystem and community around our plants.
been a priority of Lucky Cement. We have been successful in
establishing a leadership position in the market by achieving
this target through strategic orientation.
Waste Heat Recovery Plant –
Acquisition of green technology
Reduction in CO2 Emissions – In any industrial process, heat is wasted as a result. If not
further sustainability initiatives used efficiently, waste heat is released into the atmosphere.
A Waste Heat Recovery (WHR) Plant utilizes residual heat,
We are the pioneer of revolutionizing sustainable consuming no fuel, and lowering dust emissions and
manufacturing through the execution of our Dual-Fuel temperature of discharged heat thus having a positive impact
Conversion Project which has helped in conversion of energy on the environment.
generation from furnace oil to environment-friendly alternative
sources. The effective execution of this venture has allowed We have five Waste Heat Recovery Plants - Three in Pezu and
us to decrease emissions of CO2 by 29,000 metric tons per two in Karachi. The cumulative generation capacity of these
annum. three WHR plants in Pezu is 25.20 MW and the cumulative
capacity of the two WHR plants in Karachi is 20.5 MW.
We have the capacity to use alternatives to coal through
innovations like the Tyre Derived Fuel (TDF) Plant. The The WHR unit does not need any externally fed fuel to
Dual Fuel Project also qualifies for the Clean Development operate, but it uses the waste heat from the system.
Mechanism (CDM) under the Kyoto Protocol that creates
emissions reduction credits through emissions reduction The design of these plants hinges on the idea of encapsulating
projects in developing countries. Under this protocol, pro- all the waste heat and using this heat to generate steam from
environment organizations can earn Certified Emission boilers, which drive the turbine engines, thus producing
Reduction (CER) credits. electricity.
As a Company we also have the capacity to utilize Refuse Being one of the leading cement manufacturers in Pakistan,
Derived Fuel (RDF) system that is making use of Municipal we have the responsibility and opportunity to contribute in
Solid Waste (MSW) and Rice Husk as alternative to fuel. bringing sustainability in the cement industry. For this we have
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154 VELOCITY
MITIGATING
extensively invested in implementing projects that reduce
energy consumption and address issues of environmental
EFFORTS TO
degradation. These projects have not only reduced our
production costs, but have significantly reduced carbon
CONTROL
emissions.
INDUSTRY
With these technological developments in place, we have
earned precious carbon credits as per the Kyoto Protocol,
under the United Nations Clean Development Mechanism
for our environment friendly operations and green projects.
We are also one of the few companies in Pakistan to report
EFFLUENTS
sustainability performance in shape of a sustainability report, We have a comprehensive air quality measurement program
and were the first company in Pakistan to receive an A+ so as to identify the limits of pollution parameters in the
ranking on our sustainability report by the Global Reporting ambient air in and around Lucky Cement’s plants. The stack
Initiative (GRI), Netherlands. emissions monitoring is done on a monthly basis for the
priority parameters in compliance with the requirements of
Tree Plantation at Karachi and NEQS (Self-Monitoring and Reporting) Rules, 2001.
Pezu Plant –“Sustaining Green”

Emissions from Power Generation
Initiative at Lucky Cement
and Cement Manufacturing
We are proactive in promoting activities that deal with
environment-preservation. Tree plantation drives are at the
Process
forefront of our sustainable eco-friendly practices and the Natural gas is the most utilized fuel for power generation.
areas surrounding Karachi and Pezu cement plants bear Furnace oil is also used in some engines. The levels of
testimony to this fact. As part of our on-going tree plantation particulate matter, Sulphur dioxides, oxides of nitrogen, and
drive, till date, Lucky Cement has planted over 34,000 tree carbon monoxide are monitored from the stacks of power
saplings within the surrounding area of each plant. A green generation engines by a reputable third party laboratory.
belt project, spanning across some of the old mining areas
of the Karachi plant, was initiated to implement sustainable All of the parameters monitored are well below their
mining practices. respective limits specified in the National Environmental
Quality Standards (NEQS). Similarly, the levels of emissions
ClimateLaunchpad Pakistan from stacks for particulate matter, Sulphur dioxides, oxides
of nitrogen, carbon monoxide and carbon dioxide are well
In an effort to promote the significance of sustainable below their respective limits specified in the NEQS.
environment, Lucky Cement Limited sponsored Climate
Launchpad Pakistan Competition organized by Stimulus.
The competition received 100 applications from across
Nitrogen Oxides (NOx)
Pakistan addressing solutions to challenges in agriculture, Emissions from the power generators in the power houses
healthcare, energy efficiency, water and waste management. are minimized by using special low NOx burners, in addition
Top 25 teams from 100 were selected to attend a boot camp. to achieving fuel burning efficiency. Thus we have ensured
Participants at the boot camp included teams from Karachi, that the levels of gaseous emissions and particulate matter
Islamabad, Peshawar, Multan, Sahiwal, Mardan, Swabi and will remain within the NEQS limits.
Gilgit. From these 25 team the top two teams will represent
Pakistan internationally at the Global Competition to compete
against 49 other countries for the global prize.
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Sulphur Oxides (SOx) the applicable parameters before its end use for irrigation of
vegetation and trees within the plant boundaries. Resultantly,
Like NOx emissions, the power house emissions of SOx ambient environment is not affected in any way due to
are guaranteed to remain within the NEQS. Moreover, we sewage.
have shifted from the use of Furnace Oil to Natural Gas for
power generation. This has also contributed in the significant Solid waste: Solid waste is generated from plant operations
reduction of the SOx emissions. at various points. Bag houses are among the major collectors
of solid waste in the form of particulate matter. This is a useful
additive in cement production.
Particulate Matter
Raw Materials: Raw materials/raw mix and reject of
Bag houses are installed in the entire production system
preheater is recycled by putting them on limestone piles. The
and dropping distances during material transfers are kept
small quantity of this raw material, rich in limestone, does not
minimum thereby reducing emissions of particulate matters.
affect the quality of limestone piles.
Limestone is the major raw material used in cement
production. Limestone has high moisture content and is hard
Used oil and lubricants: Used oil, lubricants and very
in nature. Due to these properties, emission of fine limestone
small quantity of greases are transferred to the furnace oil
during the blasting at the quarry is very low. Additionally,
decanting point where they are mixed with furnace oil and
splinters generated during blasting are quite large and
used as fuel of calciner / burner.
resultantly they do not fly over longer distances.
Furnace oil sludge: Furnace oil sludge generated from the
Coal transport from supply point to the factory and handling
power house and cement plant is sold to the contractors for
at the plant are other big sources of particulate matter
appropriate disposal.
emissions all along the roads used for transport and at the
plant. Imported coal from Karachi Port is transported by
Paper bags: Burst paper bags from cement packing process
trucks. In order to minimize fugitive coal dust on the way,
are sold in the market where they are reused for either paper
these trucks have special covers. This drastically cuts the
pulp manufacture or other packing materials.
fugitive coal dust on the way to the plant site.
Brick waste: Brick waste from the lining of the kiln is
Noise Pollution also sold to the contractors for reuse in small-scale kilns
for ceramic, acid proof bricks and such other refractory
The designing of our plants at Karachi and Pezu has been materials’ manufacturing.
done while taking into account that the noise levels remain
within the acceptable limits of the NEQS. Regular repair and Waste from Quality Control: Cement cubes (broken by
maintenance of the Plants guarantees compliance of noise strength determination), cement, pieces of cement pellets,
levels with the NEQS. daily analyzed samples of limestone, shale, iron ore, sand,
gypsum, raw mix, kiln feed and clinker is transferred to clinker
The plant site at Pezu is surrounded by high hills in a semicircle storage yard. The quantity of these materials is very low thus,
on its North-East side. These hills are additionally a good there is no impact on the quality of clinker.
barrier for noise cut off in the environment. Monitoring for
noise levels was carried out at different points at Karachi and Empty drums and containers: Empty drums and containers
Pezu plant sites and limestone and clay quarries. Similarly, are returned to the suppliers of the chemicals in them for
monitoring for noise levels was carried out at different points recycling and reuse at their end.
on the boundary walls of the plant sites where minimal
instances of excursions were witnessed. Grinding media: The used grinding media of cement mill is
sold in the market through contractor for its reuse in small-
Recycling scale manufacturing.
Sewage: Approximately 18,000 gallons/day of sewage Miscellaneous waste: Miscellaneous solid waste includes
is generated from the Pezu plant. It is treated to bring its tyres, tubes, batteries, belts, nylon strips, filters and scrap
pollution load within the specified values of the NEQS, for wood. These are sold in the market through contractors.
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CSR HIGHLIGHTS
EMPLOYEE VOLUNTEERISM
Tree Plantation Blood Donation Camp

Continuing the effort to contribute in conserving the As part of its social responsibility, the Company, arranged a
environment, a tree plantation drive was initiated in which blood donation camp in its Head Office. The event, organized
free tree saplings were distributed amongst employees in in collaboration with The Indus Hospital, witnessed a
an effort to make Pakistan greener and environment friendly. commendable turnout of donors who volunteered to support
Employees were briefed about the significance of tree maintenance of blood bank stock and contribute to the health
plantation for which the company expanded its horizon and of many people.
encouraged employees to plant trees within their vicinity.
Being one of the LCL’s yearly CSR initiatives, the drive is
aimed at raising awareness of voluntary blood donation,
promoting the values of civic responsibility and giving back
to the local community.
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EDUCATION
Education plays a key role in our CSR efforts. Following from Scholarships/ Financial Assistance
last year, we have sustained our goal of promoting quality
We have collaborated with various prestigious institutes of
education in the country by granting several merit-based
Pakistan, providing educational assistance to deserving
scholarships to students at different institutes of Pakistan.
and bright students. The primary aim is to make education
accessible and affordable to talented students regardless of
Contributions towards Literacy and Girls their financial background.
Education
Keeping in view the importance and impact of women Institute of Business Management
education in Pakistan, we have collaborated with Zindagi (IoBM)
Trust to support two leading Government girls’ schools
We have collaborated with the Creek High School & Creek
(SMB Fatimah Jinnah Government School and Khatoone
College (IoBM Campus) for providing scholarships to
-e- Pakistan Government School) in Karachi. With primary
deserving students. In this regard, several scholarships
focus on social intervention in the development of women
were awarded to students at Creek High School, with this
education in the country, through our support, Zindagi Trust
we are determined to take forward the mission of making
transformed these schools into model educational institutions
quality education accessible for the bright minds of Pakistan
for girls in Pakistan.
irrespective of their financial status. In addition, scholarships
have been awarded to numerous students at IoBM from TCF
alumni.
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Lahore University of Management Foreign Scholarships
Sciences We also provide scholarships to the meritorious students of
We strongly believe that the youth of today are the leaders Pakistan seeking further education in foreign universities. In
of tomorrow. Sowing the seeds today for a brighter future, this context, we have granted sponsorships to numerous
Lucky Cement generously granted scholarships to deserving students for various foreign universities.
students with the aim of increasing access to education. We
are providing scholarships to students nominated by the Other Universities
National Outreach Program (NOP) of LUMS.
We have also awarded various scholarships to bright
students of Pakistan’s leading universities like Ghulam Ishaq
Institute of Business Administration Khan Institute of Engineering Sciences and Technology, PAF
We have collaborated with Institute of Business Administration KIET and Iqra University.
(IBA), to provide educational assistance to a number of
students in pursuit of quality education from the IBA through
annual scholarship programs.
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HEALTH AND OTHER
COMMUNITY PROJECTS
Health Projects
We have joined hands with various institutions from the healthcare industry to provide better, efficient and accessible treatment
to the public.
Tabba Heart Institute (THI) Tabba Kidney Institute (TKI)

Tabba Heart Institute (THI) is a state-of-the-art, not-for- We fervently support organizations that are dedicated to patient
profit cardiac hospital, which was established with the aim care without any discrimination. Tabba Kidney Institute (TKI) is a
to provide quality services and compassionate care at an center of excellence that provides cost-effective and state-of-the-
affordable cost. Devoted to the cause of community welfare art dialysis facilities to the underprivileged section of the society.
Acknowledging TKI’s efforts, we have generously donated funds
development, we have generously contributed towards THI
to support their noble cause.
to make healthcare more accessible.
Pakistan Association of the Blind

Pakistan Association of the Blind is an NGO that provides
educational and rehabilitation services for those suffering from
blindness. We generously offered financial assistance to alleviate
suffering of needy patients.
World Memon Organization

Our company also supported the World Memon Organization
through sponsorship of its World Memon Family Fiesta. The
World Memon Organization is known for its charitable initiatives
and donations for community development.
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Rural Development Programs Since we firmly believe that an active lifestyle leads to a healthier
lifestyle. In this regards we organize numerous sporting activities
We realize the importance of giving back to the community at both of our plants. The promotion of sporting activities provides
because that is the real reason the Company has achieved education and awareness about the health benefits associated
the level of success that it currently enjoys. Continuing to uplift with engaging in physical activities.
underprivileged communities, we installed five solar energy
based tube wells at various targeted locations near the Pezu
plant including Jhang Khel, Wazir Kala, Shehbaz Khel, Tabi Donations
Murad and Azghar Khel.
Our company has a strong sense of Corporate Social
Earlier, limited facilities were available for drinking water in these Responsibility and we are effusively committed to support
areas. The PKR 16.2 million project is an effort made to facilitate the areas of women empowerment, education, health, and
the local residents in order to meet their everyday needs. A Garde community development. Our aim is to increase our contribution
Poly Crystalline Solar Panels by SunPower Corporation USA, every year towards social responsibilities for creating a positive
Solar Pump Inverter with Box by INVT and Submersible Pump social impact.
with Motor by MaxiSu Turkey are some of the key specifications
of the solar energy based tube wells setup installed.
3.0
2.97%
We have also installed drinking water pumps, constructed

drinking water storage ponds and installed water supply lines. 2.5
2.30%
To empower the community and to improve income-earning 2.25%
possibilities, we embarked on a journey of developing a model 2.0

village near our Karachi Plant. In this regard, Yamin Goth, a
small shanty village on the outskirts of Karachi was granted a 1.5
renovated mosque, renovated public toilets and primary schools
in the first phase of the program.
1.0
We also took the initiative to provide medical facilities for the

population free of cost. A dispensary clinic called “Abdul Razzak 0.5
Tabba Welfare Dispensary” was set up, and a state-of-the-art
ambulance equipped with the latest first aid medical apparatus, 0.0
was also provided at the Pezu plant. 2017 2018 2019
Donation as a percentage of Net Profit
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STRIVING FOR
EXCELLENCE
IN CORPORATE
REPORTING
FINANCIAL
STATEMENTS
For the year ended June 30, 2019
Unconsolidated & Consolidated

INDEPENDENT AUDITOR’S REVIEW
REPORT TO THE MEMBERS OF
LUCKY CEMENT LIMITED
Review Report on the Statement of Compliance contained in Listed Companies
(Code of Corporate Governance) Regulations, 2017
We have reviewed the enclosed Statement of Compliance with the Listed Companies (Code of Corporate Governance) Regulations, 2017
(the Regulations) prepared by the Board of Directors of Lucky Cement Limited for the year ended June 30, 2019 in accordance with the
requirements of regulation 40 of the Regulations.
The responsibility for compliance with the Regulations is that of the Board of Directors of the Company. Our responsibility is to review whether
the Statement of Compliance reflects the status of the Company’s compliance with the provisions of the Regulations and report if it does
not and to highlight any non-compliance with the requirements of the Regulations. A review is limited primarily to inquiries of the Company’s
personnel and review of various documents prepared by the Company to comply with the Regulations.
As a part of our audit of the financial statements we are required to obtain an understanding of the accounting and internal control systems
sufficient to plan the audit and develop an effective audit approach. We are not required to consider whether the Board of Directors’ statement
on internal control covers all risks and controls or to form an opinion on the effectiveness of such internal controls, the Company’s corporate
governance procedures and risks.
The Regulations require the Company to place before the Audit Committee, and upon recommendation of the Audit Committee, place before
the Board of Directors for their review and approval, its related party transactions and also ensure compliance with the requirements of section
208 of the Companies Act, 2017. We are only required and have ensured compliance of this requirement to the extent of the approval of
the related party transactions by the Board of Directors upon recommendation of the Audit Committee. We have not carried out procedures
to assess and determine the Company’s process for identification of related parties and that whether the related party transactions were
undertaken at arm’s length price or not.
Based on our review, nothing has come to our attention which causes us to believe that the Statement of Compliance does not appropriately
reflect the Company’s compliance, in all material respects, with the requirements contained in the Regulations as applicable to the Company
for the year ended June 30, 2019.
A. F. Ferguson & Co
Chartered Accountants
Karachi
Date: August 9, 2019
A.F. FERGUSON & CO., Chartered Accountants, a member firm of the PwC network
State life Building. No. 1-C, 1.1. Chundrigar Road, P.O. Box 4716, Karachi-74000, Pakistan
Tel: +92 (21) 32426682-6 / 32426711-5; Fax: +92 (21) 32415007 / 32427938 / 32424740; <www.pwc.com/pk>
KARACHI LAHORE ISLAMABAD
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INDEPENDENT ASSURANCE
REPORT ON COMPLIANCE
with the Shariah Governance Regulations, 2018
To the Board of Directors of Lucky Cement Limited

1. Introduction
We have undertaken a reasonable assurance engagement that the Securities and Exchange Commission of Pakistan
(the Commission) has required in terms of its Shariah Governance Regulations, 2018 (the Regulations) for assessing
compliance of the Lucky Cement Limited’s (the Company’s) financial arrangements, contracts and transactions
having Shariah implications with the Shariah principles (criteria specified in paragraph 2 below) for the period from
January 25, 2019 to June 30, 2019. This engagement was conducted by a multidisciplinary team including assurance
practitioner and independent Shariah scholar.
2. Applicable Criteria
The criteria for the assurance engagement, against which the underlying subject matter (financial arrangements,
contracts and transactions having Shariah implications for the period from January 25, 2019 to June 30, 2019) is
assessed, comprised of the Shariah principles in light of the following:
(a) rules, regulations and directives issued by the Commission from time to time;
(b) pronouncements of Shariah Advisory Board;
(c) Shariah Standards issued by the Accounting and Auditing Organization for Islamic Financial Institutions, as
adopted by the Commission, if any;
(d) requirements of the applicable Islamic Financial Accounting Standards as notified by the Commission, if any;
and
(e) approvals and rulings given by the Shariah Advisor of the Company in line with the Regulations and in
accordance with the rulings of Shariah Advisory Board.
The above criteria were evaluated for the implications on the financial statements of the Company for the year ended June 30,
2019.
3. Management’s Responsibility for Shariah Compliance
The Company’s management is responsible to ensure that the financial arrangements, contracts and transactions
having Shariah implications, entered into by the Company and related policies and procedures are in compliance
with Shariah principles (criteria specified in paragraph 2 above). The management is also responsible for design,
SUSTAINING OUR
164 VELOCITY
implementation and maintenance of appropriate internal control procedures with respect to such compliance and
maintenance of relevant accounting records.
4. Our Independence and Quality Control
We are independent of the Company in accordance with the International Ethics Standards Board for Accountants’
Code of Ethics for Professional Accountants as adopted by the Institute of Chartered Accountants of Pakistan (the
Code) and we have fulfilled our other ethical responsibilities in accordance with the Code.
The firm applies International Standard on Quality Control 1 “Quality Control for Firms That Perform Audits and Reviews
of Historical Financial Statements, And Other Assurance and Related Services Engagements” and accordingly
maintains a comprehensive system of quality control including documented policies and procedures regarding
compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.
5. Our responsibility and summary of the work performed
Our responsibility in connection with this engagement is to express an opinion on compliance of the Company’s
financial arrangements, contracts and transactions having Shariah implications with Shariah principles, in all material
respects, for the period from January 25, 2019 to June 30, 2019 based on the evidence we have obtained. We conducted
our reasonable assurance engagement in accordance with International Standard on Assurance Engagements
3000 (Revised), ‘Assurance Engagements other than audits or reviews of historical financial information’, issued
by the International Auditing and Assurance Standards Board. That standard required that we plan and perform
this engagement to obtain reasonable assurance about the compliance of the Company’s financial arrangements,
contracts and transactions having Shariah implications with Shariah principles (criteria specified in paragraph 2
above).
The procedures selected by us for the engagement depend on our judgement, including the assessment of the risks
of material non-compliance with the Shariah principles. In making those risk assessments, we considered and tested
the internal control relevant to the Company’s compliance with the Shariah principles in order to design procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
Company’s internal control. We have designed and performed necessary verification procedures on various financial
arrangements, contracts and transactions having Shariah implications and related policies and procedures based
on judgmental and systematic samples with regard to the compliance with Shariah principles (criteria specified in
paragraph 2 above).
We believe that the evidence we have obtained through performing our procedures were sufficient and appropriate to
provide a basis for our opinion.
6. Conclusion
Based on our reasonable assurance engagement, we report that in our opinion, the Company’s financial arrangements,
contracts and transactions having Shariah implications for the period from January 25, 2019 to June 30, 2019 are in
compliance with the Shariah principles (criteria specified in paragraph 2 above), in all material respects.
A. F. Ferguson & Co
Karachi
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FINANCIAL
STATEMENTS
Unconsolidated
INDEPENDENT AUDITOR’S REPORT TO
THE MEMBERS OF LUCKY CEMENT LIMITED
Report on the Audit of the Unconsolidated Financial Statements
Opinion
We have audited the annexed unconsolidated financial statements of Lucky Cement Limited (the Company), which comprise
the unconsolidated statement of financial position as at June 30, 2019, and the unconsolidated statement of profit or loss and
other comprehensive income, the unconsolidated statement of changes in equity, the unconsolidated statement of cash flows
for the year then ended, and notes to the unconsolidated financial statements, including a summary of significant accounting
policies and other explanatory information, and we state that we have obtained all the information and explanations which, to
the best of our knowledge and belief, were necessary for the purposes of the audit.
In our opinion and to the best of our information and according to the explanations given to us, the unconsolidated statement
of financial position, unconsolidated statement of profit or loss and other comprehensive income, the unconsolidated statement
of changes in equity and the unconsolidated statement of cash flows together with the notes forming part thereof conform with
the accounting and reporting standards as applicable in Pakistan and give the information required by the Companies Act,
2017 (XIX of 2017), in the manner so required and respectively give a true and fair view of the state of the Company’s affairs
as at June 30, 2019 and of the profit and other comprehensive income, the changes in equity and its cash flows for the year
then ended.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs) as applicable in Pakistan. Our
responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Unconsolidated
Financial Statements section of our report. We are independent of the Company in accordance with the International Ethics
Standards Board for Accountants’ Code of Ethics for Professional Accountants as adopted by the Institute of Chartered
Accountants of Pakistan (the Code) and we have fulfilled our other ethical responsibilities in accordance with the Code. We
believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the unconsolidated
financial statements of the current year. These matters were addressed in the context of our audit of the unconsolidated financial
statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
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Following are the Key Audit Matters:
S. No. Key Audit Matters How the matter was addressed in our audit
(i) Stock in trade as disclosed in note 12 to the annexed The Company performs annual inventory counts at
unconsolidated financial statements includes: year end and issues prior notification of procedures
to be performed for such inventory counts. Our audit
• raw materials comprising limestone, clay, gypsum,
procedures to assess the existence of inventory included
laterite and bauxite; and
the following:
• work-in-progress mainly comprising clinker
• Attended physical inventory counts performed by
Further, stores and spares, as disclosed in note 11 to the the Company.
annexed unconsolidated financial statements include
• Assessed the management’s process of
coal.
measurement of stockpiles and the determination
of values using conversion of volumes and density
The above inventory items are stored in purpose built
to total weight and the related yield.
sheds, stockpiles and silos. As the weighing of these
inventories is not practicable, management assesses • Obtained and reviewed the inventory count report of
the reasonableness of the quantities on hand by the management’s external surveyor and assessed
obtaining measurements of stockpiles and converting its accuracy on a sample basis.
these measurements to unit of volumes by using angle
of repose and bulk density. The Company also involves
an external surveyor in the inventory count process.
Due to the significance of inventory balances and

related estimations involved, this is considered as a key
audit matter.
(ii) As stated in note 8 to the annexed unconsolidated Our audit procedures included the following:
financial statements, the Company’s subsidiaries include • Updated our understanding of the Company’s
LCL Holdings Limited and Kia Lucky Motors Pakistan investment plan by reading and inspecting the
Limited. As per the Company’s already approved minutes of the meeting of the Board of Directors.
plans, additional investments in these subsidiaries
were made during the year and certain guarantees • Evaluated whether the investments made and
were also extended as detailed in note 26.7 to the guarantees extended during the year were for the
annexed unconsolidated financial statements. Given the purpose of the Company’s business.
significance of the amounts in the overall context of the • Inspected the resolutions passed by the Board of
annexed unconsolidated financial statements, the area Directors in relation to the investments made and
remained our focus area throughout the audit, hence a guarantees extended.
key audit matter.
• Inspected and verified the amount of investments
made through supporting documents comprising
banking instruments and regulatory submissions.
• Assessed whether events or changes have
occurred within the subsidiaries and affiliates,
the industry, or the economy indicating that the
carrying value of investments in subsidiaries and
affiliates may be impaired.
• Verified that the disclosures relating to investments
and guarantees are in accordance with the
requirements of the applicable accounting and
reporting framework.
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168 VELOCITY
(iii) During the current year, the Company has incurred Our audit procedures included the following:
significant capital expenditure for new cement • Assessed, on a sample basis, costs capitalised
production line which is under construction. In addition during the year by comparing the costs capitalised
to this, the Company has also installed new machinery with the relevant underlying documentation, which
for existing production lines as part of balancing, included purchase agreements and invoices.
modernization and replacement activities (note 6 to the
annexed unconsolidated financial statements). • Assessed whether the costs capitalized met
the relevant criteria for capitalization as per the
There are a number of areas where significant applicable accounting and reporting framework.
management judgement is involved in connection with • Evaluated management’s estimation of economic
the above activities. These include: useful lives and residual values by considering our
• Determining which costs meet the criteria for knowledge of the business and practices adopted
capitalisation as per International Accounting in the local industries.
Standard - 16, ‘Property, Plant and Equipment’; • Reviewed the date of transferring capital work-in-
• Determining the date on which assets under progress to operating fixed assets by examining
construction are transferred to operating fixed the completion certificates and/or project progress
assets and the respective dates from which their reports, on a sample basis.
depreciation should commence; and • Assessed whether the disclosures are made in
• The estimation of economic useful lives and accordance with the financial reporting framework.
residual values assigned to property, plant and
equipment.
We consider the above as a key audit matter being

significant transactions and events for the Company
during the year having significant impact on the
financial position of the Company.
Information Other than the Unconsolidated and Consolidated Financial Statements and Auditor’s Report Thereon
Management is responsible for the other information. The other information comprises the information included in the annual
report, but does not include the unconsolidated and consolidated financial statements and our auditor’s reports thereon.
Our opinion on the unconsolidated financial statements does not cover the other information and we do not express any form
of assurance conclusion thereon.
In connection with our audit of the unconsolidated financial statements, our responsibility is to read the other information and,
in doing so, consider whether the other information is materially inconsistent with the unconsolidated financial statements or
our knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed,
we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing
to report in this regard.
Responsibilities of Management and Board of Directors for the Unconsolidated Financial Statements
Management is responsible for the preparation and fair presentation of the unconsolidated financial statements in accordance
with the accounting and reporting standards as applicable in Pakistan and the requirements of Companies Act, 2017 (XIX
of 2017) and for such internal control as management determines is necessary to enable the preparation of unconsolidated
financial statements that are free from material misstatement, whether due to fraud or error.
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In preparing the unconsolidated financial statements, management is responsible for assessing the Company’s ability to
continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of
accounting unless management either intends to liquidate the Company or to cease operations, or has no realistic alternative
but to do so.
Board of directors are responsible for overseeing the Company’s financial reporting process.
Auditor’s Responsibilities for the Audit of the Unconsolidated Financial Statements
Our objectives are to obtain reasonable assurance about whether the unconsolidated financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs
as applicable in Pakistan will always detect a material misstatement when it exists. Misstatements can arise from fraud or error
and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic
decisions of users taken on the basis of these unconsolidated financial statements.
As part of an audit in accordance with ISAs as applicable in Pakistan, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the unconsolidated financial statements, whether due to fraud
or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and
appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,
or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the
audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant
doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are
required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures
are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our
auditor’s report. However, future events or conditions may cause the Company to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the unconsolidated financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events in a manner that
achieves fair presentation.
We communicate with the board of directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the board of directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on
our independence, and where applicable, related safeguards.
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From the matters communicated with the board of directors, we determine those matters that were of most significance in the
audit of the unconsolidated financial statements of the current year and are therefore the key audit matters. We describe these
matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of
doing so would reasonably be expected to outweigh the public interest benefits of such communication.
Report on Other Legal and Regulatory Requirements
Based on our audit, we further report that in our opinion:
(a) proper books of account have been kept by the Company as required by the Companies Act. 2017 (XIX of 2017);
(b) the unconsolidated statement of financial position, the unconsolidated statement of profit or loss and other comprehensive
income, the unconsolidated statement of changes in equity and the unconsolidated statement of cash flows together with
the notes thereon have been drawn up in conformity with the Companies Act, 2017 (XIX of 2017) and are in agreement with
the books of account and returns;
(c) investments made, expenditure incurred and guarantees extended during the year were for the purpose of the Company’s
business; and
(d) zakat deductible at source under the Zakat and Ushr Ordinance, 1980 (XVIII of 1980), was deducted by the company and
deposited in the Central Zakat Fund established under section 7 of that Ordinance.
The engagement partner on the audit resulting in this independent auditor’s report is Salman Hussain.
A. F. Ferguson & Co
Karachi
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UNCONSOLIDATED STATEMENT OF
FINANCIAL POSITION
as at June 30, 2019
Note 2019 2018
(PKR in ‘000’)
ASSETS
NON-CURRENT ASSETS
Fixed assets
Property, plant and equipment 6 57,276,184 40,913,168
Intangible assets 7 18,152 55,023
57,294,336 40,968,191

Long-term investments 8 34,313,588 24,981,078
Long-term loans and advances 9 99,316 90,996
Long-term deposits 10 3,175 3,175
91,710,415 66,043,440
CURRENT ASSETS
Stores and spares 11 6,809,724 7,783,111
Stock-in-trade 12 4,253,020 2,796,658
Trade debts 13 2,058,719 2,424,470
Loans and advances 14 686,525 420,671
Trade deposits and short-term prepayments 15 74,223 67,577
Accrued return 113,869 142,881
Other receivables 16 2,130,907 1,311,180
Tax refunds due from the Government 17 538,812 538,812
Short term investments 1,055,754 34,956
Cash and bank balances 18 15,657,246 27,435,361
33,378,799 42,955,677
TOTAL ASSETS 125,089,214 108,999,117

EQUITY AND LIABILITIES

SHARE CAPITAL AND RESERVES
Share Capital 19 3,233,750 3,233,750
Reserves 20 91,084,667 83,133,072
94,318,417 86,366,822
NON-CURRENT LIABILITIES
Deferred liabilities 22 7,102,483 7,300,639
7,192,747 7,395,033
CURRENT LIABILITIES
Trade and other payables 23 19,195,617 13,121,005
Short term borrowing 24 2,900,000 –
Unclaimed dividend 53,953 47,945
Unpaid dividend 25 91,119 82,960
Taxation - net 1,337,361 1,985,352
23,578,050 15,237,262
30,770,797 22,632,295
CONTINGENCIES AND COMMITMENTS 26
TOTAL EQUITY AND LIABILITIES 125,089,214 108,999,117
The annexed notes from 1 to 44 form an integral part of these unconsolidated financial statements.
Muhammad Yunus Tabba Muhammad Ali Tabba Irfan Chawala

Chairman / Director Chief Executive Chief Financial Officer
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PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
Note 2019 2018
(PKR in ‘000’)
Gross sales 27 67,547,938 67,376,579

Less: Sales tax and federal excise duty 18,523,888 18,875,112
Rebates and commission 1,002,651 959,743
19,526,539 19,834,855
Net sales 48,021,399 47,541,724
Cost of sales 28 (34,037,568) (30,589,363)
Gross profit 13,983,831 16,952,361

Distribution cost 29 (2,728,809) (1,992,454)
Administrative expenses 30 (1,227,872) (1,089,446)
Other expenses 31 (1,047,617) (1,346,369)
Other income 32 3,241,682 2,594,563
Profit before taxation 12,221,215 15,118,655

Taxation
- current 33 (2,140,079) (3,037,587)
- deferred 409,093 116,022
(1,730,986) (2,921,565)
Profit after taxation 10,490,229 12,197,090

Other comprehensive income:
Other comprehensive income / (loss) which will not be reclassified
to statement of profit or loss in subsequent periods
Gain / (loss) on remeasurements of post retirement benefit obligation 80,166 (149,249)
Deferred tax thereon (21,645) 40,297
58,521 (108,952)
Unrealized loss on remeasurement of equity instrument
at fair value through other comprehensive income (11,947) (10,496)
Deferred tax thereon 1,792 1,574
(10,155) (8,922)
48,366 (117,874)
Total comprehensive income for the year 10,538,595 12,079,216

(PKR)
Earnings per share - basic and diluted 34 32.44 37.72


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CASH FLOWS
Note 2019 2018
(PKR in ‘000’)
CASH FLOWS FROM OPERATING ACTIVITIES

Cash generated from operations 35 16,643,552 17,315,306
Income tax paid (1,623,723) (2,125,980)
Gratuity paid (85,056) (91,708)
(Decrease) / increase in long-term deposits (liabilities) (4,130) 9,764
Income from deposits with Islamic banks 2,161,528 1,978,591
Increase in long-term loans and advances (8,320) (6,045)
Net cash generated from operating activities 17,083,851 17,079,928

CASH FLOWS FROM INVESTING ACTIVITIES

Fixed capital expenditure (19,683,325) (6,444,831)
Long term investments made (9,332,510) (11,667,558)
Short-term investments (1,032,745) –
Sale proceeds on disposal of property, plant and equipment 181,534 68,356
Dividend received from subsidiary company 457,000 –
Dividend received from associated company 183,410 138,000
Dividend received on short term investments 37,503 –
Bank balance held as lien 18.2 1,455 (7,887,015)
Net cash used in investing activities (29,187,678) (25,793,048)

CASH FLOWS FROM FINANCING ACTIVITIES
Dividends paid (2,572,833) (5,476,911)
Net (decrease) in cash and cash equivalents (14,676,660) (14,190,031)
Cash and cash equivalents at the beginning of the year 19,548,346 33,738,377
Cash and cash equivalents at the end of the year 35.2 4,871,686 19,548,346



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CHANGES IN EQUITY
Issued, Capital
subscribed reserve Revenue reserves Total Total
and paid up Share General Unappropriated reserves equity
capital premium reserves profit
(PKR in ‘000’)
Balance as at July 1, 2017 3,233,750 7,343,422 55,511,916 13,695,893 76,551,231 79,784,981

Transfer to general reserves – – 9,815,393 (9,815,393) – –
Transfer from general reserves – – (1,616,875) 1,616,875 – –
Transactions with owners in their
capacity as owners
Final dividend at the rate of PKR 12/- per
share each for the year ended
June 30, 2017 – – – (3,880,500) (3,880,500) (3,880,500)
Interim dividend at the rate of PKR 5/- per
June 30, 2018 – – – (1,616,875) (1,616,875) (1,616,875)
– – – (5,497,375) (5,497,375) (5,497,375)
Profit after taxation for the year – – – 12,197,090 12,197,090 12,197,090
Other comprehensive income for the year – – – (117,874) (117,874) (117,874)
Total comprehensive income for the year – – – 12,079,216 12,079,216 12,079,216
Balance as at June 30, 2018 3,233,750 7,343,422 63,710,434 12,079,216 83,133,072 86,366,822
Transfer to general reserves – – 9,492,216 (9,492,216) – –

Transactions with owners in their
capacity as owners
Final dividend at the rate of PKR 8/- per
June 30, 2018 – – – (2,587,000) (2,587,000) (2,587,000)
Profit after taxation for the year – – – 10,490,229 10,490,229 10,490,229

Other comprehensive income for the year – – – 48,366 48,366 48,366
Total comprehensive income for the year – – – 10,538,595 10,538,595 10,538,595
Balance as at June 30, 2019 3,233,750 7,343,422 73,202,650 10,538,595 91,084,667 94,318,417


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NOTES TO THE UNCONSOLIDATED
FINANCIAL STATEMENTS
1. THE COMPANY AND ITS OPERATIONS
1.1 Lucky Cement Limited (the Company) was incorporated in Pakistan on September 18, 1993 under the Companies
Ordinance, 1984 [now the Companies Act, 2017] and is listed on the Pakistan Stock Exchange. The Company has
also issued Global Depository Receipts (GDRs) which are listed and traded on the Professional Securities Market of
the London Stock Exchange. The principal activity of the Company is manufacturing and marketing of cement.

The registered office of the Company is located at Pezu, District Lakki Marwat in Khyber Pakhtunkhwa and the
head office is situated at Muhammad Ali Housing Society, A. Aziz Hashim Tabba Street in Karachi. The Company
has two production facilities at Pezu, District Lakki Marwat in Khyber Pakhtunkhwa and at Main Super Highway in
Karachi, Sindh. Further, the Company’s liaison offices are situated in Islamabad, Quetta, Multan, D.I.Khan, Lahore and
Peshawar.

1.2 These unconsolidated financial statements are the separate financial statements of the Company in which investments
in subsidiaries have been accounted for at cost less accumulated impairment losses, if any.
2. STATEMENT OF COMPLIANCE
These unconsolidated financial statements have been prepared in accordance with the accounting and reporting
standards as applicable in Pakistan. The accounting and reporting standards applicable in Pakistan comprise of:

– International Financial Reporting Standards (IFRSs) issued by the International Accounting Standards Board
(IASB) as notified under the Companies Act, 2017; and
– Provisions of and directives issued under the Companies Act, 2017.
Where provisions of and directives issued under the Companies Act, 2017 differ from the IFRSs, the provisions of and
directives issued under the Companies Act, 2017 have been followed.

3. SIGNIFICANT ACCOUNTING JUDGMENTS, ESTIMATES AND ASSUMPTIONS
The preparation of these unconsolidated financial statements in conformity with approved accounting and reporting
standards requires the use of certain critical accounting estimates. It also requires management to exercise its
judgment in the process of applying the Company’s accounting policies. Estimates and judgments are continually
evaluated and are based on historic experience and other factors, including expectations of future events that are
believed to be reasonable under the circumstances. Revision to accounting estimates are recognised in the period in
which the estimate is revised and in any future periods affected. In the process of applying the Company’s accounting
policies, management has made the following estimates and judgments which are significant to these unconsolidated
financial statements:

Property, plant and equipment
Estimates with respect to residual value, depreciation method and depreciable lives of property, plant and equipment
as disclosed in notes 4.3 and 6.1 to these unconsolidated financial statements. Further, the Company reviews the
carrying value of assets for impairment, if any, on each reporting date.

Impairment of financial and non-financial assets
Estimates with respect to impairment of financial and non-financial assets as disclosed in note 4.20 to these
unconsolidated financial statements.

Provisions
Provisions are based on best estimate of the expenditure required to settle the present obligation at the reporting date,
that is, the amount that the Company would rationally pay to settle the obligation at the reporting date or to transfer it
to a third party.

Provision for stores and spares and stock-in-trade
Estimates made with respect to provision for slow moving, damaged and obsolete items and their net realizable value
are disclosed in notes 4.7 and 4.8 to these unconsolidated financial statements.
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Provision for doubtful debts and other receivables
The Company reviews the recoverability of its trade debts and other receivables to assess the amount required
for provision for doubtful debts / receivables as disclosed in note 4.20 to these unconsolidated financial
statements.

Staff retirement benefits
Certain actuarial assumptions have been adopted as disclosed in note 4.11 and note 22 to these unconsolidated
financial statements for valuation of present value of defined benefit obligation.

Income taxes
In making the estimates for income taxes payable by the Company, the management considers current income tax
law and the decisions of appellate authorities on certain cases issued in the past.

Future estimation of export sales
Deferred tax calculation is based on estimate of future ratio of export and local sales.

Contingencies
The assessment of the contingencies inherently involves the exercise of significant judgment as the outcome of the
future events cannot be predicted with certainty. The Company, based on the availability of the latest information,
estimates the value of contingent assets and liabilities which may differ on the occurrence / non occurrence of the
uncertain future events.

4. SIGNIFICANT ACCOUNTING POLICIES
The accounting policies used in the preparation of these unconsolidated financial statements are the same as those
applied in the preparation of the unconsolidated financial statements of the Company for the year ended June 30,
2018, except for the effects of changes as detailed in note 4.2 below.

4.1 Accounting convention
These financial statements have been prepared under the historical cost convention except otherwise stated.

4.2 Change in accounting standards, interpretations and amendments to published approved accounting and
reporting standards
(a) New standards, amendments and interpretation to published approved accounting and reporting standards
which are effective during the year:
There are certain amendments and an interpretation to approved accounting and reporting standards which are
mandatory for the Company’s annual accounting period which began on July 1, 2018. However, these do not have
any significant impact on the Company’s financial reporting and, therefore, have not been detailed in these financial
statements.

In addition to the above, the following two new standards have become applicable to the Company effective July 1,
2018:

– IFRS 9 ‘Financial instruments’ – This standard replaces the provisions of IAS 39 that relate to the recognition,
classification and measurement of financial assets and financial liabilities, derecognition of financial
instruments, impairment of financial assets and hedge accounting. It also includes an expected credit losses
model that replaces IAS 39 incurred loss impairment model. On July 1, 2018 (the date of initial application
of IFRS 9), the Company’s management has assessed which business models apply to the financial assets
held by the Company and has classified its financial instruments into the appropriate IFRS 9 categories
(i.e. mainly financial assets previously classified as ‘loans and receivables’ have now been classified as
‘amortised cost’).
– IFRS 15 ‘Revenue from contracts with customers’ – This standard introduces a single five-step model for
revenue recognition with a comprehensive framework based on core principle that an entity should recognise
revenue representing the transfer of promised goods or services under separate performance obligations
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under the contract to customer at an amount that reflects the consideration to which the entity expects to be
entitled in exchange for those goods or services. IFRS 15 replaces the previous revenue standards: lAS 18
Revenue, lAS 11 Construction Contracts, and the related interpretations on revenue recognition.

The changes laid down by these standards do not have any significant impact on these unconsolidated financial
statements of the Company. However, related changes to the accounting policies have been made in these

(b) New standards and amendments to published approved accounting and reporting standards that are not
yet effective
IFRS 16 ‘Leases’ will be effective for the Company’s annual accounting period beginning July 1, 2019. It will result in
almost all leases being recognised on the statement of financial position, as the distinction between operating and
finance leases is removed. Under the new standard, an asset (the right to use the leased item) and a financial liability
to pay rentals are recognised. The only exceptions are short-term and low-value leases. At present the Company is in
the process of determining the impacts of application of IFRS 16 on future financial statements of the Company.

Additionally there is another new standard, certain amendments and an interpretation to the approved accounting and
reporting standards that will be mandatory for the Company’s annual accounting periods beginning on or after July
1, 2019. However, these will not have any significant impact on the financial reporting of the Company and, therefore,
have not been disclosed in these financial statements.

4.3 Property, plant and equipment
These are stated at cost less accumulated depreciation and impairment losses, if any, except for freehold land
and capital work-in-progress which are stated at cost less impairment losses, if any. Cost in relation to certain
items in operating fixed assets and capital work-in-progress, signifies historical cost and financial charges on
borrowings.

Except for plant and machinery, depreciation is charged to the profit or loss, applying the straight line method at the
rates mentioned in note 6.1 to these unconsolidated financial statements. On plant and machinery depreciation is
charged on higher of estimated useful life and units of production method. Depreciation on additions is charged from
the date of acquisition / transfer of asset, whereas depreciation on disposals is charged till the date of disposal.
The assets’ residual values, the method of depreciation and useful lives are reviewed and adjusted, if appropriate, at
each reporting date.

Maintenance and normal repairs are charged to the profit or loss as and when incurred. Major renewals and
improvements which increase the assets’ remaining useful economic life or the performance beyond the current
estimated levels are capitalized and the assets so replaced, if any, are retired.

Gains and losses on disposal of operating fixed assets, if any, are included in the profit or loss.

4.4 Intangible assets
These are stated at cost less accumulated amortization and impairment losses, if any.

Amortization is charged to the profit or loss applying the straight line method at the rate mentioned in note 7 to these

4.5 Investments in subsidiaries
Investments in subsidiaries are stated at cost less impairment losses, if any.

4.6 Investments in associates
Associates are entities over which the Company has significant influence but not control. Investments in associates
are carried at cost less accumulated impairment losses, if any.

All purchases and sales of investments are recognised on the trade date which is the date that the Company commits
to purchase or sell the investment.
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4.7 Stores and spares
These are valued at lower of weighted average cost and net realizable value, except items in transit, which are
stated at cost. Provision for slow moving, damaged and obsolete items are charged to the statement of profit or loss
and other comprehensive income. Value of items is reviewed at each statement of financial position date to record
provision for any slow moving items, damaged and obsolete items.

Net realizable value signifies the selling price in the ordinary course of business less estimated cost necessarily to be
incurred in order to make the sale, which is generally equivalent to the estimated replacement cost.

4.8 Stock-in-trade
These are stated at the lower of cost and net realizable value. The methods used for the calculation of cost are as
follows:
(i) Raw and packing material at weighted average cost comprising quarrying / purchase price,
transportation, government levies and other overheads.
(ii) Work-in-process and finished goods at weighted average cost comprising direct cost of raw material, labour
and other manufacturing overheads.
Net realizable value signifies the estimated selling price in the ordinary course of business less estimated cost
necessary to make the sale.

4.9 Trade debts and other receivables
Trade debts and other receivables are recognised initially at the amount of consideration that is unconditional, unless
they contain significant financing component in which case such are recognised at fair value. The Company holds
the trade debts with the objective of collecting the contractual cash flows and therefore measures the trade debts
subsequently at amortised cost using the effective interest rate method.

4.10 Cash and cash equivalents
Cash and cash equivalents are stated at cost. For the purpose of statement of cash flows, cash and cash equivalents
comprise cash and cheques in hand, current and deposit accounts with banks and short term borrowing.

4.11 Staff retirement benefits
The Company operates an unfunded gratuity scheme covering all permanent employees. Contribution is made to this
scheme on the basis of actuarial recommendations. The actuarial valuation is carried out using the Projected Unit
Credit Method.

Staff retirement benefits are payable to staff on completion of prescribed qualifying period of service under the
scheme.

All remeasurement gains and losses are recognised in other comprehensive income.

4.12 Compensated absences
The Company accounts for the liability in respect of employees’ compensated absences in the year in which these
are earned. Provisions to cover the obligation are made using the current salary levels of the employees. No actuarial
valuation of compensated absences is carried out as the management considers that the financial impact of such
valuation will not be material.

4.13 Trade and other payables
Liabilities for trade and other amounts payable are carried at cost which is the fair value of the consideration to be paid
in future for goods and services received, whether or not invoiced to the Company.

4.14 Provisions
Provisions are recognized in the statement of financial position when the Company has a legal or constructive
obligation as a result of a past event, it is probable that an outflow of economic benefits will be required to settle the
obligation and a reliable estimate of the amount of obligation can be made. However, provisions are reviewed at each
reporting date and adjusted to reflect current best estimate.
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4.15 Taxation
Current
The charge for current taxation is based on taxable income at the current rates of taxation in accordance with the
Income Tax Ordinance, 2001 and taxes paid / payable on final tax basis, after taking into account tax credit available,
if any.

Deferred
Deferred tax is recognised using the balance sheet liability method, on all temporary differences arising at the
statement of financial position date between the tax base of assets and liabilities and their carrying amounts for
financial reporting purposes.

Deferred tax liabilities are recognised for all taxable temporary differences. Deferred tax assets are recognised for all
deductible temporary differences to the extent that it is probable that the future taxable profits will be available against
which the assets may be utilized. Deferred tax assets are reduced to the extent that it is no longer probable that the
related tax benefit will be realized.

Deferred tax assets and liabilities are measured at the tax rates that are expected to apply to the period when the
asset is realized or the liability is settled, based on the tax rates (and tax laws) that have been enacted or substantively
enacted at the statement of financial position date.

4.16 Revenue recognition
(a) Sale of goods
Revenue is recognised when or as performance obligations are satisfied by transferring control of a
promised goods or service to a customer, and control either transfers over time or at a point in time. Revenue
is measured at fair value of the consideration received or receivable, excluding discounts, rebates and
government levies.
(b) Revenue from the sale of electricity is recorded based on the output delivered and capacity available at the
rates as specified under the Power Purchase Agreement.
(c) Mark-up on bank deposits is recognized on a time proportion basis on the principal amount outstanding and
at the rate applicable.
(d) Dividend income is recognized when the right to receive such payment is established.

4.17 Foreign currency transactions
Foreign currency transactions are recorded using the exchange rates ruling at the dates of the transactions. Monetary
assets and liabilities in foreign currencies are translated into Pakistan Rupee using the exchange rate ruling at the
statement of financial position date. Foreign exchange gains and losses resulting from the settlement of foreign
currency transactions and on translation of monetary assets and liabilities denominated in foreign currencies at
statement of financial position date are recognized in the profit or loss.

4.18 Financial assets and liabilities
Financial Assets
(i) Amortised Cost
Assets that are held for collection of contractual cash flows where those cash flow represents solely
payments of principal and interest are measured at amortised cost. Interest income from these financial
assets, impairment losses, foreign exchange gains and losses, and gain or loss arising on derecognition are
recognised directly in profit or loss.
(ii) Fair value through other comprehensive income

Financial assets at fair value through other comprehensive income are held within a business model
whose objective is achieved by both collecting contractual cash flows and selling financial assets and the
contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of
principal and interest on the principal amount outstanding.
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(iii) Fair value through profit or loss
Assets that do not meet the criteria for amortised cost or fair value through other comprehensive income
or assets that are designated at fair value through profit or loss using fair value option, are measured at fair
value through profit or loss. A gain or loss on debt investment that is subsequently measured at fair value
through profit or loss is recognised in profit or loss in the period in which it arises.

Equity instrument financial assets are measured at fair value at and subsequent to initial recognition.
Changes in fair value of these financial assets are normally recognised in profit or loss. Dividends from such
investments continue to be recognised in profit or loss when the Company’s right to receive payment is
established. Where an election is made to present fair value gains and losses on equity instruments in other
comprehensive income there is no subsequent reclassification of fair value gains and losses to profit or loss
following the derecognition of the investment.
Financial assets and liabilities are initially measured at cost, which is the fair value of the consideration given
and received respectively. These financial assets and liabilities are subsequently remeasured to fair value,
amortized cost or cost as the case may be. Any gain or loss on the recognition and de-recognition of the
financial assets and liabilities is included in the profit or loss for the period in which it arises.

Financial assets are derecognized when the Company loses control of the contractual rights that comprise
the financial asset. Assets or liabilities that are not contractual in nature and that are created as a result of
statutory requirements imposed by the Government are not the financial instruments of the Company.
Financial Liabilities
Financial liabilities are recognised at the time when the Company becomes a party to the contractual provisions of the
instrument. Financial liabilities at amortised cost are initially measured at fair value less transaction costs. Financial
liabilities at fair value through profit or loss are initially recognised at fair value and transaction costs are expensed on
profit or loss.
Financial liabilities, other than those at fair value through profit or loss, are subsequently measured at amortised cost
using the effective yield method.

A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expired. Where
an existing financial liability is replaced by another from the same lender or substantially different terms, or the terms of
an existing liability are substantially modified, such an exchange and modification is treated as a derecognition of the
original liability and the recognition of a new liability, and the difference in respective carrying amounts is recognised
in profit or loss.
4.19 Offsetting
A financial asset and financial liability is off-set and the net amount is reported in the statement of financial position
when there is a legally enforceable right to set-off the transaction and also there is an intention to settle on a net basis
or to realize the asset and settle the liability simultaneously.

4.20 Impairment
(a) Financial assets
The Company assesses on a forward looking basis the expected credit losses associated with its financial
assets. The Company applies the simplified approach to recognise lifetime expected credit losses for trade
debts, due from customers and contract assets.
Individually significant financial assets are tested for impairment on an individual basis. The remaining
financial assets are assessed collectively in groups that share similar credit risk characteristics.
The Company recognises in profit or loss, as an impairment gain or loss, the amount of expected credit
losses (or reversal) that is required to adjust the loss allowance at the reporting date.
(b) Non-Financial assets
The carrying amounts of non-financial assets are assessed at each reporting date to ascertain whether there
is any indication of impairment. If such an indication exists, the asset’s recoverable amount is estimated to
determine the extent of impairment loss, if any. An impairment loss is recognized as an expense in the profit
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or loss. The recoverable amount is the higher of an asset’s fair value less cost of disposal and value-in-use.
Value-in-use is ascertained through discounting of the estimated future cash flows using a discount rate that
reflects current market assessments of the time value of money and the risk specific to the assets. For the
purpose of assessing impairment, assets are grouped at the lowest levels for which there are separately
identifiable cash flows (cash-generating units).
An impairment loss is reversed if there is a change in the estimates used to determine the recoverable
amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed
the carrying amount that would have been determined, net of depreciation or amortization, if no impairment
loss had been recognized.
4.21 Dividend and appropriation to reserves

Dividend and appropriation to reserves are recognized in the financial statements in the period in which these are
approved.

4.22 Functional and presentation currency
These financial statements are presented in Pakistan Rupee, which is the Company’s functional and presentation
currency.

5. SUMMARY OF SIGNIFICANT TRANSACTIONS AND EVENTS DURING THE YEAR
Following is the summary of significant transactions and events that have affected the Company’s financial position
and performance during the year.

(a) The Company made additional equity investment in its 100% owned subsidiary company LCL Holdings
Limited amounting to PKR 410.1 million (aggregate investment to date amounts to PKR 10.626 billion) out of
which PKR 400 million were for onward investment in Lucky Electric Power Company Limited (LEPCL) and
PKR 10.1 million for bank charges relating to guarantees issued by LCL Holdings Limited in favour of LEPCL.
LEPCL achieved financial close of the project on June 25, 2018 after fulfilling all the necessary conditions.
(b) The Company made additional equity investment in KIA Lucky Motors Pakistan Limited (KLM) amounting
to PKR 8.922 billion (aggregate investment to date amounts to PKR 12.876 billion). During the year, KLM
successfully completed commissioning of the equipment and pilot production and commenced Completely
Knocked Down (CKD) operations at its plant located at Bin Qasim Industrial Park (BQIP), Karachi within
the originally envisaged project timelines. KLM’s state of the art facility has the capacity to produce 50,000
vehicles per annum on a double shift basis.
(c) The Company during the year invested PKR 13.660 billion (aggregate investment to date amounts to PKR
13.681 billion) for the Brownfield expansion of its cement plant at Pezu by 2.6 million tons per annum. Plant &
machinery shipments along with civil, erection and fabrication works are under progress as planned in order
to achieve commercial operations in the second quarter of the financial year 2019-20.
Note 2019 2018

(PKR in ‘000’)

6 PROPERTY, PLANT AND EQUIPMENT
Operating fixed assets - tangible 6.1 43,118,520 38,550,862
Capital work-in-progress 6.5 14,157,664 2,362,306
57,276,184 40,913,168
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6.1 Operating fixed assets - tangible
Leasehold Freehold Buildings Buildings Plant and Generators Quarry Vehicles Aircraft Furniture Office Computer Other Total
land land on on machinery equipment including and equipment and assets
leasehold freehold cement fixtures accessories (Laboratory
land land bulkers equipment etc.)
Note
(PKR in ‘000’)
As at July 1, 2017
Cost 1,394,929 301,277 4,526,262 3,248,267 24,859,574 15,050,163 1,555,098 1,412,473 744,664 86,999 208,706 141,125 336,081 53,865,618
Accumulated depreciation (116,809) – (1,933,146) (1,862,721) (9,067,188) (5,238,544) (883,624) (808,809) (318,907) (57,970) (169,253) (111,843) (210,497) (20,779,311)
Net book value 1,278,120 301,277 2,593,116 1,385,546 15,792,386 9,811,619 671,474 603,664 425,757 29,029 39,453 29,282 125,584 33,086,307

Year ended June 30, 2018
Additions – 13,925 – – – – – – – – – – – 13,925
Transfers from CWIP – – 992,192 91,489 5,014,343 1,312,751 337,897 625,156 – 18,207 31,698 13,175 16,900 8,453,808

Disposals 6.3
Cost – – – – – – – (162,703) – (71) (50) (1,164) (947) (164,935)
Accumulated depreciation – – – – – – – 135,316 – 67 50 636 572 136,641
– – – – – – – (27,387) – (4) – (528) (375) (28,294)
Depreciation charge for the year 6.2 (21,339) – (252,124) (164,696) (1,236,909) (788,741) (162,716) (195,481) (70,959) (13,095) (25,707) (17,936) (25,181) (2,974,884)
Net book value as at June 30, 2018 1,256,781 315,202 3,333,184 1,312,339 19,569,820 10,335,629 846,655 1,005,952 354,798 34,137 45,444 23,993 116,928 38,550,862
Transfers from CWIP 6.5 – 44,397 434,102 254,666 6,520,896 91,462 129,392 290,277 – 11,650 32,251 18,217 52,995 7,880,305

Disposals 6.3
Cost – – – – (1,219) (11,709) (7,247) (158,816) – – (1,640) (10,486) (1,441) (192,558)
Accumulated depreciation – – – – 824 10,174 2,942 128,908 – – 1,640 10,317 1,210 156,015
– – – – (395) (1,535) (4,305) (29,908) – – – (169) (231) (36,543)
Depreciation charge for the year 6.2 (21,338) – (287,227) (171,367) (1,434,328) (798,306) (166,506) (224,995) (70,959) (19,400) (30,578) (19,011) (32,089) (3,276,104)
Net book value as at June 30, 2019 1,235,443 359,599 3,480,059 1,395,638 24,655,993 9,627,250 805,236 1,041,326 283,839 26,387 47,117 23,030 137,603 43,118,520

At June 30, 2018
Cost 1,394,929 315,202 5,518,454 3,339,756 29,873,917 16,362,914 1,892,995 1,874,926 744,664 105,135 240,354 153,136 352,034 62,168,416
Accumulated depreciation (138,148) – (2,185,270) (2,027,417) (10,304,097) (6,027,285) (1,046,340) (868,974) (389,866) (70,998) (194,910) (129,143) (235,106) (23,617,554)
Net book value 1,256,781 315,202 3,333,184 1,312,339 19,569,820 10,335,629 846,655 1,005,952 354,798 34,137 45,444 23,993 116,928 38,550,862

At June 30, 2019
Cost 1,394,929 359,599 5,952,556 3,594,422 36,393,594 16,442,667 2,015,140 2,006,387 744,664 116,785 270,965 160,867 403,588 69,856,163
Accumulated depreciation (159,486) – (2,472,497) (2,198,784) (11,737,601) (6,815,417) (1,209,904) (965,061) (460,825) (90,398) (223,848) (137,837) (265,985) (26,737,643)
Net book value 1,235,443 359,599 3,480,059 1,395,638 24,655,993 9,627,250 805,236 1,041,326 283,839 26,387 47,117 23,030 137,603 43,118,520

19
20
Annual rates of depreciation 1.01% to 2.63% – 5% 5% 3.33% to 33.33% 5% 10% 10% to 20% 10% 20% 33% 33% 10% to 33%
183
6.2 Depreciation charged for the year has been allocated as follows:

Note 2019 2018
(PKR in ‘000’)
Cost of sales 28 2,839,812 2,563,972

Distribution cost 29 165,192 122,820
Administrative expenses 30 165,097 173,393
Capital work in progress 2,873 –
Cost of sale of electricity 103,130 114,699
3,276,104 2,974,884
6.3 The details of operating fixed assets disposed off during the year are as follows:
Particulars Cost Accumulated Net Book Sale Gain Mode of Particulars of Buyers Relationship of purchaser
Depreciation Value Proceeds Disposal with Company or
director, if any
(PKR in ‘000’)
Vehicle 1,888 507 1,381 1,875 494 Negotiation Lucky Foods Associated Company
----do---- 1,601 290 1,311 1,550 239 Negotiation Lucky Electric Power
Company Limited Indirect Subsidiary
----do---- 7,799 769 7,030 9,662 2,632 Insurance claim IGI General Insurance
Limited N/A
----do---- 3,769 3,118 651 4,750 4,099 Tender A.K. Enterprises ----do----
----do---- 3,737 3,044 693 5,200 4,507 Tender Noor Autos ----do----
----do---- 1,777 1,233 544 1,701 1,157 Tender Toyota Society Motors ----do----
----do---- 1,920 230 1,690 1,800 110 Insurance Claim Alfalah Insurance Company
Wheel Loader 7,000 2,708 4,292 4,648 356 Insurance Claim EFU General Insurance Limited
Trailer 2,286 1,751 535 1,063 528 Insurance Claim IGI General Insurance Limited
Items having book value
less than PKR 500,000 each 83,210 79,131 4,079 45,519 41,440 Various
Total 192,558 156,015 36,543 181,534 144,991
2018 164,935 136,641 28,294 161,200 132,906
SUSTAINING OUR
184 VELOCITY
6.4 Following are the particulars of the Company’s immovable fixed assets:

S.No Business Unit Type Location Total Area of land
in acre
1 Head office Muhammad Ali Housing Society, Karachi 1.76
2 Karachi Plant Main Super Highway, Gadap Town, Karachi 955.52
3 Pezu Plant Main Indus Highway, Pezu, District Lakki Marwat, KPK 885.74
4 Others Sector F-7/1, Islamabad 0.14

6.5 The following is the movement in capital work-in-progress during the year:
Opening
Reclassifications Additions Transferred to Closing
balance fixed assets balance
(PKR in ‘000’)
Building on leasehold land

- Cement Plant 71,008 116,810 246,284 434,102 –
Building on freehold land
- Cement Plant 69,786 11,143 3,016,631 251,814 2,845,746
- Power Plant 909 – 6,469 1,560 5,818
- Other – – 1,292 1,292 –
Land - Freehold – – 44,397 44,397 –
Plant and machinery 1,961,662 (152,768) 16,000,627 6,520,896 11,288,625
Generators 40,302 23,059 28,101 91,462 –
Quarry equipment – (64) 133,048 129,392 3,592
Vehicles including cement bulkers 211,660 64 90,481 290,277 11,928
Furniture and fixtures – 563 11,223 11,650 136
Office equipment 343 2,847 30,028 32,251 967
Computer and accessories 1,987 305 15,925 18,217 –
Intangible assets – – 7,662 7,662 –
Other assets (Laboratory equipment etc.) 4,649 (1,959) 51,157 52,995 852
2,362,306 – 19,683,325 7,887,967 14,157,664
7 INTANGIBLE ASSETS
Represent various computer softwares amortized on straight line basis over a period of 36 months. Movement during
the year is as follows:

Note 2019 2018
(PKR in ‘000’)

Balance as at July 1 55,023 79,657
Transfer from capital work-in-progress 6.5 7,662 16,622
62,685 96,279
Less: Amortization charge for the year 7.2 (44,533) (41,256)
18,152 55,023

7.1 As at June 30
Cost 215,069 207,407
Accumulated amortisation (196,917) (152,384)
Net book value 18,152 55,023
20
19 185
Note 2019 2018
(PKR in ‘000’)
7.2 Amortization charge for the year has been allocated as follows:
Cost of sales 28 23,593 10,934
44,533 41,256

8. LONG-TERM INVESTMENTS - at cost
Subsidiaries
Lucky Holdings Limited 8.1 32,145 5,619,000
LCL Investment Holdings Limited 8.2 4,580,500 4,580,500
LCL Holdings Limited 8.3 10,626,239 10,216,139
Kia Lucky Motors Pakistan Limited 8.4 12,876,384 3,954,074
Lucky Cement Holdings (Pvt) Limited 8.5 5,586,955 –
33,702,223 24,369,713
Associate
Yunus Energy Limited 8.6 611,365 611,365
34,313,588 24,981,078

8.1 During the year ended June 30, 2019, the High Court of Sindh (SHC) vide its order dated April 11, 2019 sanctioned
a Scheme of Arrangement involving LHL and LCHPL effective from start of business on July 1, 2018 (the Scheme).
Under the Scheme, undertaking of LHL principally comprising of the assets, liabilities and obligations of
LHL relating to its underlying investment in ICI Pakistan Limited, the outstanding long term loan along with
other liabilities representing payable in respect of income taxes (the ICI Undertaking) were carved out of
LHL and proportionately amalgamated into respective wholly owned subsidiaries of LHL’s shareholders.
Accordingly, the Company’s proportionate interest in the ICI Undertaking was amalgamated into its wholly owned
subsidiary i.e. LCHPL. The Company holds 75% (2018: 75%) shareholding in Lucky Holdings Limited.
8.2 The Company has made an investment of USD 45 million in LCL Investment Holdings Limited (LCLIHL), a wholly
owned subsidiary of the Company, incorporated and domiciled in Mauritius.

During the financial year 2014-2015, the Company had subscribed 20,000,000 ordinary shares of LCLIHL @ US$1/-
each and concluded a joint venture agreement with Al-Shumookh Construction Materials Trading FZE, United Arab
Emirates for establishing Lucky Al-Shumookh Holdings Limited (LASHL) for operating a cement grinding unit in Basra,
Iraq. During the year, LCLIHL entered into another joint venture agreement with Al-Shumookh Construction Materials
Trading FZE for establishing Al-Shumookh Lucky Investments Limited (ASLIL) for constructing a clinker manufacturing
facility in Samawah, Iraq. LASHL and ASLIL are companies with limited liability in Jebel Ali Free Zone, United Arab
Emirates. As at June 30, 2019, LCLIHL held 50 percent ownership interest in the aforementioned joint ventures.

LCLIHL also entered into a joint venture agreement with Rawsons Investments Limited (registered in Cayman Islands)
for establishing LuckyRawji Holdings Limited for constructing and operating a fully integrated cement manufacturing
unit in the Democratic Republic of Congo. As at June 30, 2019, LCLIHL held 50 percent ownership interest in the
aforesaid joint venture.
8.3 The Company has an equity investment in LCL Holdings Limited (LCLHL), a wholly owned subsidiary of the Company,
incorporated in Pakistan, of 39,443,471 ordinary shares at PKR 10/- each out of which 39,343,471 (2018: 20,778,349)
shares were issued at a premium of PKR 260/- each. As at June 30, 2019, LCLHL owned 100 percent shares in Lucky
Electric Power Company Limited. The amount of investment includes advance against future issuance of shares
amounting to PKR 2.5 million (2018: PKR 4,604.984 million).
Subsequent to the year end on July 27, 2019, the Board of Directors of the Holding Company has resolved to
amalgamate LCLHL into the Holding Company. The legal formalities relating to the amalgamation are in progress.

SUSTAINING OUR
186 VELOCITY
8.4 This represents equity investment in Kia Lucky Motors Pakistan Limited (KLM), a public unlisted company incorporated
in Pakistan. The amount includes advance against future issuance of shares amounting to PKR 2,891 million (2018:
PKR 2,000 million). As at June 30, 2019, the Company holds 75.28% shareholding in KLM.

8.5 This represents 100% equity investment in Lucky Cement Holdings (Pvt) Limited (LCHPL), a private limited company
incorporated in Pakistan under the Companies Act, 2017 as a wholly owned subsidiary of the Company. The Company
was incorporated as one of the demerged undertaking in connection with the restructuring of LHL through Scheme of
Arrangement (note 8.1).
Lucky Cement Holdings (Pvt) Limited currently holds 54.74% shareholding in ICI Pakistan Limited.
8.6 Represents 20% equity investment in Yunus Energy Limited, a public unlisted company incorporated in Pakistan,
comprising 61,136,500 (2018: 61,136,500) shares of PKR 10 each.

8.7 All investments made in subsidiary companies and associated companies as mentioned above have been made in
accordance with the requirements of the Companies Act, 2017.

Note 2019 2018
(PKR in ‘000’)
9 LONG-TERM LOANS AND ADVANCES

(secured & considered good)
Long term loans
Due from employees 9.1 140,850 105,959
Less: Recoverable within one year 9.2 96,905 70,336
43,945 35,623
Other advances 9.3 55,371 55,373
99,316 90,996

9.1 Loans given to employees are in accordance with the Company policy and are repayable within a period of 2 to 5
years. These loans are return free and are secured against the gratuity of the respective employees. These loans are
carried at cost due to the materiality of the amounts involved. Further, these include outstanding balances of loans
given to key management personnel namely M/s. Amin Ganny, Mashkoor Ahmed, Muhammad Shabbir and Adnan
Ahmed aggregating to PKR 5.8 million, PKR 5.417 million, PKR 6.667 million and PKR 9.167 million respectively (2018:
M/s. Irfan Chawala and Amin Ganny aggregating to PKR 4.583 million and PKR 8.2 million respectively) as at June 30,
2019.

9.2 These include loans made to employees of the Company namely M/s. Muhammad Aslam, Aftab Ahmed, Amin Ganny,
Waqas Abrar, Adnan Naseem Qazi, Irfan Chawala, Muhammad Umair Ahmad, Mashkoor Ahmed, Muhammad Ismail,
Qutbuddin Mughal, Amir Mahmood Baig, Muhammad Shabbir, Muhmmad Anwar Tariq, Nasrullah Khan, Naimatullah
Khan and Adnan Ahmed (2018: M/s. Irfan Chawala and Amin Ganny) exceeding PKR 1 million each.

9.3 These represent return free advances given to Sui Southern Gas Company Limited in respect of additional gas line
which will be adjusted after the commissioning of gas line in 48 equal monthly installments.

10. LONG-TERM DEPOSITS
Represent return free deposits to Water and Power Development Authority and Central Depository Company of
Pakistan Limited.

2019 2018
(PKR in ‘000’)
11. STORES AND SPARES

Stores 2,689,093 3,917,229
Spares 4,350,704 4,095,955
7,039,797 8,013,184
Less: Provision for slow moving spares 230,073 230,073
6,809,724 7,783,111
20
19 187
Note 2019 2018
(PKR in ‘000’)
12. STOCK-IN-TRADE
Raw and packing materials 597,674 664,752
Work-in-process 2,750,407 1,581,179
Finished goods 934,939 580,727
4,283,020 2,826,658
Less: Provision for slow moving packing material 30,000 30,000
4,253,020 2,796,658
13. TRADE DEBTS

(considered good)
Bills receivable - secured 13.3 409,598 554,394
Others - unsecured 1,670,374 1,877,098
2,079,972 2,431,492
Less: Provision for doubtful debts 13.2 21,253 7,022
2,058,719 2,424,470

13.1 The ageing of trade debts as at June 30 is as follows:
Neither past due nor impaired 2,058,719 2,424,470

13.2 Movement in provision for doubtful debts:
Balance as of July 1 7,022 14,033
Provision during the year 17,263 867
Write off (3,032) (7,878)
Closing balance 21,253 7,022

13.3 Following are the details of debtors in relation to export sales:
Name of Foreign Jurisdiction Type of transaction

Africa Contract 213,950 545,497
Asia Contract 103,612 3,877
Asia Letter of Credit 92,036 5,020
409,598 554,394
14. LOANS AND ADVANCES

(secured & considered good)
Current portion of long term loans and advances
to employees 9 96,905 70,336

Other advances given to employees - return free 14.1 8,397 6,060
105,302 76,396

Advances to suppliers and others - return free 448,047 344,275
Sales tax, excise duty and other government levies 133,176 –
686,525 420,671

14.1 Advances to employees are given to meet business expenses and are settled as and when the expenses are incurred.
SUSTAINING OUR
188 VELOCITY
Note 2019 2018
(PKR in ‘000’)

15. TRADE DEPOSITS AND SHORT-TERM PREPAYMENTS
Trade deposits - return free
Containers 80 310
Utilities 1,169 1,005
Others 20,449 17,496
21,698 18,811
Prepayments
Insurance 23,280 16,169
Rent 13,932 17,248
Others 15,313 15,349
52,525 48,766
74,223 67,577

16. OTHER RECEIVABLES (unsecured & considered good)
Rebate on export sales 45,524 56,753
Due from Collector of Customs 16.1 19,444 19,444
Hyderabad Electricity Supply Company (HESCO) 16.2 1,987,418 1,138,341
Others 78,521 96,642
2,130,907 1,311,180

16.1 The Company had imported cement bulkers during October 19, 2006 to December 5, 2006 under SRO 575(1) of
2006 dated June 5, 2006 for export of loose cement which provided concessionary rate of import duty to an industrial
concern. The Company claimed exemption of duty at the time of port clearance. However, the Collector of Customs
passed an order allowing provisional release of consignment subject to final approval from the Federal Board of
Revenue (FBR) and deposit of post dated cheques for the differential amount of duty. The Company deposited
three post dated cheques aggregating PKR 19.444 million for three different consignments of cement bulkers and
simultaneously approached the FBR for giving direction to the Collector of Customs, Karachi.

The FBR moved a summary to the Federal Government / Economic Coordination Committee (ECC) on the
representation of the Company and finally issued SRO 41(1) of 2007 dated January 7, 2007 which clarified that the
imported cement bulkers were also entitled for concessional rate of duty of 5%. The Collector of Customs instead
of releasing the post dated cheques, encashed the same on the plea that the effect of SRO will not be given to the
Company with retrospective effect despite the fact that the said clarification was issued on the representation of the
Company.

The Company filed a writ petition before the High Court of Sindh at Karachi on July 30, 2007 challenging the illegal
and malafide act of encashment of post dated cheques. The High Court of Sindh passed an order in favour of the
Company and has ordered the Collector of Customs to refund the amount collected within one month from the date
of judgement. The judgement has been challenged by the FBR in the Supreme Court of Pakistan which remains
pending.

16.2 The Company and HESCO entered into a Power Purchase Agreement (PPA) dated March 22, 2011 pursuant to a
policy in place at the time for the New Captive Power Plants (NCPPs), which had been reviewed by National Electric
Power Regulatory Authority (NEPRA).

Subsequent to the signing of the PPA, NEPRA purported to re-determine the tariff through determination dated January
9, 2013, which was challenged by all the NCPPs in the High Court of Sindh . The High Court of Sindh decided the case
in favor of NEPRA vide judgement dated August 19, 2015.
The Company filed an appeal in the Supreme Court of Pakistan (SCP) against the High Court of Sindh’s decision.
Detailed hearings were held and the Court’s judgement was reserved in November 2016. However, the said judgment
has not been announced since then and the case was relisted for hearing. Subsequently, the case is currently being
heard in Supreme Court of Pakistan.
20
19 189
On March 6, 2017, the Company and HESCO entered into an interim agreement, which is subject to the outcome of
the above Civil Appeals pending in the Supreme Court of Pakistan.

As per the agreement, HESCO has fulfilled certain conditions and also provided an amount of PKR 642 million to the
Company which was netted off against other receivables and the Company supplied and invoiced electricity from
March 2017 to May 2019 based on PPA rates. The Company suspended electricity sale to HESCO from May 2019
due to non-payment of bill since January 2019.

In August, 2017, the Government of Sindh promulgated the Sindh New Captive Power Plants Subsidy Act, 2017
read in light of corrigendum issued by the Government of Sindh gazetted on February 1, 2018 for provision of tariff
differential support to captive power producers in the province of Sindh. Under the aforementioned act, the Company
claimed and received subsidy for the period March 2015 to March 2018 amounting to PKR 630 million. However,
the Company has not yet received subsidy amount of PKR 627 million for the period April 2018 to May 2019 from
Government of Sindh.

Subsequently on May 3, 2019 the Company has also filed a Constitutional Petition before the Sindh High Court
challenging the non-payment of subsidy since April 2018 by the Sindh Government under the Sindh Captive Power
Plant Subsidy Act, 2017. The case is currently being heard in Sindh High Court.

17 TAX REFUNDS DUE FROM THE GOVERNMENT
A dispute with respect to the calculation of excise duty on retail price of cement arose between the Company and the
FBR from the very first day the Company started sales of cement in 1996. The FBR’s point of view was that excise
duty be calculated on the declared retail price, inclusive of excise duty whereas the Company contended that the
excise duty would not be included in retail price for the calculation of the excise duty payable to the Government. On
June 2, 1997, the Company filed a writ petition before the Peshawar High Court on seeking judgment on this matter.
The dispute related to the period from June 26, 1996 to April 19, 1999 after which the FBR changed the mechanism
of levying excise duty from percentage of retail price to a fixed amount of duty at the rate of PKR 1,400 per ton. The
Peshawar High Court after hearing both the parties issued a detailed judgment, operating paragraph of which is
reproduced as follows:

‘‘For the reasons we accept the petitions declare, that present system of realization of duties of excise on the “Retail
Price” inclusive of excise duty is illegal and without lawful authority, the duties of excise on cement must not form part
of retail price and the petitioners are not liable to pay duties of excise forming part of the retail price of cement.’’

Simultaneously, a similar nature of dispute arose between various beverage companies operating in the provinces of
Sindh and Punjab and accordingly those also filed petitions before the High Courts of Sindh and Lahore respectively.
Both the High Courts also decided the case against the method of calculation of excise duty as interpreted by the
FBR.

The FBR preferred an appeal before the Supreme Court of Pakistan against the judgments of all three High Courts
of the country. A full bench of the Supreme Court of Pakistan heard the legal counsel of all the parties and finally
announced the judgment on April 14, 2007, upholding the judgments of the High Courts and dismissed the appeal of
the FBR.

As a result of the full bench judgment of the Supreme Court of Pakistan, the Company filed a refund claim of PKR
538.812 million on May 8, 2007 with the Collector of Central Excise and Sales Tax, Peshawar, who had earlier collected
the same due to incorrect interpretation of law. The Company on the basis of legal opinions obtained, recognised this
refund claim in the unconsolidated financial statements for the year ended June 30, 2007.
A review petition was also filed by the FBR before the Supreme Court of Pakistan. The Supreme Court of Pakistan vide
its order dated January 27, 2009 dismissed the review petition filed by the FBR and upheld its earlier decision which
was in favour of the Company.

While verifying the refund claim, the Collector of Excise and Sales Tax Peshawar issued show cause notice to the
SUSTAINING OUR
190 VELOCITY
Company, raising certain objections against the release of the refund including an objection that the burden of this
levy has been passed on to the end consumer. The Company challenged this show cause notice in the Peshawar
High Court and took the stance that this matter has already been dealt with at the Supreme Court of Pakistan level,
based on the doctrine of res judicata. The Peshawar High Court granted a stay order to the Company against any
adverse proceeding by the FBR in this case.

During the year ended June 30, 2013, the Company filed a complaint before the Federal Tax Ombudsman (FTO) with a
request that the FBR may be directed for early issuance of refund alongwith the compensation for the delayed refund.
The FTO directed the FBR to verify the claim of the Company and submit a report in the matter. Subsequently, the FBR
on the basis of audit conducted submitted a report to the FTO. However, the Company did not agree to the findings of
the FBR and argued before the FTO that the report submitted by the FBR is not based on the facts of the case.

After hearing the arguments of both the parties, the FTO forwarded its recommendations / findings to the Secretary,
Revenue Division, Islamabad through its order dated November 22, 2013.

The FBR filed representation, before the President of Pakistan against the recommendations of the FTO under Section
32 of Federal Tax Ombudsman Ordinance, 2000. However, the President of Pakistan endorsed the recommendations
of the FTO of having an audit conducted by independent firms. The FBR filed a Writ Petition in the Peshawar High
Court against the findings of the FTO as endorsed by the President which suspended the operations of the orders
of FTO and President of Pakistan on July 14, 2015 till further orders. The Company has filed a counter affidavit in
response to the FBR’s Writ Petition, which is pending adjudication in the Peshawar High Court.

In January 2018, the FBR’s Writ Petition was dismissed by the Peshawar High Court after which the FBR filed an
appeal in the Supreme Court of Pakistan.
The FBR has filed review petition in the Peshawar High Court for review of judgment given in favour of the Company
as well as filed an appeal in the Supreme Court in March 2018. The Company is trying to get the matter expedited and
get both review petition and appeal dismissed.
The management is confident on the advise of its legal advisor that the ultimate outcome of the case would be in its
favor and the full amount would be recovered in due course, therefore no provision for the above receivable has been
made in these unconsolidated financial statements.
Note 2019 2018

(PKR in ‘000’)
18 CASH AND BANK BALANCES

Sales collection in transit 387,859 341,033
Cash at bank
- in current accounts 916,290 129,711
- in Islamic saving accounts 18.1 14,346,347 26,957,484
15,262,637 27,087,195
15,650,496 27,428,228
Cash in hand 6,750 7,133
15,657,246 27,435,361

18.1 These are shariah compliant bank balances and carry profit at rates ranging from 2.5% to 13.65% (2018: 2% to 7%)
per annum.

18.2 This includes an amount of PKR 7,885.560 million (2018: PKR 7,887.015 million) held by a bank as security against
the guarantees obtained from the bank issued on behalf of subsidiary companies.
20
19 191
2019 2018
(PKR in ‘000’)

19 SHARE CAPITAL
Authorized capital
500,000,000 (2018: 500,000,000)
Ordinary shares of PKR 10/- each 5,000,000 5,000,000

Issued, subscribed and paid-up capital
305,000,000 (2018: 305,000,000) Ordinary
shares of PKR 10/- each issued for cash 3,050,000 3,050,000

18,375,000 (2018: 18,375,000) Ordinary
shares of PKR 10/- each issued as bonus shares 183,750 183,750
3,233,750 3,233,750

19.1 During the year ended June 30, 2008, the Company was admitted to the official list of the Financial Services Authority
and to the London Stock Exchange for trading of the Global Depository Receipts (GDRs) issued by the Company on
the Professional Securities Market of the London Stock Exchange. The GDR issue constituted an offering to qualified
institutional buyers in the United States under Rule 144A and to non US persons outside the United States (US) under
Regulation - S of the US Securities Act of 1933. The GDRs have also been included for trading on the International
Order Book system of the London Stock Exchange, which made the GDRs issued under Rule 144A to become eligible
for trading by qualified institutional buyers in the Portal Market; a subsidiary of the NASDAQ Stock Market, Inc in the
US. The Company had issued 15,000,000 GDRs each representing four ordinary equity shares at an offer price of US$
7.2838 per GDR (total receipt being US$ 109.257 million).
Accordingly, based on an exchange rate of PKR 65.90 = US$ 1.00 (which was the exchange rate on the date of final
offering circular relating to the GDR issue made by the Company) 60,000,000 ordinary equity shares of a nominal
value of PKR 10 each of the Company were issued at a premium of PKR 110 per ordinary equity share (total premium
amount being PKR 6,600 million).

The holders of GDRs are entitled, subject to the provisions of the Deposit Agreement, to receive dividend, if any and
rank pari passu with other equity shareholders in respect of dividend. However, the holders of GDRs have no voting
rights or other direct rights of shareholders with respect to the equity shares underlying such GDRs. Subject to the
terms and restrictions set out in the offering circular dated May 8, 2008, the deposited equity shares in respect of
which the GDRs were issued may be withdrawn from the depository facility. Upon withdrawal, the holders will rank pari
passu with other equity shareholders in respect of dividend, voting and other direct rights of shareholders.

Note 2019 2018
(PKR in ‘000’)

20. RESERVES
Capital reserve
Share premium 20.1 7,343,422 7,343,422
Revenue reserves
General reserve 73,202,650 63,710,434
Unappropriated profit 10,538,595 12,079,216
83,741,245 75,789,650
91,084,667 83,133,072

20.1 This reserve can be utilised by the Company only for the purpose specified in section 81 of the Companies Act, 2017.

SUSTAINING OUR
192 VELOCITY
Note 2019 2018
(PKR in ‘000’)

Cement stockists 21.1 45,484 42,614
Transporters 21.2 43,500 50,500
Others 1,280 1,280
90,264 94,394

21.1 These represent return free security deposits received from stockists and are repayable on cancellation or withdrawal
of stockist arrangement and are also adjustable against unpaid amount of sales.

21.2 These represent return-free security deposits received from transporters and are repayable on cancellation or
withdrawal of contracts.
Note 2019 2018

(PKR in ‘000’)

22. DEFERRED LIABILITIES

Staff gratuity 22.1 1,823,204 1,632,119
Deferred tax liability 22.2 5,279,279 5,668,520
7,102,483 7,300,639

22.1 The amounts recognized in the statement of financial position, based on the recent actuarial valuation carried on June
30, 2019, are as follows:

Note 2019 2018
(PKR in ‘000’)

22.1.1 Present value of defined benefit obligation 1,823,204 1,632,119
22.1.2 Changes in the present value of defined

benefit obligation are as follows:
Balance as at July 1 1,632,119 1,297,714
Charge for the year 356,307 276,864
Remeasurement (gain) / loss recognised in other
comprehensive income (80,166) 149,249
1,908,260 1,723,827
Payments made during the year (85,056) (91,708)
1,823,204 1,632,119
22.1.3 Charge for the year recognised in

the profit or loss is as follows:
Current service cost 193,344 160,838
Finance cost 162,963 116,026
356,307 276,864
22.1.4 The charge for the year has been allocated as follows:
Cost of sales 28 254,838 191,392
356,307 276,864

20
19 193
2019 2018
(PKR in ‘000’)
22.1.5 Principal actuarial assumptions used are as follows:

Expected rate of increase in salary level 10.00% 9.75%
Valuation discount rate 14.25% 9.75%
22.1.6 Sensitivity analysis

A sensitivity analysis for the above principal actuarial assumptions as of the statement of financial position date
showing how the defined benefit obligation would have been affected by changes in the said assumptions is as
follows:

2019
(PKR in ‘000’)

Discount rate +1% (165,054)
Discount rate -1% 192,413
Long term salary increases +1% 181,855
Long term salary increases -1% (159,105)

22.1.7 Maturity profile of the defined benefit obligation:
Weighted average duration - in number of years 9.75
The retirement will at most continue - year 2029

22.1.8 Description of the risks to the Company

The defined benefit plan exposes the Company to the following risks:
Mortality risks - The risk that the actual mortality experience is different. The effect depends on the beneficiaries’
service/age distribution and the benefit.
Final salary risks - The risk that the final salary at the time of cessation of service is different than what was assumed.
Since the benefit is calculated on the final salary, the benefit amount changes similarly.
Withdrawal risks – The risk of higher or lower withdrawal experience than assumed. The final effect could go either way
depending on the beneficiaries’ service/age distribution and the benefit.
2019 2018
(PKR in ‘000’)
22.2 Deferred tax liability

This comprises the following:

- Taxable temporary differences arising due
to accelerated tax depreciation allowance 5,746,531 6,149,671

- Deductible temporary differences arising
in respect of provisions (467,252) (481,151)
5,279,279 5,668,520
SUSTAINING OUR
194 VELOCITY
Note 2019 2018
(PKR in ‘000’)

23. TRADE AND OTHER PAYABLES
Creditors 3,427,675 2,808,606
Accrued liabilities 8,680,320 6,806,216
Payable to subsidiaries against claim of tax losses 23.1 1,164,347 –
Customers running account 1,460,910 1,397,590
Retention money 2,660,493 72,310
Sales tax, excise duty and other government levies – 208,547
Workers’ Profit Participation Fund (WPPF) 23.2 647,779 805,563
Workers’ Welfare Fund (WWF) 23.3 1,094,951 1,008,690
Others 59,142 13,483
19,195,617 13,121,005

23.1 Payable to subsidiaries against claim of tax losses
As allowed under section 59B of the Income tax ordinance, 2001, The Company is claiming tax losses amounting to
PKR 4,196.030 million and PKR 116.366 million, surrendered by its subsidiary companies Kia Lucky Motors Pakistan
Limited (KLM) and Lucky Electric Power Company Limited (LEPCL) respectively. Tax impact of these losses aggregate
to PKR 1,132.928 million and PKR 31.419 million for KLM and LEPCL respectively which has been recorded as
payable to the respective subsidiary companies.

2019 2018
(PKR in ‘000’)

23.2 The movement of WPPF payable is as follows:
Opening balance 805,563 1,242,150
Allocation for the year and return thereon 648,109 808,935
1,453,672 2,051,085
Payments during the year (805,893) (1,245,522)
647,779 805,563

23.3 On May 10, 2017, the Company received a show cause notice from the Sindh Revenue Board (SRB) demanding
payment of Sindh Workers’ Welfare Fund. The Company has challenged the said notice in High Court of Sindh dated
May 29, 2017 on the ground that after the 18th Amendment, SRB and Federation of Pakistan, both can only collect
Workers’ Welfare Fund (WWF) from the Company after a law is enacted catering to WWF collection from trans-
provincial organizations.The Federation of Pakistan and the Province of Sindh along with SRB have been made parties
in the said matter.

The case was fixed on May 31, 2017, wherein the SHC has restrained SRB from taking any coercive action against the
Company. The Company’s legal counsel is of the view that the Company, being a trans-provincial organization, has a
good chance of success.
24. SHORT TERM BORROWING

The Company has obtained Islamic Export Refinance Facility of PKR 1,500 million from Habib Bank Limited - Islamic,
PKR 500 million from Allied Bank Limited - Islamic, PKR 400 million from Meezan Bank Limited, PKR 300 million from
Bankislami Pakistan Limited and PKR 200 million from Habib Metropolitan Bank Limited - Islamic. Markup paid on
these facilities amounted to PKR 24.933 million.

The above Islamic Export Refinance Facilities are secured by way of hypothecation charge over Plant & Machinery,
Stocks, Stores & Spares and Lien over deposit. The export refinance facility carries mark-up at State Bank of Pakistan
(SBP) rate (currently 2%) and spread ranging from 0.10% to 1.00% per annum.

20
19 195
25. UNPAID DIVIDEND
This represents dividend withheld due to court order.
26. CONTINGENCIES AND COMMITMENTS

CONTINGENCIES
26.1 The Supreme Court of Pakistan while disposing off an appeal of the Collector of Customs, Karachi has issued a
judgment on July 28, 2009 whereby it has set aside the earlier order of the Peshawar High Court which was decided
in favour of the Company on the issue of plant and machinery imported under SRO 484(I)/92 dated May 14, 1992
after obtaining approvals from the concerned ministries. On August 20, 2009 the Company filed a review petition
which was subsequently disposed off by the Supreme Court on May 8, 2014, so that the Company could exercise
the departmental remedy, like other cement manufacturers. However, the Customs department acted discriminatingly
with the Company by issuing recovery notice which was challenged by the Company through CP 2933/2014 in the
High Court of Sindh which is currently pending. The arguments were made and judgement was reserved on March 21,
2017; however, no judgement was given by the Divisional Bench. The case was then relisted after 6 months in front of
a new bench.

On the last date of hearing i.e. December 11, 2018 the customs authority failed to produce the relevant documents
as directed by the court and on this basis customs authority counsel requested for additional time to submit the
documents. Since then the matter remains pending on part of customs counsel to submit the relevant record. The
interim order placed is to continue.

The Company is seeking withdrawal of recovery notice so that it can exercise departmental remedies. The
management is confident of a favourable outcome, accordingly, no provision has been made against the same in
these unconsolidated financial statements.

26.2 The Company was entitled to sales tax exemption on cement produced by it from the date of commissioning to June
30, 2001 under SROs 580(1)/91 and 561(1)/94 dated June 27, 1991 and June 9, 1994 respectively. During June 1997,
the Federal Government extended the sales tax exemption to all cement manufacturers of Pakistan and deprived
the Company from the advantage of its sales tax exemption. Being aggrieved, the Company filed a writ petition with
the Peshawar High Court in 2000. Subsequently, the sales tax exemption was restored on September 5, 2000. The
writ petition was therefore withdrawn on legal advice and a suit was filed for compensation. The civil judge Peshawar
granted ex-parte decree in favor of the Company for an amount of PKR 1,693.61 million along with 14% return per
annum until the said amount is actually paid.

On August 3, 2011, the Company filed an execution petition for realization of the decretal amount as per the decree
granted by the civil court on November 20, 2009 which was challenged by the government. The Civil Judge, Peshawar,
dismissed the suit of the Company on December 18, 2012. Dismissal of the suit by the lower court has been challenged
by the Company in the Peshawar High Court on March 9, 2013 in which relief is sought that the judgment of December
18, 2012 may be set aside. The case is currently pending before the Peshawar High Court.

26.3 The Competition Commission of Pakistan (CCP) passed a single order on August 27, 2009 against all the cement
manufacturers of the country on the alleged ground of formation of cartel for marketing arrangement and imposed a
penalty at the rate of 7.5% of total turnover of each company consisting of both local and export sales. The amount
of penalty imposed on the Company is PKR 1,271.84 million which was then challenged in the Superior Court with the
main case being heard by the Lahore High Court. At the Lahore High Court the Company seeks the declaration of the
Competition Ordinance 2007 and Regulation 22 of the Competition (General Enforcement) Regulations 2007 to be
ultra-vires the Constitution. Further, that the show cause notice dated October 28, 2008 and order dated August 27,
2009 be declared illegal.
SUSTAINING OUR
196 VELOCITY
The Company has also filed a case on the same prayer in the Supreme Court in 2009 as at the time of filing it was
unclear where appeal against the CCP order lay. During the year the Supreme Court of Pakistan remanded the case
back to the Competition Appellate Tribunal (CAT). The Company has filed petition in the High Court of Sindh in relation
to the constitution mechanism of the tribunal, wherein the High Court of Sindh granted stay against the notice. The
High Court of Sindh has ordered CAT not to pass a final order, till the case is decided.

The Company’s legal counsel is confident that the Company has a good case and there are reasonable chances of
success, hence, no provision for the above has been made in these unconsolidated financial statements.
26.4 In September 2014, the Federal Government promulgated Gas Infrastructure Development Cess (GIDC) Ordinance
No. VI of 2014 to circumvent earlier decision of the Supreme Court on the subject, where it had upheld that the earlier
introduction of GIDC Act of 2011 was unconstitutional and ultra vires on the ground, amongst others, that GIDC was
a ‘Fee’ and not a ‘Tax’. In May 2015, the Government passed the GIDC Act, 2015.
The Company challenged the GIDC Act, 2015 and filed writ petitions in the Peshawar High Court (PHC) on July 10,
2015 and SHC on July 24, 2015 including retrospective treatment of the provisions of the GIDC Act.

On May 30, 2017, the PHC decided the case in favor of the Government. The Company has challenged the High Court
of Peshawar’s judgement in the Supreme Court, where it is pending for hearing. The Company’s legal counsel is of
the view that this judgment does not cover all the legal issues raised by the Company and, therefore, the Company
has a very good case. The Company also has a stay from the High Court of Peshawar against recovery of GIDC.
In the High Court of Sindh the suit was decided in favor of the Company with the instructions to refund the GIDC
collected so far by the Federation. However, the Government has filed an appeal in the High Court of Sindh, where the
Company was not made party to such litigation. Currently, no GIDC is charged from the Company.

26.5 Details of the other matters are given in notes 16.1, 16.2 & 17 to these unconsolidated financial statements.
2019 2018
(PKR in ‘000’)
COMMITMENTS

26.6 Capital commitments
Plant and machinery under letters of credit 3,220,748 10,853,999
26.7 Other commitments

Stores, spares and packing material under letters of credit 3,809,895 2,631,479

Bank guarantees issued by the Company on
behalf of the subsidiary companies 21,269,878 30,699,438

Bank guarantees issued on behalf of the Company 2,391,903 1,917,572

Post dated cheques 1,081,735 315,791

Commitment on behalf of subsidiary company in
respect of cost over-run and PSRA support 22,034,373 16,726,520
20
19 197
2019 2018
(PKR in ‘000’)
27. GROSS SALES

Local 57,363,568 61,643,469
Export 10,184,370 5,733,110
67,547,938 67,376,579

27.1 All revenue earned by the Company is shariah compliant.
Note 2019 2018

(PKR in ‘000’)
28. COST OF SALES

Salaries, wages and benefits 22.1.4 2,291,339 2,158,213
Raw material consumed 1,642,614 1,583,314
Packing material consumed 28.1 3,476,477 2,621,342
Fuel and power 22,714,858 18,576,826
Stores and spares consumed 1,542,241 2,063,122
Repairs and maintenance 423,168 562,718
Depreciation 6.2 2,839,812 2,563,972
Amortization 7.2 23,593 10,934
Insurance 71,000 77,025
Earth moving machinery 293,780 269,884
Vehicle running and maintenance 49,743 35,795
Communication 13,213 13,996
Mess subsidy 11,837 20,004
Transportation 8,143 12,283
Travelling and conveyance 4,319 4,294
Rent, rates and taxes 49,022 6,819
Printing and stationery 2,104 2,281
Other manufacturing expenses 103,745 207,547
35,561,008 30,790,369
Work-in-process:
Opening 1,581,179 1,401,759
Closing (2,750,407) (1,581,179)
(1,169,228) (179,420)
Cost of goods manufactured 34,391,780 30,610,949
Finished goods:
Opening 580,727 559,141
Closing (934,939) (580,727)
(354,212) (21,586)
34,037,568 30,589,363

28.1 These are net of duty draw back on export sales amounting to PKR 27.77 million (2018: PKR 26.550 million).
SUSTAINING OUR
198 VELOCITY
Note 2019 2018
(PKR in ‘000’)
29. DISTRIBUTION COST

Salaries and benefits 22.1.4 264,485 229,856
Logistics and related charges 1,708,568 985,318
Loading and others 348,362 478,192
Insurance 29,546 24,353
Fees, subscription and periodicals 6,650 1,359
Advertisement and sales promotion 29,402 40,990
Entertainment 6,950 6,796
Security services 4,174 2,221
Depreciation 6.2 165,192 122,820
Provision for doubtful debt 13.2 17,263 867
Others 52,492 37,310
2,728,809 1,992,454
30. ADMINISTRATIVE EXPENSES

Salaries and benefits 22.1.4 577,646 536,655
Insurance 10,465 9,604
Aircraft running and maintenance 56,187 36,808
Fees and subscription 25,394 41,677
Security services 8,933 9,367
Legal and professional fee 30,138 37,798
Advertisement 2,430 3,525
Auditors’ remuneration 30.1 8,768 10,993
Depreciation 6.2 165,097 173,393
Training cost 15,936 14,382
Bank charges 42,278 9,403
Others 16,630 13,375
1,227,872 1,089,446
20
19 199
Note 2019 2018
(PKR in ‘000’)

30.1 Auditors’ remuneration
Statutory audit fee - standalone 1,890 1,800
Statutory audit fee - consolidation 446 425
Half yearly review fee 446 425
Fee for the review of compliance with the
Code of Corporate Governance 105 100
Other Consultancy Fee 30.1.1 4,653 6,742
7,540 9,492
Out of pocket expenses and government levies 1,228 1,501
8,768 10,993

30.1.1 This pertains to fee for services rendered in relation to corporate matters and system audit assignments.
Note 2019 2018

(PKR in ‘000’)
31. OTHER EXPENSES

Workers’ Profit Participation Fund 23.2 648,109 808,935
Workers’ Welfare Fund 86,261 251,105
Donations and scholarships 31.1 & 31.2 313,247 286,329
1,047,617 1,346,369

31.1 These include donations amounting to PKR 200 million (2018: PKR 150 million) to Aziz Tabba Foundation (ATF).
Mr. Muhammad Yunus Tabba, Chairman of the Board of Directors of the Company, is the Chairman of ATF and Mr.
Muhammad Ali Tabba, the Chief Executive of the Company, is the Vice Chairman of ATF. Further, Mr. Muhammad
Sohail Tabba, Mr. Muhammad Jawed Tabba and Mrs. Mariam Tabba Khan, the Directors of the Company, are also
Trustees of ATF.

31.2 The names of donees to whom donation amount exceeds PKR 500,000 are SOS Children’s Villages of Pakistan, Aziz
Tabba Foundation, Special Olympics Pakistan, Chhipa Welfare Association, Citizens Police Liaison Committee, World
Memon Organization, Durbeen and Zindagi Trust.
Note 2019 2018

(PKR in ‘000’)
32. OTHER INCOME

Income from non-financial assets
Gain on disposal of property, plant and equipment 144,991 132,906
Gain from sale of electricity 290,248 368,314
Exchange loss - net 32.1 (147,407) (81,626)
Sale of scrap and others 143,421 80,786
431,253 500,380
Income from financial assets
Dividend from subsidiary 32.2 457,000 –
Dividend from associate 183,410 138,000
Dividend from a mutual fund 32.2 37,503 –
Income from deposits with islamic banks 32.3 2,132,516 1,956,183
2,810,429 2,094,183
3,241,682 2,594,563

32.1 Represents exchange loss - net arising on revaluation of foreign currency financial assets and liabilities and on
transactions in foreign currencies. The realised amount of exchange gain aggregates to PKR 70.789 million.
SUSTAINING OUR
200 VELOCITY
32.2 Represents profit earned from shariah compliant investments.

32.3 Represents profit earned from shariah compliant bank deposits and bank balances.
2019 2018
(PKR in ‘000’)

33. TAXATION

33.1 Relationship between income tax expense and accounting profit:

Tax at the applicable tax rate of 27% (2018: 28%) 3,299,728 4,233,223
Tax effect under lower rate of tax (508,997) (396,288)
Others (1,059,745) (915,370)
1,730,986 2,921,565

Effective tax rate 14% 19%

33.2 In view of the management, sufficient tax provision has been made in the Company’s financial statements. Comparisons
of tax provision as per the financial statements viz-a-viz tax assessment for last three years is as follows:

2018 2017 2016
(PKR in ‘000’)

Tax assessed as per most recent
tax assessment and related show cause notice 3,037,587 5,032,196 5,015,844
Provision in accounts for income tax 3,037,587 5,032,196 5,015,844
2019 2018

34. BASIC AND DILUTED EARNINGS PER SHARE

Profit after taxation (PKR in thousands) 10,490,229 12,197,090

Weighted average number of ordinary shares (in thousands) 323,375 323,375

Basic and diluted earnings per share (PKR) 32.44 37.72
20
19 201
Note 2019 2018
(PKR in ‘000’)

35. CASH GENERATED FROM OPERATIONS


Adjustments for non cash charges and other items

Depreciation 3,276,104 2,974,884
Amortization of intangible assets 44,533 41,256
Provision for doubtful debts 17,263 867
Gain on disposal of property, plant and equipment (144,991) (132,906)
Income from deposits with Islamic banks (2,132,516) (1,956,183)
Dividend income from subsidiary (457,000) –
Dividend income from associate (183,410) (138,000)
Dividend income from mutual fund (37,503) –
Provision for staff gratuity 356,307 276,864
Profit before working capital changes 12,960,002 16,185,437

(Increase) / decrease in current assets

Stores and spares 973,387 (1,889,032)
Stock-in-trade (1,456,362) (287,385)
Trade debts 348,488 (842,648)
Loans and advances (265,854) 198,490
Trade deposits and short-term prepayments (6,646) (27,803)
Other receivables (819,727) 16,683
(1,226,714) (2,831,695)
Increase in current liabilities
Trade and other payables 4,910,264 3,961,564
16,643,552 17,315,306

35.1 CASH FLOWS FROM OPERATING ACTIVITIES
(Direct method)

Collections from customers 66,974,358 65,782,734
Receipts of other income 1,628,063 2,362,748
Payments to suppliers and service providers (26,813,784) (26,947,286)
Payments to employees (4,570,693) (2,966,048)
Payments relating to income taxes (1,623,723) (2,125,980)
Payments relating to post retirement benefits - net (85,056) (91,708)
Payments relating to indirect taxes (18,865,611) (18,934,532)

35.2 CASH AND CASH EQUIVALENTS
Bank balance marked as lien 18.2 (7,885,560) (7,887,015)
Short term running finance (2,900,000) –
4,871,686 19,548,346
SUSTAINING OUR
202 VELOCITY
36. REMUNERATION OF CHIEF EXECUTIVE, DIRECTORS AND EXECUTIVES
36.1 Aggregate amounts charged in these unconsolidated financial statements are as follows:
Particulars Chief Executive Executives Total

2019 2018 2019 2018 2019 2018
(PKR in ‘000’)

Remuneration 40,000 40,000 446,591 401,423 486,591 441,423
House rent allowance 16,000 16,000 201,019 180,688 217,019 196,688
Utility allowance 4,000 4,000 44,655 40,138 48,655 44,138
Conveyance allowance – – 44,655 40,138 44,655 40,138
Charge for defined benefit obligation 5,000 5,000 101,121 138,856 106,121 143,856
65,000 65,000 838,041 801,243 903,041 866,243

Number of persons 1 1 162 146 163 147

36.2 In addition to the above, the Chief Executive, Directors and some Executives are provided with Company maintained
cars and other benefits as per the Company policy.

36.3 No remuneration has been paid to directors during the year except as disclosed in note 36.4 below.

36.4 An amount of PKR 1.375 million was paid to 9 non executive directors and PKR 0.188 million was paid to 1 executive
director during the current year as the fee for attending board meetings (2018: 7 non executive directors were paid
PKR 1.343 million and 1 executive director was paid PKR 0.188 million).
37. RELATED PARTIES

37.1 Following are the related parties with whom the Company had entered into transactions during the year:

37.1.1 S.No Name of Related Party Relationship Direct Shareholding
%

1 Kia Lucky Motors Pakistan Limited Subsidiary Nil
2 Lucky Holdings Limited Subsidiary Nil
3 LCL Holdings Limited Subsidiary Nil
4 Yunus Energy Limited Associated Company Nil
5 NutriCo Morinaga (Private) Limited Indirect Subsidiary Nil
6 ICI Pakistan Limited Indirect Subsidiary Nil
7 Gadoon Textile Mills Limited Associated Company Nil
8 Lucky Textile Mills Limited Associated Company Nil
9 Y.B. Holdings (Private) Limited Associated Company Nil
10 Y.B. Pakistan Limited Associated Company 2.27460%
11 Yunus Textile Mills Limited Associated Company 6.63202%
12 Lucky Energy (Private) Limited Associated Company 3.55095%
13 Lucky Air (Private) Limited Associated Company Nil
14 Lucky Paragon Readymix Limited Associated Company Nil
15 Luckyone (Private) Limited Associated Company Nil
16 Lucky Foods (Private) Limited Associated Company Nil
17 Aziz Tabba Foundation (Trustee) Associated Undertaking Nil
18 Energas Terminal (Private) Limited Associated Company Nil
19 Kenzo Holdings Limited Associated Company 7.05%
20 Grandcres Investment Limited Associated Company 3.01767%
21 Lucky Exim (Private) Limited Associated Company 0.01392%
22 Providus Capital (Private) Limited Associated Company 0.30924%
20
19 203
S.No Name of Related Party Relationship Direct Shareholding

%
23 Mr. Muhammad Yunus Tabba Director 3.451336%
24 Mrs. Khairunnisa Aziz Spouse of director 2.493235%
25 Mr. Muhammad Sohail Tabba Director 4.067493%
26 Mrs. Saima Sohail Spouse of director 1.877078%
27 Mr. Muhammad Ali Tabba Director 2.686458%
28 Mrs. Feroza Tabba Spouse of director 0.199459%
29 Mr. Jawed Yunus Tabba Director 5.944571%
30 Mrs. Mariam Tabba Khan Director 1.442958%
31 Mr. Ikram Hussain Khan Spouse of director 0.001546%
32 Mr. Manzoor Ahmed Director 0.000002%
33 Mrs. Fakeha Manzoor Spouse of director Nil
34 Mr. Mohammad Javed Iqbal Director 0.00031%
35 Mrs. Shazia Afzal Spouse of director Nil
36 Mr. Syed Noman Hasan Key management personnel 0.000309%
37 Mr. Irfan Chawala Key management personnel 0.00155%
38 Mr. Amin Ganny Key management personnel 0.00065%
39 Mr. Faisal Mahmood Key management personnel 0.000002%
40 Mr. Ahmed Waseem Khan Key management personnel Nil
41 Mr. Muhammad Shabbir Key management personnel Nil
42 Mr. Mashkoor Ahmed Key management personnel Nil
43 Mr. Kalim Ahmed Mobin Key management personnel Nil
44 Mr. Adnan Ahmed Key management personnel Nil
45 Mr. Murtaza Abbas Key management personnel 0.00031%
46 Mr. Kashif Jawaid Key management personnel 0.00141%
47 Mr. Zahir Shah Key management personnel Nil
37.2 BALANCES AND TRANSACTIONS WITH RELATED PARTIES

Related parties include subsidiaries, associated entities, directors, the other key management personnel and close
family members of directors and other key management personnel. Balances with related parties are disclosed
in respective notes. Details of transactions with related parties during the year, other than those which have been
disclosed elsewhere in these unconsolidated financial statements, are as follows:
2019 2018
(PKR in ‘000’)
Transactions with Subsidiary Companies

Reimbursement of expenses to the Company 12,769 46,154
Reimbursement of expenses from Company 63 –
Investments made during the year 9,332,510 11,667,548
Purchase of vehicles 26,771 –
Claim of tax losses on account of group tax adjustment 1,164,347 –
Purchases 6,480 6,022
Sales 217,465 121,272
Sale of fixed assets 1,550 5,586
Services 200 –
Bank guarantee issued 1,250,000 29,861,107
Bank guarantee released 3,822,706 –
Dividend received 457,000 –

Transactions with Directors and their close family members
Dividends paid 573,354 1,290,751
Meeting fee 1,562 1,531
SUSTAINING OUR
204 VELOCITY
2019 2018
(PKR in ‘000’)
Transactions with Associated Undertakings

Sales 633,460 435,605
Reimbursement of expenses to the Company 19,516 10,706
Reimbursement of expenses from the Company 970 1,027
Donation 187,528 150,000
Charity 12,472 –
Services 36,102 27,180
Sale of fixed assets 1,875 –
Dividends paid 582,768 684,839
Dividend received from associate company 183,410 137,557
Investment – 10

Transactions with other key management personnel
Salaries and benefits 227,036 203,883
Dividends paid 56 68
Post employment benefits 28,047 28,508
2019 2018
Metric Tons
38 PRODUCTION CAPACITY
Production Capacity - (Cement) 9,350,000 9,350,000
Production Capacity - (Clinker) 8,882,500 8,882,500
Actual Production Cement 6,835,394 7,654,532
Actual Production Clinker 7,580,470 7,426,320

38.1 Cement production capacity utilization is 73.11% (2018: 81.87%) of total installed capacity. Actual production is less
than the installed capacity due to higher clinker exports, planned maintenance shutdown and gap between market
demand and supply of cement.

38.2 Clinker production capacity utilization is 85.34% (2018: 83.61%) of total installed capacity.
39. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES

The Company is exposed to market risk (including return rate risk, currency risk and other price risk), credit risk
and liquidity risk. The Company’s finance and treasury departments oversee the management of these risks. The
Company’s financial risk-taking activities are governed by appropriate policies and procedures and financial risks are
identified, measured and managed in accordance with the Company’s policies and risk appetite. No changes were
made in the objectives, policies or processes and assumptions during the year ended June 30, 2019. The policies for
managing each of these risk are summarized below:
39.1 Market risk

Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes
in market prices. Market risk comprise three types of risk: return rate risk, currency risk and other price risk.

39.1.1 Return rate risk
Return rate risk is the risk that the fair value or future cash flows of the financial instruments will fluctuate because of
changes in market return rates. As of the statement of financial position date the Company is not materially exposed
to significant return rate risk.

20
19 205
39.1.2 Currency risk
Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate due to changes in
foreign exchange rates and arises where transactions are conducted in foreign currency. Approximately 15.1% (2018:
8.5%) of the Company’s sales are denominated in currencies other than Pakistan Rupee.
As at June 30, 2019, if Pakistan Rupee depreciated / appreciated by 1% against US$ and Euro, with all other variables
held constant, the Company’s profit before tax would have been PKR 28.290 million (2018: PKR 3.458 million) higher
/ lower as a result of exchange loss/gain on translation of foreign currency denominated financial instruments.

39.1.3 Other price risk
Other price risk is the risk that the fair value of future cash flows of the financial instruments will fluctuate because of
changes in market prices. As at the statement of financial position date, the Company is not exposed to significant
other price risk.
39.2 Credit risk

Credit risk represents the accounting loss that would be recognized at the reporting date if counter parties fail to
perform as contracted. The Company manages credit risk by limiting significant exposure to any individual customers,
by obtaining advance against sales and does not have significant exposure to any individual customer. As of the
statement of financial position date, the Company is exposed to credit risk on the following assets:

Note 2019 2018
(PKR in ‘000’)
Particulars
At amortised cost
Long-term deposits 3,175 3,175
Trade debts 13 2,058,719 2,424,470
Loans 9 & 14 140,850 105,959
Trade deposits 15 21,698 18,811
Other receivables 16 78,521 96,642
Bank balances 18 15,650,496 27,428,228
18,067,328 30,220,166

At fair value through profit or loss
Short term investment - 20,654,888 units of
Meezan Rozana Amdani Fund 1,032,744 –
At fair value through other comprehensive income
Short term investment - 1,769,940 shares of PSX
(2018: 1,769,940 shares of PSX) 23,009 34,956

Credit quality of financial assets
The credit quality of financial assets that are neither past due nor impaired can be assessed by reference to external
credit ratings agencies or the historical information about counter party default rates as shown below:

2019 2018
(PKR in ‘000’)
Trade debts
Neither past due nor impaired 2,058,719 2,424,470

Bank balances
A1+ 15,150,191 27,428,138
A1 500,305 90
15,650,496 27,428,228

Financial assets other than trade debts and bank balances are not exposed to any material credit risk.
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39.3 Liquidity risk
Liquidity risk reflects the Company’s inability in raising funds to meet commitments. Management closely monitors
the Company’s liquidity and cash flow position. This includes monitoring of balance sheet liquidity ratios, debtors and
creditors concentration both in terms of the overall funding mix and avoidance of undue reliance on large individual
customers. As of the statement of financial position date, the Company has unavailed credit facilities aggregating PKR
15,744 million (2018: PKR 15,744 million) out of the total facilities of PKR 63,549 million (2018: PKR 63,549 million),
which are secured by hypothecation on certain assets of the Company.
The table below summarizes the maturity profile of the Company’s financial liabilities based on contractual undiscounted
payments.

Within one year 1 to 5 years Total
(PKR in ‘000’)

June 30, 2019
Long-term deposits – 90,264 90,264
Trade and other payables 15,991,977 – 15,991,977
Short term borrowing 2,900,000 – 2,900,000
Unclaimed dividend 53,953 – 53,953
Unpaid dividend 91,119 – 91,119
19,037,049 90,264 19,127,313

June 30, 2018
Unclaimed dividend 47,945 – 47,945
Unpaid dividend 82,960 – 82,960
9,831,520 94,394 9,925,914

Fair values of financial instruments
Fair value is the amount that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date. Investment in subsidiary companies and associates are
carried at cost. The carrying values of all other financial assets and liabilities reflected in the unconsolidated financial
statements approximate their fair values.

Fair value hierarchy
The table below analyses financial instruments carried at fair value by valuation method. The different levels have been
defined as follows:

– quoted prices (unadjusted) in active markets for identical assets or liabilities (level1);
– inputs other than quoted prices included within level 1 that are observable for the asset or liability, either
directly or indirectly (level 2); and
– inputs for the asset or liability that are not based on observable market data (level 3).
Level 1 Level 2 Level 3 Total

(PKR in ‘000’)
Assets
Financial assets -
- Short - term investments 1,055,754 – – 1,055,754

There were no transfers amongst levels during the year.
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40. CAPITAL RISK MANAGEMENT
The primary objective of the Company’s capital management is to maintain capital ratios, strong credit rating and
optimal capital structures in order to ensure ample availability of finance for its existing and potential investment
projects, to maximize shareholder value and reduce the cost of capital.

The Company manages its capital structure and makes adjustment to it, in the light of changes in economic
conditions. In order to maintain or adjust the capital structure, the Company may adjust the amount of dividends paid
to shareholders, return capital to shareholders or issue new shares. No changes were made in the objectives, policies
and processes during the year ended June 30, 2019.
41. NUMBER OF EMPLOYEES

The total number of persons employed as on the statement of financial position date and the average number of
employees during the year are as follows:

2019 2018

Number of employees as at June 30 - factory 2,165 2,166
- others 350 365
2,515 2,531

Average number of employees during the year - factory 2,166 2,143
- others 358 365
2,524 2,508

42. GENERAL
42.1 Figures have been rounded off to the nearest thousand PKR, unless otherwise stated.

42.2 For better presentation certain prior year’s figures have been reclassified consequent to certain changes in the current
year’s presentation.

43 SUBSEQUENT EVENT
43.1 The Board of Directors in their meeting held on July 27, 2019 (i) approved the transfer of PKR 8,436.657 million (2018:
PKR 9,492.216 million) from un-appropriated profit to general reserve; and (ii) proposed final dividend of PKR 6.5 per
share for the year ended June 30, 2019 amounting to PKR 2,101.938 million (2018: PKR 2,587 million) for approval
of the members at the Annual General Meeting to be held on September 27, 2019. These unconsolidated financial
statements do not reflect these appropriations and the proposed dividend payable.

44. DATE OF AUTHORISATION FOR ISSUE
These unconsolidated financial statements were authorized for issue on July 27, 2019 by the Board of Directors of the
Company.


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FINANCIAL
STATEMENTS
Consolidated
INDEPENDENT AUDITOR’S REPORT TO
THE MEMBERS OF LUCKY CEMENT LIMITED
Report on the Audit of the Consolidated Financial Statements
Opinion
We have audited the annexed consolidated financial statements of Lucky Cement Limited and its subsidiaries (the Group),
which comprise the consolidated statement of financial position as at June 30, 2019, and the consolidated statement of profit
or loss and other comprehensive income, the consolidated statement of changes in equity, the consolidated statement of
cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant
accounting policies and other explanatory information.
In our opinion, consolidated financial statements give a true and fair view of the consolidated financial position of the Group
as at June 30, 2019, and of its consolidated financial performance and its consolidated cash flows for the year then ended in
accordance with the accounting and reporting standards as applicable in Pakistan.
Basis for Opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs) as applicable in Pakistan. Our
responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Consolidated
Financial Statements section of our report. We are independent of the Group in accordance with the International Ethics
Standards Board for Accountants’ Code of Ethics for Professional Accountants as adopted by the Institute of Chartered
Accountants of Pakistan (the Code), and we have fulfilled our other ethical responsibilities in accordance with the Code. We
believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the consolidated
financial statements of the current period. These matters were addressed in the context of our audit of the consolidated financial
statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.
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Following are the Key Audit Matters:
(i) Stock-in-trade as disclosed in note 13 to the annexed The Group performs annual inventory counts at year end
consolidated financial statements includes items and issues prior notification of procedures to be performed
relating to the Group’s cement segment which for such inventory counts. Our audit procedures to assess
primarily consists of the following: the existence of inventory included the following:
• raw materials comprising limestone, clay, • Attended physical inventory counts performed by the
gypsum, laterite and bauxite; and Group.
• work-in-progress mainly comprising clinker. • Assessed the management’s process of measurement
of stockpiles and the determination of values using
Further, stores, spares and consumables, as disclosed conversion of volumes and density to total weight and
in note 12 to the annexed consolidated financial the related yield.
statements, include coal. • Obtained and reviewed the inventory count report of
the management’s external surveyor and assessed its
The above inventory items are stored in purpose built accuracy on a sample basis.
sheds, stockpiles and silos. As the weighing of these
inventories is not practicable, management assesses In connection with NRV testing the audit procedures
the reasonableness of the quantities on hand by included:
obtaining measurements of stockpiles and converting
these measurements to unit of volumes by using angle • Reviewing the management procedures for evaluating
of repose and bulk density. The Group also involves the NRV of inventories, observing physical inventory
an external surveyor in the inventory count process. counts at major locations to ascertain the condition
and existence of inventories, confirming inventories
In addition, stock-in-trade as disclosed in note 13 held by others and performing testing on a sample of
to the annexed consolidated financial statements items to assess the NRV of the inventories held and
includes inventory having a carrying value of Rs. evaluating the adequacy of provision for slow moving
10,105.103 million which relates to Polyster, Soda and obsolete inventories as at the year end.
Ash, Life Sciences, Chemicals, Agri Sciences • Reviewing inventories turnover ratios; understanding
and other businesses of ICI Pakistan Limited. The and evaluating the appropriateness of the basis of
aforementioned carrying amount of Rs. 10,105.103 identification of the obsolete inventories; evaluating
million has been determined, after considering the historical accuracy of allowance of inventories
allowance for inventories obsolescence amounting assessed by management by comparing the actual
to Rs. 196.364 million. The inventories obsolescence loss to historical allowance recognized, on a sample
is calculated by taking into account the net realisable basis; testing the accuracy of the aging analysis of
value (NRV) of related inventories while mainly inventories, on a sample basis; testing cost of goods
keeping in view the estimated selling price, forecasted with underlying invoices and expenses incurred in
inventories usage, forecasted sale volumes and accordance with inventory valuation method and
product expiry dates. reviewing the minutes of the relevant meetings at the
management and Board level to identify any indicators
Due to the significance of the related stockin-trade of obsolescence.
and stores, spares and consumables balances and
• Testing the NRV of the inventories held by performing
the estimates involved, this is considered as a key
a review of sales close to and subsequent to the
audit matter.
year-end and compared with the cost for a sample of
products.
• Reviewing the inventories’ expiry date report to identify
slow moving or obsolete inventories and tested its
accuracy on sample basis to check the provision for
slow moving and obsolete inventories was reasonable.
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(ii) During the current year, the Group has incurred The audit procedures included the following:
significant capital expenditure for new cement
production line and manufacturing facility for motor • Assessed, on a sample basis, costs capitalised during
vehicles. In addition, the Group has also installed the year by comparing the costs capitalised with the
new machinery for existing production line as part of relevant underlying documentation, which included
balancing, modernization and replacement activities purchase agreements and invoices.
(note 7 to the consolidated financial statements). • Assessed whether the costs capitalized met the
There are a number of areas where significant relevant criteria for capitalization as per the applicable
management judgement is involved in connection accounting and reporting framework.
with the above activities. These include: • Evaluated management’s estimation of economic
• Determining which costs meet the criteria for useful lives and residual values by considering our
capitalisation as per International Accounting knowledge of the business and practices adopted in
Standard - 16, ‘Property, Plant and Equipment’; the local industries.
• Determining the date on which assets under • Reviewed the date of transferring capital work-in-
construction are transferred to operating fixed progress to operating fixed assets by examining
assets and the respective dates from which their the completion certificates and/or project progress
depreciation should commence; and reports, on a sample basis.
• The estimation of economic useful lives and • Assessed whether the disclosures are made in
residual values assigned to property, plant and accordance with the financial reporting framework.
equipment.
We consider the above as a key audit matter being
significant transaction and event for the Group during
the year having significant impact on the financial
position of the Group.
(iii) Goodwill and certain other intangibles that were For goodwill and other material intangible assets having
recognised on business acquisitions undertaken by indefinite useful lives, the following procedures were
the Group are disclosed in note 8 to the annexed performed:
consolidated financial statements. The Group annually • Analysed the process of management’s identification
tests the carrying values of goodwill and intangibles of the Cash Generating Units.
having indefinite useful lives for impairment.
• Discussed with the Group’s management key
The testing is subject to estimates and judgments assumptions used in valuation models, including
made by the management of the Group with respect assumptions of future prices, foreign exchange rates
to future sales growth and profitability, cash flow and discount rates.
projections and selection of appropriate discount
rates. • Checked the mathematical accuracy of management’s
valuation models and agreed relevant data, including
As the amounts in respect of goodwill and other assumptions on timing and future capital and
intangibles and their estimations and assumptions operating expenditure, to the latest production plans
involved are significant, this is considered a key audit and budgets.
matter.
• Conducted sensitivity analyses on the recoverable
amounts computed by the management of the Group
to determine the head room available based on
reasonably expected movements in the assumptions
used for the testing.
• Assessed the adequacy of disclosures made in
the annexed consolidated financial statements
with respect to the requirements of the applicable
accounting and reporting standards.
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Information Other than the Unconsolidated and Consolidated Financial Statements and Auditor’s Report Thereon
Management is responsible for the other information. The other information comprises the information included in the annual
report, but does not include the unconsolidated and consolidated financial statements and our auditor’s reports thereon.
Our opinion on the consolidated financial statements does not cover the other information and we do not express any form of
assurance conclusion thereon.
In connection with our audit of the consolidated financial statements, our responsibility is to read the other information and,
in doing so, consider whether the other information is materially inconsistent with the consolidated financial statements or our
knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we
conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to
report in this regard.
Responsibilities of Management and the Board of Directors for the Consolidated Financial Statements
Management is responsible for the preparation and fair presentation of the consolidated financial statements in accordance
with the accounting and reporting standards as applicable in Pakistan and Companies Act, 2017 and for such internal control
as management determines is necessary to enable the preparation of consolidated financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the consolidated financial statements, management is responsible for assessing the Group’s ability to continue as
a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting
unless management either intends to liquidate the Group or to cease operations, or has no realistic alternative but to do so.
The Board of directors are responsible for overseeing the Group’s financial reporting process.
Auditor’s Responsibilities for the Audit of the Consolidated Financial Statements
Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free
from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs as applicable
in Pakistan will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions
of users taken on the basis of these consolidated financial statements.
As part of an audit in accordance with ISAs as applicable in Pakistan, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or
error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and
appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,
or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in
the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
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• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit
evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on
the Group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw
attention in our auditor’s report to the related disclosures in the consolidated financial statements or, if such disclosures
are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our
auditor’s report. However, future events or conditions may cause the Group to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures,
and whether the consolidated financial statements represent the underlying transactions and events in a manner that
achieves fair presentation.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within
the Group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision
and performance of the group audit. We remain solely responsible for our audit opinion.
We communicate with the Board of Directors regarding, among other matters, the planned scope and timing of the audit and
significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
We also provide the Board of Directors with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on
our independence, and where applicable, related safeguards.
From the matters communicated with the Board of Directors, we determine those matters that were of most significance in the
audit of the consolidated financial statements of the current period and are therefore the key audit matters. We describe these
matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare
circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of
doing so would reasonably be expected to outweigh the public interest benefits of such communication.
The engagement partner on the audit resulting in this independent auditor’s report is Salman Hussain.
A. F. Ferguson & Co
Karachi
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CONSOLIDATED STATEMENT OF
FINANCIAL POSITION
as at June 30, 2019
Note 2019 2018
(PKR in ‘000’)
ASSETS
NON-CURRENT ASSETS
Fixed assets
Property, plant and equipment 7 135,475,796 73,865,002
Intangible assets 8 7,653,720 7,943,988
143,129,516 81,808,990

Long-term investments 9 18,554,210 13,642,987
Long-term loans and advances 10 551,354 534,786
Long-term deposits and prepayments 11 51,076 53,325
162,286,156 96,040,088
CURRENT ASSETS
Stores, spares and consumables 12 8,193,401 8,854,536
Stock-in-trade 13 18,299,229 12,088,621
Trade debts 14 4,508,468 5,142,591
Loans and advances 15 1,997,339 1,117,485
Trade deposits and short-term prepayments 16 2,092,112 1,108,185
Tax refunds due from the Government 18 538,812 538,812
Taxation receivable 2,687,513 2,221,851
Short term investments 1,055,754 34,956
64,735,131 69,082,977
TOTAL ASSETS 227,021,287 165,123,065

EQUITY AND LIABILITIES
SHARE CAPITAL AND RESERVES
Share capital 20 3,233,750 3,233,750
Reserves 21 105,787,478 93,913,157
Attributable to the owners of the Holding Company 109,021,228 97,146,907
Non-controlling interest 16,249,228 12,428,264
Total equity 125,270,456 109,575,171

NON-CURRENT LIABILITIES
Long-term finance 22 32,771,993 8,789,887
Deferred liabilities 24 11,431,338 10,640,736
Other long term liabilities 5,078,003 3,431,948
49,371,598 22,956,965
CURRENT LIABILITIES
Current portion of long-term finance 22 1,694,503 2,619,516
Trade and other payables 25 36,059,184 20,242,935
Provision for taxation 1,699,742 1,992,278
Short-term borrowings and running finance 26 12,161,232 7,332,327
Current portion of liabilities against assets subject to finance lease – 822
Unclaimed dividend 53,953 47,945
Unpaid dividend 47.3 91,119 82,960
52,379,233 32,590,929
101,750,831 55,547,894
CONTINGENCIES AND COMMITMENTS 27
TOTAL EQUITY AND LIABILITIES 227,021,287 165,123,065

The annexed notes from 1 to 48 form an integral part of these consolidated financial statements.

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PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
Note 2019 2018
(PKR in ‘000’)
Revenue 29.1 136,591,742 124,681,831

Less: Sales tax and excise duty 22,304,398 21,958,757
Rebates and commission 5,991,699 5,181,190
28,296,097 27,139,947
108,295,645 97,541,884
Cost of sales 29.2 (84,506,680) (71,943,557)
Gross profit 23,788,965 25,598,327
Distribution cost 31 (5,855,390) (4,736,174)

Administrative expenses 32 (3,274,843) (2,586,556)
Finance cost 33 (1,609,882) (829,919)
Other expenses 34 (1,903,511) (2,204,275)
Other income 35 2,999,637 2,766,520
14,144,976 18,007,923
Share of profit - joint ventures and associates 9 1,012,870 1,865,477
Taxation
- current (2,234,744) (3,160,980)
- deferred (576,147) (538,867)
36 (2,810,891) (3,699,847)
Profit after taxation 12,346,955 16,173,553

Attributable to:
Owners of the Holding Company 11,327,770 14,819,911
12,346,955 16,173,553
Other comprehensive income / (loss) which will not be
reclassified to profit or loss in subsequent periods:

Gain / (loss) on remeasurements of post retirement benefit obligations 112,965 (467,082)
Deferred tax thereon (29,405) 114,961
83,560 (352,121)
Unrealised loss on remeasurement of equity instrument at fair (11,947) (10,496)
value through other comprehensive income 1,792 1,574
Deferred tax thereon (10,155) (8,922)
73,405 (361,043)
Other comprehensive income which may be
reclassified to profit or loss in subsequent periods:
Foreign exchange differences on translation of foreign operations 2,677,878 1,106,162
Other comprehensive income 2,751,283 745,119

Total comprehensive income for the year 15,098,238 16,918,672
Attributable to:
Owners of the Holding Company 14,067,979 15,672,949
15,098,238 16,918,672

(PKR)
Earnings per share - basic and diluted 37 35.03 45.83

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CASH FLOWS
Note 2019 2018
(PKR in ‘000’)
CASH FLOWS FROM OPERATING ACTIVITIES

Cash generated from operations 38 27,793,122 17,730,875
Finance cost paid (1,930,205) (732,281)
Income tax paid (3,002,453) (3,372,432)
Income from deposits with Islamic
banks and other financial institutions 2,337,588 2,121,072
Staff retirement benefits paid (192,232) (189,763)
Increase in long-term loans and advances (19,496) (51,606)
Increase in long-term deposits and prepayments (1,875) (14,401)


CASH FLOWS FROM INVESTING ACTIVITIES
Fixed capital expenditure (65,972,978) (19,835,814)
Business acquisition – (1,935,700)
Investment in joint venture (480,156) –
Dividend from associate 363,410 887,471
Dividend received on short term investments 37,503 443
Short term investments realised (1,032,745) –
Proceeds from disposal of investment in Non-controlling interest 599,858 –
Bank balance held as lien 1,455 (7,887,015)
Sale proceeds on disposal of property, plant and equipment 200,772 120,829
Net cash used in investing activities (66,282,881) (28,649,786)

CASH FLOWS FROM FINANCING ACTIVITIES

Long-term loans obtained 24,078,595 4,290,240
Long-term loans repaid (3,385,191) (2,591,641)
Dividend paid to owners of the Holding Company (2,572,833) (5,476,911)
Dividend paid to Non-controlling interest (532,409) (420,724)
Payment against finance lease liability (822) (1,985)
Issuance of shares to Non-controlling interest 2,771,683 2,377,859

Net cash generated / (used) in financing activities 20,359,023 (1,823,162)
Net decrease in cash and cash equivalents (20,939,409) (14,981,484)
Cash and cash equivalents at the beginning of the year 19,162,930 34,144,414
Cash and cash equivalents at the end of the year 38.1 (1,776,479) 19,162,930



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CHANGES IN EQUITY
Attributable to the owners of the Holding Company
Issued, Capital reserve Revenue reserves Non
subscribed Share General Foreign currency Unappropriated Total controlling Total
and paid up premium reserves translation profit reserve interest equity
capital reserve
(PKR in ‘000’)
Balance as at June 30, 2017 3,233,750 7,343,422 55,511,916 152,106 20,729,031 83,736,475 9,235,325 96,205,550
Transfer to general reserves – – 9,815,393 – (9,815,393) – – –
Transfer from general reserves – – (1,616,875) – 1,616,875 – – –

Transactions with owners
Final dividend at the rate of PKR 10 per share
for the year ended June 30, 2017 – – – – (3,880,500) (3,880,500) – (3,880,500)
Interim dividend at the rate of PKR 5 per share each
Addition of non-controlling interest in ICI – – – – – – 921,200 921,200
Dividend to non-controlling interest of ICI – – – – – – (429,535) (429,535)
Non-controlling interest of KLM – – – – 1,108 1,108 1,455,551 1,456,659
Total comprehensive income
Profit after taxation – – – – 14,819,911 14,819,911 1,353,642 16,173,553
Other comprehensive income – – – 1,106,162 (253,124) 853,038 (107,919) 745,119
Total comprehensive income for the year – – – 1,106,162 14,566,787 15,672,949 1,245,723 16,918,672
Balance as at June 30, 2018 3,233,750 7,343,422 63,710,434 1,258,268 21,601,033 93,913,157 12,428,264 109,575,171
Transfer to general reserves – – 9,492,216 – (9,492,216) – – –

Effect of Scheme of Arrangement (refer note 1.3) – – – – – – 349,052 349,052
Transactions with owners
Final dividend at the rate of PKR 10 per share
Dividend to non-controlling interest of ICI – – – – – – (536,547) (536,547)
Decrease in ownership interest in ICI – – – – 392,760 392,760 207,098 599,858
Share of non-controlling interests of KLM – – – – 582 582 2,771,102 2,771,684
Total comprehensive income
Profit after taxation – – – – 11,327,770 11,327,770 1,019,185 12,346,955
Other comprehensive income – – – 2,677,878 62,331 2,740,209 11,074 2,751,283
Total comprehensive income for the year – – – 2,677,878 11,390,101 14,067,979 1,030,259 15,098,238
Balance as at June 30, 2019 3,233,750 7,343,422 73,202,650 3,936,146 21,305,260 105,787,478 16,249,228 125,270,456


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NOTES TO THE CONSOLIDATED
1. THE GROUP AND ITS OPERATIONS
The Group consists of Lucky Cement Limited (the Holding Company) and its subsidiary companies namely LCL
Investment Holdings Limited, Lucky Holdings Limited, LCL Holdings Limited, Lucky Cement Holdings (Private) Limited
and KIA Lucky Motors Pakistan Limited. Brief profiles of the Holding Company and its subsidiaries are as follows:

1.1 Lucky Cement Limited
The Holding Company was incorporated in Pakistan on September 18, 1993 under the Companies Ordinance, 1984
(now the Companies Act, 2017). The shares of the Holding Company are quoted on the Pakistan Stock Exchange
(PSX). The Holding Company has also issued Global Depository Receipts (GDRs) which are listed and traded on
the Professional Securities Market of the London Stock Exchange. The principal activity of the Holding Company is
manufacturing and marketing of cement. The registered office of the Holding Company is located at Pezu, District
Lakki Marwat in Khyber Pakhtunkhwa. The Holding Company has two production facilities at Pezu, District Lakki
Marwat in Khyber Pakhtunkhwa and at Main Super Highway in Karachi, Sindh.

1.2 LCL Investment Holdings Limited
The Holding Company has made an investment in LCL Investment Holdings Limited (LCLIHL), incorporated and
domiciled in Mauritius. LCLIHL has entered into a joint venture agreement, i.e. Lucky Al Shamookh Holdings Limited
(LASHL) with Al Shamookh Group. LASHL is a company with limited liability registered in Jebel Ali Free Zone, United
Arab Emirates. LCLIHL holds 50 percent ownership interest in LASHL.

LCLIHL has also entered into a joint venture agreement with Rawsons Investments Limited (registered in Cayman
Islands) for establishing LuckyRawji Holdings Limited (LRHL), incorporated with limited liability under laws of British
Virgin Islands, for constructing a fully integrated cement manufacturing unit in the Democratic Republic of Congo.
LCLIHL holds 50 percent ownership interest in LRHL.

LCLIHL held 50% shares in Al Shumookh Lucky Investments Limited (ASIL), which is incorporated in Jebel Ali, Free
Zone, Dubai. The principal activity of ASIL is investment in it’s wholly owned subsidiary Najmat Al-Samawa Company
For Cement Industry (a company incorporated in Samawah, Republic of Iraq).
The Holding Company held 100% shares of LCLIHL as at June 30, 2019.

1.3 Lucky Holdings Limited
Lucky Holdings Limited (LHL) was incorporated in Pakistan on September 6, 2012 as a public unlisted company
limited by shares under the Companies Ordinance, 1984 (now the Companies Act, 2017). The registered office of LHL
is located at Main Indus Highway, Pezu, District Lakki Marwat in the province of Khyber Pakhtunkhwa.

In accordance with the share purchase agreement between LHL and ICI Omicron B.V. (the seller), LHL acquired the
trademark of ICI word mark and roundel device along with the right to sub license the same within the territory of
Pakistan for polyester fiber and soda ash products and in India for soda ash products only.

During the year ended June 30, 2019, the High Court of Sindh (SHC) vide its order dated April 11, 2019 sanctioned a
Scheme of Arrangement involving LHL and Lucky Cement Holdings (Private) Limited (LCHPL) effective from start of
business on July 1, 2018 (the Scheme).
Under the Scheme, undertaking of LHL principally comprising of the assets, liabilities and obligations of LHL relating to
its underlying investment in ICI Pakistan Limited, the outstanding long term loan along with other liabilities representing
payable in respect of income taxes (the ICI Undertaking) were carved out of LHL and proportionately amalgamated
into respective wholly owned subsidiaries of LHL’s shareholders.
Accordingly, the Holding Company’s proportionate interest in ICI Undertaking was amalgamated into its wholly owned
subsidiary i.e. LCHPL.

The Holding Company held 75% shares of LHL as at June 30, 2019.

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1.4 LCL Holdings Limited
LCL Holdings Limited (LCLHL) was incorporated in Pakistan on September 19, 2014 as a public unlisted company
limited by shares under the Companies Ordinance, 1984 (now the Companies Act, 2017) with the object to invest
in Lucky Electric Power Company Limited. The registered office of the Company is situated at 6-A, Muhammad Ali
Society, A. Aziz Hashim Tabba Street, Karachi.
The Holding Company held 100% shares of LCLHL as at June 30, 2019.
Subsequent to the year end on July 27, 2019, the Board of Directors of the Holding Company has resolved to
amalgamate LCLHL into the Holding Company. The legal formalities relating to the amalgamation are in progress.

1.4.1 Lucky Electric Power Company Limited
Lucky Electric Power Company Limited (LEPCL) was incorporated in Pakistan on June 13, 2014, as a public unlisted
company. LEPCL is a wholly owned subsidiary of LCLHL. LEPCL has been formed for the purpose of development of
a 660 MW coal based power project in Karachi. Its registered office is situated at 6-A, Muhammad Ali Society, A. Aziz
Hashim Tabba Street, Karachi.

1.5 Lucky Cement Holdings (Private) Limited
Lucky Cement Holdings (Private) Limited (LCHPL) was incorporated in Pakistan on July 7, 2018 as a private company
limited by shares under the Companies Act, 2017. The registered office of LCHPL is located at 6-A, Muhammad Ali
Society, A. Aziz Hashim Tabba Street, Karachi. LCHPL was incorporated as one of the demerged undertakings as part
of restructuring of LHL through the Scheme of Arrangement (note 1.3).
LCHPL held 54.74% shareholding of ICI Pakistan Limited.

1.5.1 ICI Pakistan Limited
ICI Pakistan Limited (ICI) was incorporated in Pakistan and is listed on PSX. ICI is engaged in the manufacture of
polyester staple fiber, POY chips, soda ash, specialty chemicals, sodium bicarbonate and polyurethanes; marketing
of seeds, toll manufactured and imported pharmaceuticals and animal health products; and merchanting of general
chemicals. It also acts as an indenting agent and toll manufacturer. The registered office of ICI is situated at 5 West
Wharf, Karachi. Details of ICI’s equity investments are as follows:
(a) ICI Pakistan PowerGen Limited

ICI Pakistan PowerGen Limited (ICI PowerGen) was incorporated in Pakistan as an unlisted public company and is a
wholly owned subsidiary of ICI. ICI PowerGen is engaged in generating, selling and supplying electricity to ICI. The
registered office of ICI PowerGen is situated at 5 West Wharf, Karachi.

(b) Cirin Pharmaceutical (Private) Limited
Cirin Pharmaceuticals (Private) Limited (Cirin) is a private limited company incorporated in Pakistan and is a wholly
owned subsidiary of ICI. Cirin is engaged in manufacturing and sale of pharmaceutical products. The registered office
of Cirin is situated at ICI House, 5 West Wharf, Karachi.

(c) NutriCo Morinaga (Private) Limited
NutriCo Morinaga (Private) Limited (NutriCo) is a private limited company incorporated in Pakistan. ICI has 51%
ownership in NutriCo. Nutrico is engaged in manufacturing of infant milk powder. The registered office of NutriCo is
situated at ICI House, 5 West Wharf, Karachi.
1.6 KIA Lucky Motors Pakistan Limited

KIA Lucky Motors Pakistan Limited (KLM) was incorporated in Pakistan as a public unlisted company. The principal
line of business of KLM is to carry on the manufacturing, assembling, distribution, marketing, sale, after-sale-service,
import and export of all types of KIA motor vehicles, parts and accessories under license from KIA Motors Corporation.

The Holding Company held 75.28% shares of KLM.

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2. STATEMENT OF COMPLIANCE
These consolidated financial statements have been prepared in accordance with the accounting and reporting
standards as applicable in Pakistan. The accounting and reporting standards applicable in Pakistan comprise of:

– International Financial Reporting Standards (IFRSs) issued by the International Accounting Standards Board
(IASB) as notified under the Companies Act, 2017 (the Act); and
– Provisions of and directives issued under the Act.
Where provisions of and directives issued under the Act differ from the IFRSs, the provisions of and directives issued
under the Act have been followed.

3. ACCOUNTING JUDGEMENTS AND ESTIMATES
3.1 Income taxes
In making the estimates for income taxes payable by the Group, the management considers current income tax law
and the decisions of Appellate authorities on certain cases issued in the past.

3.2 Pension and gratuity
Certain actuarial assumptions have been adopted as disclosed in note 24 to these consolidated financial statements
for valuation of present value of defined benefit obligations and fair value of plan assets. Any changes in these
assumptions in future years might affect gains and losses in those years.

Estimates with respect to residual value, depreciation method and depreciable lives of property, plant and equipment
are disclosed in notes 5.4 and 7.1 to these consolidated financial statements. Further, the Group reviews the carrying
value of assets for impairment, if any, on each reporting date.

3.4 Provision for stores and spares and stock-in-trade
The Group has made estimation with respect to provision for slow moving, damaged and obsolete items and the net
realisable value as disclosed in notes 5.8 and 5.9 to these consolidated financial statements.

3.5 Provision for doubtful debts and other receivables
The Group reviews the recoverability of its trade debts and other receivables, to assess the amount required for
provision for doubtful debts as disclosed in note 5.10 to these consolidated financial statements.

3.6 Future estimation of export sales
Deferred tax calculation has been based on estimate of future ratio of export and local sales.

3.7 Contingencies
The assessment of the contingencies inherently involves the exercise of significant judgment as the outcome of
the future events cannot be predicted with certainty. The Group, based on the availability of the latest information,
estimates the value of contingent assets and liabilities which may differ on the occurrence / non occurrence of the
uncertain future events.
3.8 Provisions
Provisions are based on best estimate of the expenditure required to settle the present obligation at the reporting date,
that is, the amount that the Group would rationally pay to settle the obligation at the reporting date or to transfer it to
a third party.

3.9 Impairment of goodwill and intangibles with indefinite lives
Impairment testing involves a number of judgemental areas which are subject to inherent significant uncertainty,
including the preparation of cash flow forecasts for periods that are beyond the normal requirements of management
reporting and the assessment of the discount rate appropriate to the business. The detailed assumptions underlying
impairment testing of goodwill and intangibles with indefinite lives are given in notes 8.4 to 8.6 to these consolidated
financial statements.
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4. BASIS OF CONSOLIDATION
These consolidated financial statements include the financial statements of the Holding Company and its subsidiaries.

A company is a subsidiary, if the Holding Company directly or indirectly controls, beneficially owns or holds more than
fifty percent of its voting securities or otherwise has power to elect and appoint more than fifty percent of its directors.

Subsidiaries are consolidated from the date on which the Group obtains control, and continue to be consolidated until
the date when such control ceases.

The financial statements of the subsidiaries are prepared for the same reporting period as the Holding Company,
using consistent accounting policies. The accounting policies of the subsidiaries have been changed to conform with
accounting policies of the Group, where required.

All intra-group balances, transactions and unrealised gains and losses resulting from intra-group transactions and
dividends are eliminated in full.

Where the ownership of a subsidiary is less than hundred percent and therefore, a non controlling interest (NCI) exists,
the NCI is allocated its share of the total comprehensive income of the period, even if that results in a deficit balance.

A change in the ownership interest of a subsidiary, without a loss of control, is accounted for as an equity transaction.
If the Group loses control over a subsidiary, it derecognises the assets (including goodwill) and liabilities of the
subsidiary, carrying amount of any NCI, cumulative translation differences recognised in other comprehensive income,
and recognises fair value of consideration received, any investment retained, surplus or deficit in profit or loss, and
reclassifies the Group’s share of components previously recognised in other comprehensive income to profit or loss.

The assets, liabilities, income and expenses of subsidiary companies are consolidated on a line by line basis
and carrying value of investments held by the Holding Company is eliminated against the subsidiary companies’
shareholders’ equity in these consolidated financial statements.

5. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The accounting policies used in the preparation of these consolidated financial statements are the same as those
applied in the preparation of the consolidated financial statements of the Group for the year ended June 30, 2018,
except for the effects of changes as detailed in note 5.2 below.

5.1 Accounting convention
These consolidated financial statements have been prepared under the historical cost convention except otherwise
stated.

5.2 Change in accounting standards, interpretations and amendments to accounting and reporting standards
(a) New standards, amendments and interpretation to accounting and reporting standards which were effective
during the year:
There were certain amendments to accounting and reporting standards which are mandatory for the Group’s annual
accounting period which began on July 1, 2018. However, these do not have any significant impact on the Group’s
financial reporting and, therefore, have not been detailed in these consolidated financial statements.

In addition to the above, the following two new standards and an interpretation have become applicable to the Group
effective July 1, 2018:
– IFRS 9 ‘Financial instruments’ – This standard replaces the provisions of IAS 39 that relate to the recognition,
classification and measurement of financial assets and financial liabilities, derecognition of financial
instruments, impairment of financial assets and hedge accounting. It also includes an expected credit losses
model that replaces IAS 39 incurred loss impairment model. On July 1, 2018 (the date of initial application of
IFRS 9), the Group’s management has assessed which business models apply to the financial assets held
by the Group and has classified its financial instruments into the appropriate IFRS 9 categories (i.e. mainly
financial assets previously classified as ‘loans and receivables’ have now been classified as ‘amortised
cost’).
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– IFRS 15 ‘Revenue from contracts with customers’ – This standard introduces a single five-step model for
revenue recognition with a comprehensive framework based on core principle that an entity should recognise
revenue representing the transfer of promised goods or services under separate performance obligations
under the contract to customer at an amount that reflects the consideration to which the entity expects to be
entitled in exchange for those goods or services. IFRS 15 replaces the previous revenue standards: lAS 18
Revenue, lAS 11 Construction Contracts, and the related interpretations on revenue recognition.
The changes laid down by these standards (i.e. IFRS 9 and IFRS 15) do not have any significant impact on
these consolidated financial statements of the Group except as those stated above. Further, related changes
to the accounting policies have been made in these consolidated financial statements.
– IFRIC 22 ‘Foreign currency transactions and advance consideration’. This interpretation clarifies the
determination of the date of transaction for the exchange rate to be used on initial recognition of a related
asset, expense or income where an entity pays or receives consideration in advance for foreign currency-
denominated contracts. For a single payment or receipt, the date of the transaction should be the date on
which the entity initially recognises the non-monetary asset or liability arising from the advance consideration
(the prepayment or deferred income / contract liability). If there are multiple payments or receipts for one
item, a date of transaction should be determined as above for each payment or receipt. The impact of this
interpretation is not considered material on these consolidated financial statements.
(b) New standards and amendments to accounting and reporting standards that are not yet effective
– IFRS 16 ‘Leases’ will be effective for the Group’s annual accounting period beginning July 1, 2019. It will
result in almost all leases being recognised on the statement of financial position, as the distinction between
operating and finance leases is removed. Under the new standard, an asset (the right to use the leased
item) and a financial liability to pay rentals are recognised. The only exceptions are short-term and low-value
leases. At present, the Group is in the process of determining the impacts of application of IFRS 16 on its
future financial statements.

– Amendment to IAS 23 ‘Borrowing costs’. This amendment clarifies that if a specific borrowing remains
outstanding after the related qualifying asset is ready for its intended use or sale, it becomes part of general
borrowings.

– Additionally there is another new standard, certain amendments and an interpretation to the approved
accounting and reporting standards that will be mandatory for the Group’s annual accounting periods
beginning on or after July 1, 2019. However, these will not have any significant impact on the financial
reporting of the Group and, therefore, have not been disclosed in these consolidated financial statements.

5.3 Waiver from application of standards and interpretations
The Securities and Exchange Commission of Pakistan (SECP) vide SRO 24(I)/2012 dated January 16, 2012 has
granted waiver to power sector companies from requirements of the following:

– IFRIC-4 ‘Determining whether an arrangement contains a lease’,
– IFRIC-12 ‘Service concession arrangements’,
– IAS-21 ‘The Effects of Changes in Foreign Exchange Rates’ to the extent of requirements in respect of
accounting principle of capitalisation of exchange differences, and
– IAS-39 ‘Financial Instruments: Recognition and Measurement’ to the extent of recognition of embedded
derivatives.

Accordingly these exemptions have been taken into account when consolidating the financial statements of LEPCL
via LCLHL into these consolidated financial statements.

These are stated at cost less accumulated depreciation and impairment losses, if any, except for freehold land
and capital work-in-progress which are stated at cost less impairment losses, if any. Cost in relation to certain items
in operating fixed assets and capital work-in-progress, signifies historical cost, financial charges and exchange
differences on borrowings as stated in notes 5.18 and 5.19 to these consolidated financial statements.
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Except for plant and machinery, depreciation is charged to profit or loss applying the straight line method at the rates
mentioned in note 7.1 to these consolidated financial statements. On plant and machinery depreciation is charged on
higher of estimated useful life and units of production method. Depreciation on additions is charged from the date of
acquisition / transfer of asset, whereas depreciation on disposals is charged till the date of disposal.

The assets’ residual values, the method of depreciation and useful lives are reviewed and adjusted, if appropriate, at
each reporting date.

Maintenance and normal repairs are charged to the profit or loss as and when incurred. Major renewals and
improvements which increase the assets’ remaining useful economic life or the performance beyond the current
estimated levels are capitalised and the assets so replaced, if any, are retired.

Gains and losses on disposal of operating fixed assets, if any, are included in the profit or loss.

5.5 Intangible assets
Intangible assets other than goodwill, distribution relationship, principal relationships and product rights are stated
at cost less accumulated amortisation and accumulated impairment losses, if any. Distribution relationship, principal
relationships and product rights are stated at cost less accumulated impairment losses, if any, as their useful life is
indefinite. However, these assets are tested for impairment annually.

Amortisation is charged to the profit or loss applying the straight line method, whereby, the cost of intangible asset
is written off over its useful economic life. The useful lives of the intangible assets are stated in note 8 to these
consolidated financial statements. Full month’s amortisation is charged in the month of addition, whereas, amortisation
on disposals is charged upto the month in which the disposal takes place.

5.6 Goodwill
Goodwill is initially measured as at the acquisition date, being the excess of (a) the aggregate of the consideration
transferred, the amount of any non-controlling interest in the acquiree; and (b) the net of the acquisition date amount
of the identifiable assets acquired and the liabilities assumed.

In case the fair value attributable to the Group’s interest in the identifiable net assets exceeds the fair value of
consideration, the Group recognises the resulting gain in the profit or loss on the acquisition date.

Goodwill acquired in a business combination is measured, subsequent to initial recognition, at cost less accumulated
impairment losses, if any.

For the purpose of impairment testing, goodwill is allocated to each of the Group’s cash generating unit (CGU) (or the
groups of CGUs) that are expected to benefit from the synergies of the operations irrespective of whether other assets
or liabilities of the acquiree are assigned to these units or group of units.

A CGU to which goodwill has been allocated is tested for impairment annually, or more frequently when there is an
indication that the unit may be impaired. If the recoverable amount of the CGU is less than its carrying amount, the
impairment loss is allocated first to reduce the carrying amount of any goodwill allocated to the CGU and then to the
other assets of the CGU on pro rata based on the carrying amount of each asset in the CGU. Any impairment loss
for goodwill is recognised directly in the consolidated profit or loss. An impairment loss recognised for goodwill is not
reversed in subsequent periods.
On disposal of the relevant CGU, the attributable amount of goodwill is included in the determination of the profit or
loss on disposal.

5.7 Investments in associates / joint venture
Investments in associates / joint ventures are accounted for using the equity method, whereby the investment is
initially recorded at cost and adjusted thereafter for the post acquisition change in the Group’s share of the net
assets of the associates / joint ventures. The consolidated statement of profit or loss and other comprehensive
income reflects the Group’s share of the results of the operations of the associates / joint ventures.
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The Group determines at each reporting date whether there is any objective evidence that the investment in the
associates / joint ventures is impaired. If this is the case, the Group calculates the amount of impairment as the
difference between the recoverable amount of the associate / joint venture and its carrying value and recognises the
same in the profit or loss.
5.8 Stores and spares

These are valued at lower of weighted average cost and net realisable value, except items in transit, which are stated
at cost. Provision for slow moving, damaged and obsolete items are charged to profit or loss. Value of items is
reviewed at each reporting date to record provision for any slow moving items, damaged and obsolete items.

Items in transit are valued at cost comprising invoice value plus other charges incurred thereon upto the reporting
date.

Net realisable value signifies the selling price in the ordinary course of business less estimated cost necessarily to be
incurred in order to make the sale, which is generally equivalent to the estimated replacement cost.

5.9 Stock-in-trade
These are stated at the lower of cost and net realisable value. The methods used for the calculation of cost are as
follows:

(i) Raw and packing material at weighted average cost comprising of quarrying / purchase price,
transportation, government levies and other overheads.
(ii) Work-in-process and finished goods at weighted average cost comprising direct cost of raw material, labour
and other manufacturing overheads.
Items in transit are valued at cost comprising invoice value plus other charges incurred thereon upto the reporting
date.

Net realisable value signifies the estimated selling price in the ordinary course of business less estimated cost
necessary to make the sale.
Provision is made for obsolete and slow moving stock-in-trade based on management’s best estimate and is
recognised in the profit or loss.

5.10 Trade debts and other receivables
Trade debts and other receivables are recognised initially at the amount of consideration that is unconditional, unless
they contain significant financing component in which case such are recognised at fair value. The Group holds
the trade debts with the objective of collecting the contractual cash flows and therefore measures the trade debts
subsequently at amortised cost using the effective interest rate method.

Cash and cash equivalents are stated at cost. For the purpose of consolidated statement of cash flows, cash and
cash equivalents comprise of cash and cheques in hand, current and deposit accounts with banks and short term
borrowings.

5.12 Staff retirement benefits
The Group’s retirement benefit plans comprise of provident funds, pensions and gratuity schemes for eligible retired
employees.

Defined benefit plans
The Group recognises staff retirement benefits expense and liability in accordance with IAS 19 “Employee Benefits”.
An actuarial valuation of all defined benefit schemes is conducted every year. The valuation uses the Projected Unit
Credit method. All remeasurement gains and losses are recognised in the other comprehensive income.
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i) The Group, except ICI and ICI PowerGen, operates an unfunded gratuity scheme covering all its permanent
employees.
ii) ICI and ICI PowerGen operate a funded pension scheme and a funded gratuity scheme for the management
staff. Pension and gratuity schemes for ICI’s management staff are invested through two approved trust
funds. The Group also operates unfunded gratuity scheme for non-management staff and the unfunded
pensioners’ medical scheme for its subsidiaries (ICI and ICI PowerGen). The pension and gratuity plans are
final salary plans. The pensioner’s medical plan reimburses actual medical expenses to pensioners as per
entitlement.
Defined contributory plans
The Group operates two registered contributory provident funds for entire staff of its subsidiary companies (ICI and
ICI PowerGen) and a registered defined contribution superannuation fund for management staff of its subsidiary
companies (ICI and ICI PowerGen), who have either opted for this fund by July 31, 2004 or have joined ICI after April
30, 2004. In addition to this, the Group also provides group insurance to all employees of its subsidiary companies
(ICI and ICI PowerGen).
5.13 Compensated absences

The Group accounts for the liability in respect of employees’ compensated absences in the year in which these are
earned. Provisions to cover the obligation are made using the current salary levels of the employees. No actuarial
valuation of compensated absences is carried out as the management considers that the financial impact of such
valuation will not be material.

5.14 Trade and other payables
Liabilities for trade and other amounts payable are carried at fair value of the consideration to be paid in future for
goods and services received, whether or not invoiced to the Group.

5.15 Provisions
Provisions are recognised in the consolidated statement of financial position when the Group has a legal or constructive
obligation as a result of a past event, it is probable that an outflow of economic benefits will be required to settle the
obligation and a reliable estimate of the amount of obligation can be made. However, provisions are reviewed at each
reporting date and adjusted to reflect current best estimate.

5.16 Taxation
Current
The charge for current taxation is based on taxable income at the current rates of taxation in accordance with the tax
laws and taxes paid / payable on final tax basis, after taking into account tax credit available, if any.

Deferred
Deferred tax is recognised on all temporary differences arising at the reporting date between the tax base of assets
and liabilities and their carrying amounts for financial reporting purposes.

Deferred tax liabilities are recognised for all taxable temporary differences. Deferred tax assets are recognised for all
deductible temporary differences to the extent that it is probable that the future taxable profits will be available against
which the assets may be utilised. Deferred tax assets are reduced to the extent that it is no longer probable that the
related tax benefit will be realised.
Deferred tax assets and liabilities are measured at the tax rates that are expected to apply to the period when the
asset is realised or the liability is settled, based on the tax rates (and tax laws) that have been enacted or substantively
enacted at the reporting date.
5.17 Revenue recognition

(a) Revenue from sale of goods is recognised when or as performance obligations are satisfied by transferring
control (i.e. at the time of transfer of physical possession) of a promised good or service to a customer, and
control either transfers over time or at a point in time. Revenue is measured at fair value of the consideration
received or receivable, excluding discounts, rebates and government levies.
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(b) Revenue from toll manufacturing is recognised when services are rendered.
(c) Revenue from the sale of electricity is recorded based on the output delivered and capacity available at the
rates as specified under Power Purchase Agreement.
(d) Mark-up on bank deposits is recognised on a time proportion basis on the principal amount outstanding and
at the rate applicable.
(e) Commission income is recognised on date of shipment from suppliers.

5.18 Borrowing cost
Borrowing cost and other related costs directly attributable to the acquisition, construction or production of qualifying
assets, which are assets that necessarily take a substantial period of time to get ready for their intended use, are
added to the cost of those assets, until such time as the assets are substantially ready for their intended use. All
other borrowing costs are recognised as an expense in the period in which they are incurred. Borrowing costs include
exchange differences arising on foreign currency borrowings, obtained for acquisition, construction or production of
qualifying assets, to the extent that they are regarded as an adjustment to interest cost are included in the cost of
qualifying assets.
5.19 Foreign currency transactions and translation

Foreign currency transactions are recorded using the exchange rates ruling at the dates of the transactions. Monetary
assets and liabilities in foreign currencies are translated into Pakistan Rupee using the exchange rate ruling at the
reporting date. Foreign exchange gains and losses resulting from the settlement of foreign currency transactions and
on translation of monetary assets and liabilities denominated in foreign currencies at reporting date are recognised in
the profit or loss except as explained in note 5.3.
On consolidation, the assets and liabilities of foreign operations are retranslated into presentation currency i.e. Pakistan
Rupees at the rate of exchange prevailing at the reporting date and their income and expenses are translated using
the average of exchange rates for the period. The exchange differences arising on such translations are recognised
in other comprehensive income.

5.20 Financial assets and liabilities
Financial assets
(i) Amortised cost
Assets that are held for collection of contractual cash flows where those cash flow represents solely
payments of principal and interest are measured at amortised cost. Interest income from these financial
assets, impairment losses, foreign exchange gains and losses, and gain or loss arising on derecognition are
recognised directly in profit or loss.

(ii) Fair value through other comprehensive income
Financial assets at fair value through other comprehensive income are held within a business model
whose objective is achieved by both collecting contractual cash flows and selling financial assets and the
contractual terms of the financial asset give rise on specified dates to cash flows that are solely payments of
principal and interest on the principal amount outstanding.

(iii) Fair value through profit or loss
Assets that do not meet the criteria for amortised cost or fair value through other comprehensive income
or assets that are designated at fair value through profit or loss using fair value option, are measured at fair
value through profit or loss. A gain or loss on debt investment that is subsequently measured at fair value
through profit or loss is recognised in the profit or loss in the period in which it arises.
Equity instrument financial assets are measured at fair value at and subsequent to initial recognition.
Changes in fair value of these financial assets are normally recognised in the profit or loss. Dividends from
such investments continue to be recognised in the profit or loss when the Group’s right to receive payment is
established. Where an election is made to present fair value gains and losses on equity instruments in other
comprehensive income there is no subsequent reclassification of fair value gains and losses to the profit or
loss following the derecognition of the investment.
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Financial assets and liabilities are initially measured at cost, which is the fair value of the consideration given
and received respectively. These financial assets and liabilities are subsequently remeasured to fair value,
amortised cost or cost as the case may be. Any gain or loss on the recognition and de-recognition of the
financial assets and liabilities is included in the profit or loss for the period in which it arises.
Financial assets are derecognised when the Group loses control of the contractual rights that comprise
the financial asset. Assets or liabilities that are not contractual in nature and that are created as a result of
statutory requirements imposed by the Government are not the financial instruments of the Group.
Financial liabilities
Financial liabilities are recognised at the time when the Group becomes a party to the contractual provisions of the
instrument. Financial liabilities at amortised cost are initially measured at fair value less transaction costs. Financial
liabilities at fair value through profit or loss are initially recognised at fair value and transaction costs are expensed in
profit or loss.
Financial liabilities, other than those at fair value through profit or loss, are subsequently measured at amortised cost
using the effective yield method.

A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expired. Where
an existing financial liability is replaced by another from the same lender or substantially different terms, or the terms of
an existing liability are substantially modified, such an exchange and modification is treated as a derecognition of the
original liability and the recognition of a new liability, and the difference in respective carrying amounts is recognised
in the profit or loss.

5.21 Offsetting
A financial asset and financial liability is off-set and the net amount is reported in the consolidated statement of
financial position when there is a legally enforceable right to set-off the transaction and also there is an intention to
settle on a net basis or to realize the asset and settle the liability simultaneously.

5.22 Impairment
(a) Financial assets
The Group assesses on a forward looking basis the expected credit losses associated with its financial
assets. The Group applies the simplified approach to recognise lifetime expected credit losses for trade
debts, due from customers and contract assets.
Individually significant financial assets are tested for impairment on an individual basis. The remaining
financial assets are assessed collectively in groups that share similar credit risk characteristics.
The Group recognises in profit or loss, as an impairment gain or loss, the amount of expected credit losses
(or reversal) that is required to adjust the loss allowance at the reporting date.

(b) Non financial assets
The carrying amounts of non-financial assets are assessed at each reporting date to ascertain whether there
is any indication of impairment. If such an indication exists, the asset’s recoverable amount is estimated to
determine the extent of impairment loss, if any. An impairment loss is recognised as an expense in the profit
or loss. The recoverable amount is the higher of an asset’s fair value less cost of disposal and value-in-use.
Value-in-use is ascertained through discounting of the estimated future cash flows using an appropriate
discount rate. For the purpose of assessing impairment, assets are grouped at the lowest levels for which
there are separately identifiable cash flows (cash-generating units).
An impairment loss is reversed if there is a change in the estimates used to determine the recoverable
amount. An impairment loss is reversed only to the extent that the asset’s carrying amount does not exceed
the carrying amount that would have been determined, net of depreciation or amortisation, if no impairment
loss had been recognised.
5.23 Dividend and appropriation to reserves

Dividend and appropriation to reserves are recognised in these consolidated financial statements in the period in
which these are approved.
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5.24 Functional and presentation currency
These consolidated financial statements are presented in Pakistan Rupee, which is the Group’s functional and
presentation currency.

5.25 Segment reporting
Segment reporting is based on the operating (business) segments of the Group. An operating segment is a
component of the Group that engages in business activities from which it may earn revenues and incur expenses,
including revenues and expenses that relate to transactions with any of the Group’s other components. An operating
segment’s operating results are reviewed regularly by the Chief Operating Decision Makers (the CODMs) to make
decisions about resources to be allocated to the segment and assess its performance, and for which discrete financial
information is available.

Segment results that are reported to the CODMs include items directly attributable to a segment as well as those that
can be allocated on a reasonable basis. Unallocated items comprise mainly corporate assets, income tax assets,
liabilities and related income and expenditure. Segment capital expenditure is the total cost incurred during the year
to acquire property, plant and equipment.

The business segments are engaged in providing products or services which are subject to risks and rewards which
differ from the risk and rewards of other segments.

5.26 Operating leases / Ijarah contracts
Leases, other than those under Ijarah contracts, in which a significant portion of the risks and rewards of ownership
are retained by the lessor, are classified as operating leases. Ijarah contracts are classified as operating leases
irrespective of whether significant portion of the risks and rewards of ownership are retained by lessor. Payments
made under operating leases and Ijarah contracts (net of any incentives received from the lessor) are charged to profit
or loss on a straight-line basis over the period of the lease.
6. SUMMARY OF SIGNIFICANT TRANSACTIONS AND EVENTS DURING THE YEAR

Following is the summary of significant transactions and events that affected the Group’s financial position and
performance during the year:

a) The Holding Company during the year invested PKR 13.66 billion (aggregate investment to date amounts
to PKR 13.681 billion) for the Brownfield expansion of its cement plant at Pezu by 2.6 million tons per
annum. Plant and machinery shipments along with civil, erection and fabrication works are under progress
as planned in order to achieve commercial operations in the second quarter of the financial year 2019-20.
b) During the year, KLM successfully completed commissioning of the equipment and pilot production and
commenced Completely Knocked Down (CKD) operations at its plant located at Bin Qasim Industrial Park
(BQIP), Karachi within the originally envisaged project timelines. KLM’s state of the art facility has the capacity
to produce 50,000 vehicles per annum on a double shift basis.
c) ICI’s master batch manufacturing facility is commissioned and is operating as per plan to enhance the
portfolio of Chemical and Agri Sciences Business.
d) Subsequent to financial closure on June 25, 2018, LEPCL has made drawdowns aggregating USD 51.89
million and PKR 14,200 million from loan facilities as stated in note 22 and has incurred significant expenditure
on its project.

Note 2019 2018
(PKR in ‘000’)

7. PROPERTY, PLANT AND EQUIPMENT
Operating fixed assets - tangible 7.1 83,666,110 60,619,288
Capital work-in-progress 7.6 51,809,686 13,245,714
135,475,796 73,865,002
20
19 229
230
7.1 Operating fixed assets - tangible
Leasehold Freehold Buildings Buildings Limebeds on Plant and Generators Quarry Vehicles Aircraft Furniture Office Computer Other Total
land land on on freehold machinery equipment including and equipment and assets
leasehold freehold land cement bulkers fixtures accessories (Laboratory
land land and rolling stock equipment etc.)

(PKR in ‘000’)
VELOCITY
SUSTAINING OUR
As at July 1, 2017
Cost 2,628,061 886,739 6,863,625 4,249,270 243,034 42,588,651 15,032,215 1,555,098 1,523,549 744,664 577,997 185,061 143,239 336,081 77,557,284
Accumulated depreciation (116,780) – (2,426,860) (2,124,608) (57,576) (15,098,031) (5,220,596) (883,624) (850,073) (318,907) (308,696) (139,013) (112,846) (210,498) (27,868,108)
Net book value 2,511,281 886,739 4,436,765 2,124,662 185,458 27,490,620 9,811,619 671,474 673,476 425,757 269,301 46,048 30,393 125,583 49,689,176
Addition / Transfers from CWIP 29,237 878,448 1,842,178 481,776 76,820 10,511,398 1,312,751 337,897 712,055 – 206,003 65,639 33,906 20,500 16,508,608
Impairment – – – – – (36,758) – – – – – – – – (36,758)
Disposals (note 7.4)
Cost (8,326) – (31,360) – – (46,473) – – (162,703) – (12,224) (9,371) (49,152) (947) (320,556)
Accumulated depreciation – – 5,497 – – 45,724 – – 135,316 – 4,960 5,402 48,601 572 246,072
(8,326) – (25,863) – – (749) – – (27,387) – (7,264) (3,969) (551) (375) (74,484)
Depreciation charge for
the year (note 7.2) (21,339) – (424,822) (245,225) (14,982) (3,328,956) (788,741) (162,716) (221,130) (70,959) (112,254) (29,702) (20,118) (26,310) (5,467,254)
Net book value as at June 30, 2018 2,510,853 1,765,187 5,828,258 2,361,213 247,296 34,635,555 10,335,629 846,655 1,137,014 354,798 355,786 78,016 43,630 119,398 60,619,288
Addition / Transfers from CWIP 1,980,597 69,994 7,437,196 269,906 79,304 17,788,425 91,462 129,392 528,118 – 274,730 46,602 87,512 437,322 29,220,560
Disposals (note 7.4)
Cost – – (811) – – (137,477) (11,709) (7,247) (198,480) – (2,104) (1,750) (10,567) (1,503) (371,648)
Accumulated depreciation – – 777 – – 126,584 10,174 2,942 164,133 – 2,033 1,672 10,320 1,222 319,857
– – (34) – (10,893) (1,535) (4,305) (34,347) – (71) (78) (247) (281) (51,791)
Depreciation charge for
the year (note 7.2) (21,888) – (533,542) (239,588) (18,892) (3,728,400) (798,306) (166,506) (277,933) (70,959) (160,017) (34,291) (30,663) (40,962) (6,121,947)
Net book value as at June 30, 2019 4,469,562 1,835,181 12,731,878 2,391,531 307,708 48,684,687 9,627,250 805,236 1,352,852 283,839 470,428 90,249 100,232 515,477 83,666,110
At June 30, 2018
Cost 2,648,972 1,765,187 8,674,443 4,731,046 319,854 53,053,576 16,344,966 1,892,995 2,072,901 744,664 771,776 241,329 127,993 355,634 93,745,336
Accumulated depreciation
and impairment (138,119) – (2,846,185) (2,369,833) (72,558) (18,418,021) (6,009,337) (1,046,340) (935,887) (389,866) (415,990) (163,313) (84,363) (236,236) (33,126,048)
Net book value 2,510,853 1,765,187 5,828,258 2,361,213 247,296 34,635,555 10,335,629 846,655 1,137,014 354,798 355,786 78,016 43,630 119,398 60,619,288
At June 30, 2019
Cost 4,629,569 1,835,181 16,110,828 5,000,952 399,158 70,704,524 16,424,719 2,015,140 2,402,539 744,664 1,044,402 286,181 204,938 791,453 122,594,248
Accumulated depreciation
and impairment (160,007) – (3,378,950) (2,609,421) (91,450) (22,019,837) (6,797,469) (1,209,904) (1,049,687) (460,825) (573,974) (195,932) (104,706) (275,976) (38,928,138)
Net book value 4,469,562 1,835,181 12,731,878 2,391,531 307,708 48,684,687 9,627,250 805,236 1,352,852 283,839 470,428 90,249 100,232 515,477 83,666,110
Annual rates of depreciation 1.01% to 4% – 2.5% to 10% 5% to 10% 3.33% to 7.5% 3.33% to 33.33% 5% 10% 10% to 25% 10% 10% to 33% 10% to 33% 33% 10% to 33%
7.2 Depreciation charge for the year has been allocated as follows:

Note 2019 2018
(PKR in ‘000’)
Cost of sales 30 5,449,235 4,940,439

Capital work in progress 101,720 27,112
6,121,947 5,467,254

7.3 The Government of Sindh through its Land Utilization Department, Board of Revenue (BoR) allotted 250 acres land
in Deh Ghangyaro, Bin Qasim Town for setting up power plant and accordingly lease agreement was signed by
the LEPCL with BoR. However, the Port Qasim Authority (PQA) subsequently filed a civil suit against the LECPL in
August 2017 in the High Court of Sindh alleging that 139 acres land out of 250 acres allotted to the LEPCL, falls in
the jurisdiction of PQA and PQA obtained injunction order in its favor. The court order was subsequently modified
in September 2018 upon completion of a report by Survey of Pakistan and injunction granted by the High Court of
Sindh was reduced to land measuring 75.09 acres. To ensure bankability and operability of the Project, LECPL in
consultation with contractor has designed its plant lay out giving due consideration to the current dispute with the
PQA. The matter is currently being pursued in the High Court of Sindh. Based on the fact that subject land has been
allotted by the Provincial Government, LEPCL is reasonably confident of a favorable outcome.
7.4 The details of property, plant and equipment disposed off during the year are as follows:
Particulars Cost Accumulated Net Book Sale Gain Mode of Particulars of Buyers Relationship of
Depreciation Value Proceeds Disposal purchaser with
Company or
director, if any
(PKR in ‘000’)
Vehicles 7,799 769 7,030 9,662 2,632 Insurance Claim IGI General Insurance Limited
------- do ------- 3,769 3,118 651 4,750 4,099 Tender A.K. Enterprises
------- do ------- 3,737 3,044 693 5,200 4,507 Tender Noor Autos
------- do ------- 1,920 230 1,690 1,800 110 Insurance Claim Alfalah Insurance Company
------- do ------- 1,888 507 1,381 1,875 494 Negotiation Lucky Foods (Private) Limited Associate
------- do ------- 1,777 1,233 544 1,701 1,157 Tender Toyota Society Motors
20
19 231
Particulars Cost Accumulated Net Book Sale Gain Mode of Particulars of Buyers Relationship of
Depreciation Value Proceeds Disposal purchaser with
Company or
director, if any
(PKR in ‘000’)
Wheel Loader 7,000 2,708 4,292 4,648 356 Insurance Claim EFU General Insurance Limited
Trailer 2,286 1,751 535 1,063 528 Insurance Claim IGI General Insurance Limited
Gas turbine 3,995 3,337 658 1,500 842 Scrap Engro Polymer & Chemicals Limited
Items having book
value less than
PKR 500,000 each 259,906 239,926 19,980 64,919 44,939 - Various
371,648 319,857 51,791 200,884 149,093
2018 320,556 246,072 74,484 213,673 139,189
7.5 Following are the particulars of the Group’s immovable fixed assets:

S.No Business Unit Type Location Total Area of land
in acre
1 Holding Company:
a Head office Muhammad Ali Housing Society, Karachi 1.76
b Karachi Plant Main Super Highway, Gadap Town, Karachi 955.52
c Pezu Plant Main Indus Highway, Pezu, District Lakki Marwat, KPK 885.74
d Other office Sector F-7/1, Islamabad 0.14
2 LEPCL - Plant Deh Gangiaro, Port Qasim, Karachi. 250
3 ICI Head Office and
Production Plant ICI House, 5 West Wharf, Karachi - 74000 2.7
4 ICI Production Plant S-33, Hawksbay Road, S.I.T.E, Karachi - 75730 0.26
5 ICI Regional Office ICI House, 63 Mozang Road, Lahore - 54000 0.65
6 ICI Production Plant 30-Km, Sheikhupura Road, Lahore 44.28
7 ICI Production Plant 45-Km, Off Multan Road, Lahore 0.34
8 ICI Regional Office and ICI Soda Ash, Tehsil Pind, Dadan Khan,
Production Plant District Jhelum 63
9 Cirin Production Plant Plot No.32/2A Phase III, Industrial Estate Hattar,
District Haripur 0.92
7.6 Capital work-in-progress

The following is the movement in capital work-in-progress during the year:
Opening
Reclassification Additions Transferred to Closing
balance operation fixed balance
assets and
Intangible
(PKR in ‘000’)
Leasehold land 1,833,021 – 108,611 1,941,632 –

Freehold land – – 44,397 44,397 –
Building on leasehold land 476,453 116,810 1,405,708 655,693 1,343,278
Building on freehold land 137,328 11,143 9,467,327 6,697,601 2,918,197
Plant and machinery 9,442,571 (152,768) 55,663,868 18,506,094 46,447,577
Generators 40,302 23,059 28,101 91,462 –
Quarry equipment – (64) 133,048 129,392 3,592
Vehicles including cement bulkers and rolling stock 221,550 64 107,270 321,307 7,577
Furniture and fixtures 147,501 563 26,137 26,564 147,637
Office equipment 343 2,847 30,028 32,251 967
Computer and accessories 1,987 305 37,882 40,174 –
Intangible Assets – – 57,707 57,707 –
Other assets 944,658 (1,959) 398,768 400,606 940,861
13,245,714 – 67,508,852 28,944,880 51,809,686
SUSTAINING OUR
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7.7 These include financial charges amounting to PKR 1,076.384 million which have been adjusted against interest
income of PKR 36.011 million and the net amount of PKR 1,040.373 million has been capitalised as borrowing cost.
Further in view of SRO 24(I)/2012 as detailed in note 5.3, exchange loss amounting to PKR 1,164.122 million incurred
on long term loans of LEPCL has been capitalised into capital work-in-progress. Had the waiver not been available,
exchange loss amounting to PKR 1,053.481 million out of the aggregate exchange loss of PKR 1,164.122 million
would have been charged to consolidated profit or loss.

8. INTANGIBLE ASSETS
June 30, 2019
Acquired Amortisation
At July 1, Addition through Amortisation / At June 30 rate
2018 business Impairment* 2019 %
combination
(PKR in ‘000’)
Goodwill 2,340,329 – – – 2,340,329 –
Brands
- Definite useful life - trademark and roundel 1,034,607 – – (229,913) 804,694 10
- Indefinite useful life 1,437,679 – – – 1,437,679 Indefinite
2,472,286 – – (229,913) 2,242,373
Customer relationships 321,500 – – (63,527) 257,973 9 - 25
Distribution relationship - note 8.7 83,269 – – (5,477)* 77,792 Indefinite
Principal relationships - note 8.7 1,778,733 – – (12,310)* 1,766,423 Indefinite
Product rights 826,855 – – – 826,855 Indefinite
Software and license 121,016 89,416 – (68,457) 141,975 20 - 50
7,943,988 89,416 – (379,684) 7,653,720

June 30, 2018
Acquired
At July 1, Addition through Amortisation At June 30 Amortisation
2017 business Impairment* 2018 rate
combination %
(PKR in ‘000’)
Goodwill 2,213,819 – 126,510 – 2,340,329 –
Brand
- Definite useful life - trademark and roundel 1,264,520 – – (229,913) 1,034,607 10
- Indefinite useful life 684,219 – 753,460 – 1,437,679 Indefinite
1,948,739 – 753,460 (229,913) 2,472,286
Customer relationships 385,027 – – (63,527) 321,500 9 - 25
Distribution relationship 108,490 – – (25,221)* 83,269 Indefinite
Principal relationships 1,778,733 – – – 1,778,733 Indefinite
Product rights 826,855 – – – 826,855 Indefinite
Software and license 126,724 72,679 – (78,387) 121,016 20 - 50
7,388,387 72,679 879,970 (397,048) 7,943,988

8.1 The amortisation charge for the year has been allocated as follows:

Note 2019 2018
(PKR in ‘000’)

Cost of sales 30 138,278 315,969
Administrative expenses 32 & 8.2 210,428 51,480
379,684 371,827

20
19 233
8.2 These include PKR NIL (2018: PKR 0.503 million) which have been capitalised in capital work-in-progress during the
year.
8.3 Description of intangibles

Significant intangible assets have been described as below:

Goodwill
Goodwill amounting to PKR 2,133.955 million has been recognised by the Group on the acquisition of ICI, PKR 79.864
million on acquisition of Cirin and PKR 126.510 million on acquisition of certain assets of Wyeth Pakistan Limited and
Pfizer Pakistan Limited.

Brands
Definite useful life
Under an arrangement with ICI Omicron B.V., the Group had acquired the right to use ICI word mark and roundel for
ICI’s Polyester and Soda Ash segments only. This agreement is effective for a period of 10 years.

Indefinite useful life
These have been recognised on the acquisition of Cirin Pharmaceuticals (Private) Limited and assets of Wyeth
Pakistan Limited and Pfizer Pakistan Limited amounting to PKR 684.219 million and PKR 753.460 million.

Customer relationships
The Group has established (i.e. non-contractual) customer relationships for its Soda Ash segment, Polyester segment
and Polyurethanes and Specialty Chemicals sub-segments.

Principal relationships
The Group has contractual relationships with a number of principals / suppliers, which met the contractual-legal
criterion for recognition as an intangible asset.

Product rights
The Group has its own portfolio of products in the Life Sciences business segment, which met the separability criterion
for recognition as an intangible asset.

8.4 Impairment testing of goodwill
For impairment testing, goodwill has been allocated to the following segments which are Cash Generating Units
(CGUs) based on their operating results at the acquisition date. These are also among the reportable segments of the
Group:

1. Soda Ash
2. Chemicals and Agri Sciences
3. Life Sciences

The recoverable amount of all CGUs have been determined based on value-in-use calculations. The Group has
used the Income Approach - Discounted Cash Flow Method (DCF) to determine the value-in-use of the operating
segments. The financial projections used have been prepared by the management of ICI and approved by its Board
of Directors covering a five-year period. Cash flows beyond the five-year period are extrapolated using the estimated
growth rates stated below:

Key assumptions used in value-in-use calculation
The calculation of value-in-use is most sensitive to the following assumptions:
SUSTAINING OUR
234 VELOCITY
(a) Discount rates
Discount rates reflect management estimates of the rate of return required for each business. The
management used the Weighted Average Cost of Capital (WACC) to determine the cost of capital rate. The
cost of equity has been computed through the “Capital Asset Pricing Model”.
The following discount rates have been used which are based on the WACC of that CGU:
Terminal Discount
growth rate rate

Soda Ash 5% 13.1%
Chemicals and Agri Sciences 7% 15%
Life sciences 6% 16.2%

(b) Key commercial assumptions
The valuation is based on the key commercial assumptions that revenue growth and contribution margins in
the products of the CGUs would be achieved.

8.5 Impairment testings of other intangibles acquired through business combination
The recoverable amount of these intangibles have been determined based on fair value less cost of disposal
calculations, using following methods:
Intangibles Basis of valuation

Distribution relationship Income Approach - Multi-Period Excess Earnings Method
Principal relationship Income Approach - Multi-Period Excess Earnings Method
Product rights Income Approach - Multi-Period Excess Earnings Method
No impairment indicators were identified in relation to ‘Brand -trademark and roundel’.

8.6 Key assumptions used
The following key assumptions have been made by the management for the other intangibles assets:
Terminal Discount
growth rate rate

Distribution relationship 7% 16.2%
Principal relationships 6% 16.5%
Product rights 6% 16.5% - 19.2%
8.7 At June 30, 2019, the Group carried out an impairment testing of its intangible assets (with indefinite life) as recorded
at the time of acquisition of ICI. Based on the said testing, the fair value less costs of disposal of intangible assets
was in excess on their respective carrying amounts as at June 30, 2019 except for the ‘Distribution Relationship’
and ‘Principal Relationships’. Accordingly, impairment expense amounting to PKR 17.787 million has been recorded
during the year.
20
19 235
Note 2019 2018
(PKR in ‘000’)
9. LONG-TERM INVESTMENTS

Equity accounted investment
Joint ventures
Lucky Al Shumookh Holdings Limited 9.1 5,297,866 3,560,404
LuckyRawji Holdings Limited 9.2 10,185,585 8,106,046
Al Shumookh Lucky Investments Limited 9.3 647,902 –
16,131,353 11,666,450
Associates
NutriCo Pakistan Private Limited 9.4 1,475,773 1,130,004
Yunus Energy Limited 9.5 944,584 844,033
2,420,357 1,974,037
18,551,710 13,640,487
Equity security
Arabian Sea Country Club Limited
(250,000 ordinary shares of PKR 10 each) 2,500 2,500
18,554,210 13,642,987

9.1 Lucky Al Shumookh Holdings Limited (LASHL)
Investment at cost 1,912,283 1,912,283
Share of cumulative profit at the beginning of the year 1,067,601 536,384
Share of profit during the year 9.1.2 517,330 861,131
Dividend received during the year – (329,914)
1,584,931 1,067,601
Foreign currency translation reserve 1,800,652 580,520
5,297,866 3,560,404

9.1.1 The Group’s interest in LASHL’s assets and liabilities is as follows:
Non-current assets 9,513,227 4,977,669
Current assets excluding cash and cash equivalents 1,451,260 1,533,326
Cash and cash equivalents 182,137 1,030,079
Liabilities (550,892) (420,267)
Net assets (100%) 10,595,732 7,120,807
The Group’s share of net assets (50%) 5,297,866 3,560,404
9.1.2 The Group’s share in LASHL’s profit or loss is as follows:

Revenue 7,653,512 7,491,670
Cost of sales (6,141,238) (5,693,242)
General and administrative expenses (92,499) (73,161)
Selling and distribution expenses (11,467) (3,005)
Net present value of discount (373,649) –
Net profit (100%) 1,034,659 1,722,262

The Group’s share of net profit (50%) 517,330 861,131
9.2 LuckyRawji Holdings Limited (LRHL)

Investment at cost 6,870,050 6,870,050
Share of cumulative loss at the beginning of the year (74,603) (231,226)
Share of (loss) / profit during the year 9.2.2 (419,533) 156,623
(494,136) (74,603)
Foreign currency translation reserve 3,809,671 1,310,599
10,185,585 8,106,046
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Note 2019 2018
(PKR in ‘000’)
9.2.1 The Group’s interest in LRHL’s assets and liabilities is as follows:

Non-current assets 36,300,072 29,673,218
Current assets excluding cash and cash equivalents 3,496,446 4,028,738
Cash and cash equivalents 78,955 18,754
Liabilities (19,504,304) (17,508,618)
Net assets (100%) 20,371,169 16,212,092

The Group’s share of net assets (50%) 10,185,585 8,106,046

9.2.2 The Group’s share in LRHL’s profit or loss is as follows:
Revenue 8,476,559 7,786,559
Cost of sales (7,015,631) (5,576,573)
Operating expenses (2,299,994) (1,896,741)
Net (loss) / profit (100%) (839,066) 313,245

The Group’s share of net (loss) / profit (50%) (419,533) 156,623

9.3 Al Shumookh Lucky Investment Limited (ASIL)
Investment at cost 446,270 –
Share of profit during the year 9.3.2 105,343 –
Foreign currency translation reserve 96,289 –
647,902 –

9.3.1 The Group’s interest in ASIL’s assets and liabilities is as follows:
Non-current assets 2,148,741 –
Current assets excluding cash and cash equivalents 22,940 –
Cash and cash equivalents 2,989,787 –
Liabilities (3,865,664) –
Net assets (100%) 1,295,804 –

The Group’s share of net assets (50%) 647,902 –

9.3.2 The Group’s share in ASIL’s profit or loss is as follows:
Other income 391,566
Operating expenses (180,881) –
Net profit (100%) 210,685 –

The Group’s share of net profit (50%) 105,343 –
9.4 NutriCo Pakistan (Private) Limited (NutriCo)

Investment at cost 960,000 960,000
Share of cumulative profit at the beginning of the year 170,004 4,034
Share of profit during the year 9.4.1 525,769 585,970
Dividend received during the year (180,000) (420,000)
515,773 170,004
1,475,773 1,130,004

9.4.1 The Group’s share in NutriCo’s profit or loss is as follows:
Revenue 10,307,149 10,116,220
Net profit (100%) 1,314,422 1,464,925

The Group’s share of net profit (40%) 525,769 585,970
20
19 237
2019 2018
(PKR in ‘000’)

9.5 Yunus Energy Limited (YEL)
Investment at cost 611,365 611,365
Share of cumulative profit at the beginning of the year 232,668 108,472
Share of profit for the year 283,961 261,753
Dividend received (183,410) (137,557)
333,219 232,668
944,584 844,033

9.6 All investments made in joint ventures and associated companies as above have been made in accordance with the
requirements of the Companies Act, 2017.
Note 2019 2018

(PKR in ‘000’)
10. LONG-TERM LOANS AND ADVANCES

Long-term loans - considered good
due from employees 10.1 749,097 682,138
Less: Recoverable within one year 10.1.1 (253,114) (202,725)
495,983 479,413
Others 10.2 55,371 55,373
551,354 534,786

10.1 These include loans given to employees in accordance with the Group policy and are repayable within a period of
2 to 10 years. These loans are return free and are secured against the gratuity of the respective employees. These
loans are carried at cost due to practicality and materiality of the amounts involved. Further, these include loans given
to key management personnel namely M/s. Amin Ganny, Mashkoor Ahmed, Muhammad Shabbir and Adnan Ahmed
aggregating to PKR 5.8 million, PKR 5.417 million, PKR 6.667 million and PKR 9.167 million respectively as at June 30,
2019 (2018: M/s. Irfan Chawala and Amin Ganny aggregating to PKR 4.583 million and PKR 8.2 million respectively).
10.1.1 These include loans made to employees of the Group namely M/s. Muhammad Aslam, Aftab Ahmed, Amin Ganny,
Waqas Abrar, Adnan Naseem Qazi, Irfan Hussain Chawala, Muhammad Umair Ahmad, Mashkoor Ahmed, Muhammad
Ismail, Qutbuddin Mughal, Amir Mahmood Baig, Muhammad Shabbir, Muhammad Anwar Tariq, Nasrullah Khan,
Naimatullah Khan and Adnan Ahmed (2018: M/s. Irfan Chawala and Amin Ganny) the outstanding balance of which
exceeded PKR 1 million each as at June 30, 2019.
10.2 These represent return free advance given to Sui Southern Gas Company Limited provided by the Holding Company
in respect of additional gas line which will be adjusted after the commissioning of gas line in 48 equal monthly
installments.
Note 2019 2018

(PKR in ‘000’)
11. LONG-TERM DEPOSITS AND PREPAYMENTS

Deposits 11.1 48,757 47,545
Prepayments 2,319 5,780
51,076 53,325
11.1 These include return free deposits to Water and Power Development Authority and Central Depository Company of
Pakistan Limited.
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Note 2019 2018
(PKR in ‘000’)

12. STORES, SPARES AND CONSUMABLES
Stores 2,975,073 3,972,774
Spares 12.1 5,438,376 5,005,585
Consumables 158,303 128,525
8,571,752 9,106,884
Less: Provision for slow moving spares 12.2 378,351 252,348
8,193,401 8,854,536

12.1 These include spares in transit of PKR 36.230 million as at June 30, 2019 (2018: PKR 37.502 million).
Note 2019 2018

(PKR in ‘000’)
12.2 Movement in provision for slow moving

spares is as follows:
Balance at the beginning of the year 252,348 249,177
Provision during the year 126,003 14,099
Write off – (10,928)
378,351 252,348

13. STOCK-IN-TRADE
Raw and packing material 13.1 6,332,149 5,353,905
Work-in-process 5,143,517 1,682,310
Finished goods - net 7,049,927 5,100,930
18,525,593 12,137,145
Less: Provision for slow moving
and obsolete stock-in-trade - net
- Raw and packing material 100,754 46,239
- Work in process 2,105 –
- Finished goods 123,505 2,285
13.2 226,364 48,524
18,299,229 12,088,621

13.1 Raw and packing materials held with various toll manufacturers amounts to PKR 474.975 million (2018: PKR 316.920
million).
Note 2019 2018

(PKR in ‘000’)

13.2 Movement of provision for slow moving and
obsolete stock-in-trade is as follows:
Charge for the year 32 183,823 (8,852)
Write-off for the year against provision (5,983) (37,683)
226,364 48,524

13.3 Stock-in-trade amounting to PKR 3,924.490 million (2018: PKR 2,399.087 million) is measured at net realisable value
and expense amounting to PKR 56.616 million (2018: reversal of PKR 160.810 million) has been recognised in cost of
sales.
20
19 239
Note 2019 2018
(PKR in ‘000’)
14. TRADE DEBTS

Considered good
Bills receivable - secured 1,438,768 938,574
Others - unsecured 14.1 3,509,811 4,557,421
4,948,579 5,495,995
Considered doubtful 279,562 226,924
5,228,141 5,722,919
Provision for doubtful debts 14.2 279,562 226,924
Discounts payable on sales 440,111 353,404
719,673 580,328
4,508,468 5,142,591

14.1 These include amounts due from
the following associates:
Yunus Textile Mills Limited 17,879 14,766
Lucky Textile Mills Limited 1,594 1,755
Lucky Foods (Private) Limited 5,692 1,106
Lucky Knits (Private) Limited 893 –
Oil & Gas Development Company Limited – 14
26,058 17,641

The maximum amount outstanding at any time during the year calculated by reference to month end balances are as
follows.
2019 2018
(PKR in ‘000’)

Unsecured
Yunus Textile Mills Limited 17,879 17,232
Lucky Textile Mills Limited 7,099 1,777
Lucky Foods (Private) Limited 5,692 1,106
Lucky Knits (Private) Limited 1,042 –
Oil & Gas Development Company Limited – 14
31,712 20,129

14.2 Movement in provision for doubtful debts is as follows:
Provision during the year 60,819 134,777
Allowance no longer required (3,974) –
Write-off during the year (4,207) (10,830)
279,562 226,924
14.3 Trade debts include debtors in relation to export sales as follows:

Name of Foreign Jurisdiction Type of transaction

Africa Contract 213,950 545,497
Asia Contract 103,612 3,877
Asia Letter of credit 92,036 5,020
409,598 554,394
SUSTAINING OUR
240 VELOCITY
Note 2019 2018
(PKR in ‘000’)

15. LOANS AND ADVANCES

Considered good
Current portion of loans and advances employees 10.1.1 266,025 202,725
Advance to suppliers 1,556,736 883,335
Other advances given to employees - return free - unsecured 15.1 & 15.2 30,703 31,425
Margin held with banks against imports 10,699 –
1,864,163 1,117,485

Sales tax, excise duty and other government levies 133,176 –
1,997,339 1,117,485
2,013,459 1,144,739
Less: Provision for doubtful loans and advances 16,120 27,254
1,997,339 1,117,485

15.1 Advances to employees are given to meet business expenses and are settled as and when the expenses are incurred.

15.2 These include loans given to certain employees of the Group. The loans are return free and are unsecured and are
carried at cost due to materiality of the amount involved. These include loans given to M/s Intisar ul Haq Haqqi,
Shahab Hanif Khan, Muhammad Aslam, Aftab Ahmed, Amin Ganny, Waqas Abrar, Adnan Naseem Qazi, Irfan
Chawala, Muhammad Umair Ahmad, Mashkoor Ahmed, Muhammad Ismail, Qutbuddin Mughal, Amir Mahmood
Baig, Muhammad Shabbir, Muhmmad Anwar Tariq, Nasrullah Khan, Naimatullah Khan and Adnan Ahmed (2018: M/s.
Irfan Chawala and Amin Ganny) the balance of which exceeded PKR 1 million each as at June 30, 2019.
Note 2019 2018

(PKR in ‘000’)
16. TRADE DEPOSITS AND SHORT-TERM PREPAYMENTS

Trade deposits - return free
Containers 80 310
Others 216,797 241,169
218,046 242,484

Prepayments
Insurance 24,101 16,499
Rent 25,980 37,509
Processing fees for financing arrangement 16.1 1,656,678 689,250
Others 167,307 122,443
1,874,066 865,701
2,092,112 1,108,185

16.1 The total cost incurred in connection with securing finance facilities for LEPCL aggregate to PKR 2,325.884 million
out of which amount of PKR 153.873 million has been charged to capital work in progress, while the amount of PKR
515.333 million which is linked directly to the utilised portion of the facility has been netted off against loan proceeds
as transaction cost. The amount of PKR 1,656.678 million shown as prepayment represent the amount that shall be
charged to the future draw down as and when they arise.

20
19 241
Note 2019 2018
(PKR in ‘000’)
17. OTHER RECEIVABLES

Unsecured
Considered good
Duties, sales tax and octroi refunds due 17.1 4,216,526 1,027,758
Commission and discounts receivable 127,514 94,849
Receivable from principal 17.2 78,810 102,813
Rebate on export sales 45,524 56,753
Due from Collector of Customs 17.3 19,444 19,444
Due from associate 17.4 16,875 17,415
Due from Hyderabad Electricity Supply
Company (HESCO) 17.5 1,987,418 1,138,341
Others 443,131 974,553
6,935,242 3,431,926

6,938,040 3,456,246
Less: Provision for doubtful receivables 17.6 2,798 24,320
6,935,242 3,431,926

17.1 This includes Sindh sales tax charged on the payments made by the LEPCL to its contractors in respect of its 660 MW
coal fired power plant. The LEPCL has filed / intends to file for refund with the taxation authorities.

17.2 This includes receivable amounting to Nil (2018: PKR 66.581 million) from foreign vendor in relation to margin support
guarantee.

17.3 The Holding Company had imported cement bulkers during October 19, 2006 to December 5, 2006 under SRO
575(1) of 2006 dated June 5, 2006 for export of loose cement which provided concessionary rate of import duty to
an industrial concern. The Holding Company claimed exemption of duty at the time of port clearance. However, the
Collector of Customs passed an order allowing provisional release of consignment subject to final approval from the
Federal Board of Revenue (FBR) and deposit of post dated cheques for the differential amount of duty. The Holding
Company deposited three post dated cheques aggregating PKR 19.444 million for three different consignments of
cement bulkers and simultaneously approached the FBR for giving direction to the Collector of Customs, Karachi.

The FBR moved a summary to the Federal Government / Economic Coordination Committee (ECC) on the
representation of the Holding Company and finally issued SRO 41(1) of 2007 dated January 7, 2007 which clarified
that the imported cement bulkers were also entitled for concessional rate of duty of 5%. The Collector of Customs
instead of releasing the post dated cheques, encashed the same on the plea that the effect of SRO will not be
given to the Holding Company with retrospective effect despite the fact that the said clarification was issued on the
representation of the Holding Company.

The Holding Company filed a writ petition before the High Court of Sindh at Karachi on July 30, 2007 challenging the
illegal and malafide act of encashment of post dated cheques. The High Court of Sindh passed an order in favour of
the Holding Company and has ordered the Collector of Customs to refund the amount collected within one month
from the date of judgement. The judgement has been challenged by the FBR in the Supreme Court of Pakistan which
remains pending.

17.4 Due from associate which is neither past due nor impaired relates to NutriCo Pakistan (Private) Limited aggregating to
NIL (2018: PKR 17.415 million). Further, the maximum balance outstanding at any time during the year from NutriCo
Pakistan (Private) Limited aggregated to PKR 36.412 million (2018: PKR 179.999 million).

17.5 The Holding Company and HESCO entered into a Power Purchase Agreement (PPA) dated March 22, 2011 pursuant
to a policy in place at the time for the New Captive Power Plants (NCPPs), which had been reviewed by National
Electric Power Regulatory Authority (NEPRA).
SUSTAINING OUR
242 VELOCITY
Subsequent to the signing of the PPA, NEPRA purported to re-determine the tariff through determination dated January
9, 2013, which was challenged by all the NCPPs in the High Court of Sindh. The High Court of Sindh decided the case
in favor of NEPRA vide judgement dated August 19, 2015.

The Holding Company filed an appeal in the Supreme Court of Pakistan against the High Court of Sindh’s decision.
Detailed hearings were held and the Court’s judgement was reserved in November 2016. However, the said judgment
has not been announced since then and the case was relisted for hearing. Subsequently, the case is currently being
heard in Supreme Court of Pakistan.

On March 6, 2017, the Holding Company and HESCO entered into an interim agreement, which is subject to the
outcome of the above Civil Appeals pending in the Supreme Court.

As per the agreement, HESCO has fulfilled certain conditions and also provided an amount of PKR 642 million to the
Holding Company which was netted off against other receivables and the Holding Company supplied and invoiced
electricity from March 2017 to May 2019 based on PPA rates. The Holding Company suspended electricity sale to
HESCO from May 2019 due to non-payment of bill since January 2019.

In August, 2017, the Government of Sindh promulgated the Sindh New Captive Power Plants Subsidy Act, 2017
read in light of corrigendum issued by the Government of Sindh gazetted on February 1, 2018 for provision of tariff
differential support to captive power producers in the province of Sindh. Under the aforementioned act, the Holding
Company claimed and received subsidy for the period March 2015 to March 2018 amounting to PKR 630 million.
However, the Holding Company has not yet received subsidy amount of PKR 627 million for the period April 2018 to
May 2019 from Government of Sindh.

Subsequently on May 3, 2019 the Holding Company has also filed a Constitutional Petition before the High Court of
Sindh challenging the non-payment of subsidy since April 2018 by the Sindh Government under the Sindh Captive
Power Plant Subsidy Act, 2017. The case is currently being heard in High Court of Sindh .
2019 2018
(PKR in ‘000’)

17.6 Movement in provision for doubtful receivables is as follows:
Balance at beginning of the year 24,320 5,055
Charge for the year 64 22,699
Write-off against provision (21,586) (3,434)
2,798 24,320
18. TAX REFUNDS DUE FROM THE GOVERNMENT

A dispute with respect to the calculation of excise duty on retail price of cement arose between the Holding Company
and the FBR from the very first day the Holding Company started sales of cement in 1996. The FBR’s point of view
was that excise duty be calculated on the declared retail price, inclusive of excise duty whereas the Holding Company
contended that the excise duty would not be included in retail price for the calculation of the excise duty payable to
the Government.

On June 2, 1997, the Holding Company filed a writ petition before the Peshawar High Court on seeking judgment on
this matter. The dispute related to the period from June 26, 1996 to April 19, 1999 after which the FBR changed the
mechanism of levying excise duty from percentage of retail price to a fixed amount of duty at the rate of PKR 1,400
per ton. The Peshawar High Court after hearing both the parties issued a detailed judgment, operating paragraph of
which is reproduced as follows:

For the reasons we accept the petitions declare, that present system of realization of duties of excise on the
“Retail Price” inclusive of excise duty is illegal and without lawful authority, the duties of excise on cement
must not form part of retail price and the petitioners are not liable to pay duties of excise forming part of the
retail price of cement.

20
19 243
Simultaneously, a similar nature of dispute arose between various beverage companies operating in the provinces of
Sindh and Punjab and accordingly those also filed petitions before the High Courts of Sindh and Lahore respectively.
Both the High Courts also decided the case against the method of calculation of excise duty as interpreted by the
FBR.
The FBR preferred an appeal before the Supreme Court of Pakistan against the judgments of all three High Courts
of the country. A full bench of the Supreme Court of Pakistan heard the legal counsel of all the parties and finally
announced the judgment on April 14, 2007, upholding the judgments of the High Courts and dismissed the appeal of
the FBR.

As a result of the full bench judgment of the Supreme Court of Pakistan, the Holding Company filed a refund claim
of PKR 538.812 million on May 8, 2007 with the Collector of Central Excise and Sales Tax, Peshawar, who had earlier
collected the same due to incorrect interpretation of law. The Holding Company on the basis of legal opinions obtained,
recognised this refund claim in the consolidated financial statements for the year ended June 30, 2007.

A review petition was also filed by the FBR before the Supreme Court of Pakistan. The Supreme Court of Pakistan vide
its order dated January 27, 2009 dismissed the review petition filed by the FBR and upheld its earlier decision which
was in favour of the Holding Company.

While verifying the refund claim, the Collector of Excise and Sales Tax Peshawar issued show cause notice to the
Holding Company, raising certain objections against the release of the refund including an objection that the burden
of this levy has been passed on to the end consumer. The Holding Company challenged this show cause notice in
the High Court of Peshawar and took the stance that this matter has already been dealt with at the Supreme Court of
Pakistan level, based on the doctrine of res judicata. The High Court of Peshawar granted a stay order to the Holding
Company against any adverse proceeding by the FBR in this case.

During the year ended June 30, 2013, the Holding Company filed a complaint before the Federal Tax Ombudsman
(FTO) with a request that the FBR may be directed for early issuance of refund alongwith the compensation for the
delayed refund. The FTO directed the FBR to verify the claim of the Holding Company and submit a report in the
matter. Subsequently, the FBR on the basis of audit conducted submitted a report to the FTO. However, the Holding
Company did not agree to the findings of the FBR and argued before the FTO that the report submitted by the FBR is
not based on the facts of the case.

After hearing the arguments of both the parties, the FTO forwarded its recommendations / findings to the Secretary,
Revenue Division, Islamabad through its order dated November 22, 2013.

The FBR filed representation, before the President of Pakistan against the recommendations of the FTO under Section
32 of Federal Tax Ombudsman Ordinance, 2000. However, the President of Pakistan endorsed the recommendations
of the FTO of having an audit conducted by independent firms. The FBR filed a Writ Petition in the High Court of
Peshawar against the findings of the FTO as endorsed by the President which suspended the operations of the
orders of FTO and President of Pakistan on July 14, 2015 till further orders. The Holding Company has filed a counter
affidavit in response to the FBR’s Writ Petition, which is pending adjudication in the High Court of Peshawar.
In January 2018, the FBR’s Writ Petition was dismissed by the High Court of Peshawar after which the FBR filed an
appeal in the Supreme Court of Pakistan.
The FBR has filed review petition in the High Court of Peshawar for review of judgment given in favour of the Holding
Company as well as filed an appeal in the Supreme Court in March 2018. The Holding Company is trying to get the
matter expedited and get both review petition and appeal dismissed.

The management is confident on the advise of its legal advisor that the ultimate outcome of the case would be in its
favor and the full amount would be recovered in due course, therefore no provision for the above receivable has been
made in these consolidated financial statements.
SUSTAINING OUR
244 VELOCITY
Note 2019 2018
(PKR in ‘000’)
19. CASH AND BANK BALANCES

Sales collection in transit 387,859 341,033
Cash at bank
- in current accounts 1,382,205 3,084,674
- in Islamic savings and deposit accounts 16,482,065 30,941,950
19.1 - 19.3 17,864,270 34,026,624
Cash in hand 18,184 14,615
18,270,313 34,382,272

19.1 These carry profit at the rate ranging from 2.5% to 13.65% (2018: from 2% to 7%) per annum.
19.2 These include an amount of PKR 7,885.560 million (2018: 7,887.015 million) held as security against the guarantees
obtained from the bank.
19.3 Bank balances include foreign currency balances amounting to USD 7.5 million (2018: USD 10.4 million). They carry
markup at the rate of 1.75% to 2.42% per annum.
Note 2019 2018

(PKR in ‘000’)

20. SHARE CAPITAL
Authorised capital
500,000,000 (2018: 500,000,000)
Ordinary shares of PKR 10 each 5,000,000 5,000,000

Issued, subscribed and paid-up capital
305,000,000 (2018: 305,000,000) Ordinary shares
of PKR 10 each issued for cash 20.1 3,050,000 3,050,000
18,375,000 (2018: 18,375,000) Ordinary shares
of PKR 10 each issued as bonus shares 183,750 183,750
3,233,750 3,233,750

20.1 During the year ended June 30, 2008, the Holding Company was admitted to the official list of the Financial Services
Authority and to the London Stock Exchange for trading of the Global Depository Receipts (GDRs) issued by the
Holding Company on the Professional Securities Market of the London Stock Exchange. The GDR issue constituted
an offering to qualified institutional buyers in the United States under Rule 144A and to non US persons outside the
United States (US) under Regulation - S of the US Securities Act of 1933. The GDRs have also been included for
trading on the International Order Book system of the London Stock Exchange, which will make the GDRs issued
under Rule 144A to become eligible for trading by qualified institutional buyers in the Portal Market; a subsidiary of the
NASDAQ Stock Market, Inc in the US. The Company had issued 15,000,000 GDRs each representing four ordinary
equity shares at an offer price of US$ 7.2838 per GDR (total receipt being US$ 109.257 million).
Accordingly, based on an exchange rate of PKR 65.90 = USD 1.00 (which was the exchange rate on the date of
final offering circular relating to the GDR issue made by the Holding Company) 60,000,000 ordinary equity shares of
a nominal value of PKR 10 each of the Holding Company were issued at a premium of PKR 110 per ordinary equity
share (total premium amount being PKR 6,600 million).

The holders of GDRs are entitled, subject to the provisions of the Deposit Agreement, to receive dividend, if any and
rank pari passu with other equity shareholders in respect of dividend. However, the holders of GDRs have no voting
rights or other direct rights of shareholders with respect to the equity shares underlying such GDRs. Subject to the
terms and restrictions set out in the offering circular dated May 08, 2008, the deposited equity shares in respect of
which the GDRs were issued may be withdrawn from the depository facility. Upon withdrawal, the holders will rank pari
passu with other equity shareholders in respect of dividend, voting and other direct rights of shareholders.
20
19 245
Note 2019 2018
(PKR in ‘000’)

21. RESERVES
Capital reserve
Share premium 21.1 7,343,422 7,343,422

Revenue reserves
General reserve 73,202,650 63,710,434
Foreign currency translation reserve 3,936,146 1,258,268
Unappropriated profit 21,305,260 21,601,033
98,444,056 86,569,735
105,787,478 93,913,157

21.1 This reserve can be utilised by the Holding Company only for the purpose specified in section 81 of the Companies
Act, 2017.
Note 2019 2018

(PKR in ‘000’)
22. LONG-TERM FINANCE

Secured
LEPCL
Foreign currency borrowings 22.3 & 22.4 8,420,087 –
Local currency borrowings 22.5 14,200,000 –
22,620,087 –
Less: unamortised transaction cost (422,651) –
22,197,436 –
ICI
Banking companies / Financial Institutions 22.1 7,554,152 9,415,513
Under Islamic Term Finance 22.1 & 22.2 3,594,540 1,009,515
11,148,692 10,425,028
LHL
Under Islamic Term Finance – 984,375
– 984,375
LCLIHL
Banking companies / Financial Institutions 1,120,368 –
1,120,368 –
Total long term loans 34,466,496 11,409,403
Less: Current portion of long term finance (1,694,503) (2,619,516)
32,771,993 8,789,887

22.1 These represents long term loans availed from various banks. These loans are secured against fixed assets of Soda
Ash Business and Polyester Business amounting to PKR 2,500 million and PKR 11,900 million respectively. The
markup long term facility finance (LTFF) ranges from SBP Rate plus 0.30% to 0.50% and on other long term loans
from 3 months KIBOR plus 0.25% to 6 months KIBOR plus 0.05%. The profit rate on Islamic term finance is 6 months
KIBOR plus 0.05%. The markup is payable on quarterly and semi-annual basis.

ICI had obtained diminishing Musharaka financing aggregating to PKR 2,720 million (2018: NIL) for the period of 7
years, carrying mark-up ranging from 3 months KIBOR plus 0.1% to 1.15% (2018: NIL). The mark-up is payable on
quarterly and annual basis. These facilities are secured by hypothecation charge over present and future fixed assets
of ICI.

The total maturity of long term loans ranges from 1 to 8 years whereas maturity of LTFF ranges from 1 to 6 years.

SUSTAINING OUR
246 VELOCITY
22.2 ICI had obtained diminishing Musharaka financing facilities for vehicles aggregating to PKR 17.38 million from First
Habib Modaraba for periods ranging from 3 to 5 years, carrying mark-up at the rate of 6 months KIBOR plus 2.25
percent, per annum, with a floor of 8.25 percent and ceiling of 20 percent. The Musharaka units are to be purchased
during the said periods in monthly installments, latest payment due by August 2021.

22.3 LEPCL entered into a USD facility agreement on May 31, 2018 with Habib Bank Limited, Bahrain for an aggregate
amount of USD 190 million for a period of 14 years. The amount is repayable in 21 semi-annual installments after 48
months of first utilisation date and thereafter subsequent principal repayment dates will fall after every 6 months. This
loan facility carries a mark-up at the rate of 6 month USD LIBOR plus 4.50%. The facility is secured through a USD
guarantee issued by the Habib Bank Limited, Pakistan (HBL) Pakistan (non-funded facility). As per the terms of the
agreement, there will be a risk participation arrangement for this guarantee under which HBL Pakistan will bring in
foreign currency guarantee participating banks which will risk participate with HBL Pakistan. The guarantee under the
non-funded facility will reduce in line with the principal repayments of the USD facility.
The non-funded facility (along with other lenders) will be secured by a first security interest with 25% security margin
in USD over all present and future tangible and intangible assets of the LEPCL, assignment of the LEPCL’s rights and
benefits under the Project documents and insurances, any permitted subordinated loans from a shareholder in the
LEPCL. Further, the shareholder of the LEPCL has pledged shares in favor of the security trustee to the facilities. Upto
June 30, 2019, LEPCL has made drawdowns aggregating USD 51.89 million from this facility while the undrawn facility
amounted to USD 138.11 million as at June 30, 2019.

22.4 LEPCL entered into a USD facility agreement on May 31, 2018 with United National Bank Limited, United Kingdom
for an aggregate amount of USD 20 million. The amount is repayable in 40 quarterly installments commencing from
the earlier of (i) 39 months from the facility effective date; and (ii) commercial operations date. The first principal
repayment date is defined as a date occurring three months after the aforementioned date and thereafter March
31, June 30, September 30 and December 31. This loan facility carries a mark-up at the rate of 3 month USD LIBOR
plus 4.50%. Upto June 30, 2019, LEPCL has not made any drawdowns from this facility. This facility is secured as
mentioned in note 22.6.
22.5 LEPCL entered into following loan agreements on May 31, 2018:
– PKR facility agreement with a UBL-led consortium [comprising United Bank Limited (UBL), National Bank
of Pakistan, Bank Al falah Limited, Askari Bank Limited, the Bank of Punjab and Soneri Bank Limited] for
an aggregate amount PKR 43,717.560 million. Up to June 30, 2019 the Company has made drawdowns
aggregating PKR 11,089.984 million from this facility while the undrawn facility amounted to PKR 32,627.576
million as at June 30, 2019.

– Musharaka facility agreement with four banks namely Meezan Bank Limited, Faysal Bank Limited, Dubai
Islamic Bank Limited and Soneri Bank Limited for an aggregate amount of PKR 12,259.918 million. Up to
June 30, 2019, LEPCL has made drawdowns aggregating PKR 3,110.016 million from this facility while the
undrawn facility amounted to PKR 9,149.902 million as at June 30, 2019.

Above loans are repayable in 40 quarterly installments commencing from the earlier of (i) 39 months from the facility
effective date; and (ii) commercial operations date. The first principal repayment date is defined as a date occurring
three months after the aforementioned date and thereafter March 31, June 30, September 30 and December 31.
These loan facilities carry mark-up at the rate of 3 months KIBOR plus 3.50%. Above loans are secured as mentioned
in note 22.6.

22.6 The facilities obtained by LEPCL (note 22.4) are secured primarily through first ranking hypothecation charge over
future cash flows of LEPCL’s Project, assignment of the LEPCL’s rights and benefits under the Project documents and
insurances, first ranking hypothecation charge over all current and future movable assets of LEPCL with a 20% margin
and equitable mortgage over the unencumbered LEPCL’s right in immovable property on which the Project will be
established with a 20% margin. Further, LCLHL has pledged shares in favor of the security trustee to the facilities.
20
19 247
Note 2019 2018
(PKR in ‘000’)

Cement stockists 23.1 45,484 42,614
Transporters 23.2 43,500 50,500
Others 1,280 1,280
90,264 94,394

23.1 These represent return-free security deposits received from stockists and are repayable on cancellation or withdrawal
of stockist arrangement and are also adjustable against unpaid amount of sales.

23.2 These represent return-free security deposits received from transporters and are repayable on cancellation or
withdrawal of contracts.
Note 2019 2018

(PKR in ‘000’)
24. DEFERRED LIABILITIES

Staff gratuity 24.1 1,957,008 1,770,164
Deferred tax liability 24.2 9,474,330 8,870,572
11,431,338 10,640,736

24.1 The amounts recognised in the consolidated statement of financial position in respect of staff benefit schemes, based
on the recent actuarial valuation carried out on June 30, 2019, are as follows:
24.1.1 Staff Retirement Benefits

The amounts recognised in the consolidated statement of profit or loss account against defined benefit schemes are
as follows:
2019 2018
Funded Unfunded Funded Unfunded
Pension Gratuity Total Pension Gratuity Total
(PKR in ‘000’)

Current service cost 11,341 45,281 56,622 211,559 14,219 43,075 57,294 173,081
Interest cost 80,644 56,397 137,041 173,101 75,757 47,238 122,995 124,533
Expected return on plan assets (93,758) (47,379) (141,137) – (101,796) (44,941) (146,737) –
Net (reversal) / charge for the year (1,773) 54,299 52,526 384,660 (11,820) 45,372 33,552 297,614


Loss on obligation (68,615) (106,157) (174,772) 93,317 18,044 4,939 22,983 (154,860)
Gain on plan assets 94,945 60,179 155,124 – 203,064 86,175 289,239 –
Net (gain) / loss 26,330 (45,978) (19,648) 93,317 221,108 91,114 312,222 (154,860)
SUSTAINING OUR
248 VELOCITY
24.1.2 Movement in the net assets / (liability) recognised in the consolidated statement of financial position are as follows:
2019 2018
(PKR in ‘000’)

Opening balance 149,875 (135,067) 14,808 (1,770,164) 359,162 (64,777) 294,385 (1,420,420)
Net reversal / (charge) - note 24.1.1 1,773 (54,299) (52,526) (384,660) 11,820 (45,372) (33,552) (297,614)
Other comprehensive income / (loss) (26,330) 45,978 19,648 93,317 (221,108) (91,114) (312,222) (154,860)
Contributions / payments during the year – 64,007 64,007 104,499 – 66,196 66,196 102,730
Closing balance 125,318 (79,381) 45,937 (1,957,008) 149,874 (135,067) 14,807 (1,770,164)
24.1.3 The amounts recognised in the consolidated statement of financial position are as follows:
2019 2018
(PKR in ‘000’)

Fair value of plan assets - note 24.1.5 907,068 497,123 1,404,191 – 1,234,794 573,038 1,807,832 –
Present value of defined benefit
obligation - note 24.1.4 (781,750) (576,504) (1,358,254) (1,957,008) (1,084,920) (708,105) (1,793,025) (1,770,164)
Net asset / (liability) 125,318 (79,381) 45,937 (1,957,008) 149,874 (135,067) 14,807 (1,770,164)
The recognized asset / liability of funded gratuity is netted off against recognized asset / liability of funded pension and
recorded accordingly.
24.1.4 Movement in the present value of defined benefit obligation:
2019 2018
(PKR in ‘000’)

Opening balance 1,084,919 708,105 1,793,024 1,770,164 1,112,952 690,253 1,803,205 1,420,420
Current service cost 11,341 45,281 56,622 211,559 14,219 43,075 57,294 173,081
Interest cost 80,644 56,397 137,041 173,101 75,757 47,238 122,995 124,533
Benefits paid (326,539) (127,122) (453,661) (104,499) (136,052) (77,400) (213,452) (102,730)
Actuarial loss / (gain) (68,615) (106,157) (174,772) (93,317) 18,044 4,939 22,983 154,860
Closing balance 781,750 576,504 1,358,254 1,957,008 1,084,920 708,105 1,793,025 1,770,164
24.1.5 Movement in the fair value of plan assets:
2019 2018
(PKR in ‘000’)

Opening balance 1,234,794 573,038 1,807,832 – 1,472,114 625,476 2,097,590 –
Expected return 93,758 47,379 141,137 – 101,796 44,941 146,737 –
Contributions – 64,007 64,007 – – 66,196 66,196 –
Benefits paid (326,539) (127,122) (453,661) – (136,052) (77,400) (213,452) –
Actuarial gain (94,945) (60,179) (155,124) – (203,064) (86,175) (289,239) –
Closing balance - note 24.1.7 907,068 497,123 1,404,191 – 1,234,794 573,038 1,807,832 –
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June 30
2019 2018 2017 2016
(PKR in ‘000’)
24.1.6 Historical information

Present value of defined benefit obligation 1,358,254 1,793,024 1,803,204 1,688,958
Fair value of plan assets (1,404,191) (1,807,832) (2,097,590) (2,010,056)
Net (asset ) / liability (45,937) (14,808) (294,386) (321,098)
2019 2018
24.1.7 Major categories / composition of plan assets are as follows:

Debt instruments 49.86% 65.34%
Equity at market value 24.14% 25.36%
Cash / Others 25.99% 9.30%

Fair value of plan asset
Pension Gratuity Pension Gratuity

As at June 30, 2019 As at June 30, 2018
(PKR in ‘000’)

Government bonds 611,768 – 834,644 347,016
Mutual funds - equity 19,622 80,064 70,769 42,815
Mutual funds - fixed income – 88,415 – –
Shares 209,204 30,149 317,201 140,990
Cash and term deposits 57,469 276,386 12,180 42,217
Income receivable 9,005 22,109 – –
Total 907,068 497,123 1,234,794 573,038

Mortality of active employees and pensioners is represented by the 70% of EFU (61-66). The table has been rated
down three years for mortality of female pensioners and widows.
2019 2018
(PKR in ‘000’)
Actual return on plan assets during the year: (13,987) (142,502)

24.1.8 The principal actuarial assumptions
at the reporting date were as follows:

Discount rate 13.25% 8.75%
Future salary increases - Management 8.00% 6.50%
Future salary increases - Non - Management 6.00% 4.25%
Future pension increases 6.00% 3.75%
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24.1.9 Impact of changes in assumptions on defined benefit scheme Is as follows:
1% 1%
Increase Decrease
(PKR in ‘000’)
Assumption
Discount rate (230,805) 264,958
Salary increase 231,983 (205,203)
Pension increase 25,972 (23,815)

24.1.10 During the year, the Group contributed in the fund as follows:
Provident fund 133,026 109,694
Defined contribution superannuation fund 88,855 88,044

24.1.11 Investments out of provident fund have been made in accordance with the provisions of section 218 of the Companies
Act, 2017 and the rules formulated for this purpose.

24.1.12 Description of the risks to the Group
The defined benefit plan exposes the Group to the following risks:

Mortality risks - The risk that the actual mortality experience is different. The effect depends on the beneficiaries’
service / age distribution and the benefit.

Final salary risks - The risk that the final salary at the time of cessation of service is greater than what was assumed.
Since the benefit is calculated on the final salary, the benefit amount increases similarly.

Withdrawal risks - The risk of higher or lower withdrawal experience than assumed. The final effect could go either way
depending on the beneficiaries’ service / age distribution and the benefit.
2019 2018
(PKR in ‘000’)
24.2 Deferred tax liability

This comprises of the following:

- Taxable temporary differences arising due to
accelerated tax depreciation allowance 10,395,765 9,777,194

- Deductible temporary differences arising in
respect of provisions and others (921,435) (906,622)
9,474,330 8,870,572
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Note 2019 2018
(PKR in ‘000’)
25. TRADE AND OTHER PAYABLES

Creditors 11,755,139 5,356,862
Accrued liabilities 14,937,888 10,224,326
Customers running account 1,822,643 1,757,867
Retention money 4,252,651 269,087
Sales tax payable, excise and other government levies – 208,547
Workers’ Profit Participation Fund (WPPF) payable 25.1 836,037 841,623
Workers’ Welfare Fund (WWF) 25.2 1,240,387 1,101,710
Distributors’ security deposits - payable
on termination of distributorship 25.3 124,632 120,704
Others 1,089,807 362,209
36,059,184 20,242,935
25.1 The movement of WPPF is as follows:

Opening balance 841,623 1,485,476
Allocation for the year and interest thereon 34 818,017 1,018,036
1,659,640 2,503,512
Payments during the year (823,603) (1,661,889)
836,037 841,623

25.2 On May 10, 2017, the Holding Company received a show cause notice from Sindh Revenue Board (SRB) demanding
payment of Sindh Workers Welfare Fund. The Holding Company has challenged the said notice in the Sindh
High Court on the ground that after the 18th Amendment, SRB cannot collect Workers Welfare Fund (WWF) as
the Holding Company is a trans-provincial organisation and Federal or respective provincial Governments may
collect WWF amounts only after a law is enacted catering to WWF collection from trans-provincial organisations.
The case was fixed on May 31, 2017, wherein the High Court of Sindh has restrained SRB from taking any coercive
action against the Holding Company. The Holding Company’s legal counsel is of the view that the Holding Company
being a trans-provincial organisation has a good chance of success.
25.3 Interest on security deposits from certain distributors that are placed with various separate bank account is payable
at ranging from 7% to 10% (June 30, 2018: 5% to 7%) per annum as specified in the respective agreements. These
security deposits are non utilizable. Further, the Company has not utilized any such deposit for the purpose of its
business during the year.
Note 2019 2018

(PKR in ‘000’)
26. SHORT-TERM BORROWINGS AND

RUNNING FINANCE
ICI
Short-term running finance - secured 26.1 5,406,142 7,132,237
Export Refinance 26.2 200,000 200,000
Money Market 26.3 1,750,000 –
7,356,142 7,332,237
LCL
Export Refinance 26.4 2,900,000 –

KLM
Short-term running finance - secured 26.5 1,905,090 –
12,161,232 7,332,237

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26.1 Short-term borrowings and running finance facility from various banks aggregated to PKR 13,646 million (2018: PKR
10,481 million) and carry mark-up during the year ranging from KIBOR plus 0.05% to KIBOR plus 1% per annum with
an average mark-up rate of relevant KIBOR plus 0.30% on utilized limits (2018: relevant KIBOR minus 0.05% to KIBOR
plus 0.50% per annum with an average mark-up rate of relevant KIBOR plus 0.09% on utilized limits). These facilities
are secured by hypothecation charge over the present and future current assets of Group.

During the year, ICI has converted six of its short-term financing facility from conventional banking to Islamic banking.
The total approved limit from Islamic bank accounts stand at PKR 5,400 million (2018: PKR 2,100 million) and
conventional bank accounts at PKR 7,946 million (2018: PKR 8,381 million).
26.2 The Group has export refinance facility of upto PKR 320 million (2018: PKR 1,200 million) available from Faysal Bank
Limited as at June 30, 2019 out of which PKR 200 million was utilized (2018: PKR 200 million). The above export
refinance facility is secured by first pari passu hypothecation charge. The export refinance facility carries mark-up at
State Bank of Pakistan (SBP) rate (currently 2%) plus 1.00% per annum (2018: SBP rate 2 % plus 0.25 % per annum).

26.3 During the year the group had obtained numerous money market loans from different banks with price ranging 1
month KIBOR plus 0.05% to 6 month KIBOR plus 0.05%.

26.4 The Holding Company has obtained Islamic Export Refinance Facility of PKR 1,500 million from Habib Bank Limited
-Islamic, PKR 500 million from Allied Bank Limited - Islamic, PKR 400 million from Meezan Bank Limited, PKR 300
million from Bank Islami Pakistan Limited and PKR 200 million from Habib Metropolitan Bank Limited - Islamic. Markup
paid on these facilities amounted to PKR 24.933 million.

The above Islamic Export Refinance Facilities are secured by way of hypothecation charge over the Holding Company’s
Plant & Machinery, Stocks, Stores & Spares and Lien over deposit. The export refinance facility carries mark-up at
State Bank of Pakistan (SBP) rate (currently 2%) and spread ranging from 0.10% to 1.00% per annum.

26.5 This represents running finance facilities utilised out of PKR 3,000 million from a commercial bank carrying mark-up
rate of relevant KIBOR plus 30 to 50 basis points. The facilities are secured by way of hypothecation charge over
current and future assets of KLM.
27. CONTINGENCIES AND COMMITMENTS

CONTINGENCIES
THE HOLDING COMPANY
27.1 The Supreme Court of Pakistan while disposing off an appeal of the Collector of Customs, Karachi has issued a
judgment on July 28, 2009 whereby it has set aside the earlier order of the Peshawar High Court which was decided
in favour of the Holding Company on the issue of plant and machinery imported under SRO 484(I)/92 dated May 14,
1992 after obtaining approvals from the concerned ministries. On August 20, 2009 the Holding Company filed a review
petition which was subsequently disposed off by the Supreme Court on May 8, 2014, so that the Holding Company
could exercise the departmental remedy, like other cement manufacturers. However, the Customs department
acted discriminatingly with the Holding Company by issuing recovery notice which was challenged by the Holding
Company through CP 2933/2014 in the High Court of Sindh which is currently pending. The arguments were made
and judgement was reserved on March 21, 2017; however, no judgement was given by the Divisional Bench. The case
was then relisted after 6 months in front of a new bench.

On the last date of hearing i.e. December 11, 2018 the customs authority failed to produce the relevant documents
as directed by the court and on this basis customs authority counsel requested for additional time to submit the
documents. Since then the matter remains pending on part of customs counsel to submit the relevant record. The
interim order placed is to continue.

The Holding Company is seeking withdrawal of recovery notice so that it can exercise departmental remedies. The
management is confident of a favourable outcome, accordingly, no provision has been made against the same in
these consolidated financial statements.
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19 253
27.2 The Holding Company was entitled to sales tax exemption on cement produced by it from the date of commissioning
to June 30, 2001 under SROs 580(1)/91 and 561(1)/94 dated June 27, 1991 and June 9, 1994 respectively. During
June 1997, the Federal Government extended the sales tax exemption to all cement manufacturers of Pakistan and
deprived the Holding Company from the advantage of its sales tax exemption. Being aggrieved, the Holding Company
filed a writ petition with the Peshawar High Court in 2000. Subsequently, the sales tax exemption was restored on
September 5, 2000. The writ petition was therefore withdrawn on legal advice and a suit was filed for compensation.
The civil judge Peshawar granted ex-parte decree in favor of the Holding Company for an amount of PKR 1,693.61
million along with 14% return per annum until the said amount is actually paid.

On August 3, 2011, the Holding Company filed an execution petition for realization of the decretal amount as per the
decree granted by the civil court on November 20, 2009 which was challenged by the government. The Civil Judge,
Peshawar, dismissed the suit of the Holding Company on December 18, 2012. Dismissal of the suit by the lower court
has been challenged by the Holding Company in the Peshawar High Court on March 9, 2013 in which relief is sought
that the judgment of December 18, 2012 may be set aside. The case is currently pending before the Peshawar High
Court.

27.3 The Competition Commission of Pakistan (CCP) passed a single order on August 27, 2009 against all the cement
manufacturers of the country on the alleged ground of formation of cartel for marketing arrangement and imposed a
penalty at the rate of 7.5% of total turnover of each company consisting of both local and export sales. The amount
of penalty imposed on the Holding Company is PKR 1,271.84 million which was then challenged in the Superior Court
with the main case being heard by the Lahore High Court. At the Lahore High Court, the Holding Company seeks
the declaration of the Competition Ordinance 2007 and Regulation 22 of the Competition (General Enforcement)
Regulations 2007 to be ultra-vires the Constitution. Further, that the show cause notice dated October 28, 2008 and
order dated August 27, 2009 be declared illegal.
The Holding Company has also filed a case on the same prayer in the Supreme Court in 2009 as at the time of filing
it was unclear where appeal against the CCP order lay. During the year the Supreme Court of Pakistan remanded the
case back to the Competition Appellate Tribunal (CAT). The Holding Company has filed petition in the High Court of
Sindh in relation to the constitution mechanism of the tribunal, wherein the High Court of Sindh granted stay against
the notice. The High Court of Sindh has ordered CAT not to pass a final order, till the case is decided.

The Holding Company’s legal counsel is confident that the Holding Company has a good case and there are
reasonable chances of success, hence, no provision for the above has been made in these consolidated financial
statements.

27.4 In September 2014, the Federal Government promulgated Gas Infrastructure Development Cess (GIDC) Ordinance
No. VI of 2014 to circumvent earlier decision of the Supreme Court on the subject, where it had upheld that the earlier
introduction of GIDC Act of 2011 was unconstitutional and ultra vires on the ground, amongst others, that GIDC was
a ‘Fee’ and not a ‘Tax’. In May 2015, the Government passed the GIDC Act, 2015.

The Holding Company challenged the GIDC Act, 2015 and filed writ petitions in the Peshawar High Court (PHC) on
July 10, 2015 and SHC on July 24, 2015 including retrospective treatment of the provisions of the GIDC Act.

On May 30, 2017, the PHC decided the case in favor of the Government. The Holding Company has challenged the
High Court of Peshawar’s judgement in the Supreme Court, where it is pending for hearing. The Holding Company’s
legal counsel is of the view that this judgment does not cover all the legal issues raised by the Holding Company and,
therefore, the Holding Company has a very good case. The Holding Company also has a stay from the High Court of
Peshawar against recovery of GIDC.
In the High Court of Sindh the suit was decided in favor of the Holding Company with the instructions to refund the
GIDC collected so far by the Federation. However, the Government has filed an appeal in the High Court of Sindh,
where the Holding Company was not made party to such litigation. Currently, no GIDC is charged from the Holding
Company.

27.5 Details of other matters are given in notes 17.3, 17.5 and 18 to these consolidated financial statements.
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ICI PAKISTAN LIMITED
2019 2018
(PKR in ‘000’)
27.6 Claims against the Group not acknowledged

as debts are as follows:
Local bodies 71,583 166,501
Others 11,318 11,318
82,901 177,819

27.7 Customs raised a demand for PKR 51.5 million relating to classification issue of Titanium Di-Oxide during prior years.
During the prior year, ICI received a positive outcome for its case filed with the Customs Appellate Tribunal and the
case was decided in ICI’s favor.

27.8 Collectorate of customs raised demand of PKR 17.4 million on January 10, 2015 against ICI on the ground that ICI
is classifying its imported product Wannate 8019 in wrong PCT Heading. During the prior year, consignments were
withheld by Customs Appraisement due to classification issue. For clearance of these consignments, ICI paid PKR
15.8 million as security deposit for getting provisional clearance till the final decision of Classification Committee and
Appellate forums, which is still awaited.

For one other product Wannate PM 2010 / 8221, consignments were again withheld by the Customs Intelligence on
classification issue. ICI paid PKR 94 million as security deposit for provisional clearance of these consignments till
final decision. Classification Committee, through a public notice dated June 12, 2017, gave its view on classification of
the product against ICI. Customs after the issuance of this public notice raised further demand relating to period prior
to issuance of public notice, amounting to PKR 65 million. ICI, being dissatisfied with the verdict filed a suit in Sindh
High Court on certain grounds including that applicability of public notice cannot be made retrospectively. The Court
has granted a stay in favor of ICI till the next date of hearing. ICI is confident that it has a strong grounds to defend the
case and is hopeful of a positive outcome.

27.9 ICI has received a notice dated March 11, 2016 issued by the Tehsil Municipal Administration Pin Dadan Khan,
Tehsil Officer, whereby a sum of PKR 67 million was demanded as conversion fee with respect to land acquired/
purchased in the years 2010 and 2015. ICI filed a response to the said notice as well as appeal before the Secretary
Local Government Community (SLG). The SLG disposed of the appeal by stating that the land purchased was Banjar
Qadeem and that MC was competent to charge conversion fee. Thereafter, another notice was by issued by MC on
November 15, 2018 for payment of PKR 67 million.

27.10 ICI filed a writ petition No. 225 of 2019 on January 17, 2019 before the Lahore High Court, Rawalpindi Bench against
the notices as well as order of SLG. On October 31, 2019 the Learned Judge was pleased to stay the operation of
the impugned orders/notices, subject to the deposit of PKR 24 million with the Deputy Registrar Judicial, which was
deposited through Pay Order No. 05138957 on February 14, 2019.

27.11 In case of assessment year 1998-99, the Appellate Tribunal Inland Revenue (The Tribunal) on September 19, 2008 had
set aside the assessments made by FBR. The re-assessment was finalized by the department on June 29, 2010 in
which the issues pertaining to date of commissioning of PTA’s plant & the tax depreciation claimed thereon, restriction
of cost of capitalization of PTA plant and addition to income in respect of trial production stocks were decided against
the Group. The Group had filed an appeal against the said order before the Commissioner (Appeals) [CIR(A)] which
was decided on November 24, 2015 in which the issue of date of commissioning of PTA’s plant & the tax depreciation
claimed thereon along with the issue of addition to income in respect of trial production stocks were decided in
Group’s favor. However, the issue of restriction of cost of capitalization of PTA plant was decided against the Group.
The Group and FBR have filed the appeals on respective matters decided against them in Tribunal, hearing of which
is pending disposal.
In the case of AY 2002-2003, on receipt of notice under section 62 of the Income Tax Ordinance, 1979, the Group
had filed a writ petition in the Supreme Court, after its earlier petition being dismissed by the Sindh High Court on
maintainability, challenging FBR’s notice which stated that the effective date of PTA’s demerger was August 6, 2001
(falling in AY 2002-03) rather than the effective date given in the Scheme of Arrangement as October 1, 2000 (which
falls in AY 2001-02). The notice also raised certain issues relating to vesting of PTA assets by the Group. On March
18, 2015, the Supreme Court passed an interim order stating that this case has nexus with the case of AY 2001-02
20
19 255
and hearing will take place once the High Court decides the case in AY 2001-02. The High Court decided the same
in favor of the Group and stated that the assessment for AY 2001-02 is time barred. FBR then filed an appeal in the
Supreme Court against the order of the High Court. On March 13, 2017, the Supreme Court dismissed the appeal
of the department pertaining to AY 2001-02, endorsed the directions of the High Court, adjudged the case as being
barred by limitation and thereby restoring the position in the original order whereby unabsorbed depreciation was
allowed.

Further, the Supreme Court gave directions to the Group vide its order dated March 14, 2017 to file its reply to the
notice dated May 26, 2005 with respect to AY 2002-03. Thereafter, the Group submitted its response to the department
in consultation with its external counsel. On May 15, 2017 the DCIR passed its assessment order disallowing
depreciation relating to PTA assets, capital gain on transfer of PTA plant, capital gain on exchange of shares, financial
charges on loans subordinate to Pakistan PTA, excess perquisites, discounts, interest paid to ICI Japan, provisions
and write offs. An appeal against this assessment order was preferred before CIR(A) who, vide his Appellate order
dated January 19, 2018, decided majority of the issues against the Group. Consequently, the department issued
appeal effect order dated March 1, 2018 giving effect to the findings of CIR(A) order. The Group has then preferred an
appeal, against the CIR(A) order, before Tribunal which is pending disposal. Moreover, demand created vide appeal
effect order dated March 1, 2018 has also been stayed by the High Court.

Depreciation relating to PTA assets pertaining to AY 2001-02 was absorbed against tax payable in AY 2002-03 to
2010. As a result of order dated May 15, 2017 for the AY 2002-03 whereby a certain portion of the said depreciation
was disallowed, department on June 15, 2017 issued orders for the Tax Years 2003, 2004, 2005, 2006, 2007, 2008,
2009 and 2010 through which spillover impact of the disallowed depreciation in AY 2002 - 03 was incorporated. This
resulted in tax payable by the Group for the Tax Years 2008, 2009 and 2010. Appeals against these orders were filed
before CIR(A), who vide his combined Appellate order dated January 19, 2018 decided the case against the Group.

Consequently, FBR issued rectified orders for Tax Years 2003 to 2010, all dated March 2, 2018, giving consequential
effect to the Combined CIR(A) order, in line with the revised position in AY 2002-03. The Group then preferred an
appeal against the combined CIR(A) order dated January 19, 2018, before the Tribunal which is pending disposal.
Moreover, demand created vide rectified orders for Tax Years 2008, 2009, 2010 dated March 2, 2018 has also been
stayed by the High Court.

27.12 For Tax Years 2003 to 2010, FBR had made disallowances on the matters related to provisions charged under various
heads, financial charges, gain on disposal of fixed assets, exchange loss, proration of expenses against capital gains
and interest free loans offered to employees. The CIR(A) allowed all the issues in Tax Years 2003 to 2010 in Group’s
favor (except for two issues in tax year 2003 and 2010) against which appeals have been filed by FBR in the Tribunal.
Out of the 2 issues decided against the Group, one relates to disallowance of financial charges in tax year 2003 which
has now been decided in Group’s favor vide appeal effect order dated June 15, 2017. With respect to the issue of
disallowances of provisions charged under various heads for Tax Year 2010, an appeal in the Tribunal has been filed,
which is pending disposal.

27.13 The Additional Commissioner Inland Revenue (ACIR) through its order dated June 7, 2012 disallowed tax loss on
disposal of fixed assets for Tax Year 2009 on the grounds that the same were sold through negotiations and not
through auction as required by law. An appeal against the said order was filed with the CIR(A), who decided the
appeal in Group’s favor. Consequently, FBR being dissatisfied with the CIR(A) order filed an appeal with the ATIR who
vide its order dated December 1, 2016 decided the matter against the Group. The Group has preferred an appeal
before the High Court against the said order, which is pending disposal.
27.14 In Tax Year 2016, ICI paid dividend to LHL, without tax deduction, based on the exemption as per clause 103 A, Part
1, 2nd Schedule of Income Tax Ordinance, 2001 [ITO, 2001] under Group Relief - section 59B of the Income Tax
Ordinance, 2001. Dividend was also paid to mutual funds and banks, without tax deduction, based on the specific
exemption available under Income Tax Ordinance, 2001. However, the tax officer vide order dated September 2,
2016, created tax demand on account of non-deduction of income tax on such dividends along with penalties and
default surcharge. The Group had then preferred an appeal before CIR(A) who, vide order dated January 19, 2018,
maintained the demand raised on account of Lucky Holdings Limited whereas remaining issue was remanded back
for fresh verification. An appeal on the issue decided against the Group has been filed before Tribunal which is
pending disposal whilst remand back proceedings are yet to be initiated.
27.15 While conducting sales tax audit for the period July 2012 to June 2013, DCIR raised certain issues with respect to the
declaration of exempt and zero / reduced rate sales in monthly sales tax returns and vide order dated September 12,
2014, raised a demand of PKR 952 million. An appeal was filed with CIR(A), who decided majority of the issues against
SUSTAINING OUR
256 VELOCITY
the Group, while giving directions to the assessing officer to amend the original order if the returns are revised by the
Group. The Group had then filed several applications for approval of revision of returns, which are pending with FBR.
An appeal against the CIR(A) order has also been filed before the Tribunal, which is pending disposal.

27.16 During the year, sales tax audit for tax period July 2014 to June 2015 was finalized vide order dated September 25,
2018 through which sales tax demand of PKR 25.5 million on various issues was raised. The Group, while discharging
the said demand, preferred an appeal against the order before the CIR(A) who, vide Appellate order dated April 15,
2019, had remanded back all the issues. Consequently, FBR being dissatisfied with the order has filed an appeal
before the ATIR which is pending disposal.

27.17 Sales tax audit for the period July 2013 to June 2014 has also been finalized vide order dated May 29, 2019, through
which sales tax demand of PKR 17.27 million was raised on various issues. The Group, while discharging the demand,
has preferred an appeal against the order before the CIR(A) which is pending disposal.

27.18 The CIR(A) passed an appellate order dated March 20, 2019 against the income tax assessment for tax year 2014,
amended vide order dated December 31, 2016. Through the appellate order, majority of the issues have been decided
in Group’s favor, whereas an appeal on the issues decided against the Group has been filed before Tribunal which is
pending disposal.

LUCKY ELECTRIC POWER COMPANY LIMITED
27.19 As per Sindh Development and Maintenance of Infrastructure Cess Act, 2017 imported goods entering into the
Province are subject to Sindh Infrastructure Cess at the rate of 1.15% of the value of import. However, LEPCL has filed
a constitutional petition against the subject levy in the High Court of Sindh and an injunction has been granted by the
Court with a direction to pay 50% of the levy at the time of import and issuance of bank guarantee for the balance
amount. Accordingly, as at June 30, 2019, bank guarantees aggregating PKR 7.5 million have been issued in favour
of collector of customs.
2019 2018
(PKR in ‘000’)
COMMITMENTS
27.20 Capital commitments
Plant and machinery under letters of credit and others 63,521,371 78,556,891
Other commitments
Stores, spares and packing material under letters of credit 3,809,895 2,631,479
Bank guarantees issued 2,391,903 32,617,010
Standby letter of credit 24,809,160 3,644,916
Post dated cheques 1,649,519 315,791
Commitment in connection with LEPCL’s project’s cost over-run
and payment service reserve account (PSRA) support 22,034,373 16,726,520

27.21 Commitments for rentals under operating lease / Ijarah contracts in respect of vehicles are as follows:

2019 2018
Year (PKR in ‘000’)

2018 - 19 – 76,101
2019 - 20 87,699 80,895
2020 - 21 93,399 85,991
2021 - 22 99,471 91,409
2022 - 23 105,937 –
386,506 334,396

Payable not later than one year 87,699 76,101
Payable later than one year but not later than five years 298,807 258,294
386,506 334,395
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19 257
258
28. OPERATING SEGMENT RESULTS
Cement Polyester Soda Ash Life Sciences Chemicals & Others Group
Agri Sciences
Note 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018
(PKR in ‘000’)
VELOCITY
SUSTAINING OUR
Gross revenue
Exports 10,184,370 5,733,110 431,211 40,729 1,034,438 797,849 18,684 2,301 - 566 – – 11,668,703 6,574,555
Inter-segment – – – – – – – – 4,850 9,457 878,604 641,170 883,454 650,627
Local 57,363,568 61,643,469 23,557,885 18,484,955 19,157,732 14,762,640 13,926,294 13,568,367 9,569,312 9,379,700 1,046,233 137,170 124,621,024 117,976,301
67,547,938 67,376,579 23,989,096 18,525,684 20,192,170 15,560,489 13,944,978 13,570,668 9,574,162 9,389,723 1,924,837 778,340 137,173,181 125,201,483
Commission / toll income – – – – – – 62,264 96,567 112,090 68,541 – – 174,354 165,108
Revenue 29.1 67,547,938 67,376,579 23,989,096 18,525,684 20,192,170 15,560,489 14,007,242 13,667,235 9,686,252 9,458,264 1,924,837 778,340 137,347,535 125,366,591
Sales tax and excise duty 18,523,888 18,875,112 – 27 2,786,228 2,156,167 63,946 88,863 652,803 743,643 277,533 113,092 22,304,398 21,976,904
Rebates and commission 1,002,651 959,743 359,895 370,043 868,108 857,361 2,832,194 2,105,558 924,326 888,485 4,525 – 5,991,699 5,181,190
19,526,539 19,834,855 359,895 370,070 3,654,336 3,013,528 2,896,140 2,194,421 1,577,129 1,632,128 282,058 113,092 28,296,097 27,158,094
48,021,399 47,541,724 23,629,201 18,155,614 16,537,834 12,546,961 11,111,102 11,472,814 8,109,123 7,826,136 1,642,779 665,248 109,051,438 98,208,497
Cost of sales 30 34,037,568 30,589,363 22,972,342 17,720,572 12,162,452 9,334,245 8,489,746 8,075,193 6,231,677 6,326,027 1,368,688 560,039 85,262,473 72,603,699
Gross profit 13,983,831 16,952,361 656,859 435,042 4,375,382 3,212,716 2,621,356 3,397,621 1,877,446 1,500,109 274,091 105,209 23,788,965 25,604,798
Distribution costs 31 2,728,809 1,992,454 183,450 88,875 278,912 174,586 1,648,130 1,616,922 882,546 863,337 133,543 – 5,855,390 4,736,174
Administrative expenses 32 1,227,872 1,089,446 296,209 224,365 444,693 326,349 557,201 352,311 330,843 385,085 418,025 209,000 3,274,843 2,586,556
Operating result 10,027,150 13,870,461 177,200 121,802 3,651,777 2,711,781 416,025 1,428,388 664,057 251,687 (277,477) (103,791) 14,658,732 18,275,597

28.1 Segment assets 29.3 75,512,989 56,582,678 10,851,731 11,730,513 24,294,504 26,190,997 9,240,433 13,810,703 8,482,903 9,617,480 55,094,717 16,245,269 182,926,549 113,231,902
28.2 44,094,738
Unallocated assets 51,891,163

227,021,287
165,123,065
28.3 Segment liabilities 29.4 27,725,725 22,501,390 14,848,186 15,044,912 2,755,858 3,451,502 4,180,147 4,831,714 1,631,871 4,130,114 1,871,899 4,528,032 54,247,702 36,313,735
28.4 Unallocated liabilities
47,503,129
19,234,159

101,750,831
55,547,894
28.5 Inter unit current account balances of respective businesses have been eliminated from the total.

28.6 Depreciation and amortisation 3,214,634 3,016,140 875,901 886,848 1,822,742 1,628,981 170,196 138,490 103,895 83,856 212,543 57,151 6,399,911 5,811,466

28.7 Capital expenditure 19,683,325 6,444,831 371,925 202,780 1,110,766 2,023,718 178,909 2,030,126 819,309 134,104 43,808,744 9,000,255 65,972,978 19,835,814

28.8 There were no major customers of the Group in excess of 10% or more of the Group’s revenue.
29. RECONCILIATIONS OF REPORTABLE SEGMENT REVENUE, COST OF SALES, ASSETS AND LIABILITIES
Note 2019 2018

(PKR in ‘000’)
29.1 Revenue

Total revenue for reportable segments 28 137,347,535 125,366,591
Elimination of inter-segment revenue 28 (4,850) (127,294)
Elimination of inter-segment
revenue from subsidiary (750,943) (557,466)
136,591,742 124,681,831

29.2 Cost of sales
Total cost of sales for reportable segments 28 85,262,473 72,603,699

Elimination of inter-segment purchases (4,850) (102,676)
Elimination of inter-segment purchases
from subsidiaries (750,943) (557,466)
84,506,680 71,943,557
29.3 Assets

Total assets for reportable segments 28 182,926,549 113,231,902
Unallocated assets included in:

- taxation - net 2,687,513 2,221,851
- cash and bank balances 19 18,270,313 34,382,272
- intangibles - goodwill and brands 4,582,702 1,644,053
- long term investments 9 18,554,210 13,642,987
227,021,287 165,123,065

29.4 Liabilities
Total liabilities for reportable segments 28 54,247,702 36,313,735

Unallocated liabilities included in:

- short-term borrowings and running finance 26 12,161,232 7,332,327
- long-term finance 22 34,466,496 11,409,403
- unclaimed and unpaid dividend 145,072 130,905
- accrued return 619,500 272,146
- others 110,829 89,378
101,750,831 55,547,894
20
19 259
260
30. COST OF SALES
Cement Polyester Soda Ash Life Sciences Chemicals & Others Group
Agri Sciences
Note 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018
(PKR in ‘000’)
Salaries, wages and benefits 30.1 2,291,339 2,158,213 531,129 514,838 1,002,516 927,637 475,903 416,429 105,103 65,693 20,122 20,855 4,426,112 4,103,665
VELOCITY
SUSTAINING OUR
Raw material consumed 1,642,614 1,583,314 19,183,189 14,912,432 4,117,919 3,151,959 3,617,099 2,217,520 2,844,223 2,788,871 543,673 367,368 31,948,717 25,021,464
Packing material 30.2 3,476,477 2,621,342 – – – – – – – – 3,476,477 2,621,342
Fuel and power 22,714,858 18,576,826 1,746,534 1,416,990 4,813,317 3,318,412 106,897 18,455 32,019 25,954 597 581 29,414,222 23,357,218
Stores and spares consumed 1,542,241 2,063,122 293,499 240,603 221,985 169,530 81,626 46,731 16,143 11,591 23,702 23,212 2,179,196 2,554,789
Conversion fee paid to contract
manufacturers – – – – – – 333,592 416,539 28,877 40,941 – – 362,469 457,480
Repairs and maintenance 423,168 562,718 14,750 13,452 10,969 8,803 27,294 20,177 10,412 8,489 141 140 486,734 613,779
Depreciation and amortisation 7.2 & 8.1 2,863,405 2,574,906 794,943 875,958 1,715,740 1,610,899 127,130 97,706 51,520 53,606 34,775 43,333 5,587,513 5,256,408
Insurance 71,000 77,025 26,229 19,940 45,102 35,566 6,816 455 8 1,652 1,137 1,594 150,292 136,232
Write-offs – – – – – – – 46,727 – 225,751 – – – 272,478
Earth moving machinery charge 293,780 269,884 – – – – – – – – – – 293,780 269,884
Vehicle running and maintenance 49,743 35,795 – – – – – – – – – – 49,743 35,795
Communication 13,213 13,996 – – – – – – – – – – 13,213 13,996

Mess subsidy 11,837 20,004 – – – – – – – – – – 11,837 20,004
Transportation 8,143 12,283 – – – – – – – – – – 8,143 12,283
Travelling and conveyance 4,319 4,294 – – – – – – – – – – 4,319 4,294
Rent, rates and taxes 49,022 6,819 1,471 1,559 1,625 1,523 29,026 29,476 4 54,907 420 420 81,568 94,704
Printing and stationery 2,104 2,281 – – – – – – – – – – 2,104 2,281
Excise duty – – – – – – – – – – 7,435 5,450 7,435 5,450
Technical fees – – – – – – – – – 1,482 – – – 1,482
Other manufacturing expenses 103,745 207,547 256,731 230,316 315,905 289,260 60,923 107,739 36,424 38,666 1,370 1,038 775,098 872,826
35,561,008 30,790,369 22,848,475 18,226,088 12,245,078 9,513,589 4,866,306 3,417,954 3,124,733 3,317,603 633,372 463,991 79,278,972 65,727,854
Work-in-process:
Opening 1,581,179 1,401,759 39,659 52,831 – – 51,500 35,354 9,972 21,905 – – 1,682,310 1,511,849
Closing (2,750,407) (1,581,179) (148,741) (39,659) – – (64,650) (51,500) (27,425) (9,972) – – (2,991,223) (1,682,310)
(1,169,228) (179,420) (109,082) 13,172 – – (13,150) (16,146) (17,453) 11,933 – – (1,308,913) (170,461)
Cost of goods manufactured 34,391,780 30,610,949 22,739,393 18,239,260 12,245,078 9,513,589 4,853,156 3,401,808 3,107,280 3,329,536 633,372 463,991 77,970,059 65,557,393
Finished goods:
Opening 580,727 559,141 1,242,681 733,887 264,903 87,897 1,264,696 828,531 1,464,309 1,583,209 218,173 – 5,035,489 3,792,665
Purchases (118,474) (9,894) (3,141) (2,338) 3,595,880 5,092,506 3,584,745 2,885,783 1,040,227 314,221 8,099,237 8,280,278
Closing (934,939) (580,727) (891,258) (1,242,681) (343,031) (264,903) (1,093,360) (1,264,696) (1,872,817) (1,464,309) (349,814) (218,173) (5,485,219) (5,035,489)
Provision – – (1,357) – (130,626) 17,044 (51,840) (8,192) – – (183,823) 8,852
(354,212) (21,586) 232,949 (518,688) (82,626) (179,344) 3,636,590 4,673,385 3,124,397 2,996,491 908,586 96,048 7,465,684 7,046,306
34,037,568 30,589,363 22,972,342 17,720,572 12,162,452 9,334,245 8,489,746 8,075,193 6,231,677 6,326,027 1,541,958 560,039 85,435,743 72,603,699
30.1 These include sum of PKR 380.849 million (2018: PKR 294.956 million) in respect of staff retirement benefits.

30.2 These are net of duty draw back on export sales amounting to PKR 27.77 million (2018: PKR 26.55 million).
31. DISTRIBUTION COST
Cement Polyester Soda Ash Life Sciences Chemicals Others Group
& Agri Sciences
Note 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018 2019 2018
(PKR in ‘000’)
Salaries and benefits 31.1 264,485 229,856 60,487 54,044 46,436 42,829 696,759 736,037 298,675 395,653 16,814 – 1,383,656 1,458,419
Logistics and related charges 1,708,568 985,318 44,053 10,770 169,764 104,262 220,355 177,289 166,722 157,407 – – 2,309,462 1,435,046
Loading and others 348,362 478,192 – – – – – – – – – – 348,362 478,192
Communication 6,609 4,430 1,906 1,393 1,898 1,676 21,423 20,530 9,472 10,905 – – 41,308 38,934
Travelling and conveyance 9,534 7,944 13,002 9,814 2,249 2,493 234,079 173,294 93,584 95,506 – – 352,448 289,051
Printing and stationery 1,155 1,250 – – – – – – – – – – 1,155 1,250
Insurance 29,546 24,353 – – 1,165 84 15,630 16,248 11,733 11,305 – – 58,074 51,990
Rent, rates and taxes 27,058 23,188 517 469 3,106 3,740 22,661 14,723 5,824 5,476 5,206 – 64,372 47,596
Utilities 4,913 3,891 122 107 1,755 2,041 7,847 7,219 7,868 7,881 1,130 – 23,635 21,139
Vehicle running and maintenance 17,848 12,099 – – – – – – – – – – 17,848 12,099
Repairs and maintenance 24,573 7,896 191 223 761 973 4,308 5,110 8,362 6,056 – – 38,195 20,258
Fees, subscription and periodicals 6,650 1,359 – – – – – – – – 13,374 – 20,024 1,359
Advertisement and sales promotion 29,402 40,990 43,485 3,952 32,864 5,507 227,662 293,321 65,631 59,745 80,267 – 479,311 403,515
Entertainment 6,950 6,796 – – – – – – – – – – 6,950 6,796
Security service 4,174 2,221 – – – – – – – – – – 4,174 2,221
Depreciation and amortisation 7.2 & 8.1 169,227 124,494 8,831 – 11,044 86 24,476 26,542 20,726 14,057 12,127 – 246,431 165,179
Provision for doubtful debt 14.2 17,263 867 – – – – – 630 – – – – 17,263 1,497
Other general expenses 52,492 37,310 10,856 8,103 7,870 10,895 172,930 145,979 193,949 99,346 4,625 – 442,722 301,633
2,728,809 1,992,454 183,450 88,875 278,912 174,586 1,648,130 1,616,922 882,546 863,337 133,543 – 5,855,390 4,736,174
32. ADMINISTRATIVE EXPENSES
Salaries and benefits 32.1 577,646 536,655 156,410 131,199 240,207 195,506 224,366 216,812 185,205 128,936 140,342 48,278 1,524,176 1,257,386
Communication 10,345 12,690 2,501 2,213 3,605 3,020 5,449 4,740 3,789 2,707 948 538 26,637 25,908
Travelling and conveyance 33,921 30,450 7,625 5,116 10,129 8,187 17,338 18,265 7,893 6,563 – – 76,906 68,581
Insurance 10,465 9,604 945 571 1,669 907 4,418 4,168 558 815 2,911 1,357 20,966 17,422
Rent, rates and taxes 20,254 18,144 5,394 4,975 3,677 3,629 10,468 9,622 1,210 1,194 36,352 9,181 77,355 46,745
Vehicle running and maintenance 27,952 21,625 – – – – – – – – 2,331 1,343 30,283 22,968
Aircraft running and maintenance 56,187 36,808 – – – – – – – – – – 56,187 36,808
Printing and stationery 5,649 8,484 – – – – – – – – 783 340 6,432 8,824
Fees and subscription 25,394 41,677 – – – – – – – – 89,362 83,855 114,756 125,532
Security services 8,933 9,367 – – – – – – – – 22,654 3,297 31,587 12,664
Legal fee 30,138 37,798 – – – – – – – – 4,686 4,775 34,824 42,573
Professional and advisory services – – – – – – – – – – 8,640 436 8,640 436
Utilities 7,349 8,083 4,069 4,171 4,451 5,195 14,993 15,854 10,704 6,344 6,010 2,770 47,576 42,417
Repairs and maintenance 128,332 64,342 2,317 1,852 5,253 4,149 6,534 6,566 1,762 1,760 3,662 – 147,860 78,669
Advertisement 2,430 3,525 4,762 3,399 10,480 8,169 5,156 5,436 3,463 2,688 – 15,336 26,291 38,553
Auditors’ remuneration 32.2 8,768 10,993 – – – – – – – – 9,794 10,476 18,562 21,469
Depreciation and amortisation 7.2 & 8.1 182,002 202,041 72,127 10,890 95,958 17,996 18,590 14,242 31,649 16,193 62,511 13,818 462,837 275,180
Provision for doubtful debts 17,263 – (50) 153 – 15,673 46,774 11,786 (7,741) 156,251 599 – 56,845 183,863
Provision for slow moving
and obsolete stocks – – – – 1,357 – 130,626 (17,044) 51,840 8,192 – – 183,823 (8,852)
Provision for slow moving spares – – – – 12,392 3,171 – – 659 – – – 13,051 3,171
Training cost 15,936 14,382 – – – – – – – – – – 15,936 14,382
Bank charges 42,278 9,403 – – – – – – – – – – 42,278 9,403
19
20
Other general expenses 16,630 13,375 40,109 59,826 55,515 60,747 72,489 61,864 39,852 53,442 26,440 13,200 251,035 262,454
1,227,872 1,089,446 296,209 224,365 444,693 326,349 557,201 352,311 330,843 385,085 418,025 209,000 3,274,843 2,586,556
261
Note 2019 2018
(PKR in ‘000’)
32.2 Auditors’ remuneration

The Holding Company
Statutory audit fee
- standalone 1,890 1,800
- consolidated financial statements 446 425
Half yearly review fee 446 425
Code of Corporate Governance review fee 105 100
Other consultancy fee 32.2.1 4,653 6,742
7,540 9,492
Out of pocket expenses and government levies 1,228 1,501
8,768 10,993
Subsidiaries (multiple audit firms)
Statutory audit fee 5,652 5,220
Half yearly review and other certifications 1,540 1,647
Out of pocket expenses and government levies 733 1,497
Other certifications 625 412
Others 1,244 1,700
9,794 10,476
18,562 21,469

32.2.1 This pertains to certain consultancy services in relation to corporate matters and system audit assignments.
Note 2019 2018

(PKR in ‘000’)
33. FINANCE COST

Mark-up on long term and short term borrowings 1,386,828 723,642
Markup on Musharika Finance 17,216 –
Discounting charges on receivables 177,817 84,079
Bank charges and commission 19,015 12,491
Guarantee fee and others 9,006 9,707
1,609,882 829,919
34. OTHER EXPENSES

Workers’ Profit Participation Fund 25.1 818,017 1,018,036
Workers’ Welfare Fund 138,677 278,273
Donations 34.1 357,911 327,445
Impairment of operating fixed asset – 36,758
Impairment of intangible asset 8.7 17,787 25,221
Exchange loss - net 567,235 512,332
Others 3,884 6,210
1,903,511 2,204,275
34.1 These include donation amounting to PKR 200 million (2018: PKR 150 million) to Aziz Tabba Foundation (ATF). Mr.
Muhammad Yunus Tabba, Chairman of the Board of Directors of the Holding Company, is the Chairman of ATF and
Mr. Muhammad Ali Tabba, the Chief Executive of the Holding Company, is the Vice Chairman of ATF. Further, Mr.
Muhammad Sohail Tabba, Mr. Muhammad Jawed Tabba, Mrs. Mariam Tabba Khan and Ms. Zulekha Tabba, the
Directors of the Holding Company, are also Trustees of ATF.

These also include provision in respect of donation to ICI Pakistan Foundation (Head office, Karachi). Mr. Asif Jooma,
Chief executive of the ICI, Mr. Muhammad Abid Ganatra, Mr. Arshaduddin Ahmed, Mr.Aamer Mahmud Malik, Ms.
Nausheen Ahmad and Ms. Fariha Salahuddin, Executives of ICI are amongst the Trustees of ICI Pakistan Foundation.
SUSTAINING OUR
262 VELOCITY
The names of donees to whom donation amount exceeds PKR 500,000 are SOS Children’s Villages of Pakistan, Aziz
Tabba Foundation, Special Olympics Pakistan, Chhipa Welfare Association, Citizens Police Liaison Committee, World
Memon Organization, Durbeen and Zindagi Trust.
Note 2019 2018

(PKR in ‘000’)
35. OTHER INCOME

Income from non-financial assets
Gain on disposal of property, plant and equipment 7.4 149,093 139,189
Gain from sale of electricity 290,248 368,314
Sale of scrap 207,324 144,990
Provisions and accruals no longer required - written back 3,974 130
Others 35.1 25,637 13,043
676,276 665,666
Income from financial assets
Dividend 37,503 443
Return from deposits with Islamic bank and
other financial institutions 2,285,858 2,096,856
Others – 3,555
2,323,361 2,100,854
2,999,637 2,766,520
35.1 Includes exchange loss - net arising on revaluation of foreign currency financial assets and liabilities and on transactions
in foreign currencies.

Note 2019 2018
(PKR in ‘000’)

36. TAXATION
Current 36.3 2,234,744 3,160,980
Deferred 576,147 538,867
2,810,891 3,699,847

36.1 Relationship between income tax expense and accounting profit:
Note 2019 2018

(PKR in ‘000’)
Tax at the applicable tax rate of 27% - 29% (2018: 28% - 31%) 4,467,896 5,466,977
Tax effect under lower rate of tax (508,997) (368,521)
Others 36.3 (1,148,008) (1,398,609)
2,810,891 3,699,847
36.2 In the opinion of the management, sufficient tax provision has been made in the Holding Company’s financial
statements. Comparisons of tax provision as per the Holding Company’s financial statements viz-a-viz tax assessment
for last three years is as follows:
2018 2017 2016

(PKR in ‘000’)

Tax assessed as per most recent tax assessment
and related show cause notice 3,037,587 5,032,196 5,015,844
Provision in accounts for income tax 3,037,587 5,032,196 5,015,844
36.3 This includes tax savings amounting to PKR 1,164.347 million on account of tax losses surrendered by KLM and
LEPCL and claimed by the Holding Company in accordance with section 59B of the Income Tax Ordinance, 2001.
20
19 263
37. EARNINGS PER SHARE - basic and diluted
There is no dilutive effect on the basic earnings per share of the Holding Company, which is based on:
2019 2018
Profit attributable to owners of the
Holding Company (PKR in thousands) 11,327,770 14,819,911

Weighted average number of ordinary
shares (in thousands) 323,375 323,375

Basic and diluted earnings per share - PKR 35.03 45.83
Note 2019 2018

(PKR in ‘000’)
38. CASH GENERATED FROM OPERATIONS


Adjustments for non cash charges and other items

Depreciation and amortisation 7.2 & 8.1 6,399,911 5,811,466
Provision for slow moving and obsolete 196,874 (5,681)
stocks and spares
Write offs during the year – 10,928
Provision for doubtful debts 56,246 184,730
Provisions and accruals no longer
required written back 35 (3,974) (130)
Impairment of operating fixed asset – 36,758
Impairment of intangible asset 17,787 25,221
Gain on disposal of operating fixed assets 35 (149,093) (139,189)
Provision for staff gratuity 452,060 350,031
Share of profit - joint venture and associates (1,012,869) (1,865,477)
Dividend income (37,503) (443)
Return from deposits with Islamic banks and
other financial institutions (2,285,731) (2,096,856)
Finance cost 1,592,290 818,805
Profit before working capital changes 20,383,844 23,003,563

(Increase) / decrease in current assets
Stores, spares and consumables 854,924 (1,782,356)
Stock-in-trade (6,601,270) (3,569,173)
Trade debts 577,876 (1,154,755)
Loans and advances (864,675) (726,979)
Trade deposits and short-term prepayments (962,497) (42,803)
Other receivables (983,174) (369,918)
(7,978,816) (7,645,984)
Increase / (decrease) in current liabilities
Trade and other payables 15,388,094 2,373,296
27,793,122 17,730,875
SUSTAINING OUR
264 VELOCITY
Note 2019 2018
(PKR in ‘000’)

Short-term borrowings and running finance 26 (12,161,232) (7,332,327)
Bank balance marked as lien (7,885,560) (7,887,015)
(1,776,479) 19,162,930
39. REMUNERATION OF CHIEF EXECUTIVE, DIRECTORS AND EXECUTIVES

39.1 Aggregate amounts charged in these consolidated financial statements are as follows:
Chief Executive of the Executives Total

Holding Company
2019 2018 2019 2018 2019 2018
(PKR in ‘000’)

Remuneration 40,000 40,000 1,717,363 1,309,453 1,757,363 1,349,453
House rent allowance 16,000 16,000 466,323 396,895 482,323 412,895
Utility allowance 4,000 4,000 114,089 93,008 118,089 97,008
Conveyance allowance 7,990 43,833 7,990 43,833
Charge for defined benefit obligation 5,000 5,000 325,159 294,286 330,159 299,286
Group insurance 3,614 3,614 3,614 3,614
Medical expenses 52,220 22,007 52,220 22,007
65,000 65,000 2,686,758 2,163,096 2,751,758 2,228,096

Number of persons 1 1 495 394 496 395
39.2 In addition to the above, the chief executive, directors and some executives are provided with the Group maintained
cars and other benefits as per the Group’s policy.

39.3 No remuneration has been paid to directors during the year except as disclosed in note 39.4.

39.4 An amount of PKR 1.375 million was paid to 9 non executive directors and PKR 0.188 million was paid to 1 executive
director during the current year as the fee for attending board meetings (2018: 7 non-executive directors were paid
PKR 1.343 million and 1 executive director was paid PKR 0.188 million).

39.5 Executives as mentioned above include Chief Executive Officers of subsidiaries.

40. RELATED PARTIES
40.1 Following are the related parties with whom the Group had entered into transactions during the year:
40.1.1 S.No Name of Related Parties Relationship Direct Shareholding % in

the holding Company

1 Gadoon Textile Mills Limited Associated Company Nil
2 Lucky Textile Mills Limited Associated Company Nil
3 Y.B. Holdings (Private) Limited Associated Company Nil
4 Y.B. Pakistan Limited Associated Company 2.27460%
5 Yunus Textile Mills Limited Associated Company 6.63202%
6 Lucky Energy (Private) Limited Associated Company 3.55095%
7 Lucky Air (Private) Limited Associated Company Nil
8 Lucky Paragon Readymix Limited Associated Company Nil
9 Luckyone (Private) Limited Associated Company Nil
10 Lucky Foods (Private) Limited Associated Company Nil
20
19 265
S.No Name of Related Parties Relationship Direct Shareholding % in
the holding Company
11 International Steel Limited Associated Company Nil
12 Aziz Tabba Foundation Associated Undertaking Nil
13 Energas Terminal (Private) Limited Associated Company Nil
14 Kenzo Holdings Limited Associated Company 7.05%
15 Lucky Exim (Private) Limited Associated Company 0.01%
16 Providus Capital (Private) Limited Associated Company 0.31%
17 ICI Pakistan Management Staff
Provident Fund Associated Undertaking Nil
Gratuity Fund Associated Undertaking Nil
Defined Contribution
Superannuation Fund Associated Undertaking Nil
20 ICI Pakistan Non-Management
Staff Providend Fund Associated Undertaking Nil
Pension Fund Common Directorship Nil
22 ICI Pakistan Foundation Common Directorship Nil
23 Arabian Sea Country Club Limited Equity Investment Nil
24 Fashion Textile Mills Limited Group Company & Common directorship Nil
25 Lucky Knits (Private) Limited Group Company & Common directorship Nil
26 Pakistan Business Council Common Directorship Nil
27 Global Commodities Limited Common Directorship Nil
28 Pakistan Cables Limited Common Directorship Nil
29 Tabba Heart Institute Common Directorship Nil
30 Jubile Life Insurance
Company Limited Common Directorship Nil
31 Askari Bank Limited Common Directorship Nil
32 NutriCo International (Private) Limited Common Directorship Nil
33 Lahore University of
Management Sciences Member of Board of Governers Nil
34 Mr. Muhammad Yunus Tabba Director 3.451336%
35 Mrs. Khairunnisa Aziz Spouse of director 2.493235%
36 Mr. Muhammad Sohail Tabba Director 4.067493%
37 Mrs. Saima Sohail Spouse of director 1.877078%
38 Mr. Muhammad Ali Tabba Director 2.686458%
39 Mrs. Feroza Tabba Spouse of director 0.199459%
40 Mr. Jawed Yunus Tabba Director 5.944571%
41 Mrs. Mariam Tabba Khan Director 1.442958%
42 Mr. Ikram Hussain Khan Spouse of director 0.001546%
43 Mr. Manzoor Ahmed Director 0.000002%
44 Mrs. Fakeha Manzoor Spouse of director Nil
45 Mr. Mohammad Javed Iqbal Director 0.000310%
46 Mrs. Shazia Afzal Spouse of director Nil
47 Mr. Syed Noman Hasan Key management personnel 0.000309%
48 Mr. Muhammad Irfan Husain Chawala Key management personnel 0.000930%
49 Mr. Amin Ganny Key management personnel 0.000618%
50 Mr. Faisal Mahmood Key management personnel 0.000002%
51 Mr. Ahmed Waseem Khan Key management personnel Nil
52 Mr. Muhammad Shabbir Key management personnel Nil
53 Mr. Mashkoor Ahmed Key management personnel Nil
54 Mr. Kalim Ahmed Mobin Key management personnel Nil
55 Mr. Adnan Ahmed Key management personnel Nil
56 Mr. Murtaza Abbas Key management personnel 0.000310%
57 Mr. Kashif Jawaid Key management personnel 0.001410%
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S.No Name of Related Parties Relationship Direct Shareholding % in
the holding Company
58 Mr. Zahir Shah Key management personnel Nil
59 Mr. Asif Jooma Key management personnel 0.012648%
60 Mr. Intisar ul Haq Haqqi Key management personnel Nil
61 Mr. Asif Rizvi Key management personnel Nil
62 Mr. Arshaduddin Ahmed Key management personnel Nil
63 Aamer Mahmud Malik Key management personnel Nil
64 Fariha Salahuddin Key management personnel Nil
65 Nausheen Ahmed Key management personnel Nil
66 Mr. M. A. Samie Cashmiri Key management personnel 0.001546%
67 Mr. Suhail Aslam Khan Key management personnel 0.000093%
68 Ms. Saima Kamila Khan Key management personnel Nil
69 Mr. Eqan Ali Khan Key management personnel Nil
70 Ms. Fathema Zuberi Key management personnel Nil
40.2 BALANCES AND TRANSACTIONS WITH RELATED PARTIES

Related parties include associated entities, directors and their close family members and other key management
personnel. Balances with related parties are disclosed in respective notes. Details of transactions with related parties
during the year, other than those which have been disclosed elsewhere in these consolidated financial statements, are
as follows:
2019 2018
(PKR in ‘000’)
Transactions with directors and their close family members

Dividends 573,354 1,290,751
Meeting fee 6,656 1,531

Transactions with associates
Sales 2,416,160 2,409,397
Purchase of goods, materials and services 766,381 133,081
Reimbursement of expenses to the Group 105,413 94,831
Reimbursement of expenses from the Group 1,852 1,027
Donation 193,934 191,116
Charity 12,472 –
Dividends paid 1,611,560 883,885
Dividend received 363,410 887,471
Services 47,065 27,180
Purchase of fixed assets 439 –
Sale of fixed assets 1,875 –
Advance against issuance of shares 446,270 –
Investment – 10

Transactions with key management personnel
Salaries and benefits 470,826 479,500
Dividends 6,779 9,931
Loan 6,000 –
Shares issued during the period 15,000 –
Post employment benefits 61,284 64,391

The outstanding balances with related parties are disclosed in notes 10, 14, 15 and 17 to these consolidated financial
statements.

40.3 There are no transactions with key management personnel other than under the terms of employment.
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41. PRODUCTION CAPACITY
In metric tones except ICI PowerGen which is thousand of megawatt hours:

2019 2018
Annual name Production Annual name Production
plate capacity plate capacity

Cement 41.1 9,350,000 6,835,394 9,350,000 7,654,532
Clinker 41.2 8,882,500 7,580,470 8,882,500 7,426,320
Polyester 122,250 121,585 122,250 126,853
Soda Ash 41.3 425,000 422,168 425,000 378,248
Life Sciences – – 25,628,345 29,869,565
Chemicals 41.4 – – – 16,026
Sodium Bicarbonate 40,000 40,353 40,000 38,000
PowerGen 41.5 122,640 34,454 122,640 31,334
Nutraceuticals 41.4 – – – 3,167,090
Cirin Pharmaceuticals 41.4 – – – 21,670,540

41.1 Cement production capacity utilisation is 73.11% (2018: 81.87%) of total installed capacity. Actual production is less
than the installed capacity due to planned maintenance shutdown and gap between demand and supply of cement.
41.2 Clinker production capacity utilisation is 85.34% (2018: 83.61%) of total installed capacity.

41.3 Out of total production of 422,168 metric tonnes of soda ash, 36,319 metric tonnes were transferred for production of
40,353 tonnes of Sodium Bicarbonate.

41.4 The capacity of Chemicals, Neutraceuticals, Life sciences and Cirin Pharmaceutical is indeterminable because these
are multi-product with multiple dosage and multiple pack size plants.

41.5 Electricity by PowerGen is produced as per demand of the Polyester division.

42. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES
The Group finances its operations through equity, borrowings and management of working capital with a view to
maintaining an appropriate mix between various sources of finance to minimise risk. Taken as a whole, the Group
is exposed to market risk (including interest rate risk, currency risk and other price risk), credit risk and liquidity risk.
The Group’s principal financial liabilities comprise long-term borrowings, long-term deposits, short-term borrowings
and running finance and trade and other payables. The main purpose of these financial liabilities is to raise finance
for the Group’s operations. The Group has various financial assets such as investments, loans, deposits, trade and
other receivables and cash and bank balances, which are directly related to its operations. The Group’s finance
and treasury departments oversee the management of these risks and provide assurance to the Group’s senior
management that the Group’s financial risk-taking activities are governed by appropriate policies and procedures and
that financial risks are identified, measured and managed in accordance with the group policies and risk appetite. No
changes were made in the objectives, policies or processes and assumptions during the year ended June 30, 2019.
The policies for managing each of these risk are summarised below:
42.1 Market risk

Market risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes
in market prices. Market risk comprises of three types of risk: return and interest rate risk; currency risk and other price
risk.

42.1.1 Return and interest rate risk
Interest rate risk is the risk that the fair value or future cash flows of the financial instruments will fluctuate because of
changes in market interest rates.
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Majority of the interest rate risk of the Group arises from long term loans and mark-up bearing deposits held with a
bank. Long term loans at variable interest rates expose the Group to cash flow interest rate risk and deposits with bank
at fixed interest rates give rise to fair value interest rate risk.

At June 30, 2019, if the interest rate on the Group’s loans had been higher / lower by 100 basis points with all other
variables held constant, the Group’s profit before tax and capital-work-in progress for the year would have been lower
/ higher by PKR 165.953 million (2018: PKR 149.092 million) and PKR 7.311 million (2018: Nil) respectively.
42.1.2 Currency risk

Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate due to changes in
foreign exchange rates. The Group is exposed to and arises where transactions are done in foreign currency.

As at the reporting date, if Pakistan Rupee depreciated / appreciated by 1% against USD, Euro, GBP and JPY, with
all other variables held constant, the Group’s profit before tax and capital work-in-progress would have been lower
/ higher by PKR 121 million (2018: PKR 5.157 million) and PKR 113.97 million (2018: NIL) respectively as a result of
exchange gain / (loss) on translation of foreign currency denominated financial instruments.

42.1.3 Other price risk
Other price risk is the risk that the fair value of future cash flows of the financial instruments will fluctuate because of
changes in market prices. The Group does not carry material financial assets exposed to other price risk.

42.2 Credit risk
42.2.1 Credit risk represents the accounting loss that would be recognised at the reporting date if counter parties failed to
perform as contracted. The Group manages credit risk by limiting significant exposure to any individual customers,
by obtaining advance against sales and developing a formal approval process whereby credit limits are applied to
its customers. The management also continuously monitors the credit exposure towards the customers and makes
provision against those balances considered doubtful of recovery. To mitigate the risk, the Group has a system of
assigning credit limits to its customers based on an extensive evaluation of customer profile and payment history.
Outstanding customer receivables are regularly monitored. Some customers are also secured, where possible, by
way of inland letters of credit, cash security deposit, bank guarantees and insurance guarantees. The Group does not
have significant exposure to any individual customer. As of the reporting date, the Group is exposed to credit risk on
the following assets:
Note 2019 2018

(PKR in ‘000’)
Financial assets carried at:

Amortised cost
Long-term loans 10 495,983 479,413
Trade debts 14 4,508,468 5,142,591
Loans 15 312,848 234,150
Trade deposits 16 218,046 242,484
Bank balances 19 18,252,129 34,367,657
26,837,226 43,060,306
At fair value through other comprehensive income
Short term investment - 1,769,940 shares of PSX
(2018: 1,769,940 shares of PSX) 23,009 34,956

At fair value through profit or loss
Short term investment - 20,654,888 units of Meezan
Rozana Amdani Fund 1,032,745 –
1,055,754 34,956
27,892,980 43,095,262
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Credit quality of financial assets
The credit quality of financial assets can be assessed by reference to external credit ratings agencies or the historical
information about counter party default rates as shown below:

The ageing of trade debts at the reporting date is as follows:
2019 2018
(PKR in ‘000’)

Not past due 4,210,666 4,526,584
Past due but not impaired:
Not more than three months 315,062 629,426
Past due and impaired:
More than three months and not more than one year 127,026 159,066
More than one year 135,276 54,439
577,364 842,931
Less: Provision for doubtful debts 279,562 226,924
4,508,468 5,142,591
Bank balances
A1+ 17,751,824 34,367,567
A1 500,305 90

Other receivables mainly include amount receivable in connection with electricity supply for which the Group considers
risk to be minimal.

42.3 Liquidity risk
Liquidity risk reflects the Group’s inability in raising fund to meet commitments. Management closely monitors
the Group’s liquidity and cash flow position. This includes maintenance of liquidity ratios, debtors and creditors
concentration both in terms of the overall funding mix and avoidance of undue reliance on large individual customers.

As of the reporting date, the Group has unavailed credit facilities aggregating PKR 85,649 million (2018: PKR 22,422
million) out of the total facilities of PKR 170,297 million (2018: PKR 70,296 million), which are secured by a joint
hypothecation on certain current assets and second charge on immovable assets of the Group.

The table below summarises the maturity profile of the Group’s financial liabilities based on contractual undiscounted
payments.

Within 1 year 1 to 5 years Total
(PKR in ‘000’)

June 30, 2019
Long-term finance 1,694,503 32,771,993 34,466,496
Short-term borrowings and running finance 12,161,232 – 12,161,232
Other long term liabilities – 5,078,003 5,078,003
Accrued return 619,500 – 619,500
44,205,344 37,940,260 82,145,604
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Within 1 year 1 to 5 years Total
(PKR in ‘000’)

June 30, 2018
Long-term finance 2,619,516 8,789,887 11,409,403
Liabilities against assets subject to finance lease 822 – 822
Short-term borrowings and running finance 7,332,327 7,332,327 7,332,327
Other long term liabilities – 3,431,948 3,431,948
Accrued return 272,146 – 272,146
28,046,779 12,316,229 38,784,819
43. CAPITAL RISK MANAGEMENT

The primary objective of the Group’s capital management is to maintain healthy capital ratios, strong credit rating
and optimal capital structures in order to ensure ample availability of finance for its existing and potential investment
projects, to maximise shareholder’s value and reduce the cost of capital.

The Group manages its capital structure and makes adjustment to it, in light of changes in economic conditions. In
order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders,
return capital to shareholders or issue new shares. No changes were made in the objectives, policies and processes
during the year ended June 30, 2019.
The Group monitors capital using a gearing ratio, which is net debt divided by total capital plus net debt. The Group
includes within net debt, interest bearing loans and borrowings including any finance cost thereon, less cash and
bank balances. Capital signifies equity as shown in the statement of financial position plus net debt. “

During the year, the Group’s strategy was to minimize leveraged gearing. The gearing ratios as at June 30, 2019 and
2018 were as follows:
Note 2019 2018

(PKR in ‘000’)
Long-term finance 22 32,771,993 8,789,887

Short-term borrowings and running finance 26 12,161,232 7,332,327
Current portion of long-term finance 22 1,694,503 2,619,516
Total debt 47,247,228 19,013,876

Share capital 20 3,233,750 3,233,750
Reserves 21 105,787,478 93,913,157
Equity 109,021,228 97,146,907

Capital 156,268,456 116,160,783

Gearing ratio 30.23% 16.37%

44. FAIR VALUES OF FINANCIAL INSTRUMENTS
Fair value is the amount that would be received to sell an asset or paid to transfer a liability in an orderly transaction
between market participants at the measurement date. Investment in associates are carried using equity method.
The carrying values of all other financial assets and liabilities reflected in these consolidated financial statements
approximate their fair values.
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Fair value hierarchy
The table below analyses financial instruments carried at fair value by valuation method. The different levels have been
defined as follows:
– Quoted prices (unadjusted) in active markets for identical assets or liabilities (level 1);
– Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either
directly or indirectly (level 2).
– Inputs for the asset or liability that are not based on observable market data (level 3).
Level 1 Level 2 Level 3 Total

(PKR in ‘000’)
Assets
Financial assets
- Short - term investment 1,055,754 – – 1,055,754
There were no transfers amongst levels during the year.
45. NUMBER OF EMPLOYEES

The total number of persons employed as at the year end date and the average number of employees during the year
are as follows:

2019 2018
Number of employees as at June 30 - factory 4,309 3,196
- others 2,525 1,482
6,834 4,678

Average number of employees during the year - factory 3,188 3,079
- others 1,421 1,494
4,609 4,573
46. SUBSEQUENT EVENT

The Board of Directors of the Holding Company in its meeting held on July 27, 2019 (i) approved the transfer of PKR
8436.657 million (2018: PKR 7,875.341 million) from un-appropriated profit to general reserve; and (ii) proposed final
dividend of PKR 6.50 per ordinary share for the year ended June 30, 2019 amounting to PKR 2101.938 million (2018:
PKR 2,587 million) for approval of the members at the Annual General Meeting to be held on September 27, 2019
These consolidated financial statements do not reflect this appropriation and the proposed dividend payable.

47. GENERAL
47.1 For better presentation certain prior year’s figures have been reclassified consequent to certain changes in the current
year’s presentation.
47.2 Figures have been rounded off to the nearest thousand of PKR, unless otherwise stated.
47.3 Unpaid dividend represents dividend withheld due to court order.
48. DATE OF AUTHORISATION FOR ISSUE

These consolidated financial statements were authorised for issue on July 27, 2019 by the Board of Directors of the
Holding Company.

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PATTERN OF
SHAREHOLDING
As at June 30, 2019
No of Shareholding Total
Shareholders From To Shares Held
2,193 1 100 110,722
1,738 101 500 536,864
2,770 501 1000 1,680,313
1,045 1001 5000 2,485,698
228 5001 10000 1,716,423
112 10001 15000 1,405,849
82 15001 20000 1,470,362
47 20001 25000 1,064,395
30 25001 30000 839,187
15 30001 35000 489,712
25 35001 40000 947,553
14 40001 45000 595,631
24 45001 50000 1,163,110
11 50001 55000 581,759
10 55001 60000 577,988
12 60001 65000 757,972
5 65001 70000 333,834
5 70001 75000 361,600
6 75001 80000 463,107
2 80001 85000 166,100
3 85001 90000 262,610
3 90001 95000 275,147
15 95001 100000 1,487,500
4 100001 105000 415,147
7 110001 115000 798,050
1 115001 120000 117,100
4 120001 125000 494,700
5 125001 130000 642,350
1 130001 135000 134,500
2 135001 140000 275,196
1 140001 145000 143,500
3 145001 150000 440,730
1 150001 155000 150,500
1 155001 160000 155,800
1 160001 165000 164,200
3 165001 170000 502,499
1 170001 175000 175,000
3 175001 180000 537,408
3 180001 185000 548,100
1 185001 190000 185,850
3 190001 195000 577,600
2 195001 200000 395,900
1 200001 205000 201,500
3 205001 210000 623,040
1 220001 225000 224,600
2 225001 230000 453,650
4 230001 235000 935,350
2 240001 245000 481,448
3 245001 250000 744,450
2 250001 255000 504,750
1 260001 265000 260,200
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2 265001 270000 537,000
3 270001 275000 817,680
2 285001 290000 577,290
3 290001 295000 878,168
1 295001 300000 300,000
2 300001 305000 607,700
1 305001 310000 309,114
2 315001 320000 633,150
4 345001 350000 1,395,704
1 360001 365000 363,210
1 365001 370000 366,650
1 370001 375000 373,025
3 390001 395000 1,177,450
1 395001 400000 398,000
1 400001 405000 404,200
1 430001 435000 433,800
1 435001 440000 436,800
2 445001 450000 896,550
1 450001 455000 453,900
1 455001 460000 456,350
2 465001 470000 934,952
1 480001 485000 485,000
1 490001 495000 493,750
1 495001 500000 500,000
2 505001 510000 1,019,065
1 510001 515000 511,230
1 550001 555000 550,966
1 555001 560000 558,533
2 585001 590000 1,175,561
1 600001 605000 602,700
1 605001 610000 607,050
1 610001 615000 611,000
2 615001 620000 1,236,450
1 640001 645000 645,000
1 655001 660000 657,827
1 680001 685000 685,000
1 705001 710000 708,100
1 740001 745000 742,061
1 745001 750000 750,000
1 780001 785000 782,531
1 815001 820000 817,456
1 825001 830000 830,000
1 845001 850000 847,400
1 945001 950000 947,500
1 950001 955000 955,000
1 985001 990000 989,067
1 995001 1000000 1,000,000
1 1070001 1075000 1,071,118
1 1100001 1105000 1,100,500
1 1105001 1110000 1,110,000
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1 1115001 1120000 1,119,950
1 1130001 1135000 1,130,200
1 1395001 1400000 1,396,950
1 1495001 1500000 1,499,200
1 1580001 1585000 1,580,075
1 1585001 1590000 1,586,129
1 1645001 1650000 1,647,476
1 1715001 1720000 1,716,000
1 1800001 1805000 1,804,641
2 1810001 1815000 3,624,950
1 2040001 2045000 2,040,900
1 2170001 2175000 2,174,650
1 2510001 2515000 2,512,823
1 2595001 2600000 2,599,309
1 2710001 2715000 2,713,709
1 2950001 2955000 2,950,034
3 4665001 4670000 13,998,501
1 4820001 4825000 4,823,529
2 6065001 6070000 12,140,000
1 7355001 7360000 7,355,498
1 7510001 7515000 7,514,900
1 7955001 7960000 7,956,138
1 8060001 8065000 8,062,500
1 8685001 8690000 8,687,332
1 8955001 8960000 8,958,351
1 9755001 9760000 9,758,400
1 11160001 11165000 11,160,757
1 11480001 11485000 11,482,875
2 13150001 13155000 26,306,514
1 19220001 19225000 19,223,256
1 21445001 21450000 21,446,283
2 22800001 22805000 45,606,058
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Number of Number of Percentage
Shareholders’ Category Shareholders Shares Held %
Directors, Chief Executive Officer and their spouse and minor children :
- Directors and Spouse 10 62,986,942 19.48
- Chief Executive Officer 1 8,687,332 2.69
- Sponsors 6 59,314,758 18.34
- Executives 9 13,662 0.00

Associated Companies, Undertakings and related parties 7 73,891,085 22.85

NIT and ICP 1 168,485 0.05

Banks, Development Financial Institutions, Non Banking Financial Institutions 31 7,651,668 2.37

Insurance Companies 22 9,026,519 2.79

Modarbas and Mutual Funds 7 44,186 0.01
Mutual Funds 83 19,213,714 5.94

Share holders holding 10% or more: – – –

General Public:
a. Local 8,092 28,594,004 8.84
b. Foreign 146 49,454,028 15.29

Other (to be specified) 152 4,328,617 1.34

8,567 323,375,000 100.00
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NOTICE OF 26TH
ANNUAL GENERAL MEETING
Notice is hereby given that the 26th Annual General Meeting (AGM) of the members of Lucky Cement Limited will be held on
Friday, September 27, 2019 at 11:30 a.m., at the registered office of the Company situated at factory premises in Pezu, District
Lakki Marwat, Main Indus Highway, Khyber Pakhtunkhwa to transact the following businesses:
ORDINARY BUSINESS:
1. To receive, consider and adopt the audited financial statements for the year ended June 30, 2019 together with the
Board of Directors’ and Independent Auditors’ reports thereon.
2. To declare and approve final cash dividend @ 65% i.e. PKR 6.50 per share for the year ended June 30, 2019, as
recommended by the Board of Directors.
3. To appoint Auditors and fix their remuneration for the year ending June 30, 2020. The present Auditors, M/s. A. F.
Ferguson & Co., Chartered Accountants, retire and being eligible, offer themselves for re-appointment.
SPECIAL BUSINESS:
4. To ratify and approve transactions conducted with Related Parties for the year ended June 30, 2019 by passing the
following special resolution with or without modification:
‘‘RESOLVED THAT the transactions conducted with Related Parties as disclosed in the note 37 of the unconsolidated
financial statements for the year ended June 30, 2019 and specified in the Statement of Material Information under
Section 134 (3) be and are hereby ratified, approved and confirmed.’’
5. To authorize the Board of Directors of the Company to approve transactions with Related Parties for the financial year
ending June 30, 2020 by passing the following special resolution with or without modification:
‘‘RESOLVED THAT the Board of Directors of the Company be and is hereby authorized to approve the transactions
to be conducted with Related Parties on case to case basis for the financial year ending June 30, 2020.’’
‘‘RESOLVED FURTHER that these transactions by the Board shall be deemed to have been approved by the
shareholders and shall be placed before the shareholders in the next Annual General Meeting for their formal
ratification/approval.’’
ANY OTHER BUSINESS:
6. To transact any other business with the permission of chair.
(Attached to this Notice is a Statement of Material Facts covering the above-mentioned Special Business, as required under
Section 134(3) of the Companies Act, 2017).
By Order of the Board
FAISAL MAHMOOD
Karachi: September 06, 2019 Company Secretary
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Notes:
1. Closure of Share Transfer Books
The Share Transfer Books of the Company shall remain closed from Friday, September 13, 2019 to Friday, September
27, 2019 (both days inclusive). Transfers received in order at our Share Registrar M/s. CDC Share Registrar Services
Limited (CDCSRSL), CDC House, 99-B, Block ‘B’, S.M.C.H.S., Main Shahra-e-Faisal, Karachi-74400 at the close of
business on Thursday, September 12, 2019 shall be treated in time for the purpose of Annual General Meeting and
payment of cash dividend, if approved by the shareholders.
2. Participation in General Meeting

An individual beneficial owner of shares must bring his / her original CNIC or Passport, Account and Participant’s
I.D. numbers to prove his / her identity. A representative of corporate members, must bring the Board of Directors’
Resolution and / or Power of Attorney and the specimen signature of the nominee. CDC account holders will further
have to follow the guidelines as laid down in Circular No. 1 dated January 26, 2000 issued by the Securities and
Exchange Commission of Pakistan.
A member entitled to attend and vote may appoint another member as his / her proxy to attend and vote instead of
him / her. Proxies in order to be effective must be received at the Company’s Registered Office, Main Indus Highway,
Pezu, District Lakki Marwat, Khyber Pakhtunkhwa not later than 48 hours before the time of holding the Meeting and
no account shall be taken of any part of the day that is not a working day. A member shall not be entitled to appoint
more than one proxy.
3. Payment of Cash Dividend Electronically (Mandatory Requirement)

In accordance with the provisions of Section 242 of the Companies Act and Companies (Distribution of Dividends),
Regulation 2017, a listed company, is required to pay cash dividend to the shareholders ONLY through electronic
mode directly into the bank account designated by the entitled shareholders. In this regard, Lucky Cement Limited
has already sent letters and Electronic Credit Mandate Forms to the shareholders and issued various notices through
publication in newspapers requesting the shareholders to comply with the requirement of providing their International
Bank Account Number (IBAN).
Those shareholders who have still not provided their IBAN are once again requested to fill in “Electronic Credit
Mandate Form” as reproduced below and available on the Company’s website and send it duly signed along with a
copy of valid CNIC to their respective CDC participant / CDC Investor account services (in case of shareholding in
Book Entry Form) or to the Company’s Share Registrar M/s. CDC Share Registrar Services Limited (CDCSRSL), CDC
House, 99-B, Block ‘B’, S.M.C.H.S., Main Shahra-e-Faisal, Karachi-74400 (in case of shareholding in Physical Form).
i. Shareholder’s details
Name of the Shareholder(s)
Folio # /CDS Account No (s)
CNIC No (Copy attached)
Mobile / Landline no
ii. Shareholders’ Bank details
Title of Bank Account
International Bank Account Number (IBAN)
Bank’s Name
Branch’s Name and Address
In case of non-provision of IBAN, the Company will have to withhold the cash dividend according to SECP directives.
4. Withholding tax on Dividend

I) Pursuant to the provisions of the Finance Act 2019 effective July 1, 2019, the rates of deduction of income
tax from dividend payment under the Income Tax Ordinance 2001 have been revised as under:
(a) for filers of income tax returns:15%

(b) for non-filer of income tax return:30%
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To enable the company to make tax deduction on the amount of cash dividend @15% instead of 30% all
the shareholders whose names are not entered into the active tax-payer list (ATL) provided on the website
of FBR, despite the fact that they are filers, are advised to make sure that their names are entered into
ATL before the date for approval of the cash dividend i.e. September 23, 2019, otherwise tax on their cash
dividend will be deducted @30% instead of 15%
II) For any query/issue/information, the investors may contact the Company and / or the Share Registrar: The
Senior Manager, Share Registrar Department, CDC Share Registrar Services Limited, Telephone Number:
0800-23275 (Toll Free), email address: [email protected] and/ or The Senior Manager, Corporate Secretarial,
Telephone Number: 111-786-555 Ext: 2231 email address: [email protected]
III) The corporate shareholders having CDC accounts are required to have their National Tax Number (NTN)
updated with their respective participants, whereas, corporate physical shareholders should send a copy of
their NTN certificate to the Company or its Share Registrar i.e. M/s. CDC Share Registrar Services Limited.
The shareholders while sending NTN or NTN Certificates, as the case may be, must quote Company name
and their respective folio numbers.
(IV) As per the clarification issued by FBR, withholding tax will be determined separately on “Filer/Non-Filer”
status of principal shareholder as well as joint-holder(s) based on their shareholding proportions.
If the share is not ascertainable then each account holder will be assumed to hold equal proportion of shares
and the deduction will be made accordingly. Therefore, all shareholders who hold shares jointly are required
to provide shareholding proportions of principal shareholder and joint-holder(s) in respect of shares held by
them to the Registrar and Share Transfer Agent in writing as follows:
Principal Shareholder Joint Shareholder(s)

Folio / CDC Total Shares Name and Shareholding Name and Shareholding
Account No. CNIC No. Proportion (No. CNIC No. Proportion (No.
of Shares) of Shares)
5. Submission of the CNIC/NTN details (Mandatory)

In accordance with the notification of the Securities and Exchange Commission of Pakistan (SECP) vide SRO
779(1)/2011 dated August 18, 2011 and SRO 83(1)/2012 dated July 5, 2012, dividend counters in electronic form
should bear CNIC number of the registered member or the authorized person, except in case of minor(s) and
corporate members. Accordingly, Members who have not yet submitted copy of their valid CNIC or NTN in case of
corporate entities are requested to submit the same to the Company’s Share Registrar. In case of non-compliance,
the Company shall withhold credit of dividend as per law.
6. Deposit of Physical Shares in to CDC Account:

As per Section 72 of the Companies Act, 2017 every existing listed company shall be required to replace its physical
shares with book-entry form in a manner as may be specified and from the date notified by the Commission, within a
period not exceeding four years from the commencement of this Act, i.e., May 30, 2017.
The Shareholders having physical shareholding are encouraged to open CDC sub - account with any of the brokers
or Investor Account directly with CDC to place their physical shares into scrip less form, this will facilitate them in many
ways, including safe custody and sale of shares, any time they want, as the trading of physical shares is not permitted
as per existing regulations of the Pakistan Stock Exchange.
7. Request for Video Conference Facility

In terms of SECP’s Circular No. 10 of 2014 dated May 21, 2014 read with the provisions contained under section
134(1)(b) of the Act, if the Company receives request /demand from members holding in aggregate 10% or more
shareholding residing at a geographical location, to participate in the meeting through video conference at least 10
days prior to the date of meeting, the Company will arrange video conference facility in that city, subject to availability
of such facility in that city.
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In this regard, please fill the following form and submit to registered address of the Company 10 (Ten) days before
holding of the AGM. After receiving the request/demand of members having 10% or more shareholding in aggregate,
the Company will intimate members regarding venue of video conference facility at least five (5) days before the date
of AGM along with complete information necessary to enable them to access such facility.
REQUEST FOR VIDEO CONFERENCE FACILITY
I/We/Messrs. _________________________________ of _____________ being Member(s) of Lucky Cement Limited,

holder of _________________ ordinary share(s) as per Folio #___________ and / or CDC Participant ID & Sub-Account
No. ___________________, hereby, opt for video conference facility at ____________________________________ city.
_______________________
Signature of the Member(s)
(please affix company
stamp in case of corporate entity)
8. E-voting
Pursuant to the Companies (E-voting) Regulations, 2016, shareholders will be able to exercise their right to vote
through e-voting by giving their consent in writing, at least 10 days before the date of the meeting to the Company on
the appointment of Execution Officer by the intermediary as Proxy.
9. Postal Ballot
Pursuant to Companies (Postal Ballot) Regulations 2018, for the purpose of election of Directors and for any other
agenda item subject to the requirements of section 143 and 144 of the Companies Act, 2017, members will be
allowed to exercise their right of vote through postal ballot, that is voting by post or through any electronic mode, in
accordance with the requirements and procedure contained in the aforesaid Regulations.
10. Zakat deduction and Change of Address

Shareholders desiring to claim exemption from Zakat deduction may file their Declaration before the closing date
of the books i.e., September 12, 2019, duly attested by Oath Commissioner on Stamp paper to Company’s Share
Registrar, otherwise Company shall have to deduct Zakat according to the Zakat and Ushr Ordinance, 1980; and
The members are also requested to notify change in their addresses, if any, and submit if applicable to them to our
Share Registrar M/s. CDC Share Registrar Services Limited (CDCSRSL), CDC House, 99-B, Block ‘B’, S.M.C.H.S.,
Main Shahra-e-Faisal, Karachi-74400.
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STATEMENT OF MATERIAL FACTS UNDER SECTION 134 (3) OF THE COMPANIES ACT, 2017
1. Item Number 4 of the notice – Ratification and approval of the related party transactions carried out during
the year ended June 30, 2019
Transactions conducted with all related parties have to be approved by the Board of Directors duly recommended
by the Audit Committee on quarterly basis pursuant to clause 15 of the Listed Companies (Code of Corporate
Governance) Regulations, 2017. However, during the year since majority of the Company’s Directors were interested
in certain transactions due to their common directorships in the Group companies, the quorum of directors could not
be formed for approval of these transactions pursuant to section 207 of the Companies Act, 2017. During the 25th
Annual General Meeting of the Company, in order to promote transparent business practices, the shareholders had
authorized the Board of Directors to approve transactions with the related parties from time-to-time on case to case
basis for the year ended June 30, 2019 and such transactions were deemed to be approved by the shareholders.
Such transactions were to be placed before the shareholders in next AGM for their formal approval / ratification.
Accordingly, these transactions are being placed before the AGM for the formal approval / ratification by shareholders.
All transactions with related parties to be ratified have been disclosed in the note 37 to the unconsolidated financial
statements for the year ended June 30, 2019. Party-wise details of such related party transactions are given below:
Name of Related Party Transaction Type PKR in '000'

Aziz Tabba Foundation Donations 200,000
CNC Trading Sales 417,071
Energas Terminal (Private) Limited Reimbursement of expenses to company 604
Sales 59,005
Gadoon Textile Mills Limited
Reimbursement of expenses from company 970
Grandcres Investment Limited Dividends 78,067
Sales 2,456
Purchases 6,480
Sales 162,055
Investments made during the year 8,922,310
Purchase of fixed assets 26,771
Kia Lucky Motors Pakistan Limited
Services 200
Purchase of tax loss on account of group tax 1,132,928
adjustment
Reimbursement of expenses to company 9,313
Kenzo Holdings Limited Dividends 182,424
Lucky Commodities (Private) Limited Reimbursement of expenses to company 65
Reimbursement of expenses to company 60
Guarantees Released 2,000,000
LCL Holdings Limited
Guarantees Issued 1,250,000
Investments made during the year 410,100
Services 35,840
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Lucky Energy (Private) Limited Dividends 91,863
Lucky Foods (Private) Limited Sale of fixed assets 1,875

Sales 997
Guarantees Released 984,375
Lucky Holdings Limited
Lucky Cement Holdings (Private) Investment 100

Limited Dividend received 457,000
Purchase of tax loss on account of group tax 31,419
Lucky Electric Power Company adjustment
Limited
Sale of fixed assets 1,550
Lucky Landmark (Private) Limited Sales 935
Lucky One (Private) Limited Sales 70,872
Lucky Paragon ReadyMix Sales 16,487
Lucky Textile Mills Limited Sales 53,745
Nutrico Morinaga (Private) Limited Sales 52,954
Tabba Heart Institute Services 262
YB Holdings (Private) Limited Reimbursement of expenses to company 2,932
YB Pakistan Limited Dividends 58,844
Yunus Energy Limited Dividend received 183,410
Sales 14,348
Yunus Textile Mills Limited
Dividends 171,570
Directors Meeting fee 1,562
Directors and close family members Dividends 573,354
Salaries and benefits 227,036
Key Management Personnel Retirement Benefits 28,047

Dividends 56
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The company carries out transactions with its related parties on an arm’s length basis as per the approved policy with
respect to ‘transactions with related parties’ in the normal course of business. All transactions entered into with related
parties require the approval of the Board Audit Committee of the Company, which is chaired by an independent
director of the company. Upon the recommendation of the Board Audit Committee, such transactions are placed
before the board of directors for approval.
Transactions entered into with the related parties include, but are not limited to, sale of cement, dividends paid and
received, investments made (in accordance with the approval of shareholders and board where applicable) and
salaries and other benefits paid to the key management personnel.
The nature of relationship with these related parties has also been indicated in the note 37 to the unconsolidated
financial statements for the year ended June 30, 2019. The Directors are interested in the resolution only to the extent
of their common directorships in such related parties.
2. Item Number 5 of the notice – Authorization for the Board of Directors to approve the related party
transactions during the year ending June 30, 2020
The Company shall be conducting transactions with its related parties during the year ending June 30, 2020 on an
arm’s length basis as per the approved policy with respect to ‘transactions with related parties’ in the normal course
of business. The majority of Directors are interested in these transactions due to their common directorship in the
subsidiary / associated companies. In order to promote transparent business practices, the shareholders desire to
authorize the Board of Directors to approve transactions with the related parties from time-to-time on case to case
basis for the year ending June 30, 2020, which transactions shall be deemed to be approved by the Shareholders. The
nature and scope of such related party transactions is explained above. These transactions shall be placed before the
shareholders in the next AGM for their formal approval/ratification.
The Directors are interested in the resolution only to the extent of their common directorships in such related parties.
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GLOSSARY
Derivative Financial Instruments IIRC OPC

Transactions used to manage interest International Integrated Reporting Ordinary Portland Cement
rate and / or currency risks Framework
Operating Assets
Dividend Payout Ratio LCHPL Operating assets are the assets less
The dividend payout ratio is the ratio Lucky Cement Holdings (Private) liabilities as reported in the balance
between the dividend for the fiscal Limited sheet, without recognizing the net
year and the earnings per share indebtedness, discounted trade
IFRIC bills, deferred tax assets, income tax
EBIT International Financial Reporting receivable and payable, as well as
Earnings Before Interest and Taxes. Interpretations Committee other financial assets and debts
EBIT represents the results of (predecessor of the International
operations Financial Reporting Standards Operating Lease
Interpretations Committee, IFRSC IC) A form of lease that is largely similar to
rental. Leased assets are recognized
EBITDA
IFRS in the lessor’s balance sheet and
Earnings Before Interest, Taxes,
International Financial Reporting capitalized
Depreciation and Amortization
Standards (The accounting standards
EPS of IASB) RDF
Earnings Per Share Refuse Derived Fuel
IFRS IC
International Financial Reporting ROCE
Gearing Ratio
Standards Interpretations Committee. Return On Capital Employed. We
Securing a transaction against risks,
The Body that determines appropriate define ROCE as the ratio of EBIT to
such as fluctuations in exchange
accounting treatment in the context of average operating assets for the fiscal
or interest rates, by entering into an
existing IFRS and IAS. year
offsetting hedge transaction, typically
in the form of a forward contact
LCL SIC
Lucky Cement Limited Standing Interpretations Committee
HESCO
(predecessor to the IFRIC)
Hyderabad Electric Supply
Corporation LHL
Lucky Holdings Limited SRC
Sulphate Resistant Cement
PESCO
Peshawar Electric Supply Corporation Net Indebtedness
TDF
The net amount of interest bearing
Tyre Derived Fuel
IAS financila liabilities as recognized in
International Accounting Standards the balance sheet, cash and cash
WHR
(Accounting standards of the IASB) equivalents, the positive fair valus of
Waste Heat Recovery
the derivative instruments as well as
other interest bearing investments
IASB YBG
International Accounting Standards Yunus Brothers Group
mtpa
Board (The authority that defines
million tons per annum
the International Financial Reporting
Standards)
NEPRA
National Electric & Power Regulatory
IR
Authority
Integrated Report
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FORM OF PROXY
I/We
of (full address)
being member of LUCKY CEMENT LIMITED holding ordinary shares as

per Share Register Folio No. and/or CDC Participant I.D. No. and
Sub-Account No. hereby appoint
of (full address)
or failing him/her
of (full address) who is
also a member of Lucky Cement Limited, as my/our proxy in my/our absence to attend and vote for me/us and on my/our be-
half at annual general meeting of the company to be held on Friday, September 27, 2019 at 11:30am and / or any adjournment
thereof.
Signature this year 2019.

(day) (date, month)
Witnesses:
1. Signature:
Name Signature
Address
CNIC No.
Signature of members
should match with the
specimen signature
registered with the
company
2. Signature:
Name
Address
CNIC No.
Important:
1. In order to be effective, this form of proxy duly completed, stamped, signed and witnessed along with power of
attorney, or other instruments (if any), must be deposited at the registered office of the company at factory premises
Pezu, district Lakki Marwat, Khyber Pakhtunkhwa at least 48 hours before the time of the meeting.
2. If a member appoints more than one proxy and more than one form of proxy are deposited by a member with the
company, all such forms of proxy shall be rendered invalid.
3. In case of proxy for an individual beneficial owner of shares from CDC, attested copies of beneficial owner’s
computerized national identity card (CNIC) or passport, account and participant’s ID numbers must be deposited
along with the form of proxy. In case of proxy for representative of corporate members from CDC, board of directors’
resolution and power of attorney and the specimen signature of the nominee must be deposited along with the form
of proxy. The proxy shall produce his / her original CNIC or passport at the time of meeting.
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Lucky Landmark (Private) Limited Sales 935
Lucky One (Private) Limited Sales 70,872
Lucky Paragon ReadyMix Sales 16,487
Lucky Textile Mills Limited Sales 53,745
Nutrico Morinaga (Private) Limited Sales 52,954
Tabba Heart Institute Services 262
YB Holdings (Private) Limited Reimbursement of expenses to company 2,932
YB Pakistan Limited Dividends 58,844
Yunus Energy Limited Dividend received 183,410
Sales 14,348
Yunus Textile Mills Limited
Dividends 171,570
Directors Meeting fee 1,562
Directors and close family members Dividends 573,354
Salaries and benefits 227,036
Key Management Personnel Retirement Benefits 28,047
Dividends 56

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19 287
Aziz Tabba Foundation Donations 200,000
CNC Trading Sales 417,071
Energas Terminal (Private) Limited Reimbursement of expenses to company 604
Sales 59,005
Gadoon Textile Mills Limited
Grandcres Investment Limited Dividends 78,067
Sales 2,456
Purchases 6,480
Sales 162,055
Investments made during the year 8,922,310
Purchase of fixed assets 26,771
Kia Lucky Motors Pakistan Limited
Services 200
Purchase of tax loss on account of group tax 1,132,928
adjustment
Kenzo Holdings Limited Dividends 182,424
Lucky Commodities (Private) Limited Reimbursement of expenses to company 65
Guarantees Released 2,000,000
LCL Holdings Limited
Guarantees Issued 1,250,000
Investments made during the year 410,100
Services 35,840
Lucky Energy (Private) Limited Dividends 91,863
Lucky Foods (Private) Limited Sale of fixed assets 1,875

Sales 997
Lucky Holdings Limited
Lucky Cement Holdings (Private) Investment 100

Limited Dividend received 457,000
Purchase of tax loss on account of group tax 31,419
Lucky Electric Power Company adjustment
Limited
Sale of fixed assets 1,550
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Head Office Registered Office
6-A Muhammad Ali Housing Society, Main Indus Highway, Pezu,
A. Aziz Hashim Tabba Street, District Lakki Marwat, Khyber Pakhtunkhwa, Pakistan
Karachi-75350, Pakistan.
UAN: (+92-21) 111-786-555 Fax: (+92-21) 34534302
LIAISON OFFICES
Islamabad Quetta
ISE Tower (16th Floor), 55-B, Jinnah Avenue, Islamabad F1, First Floor, Institute of Engineers Building,
Tel.: 051-2895370-75, Fax: 051-2895376 Zarghoon Road, Quetta.
E-mail: [email protected] Tel: (+92-81) 2837583
Fax: (+92-81) 2829267
Multan
Office Number 607, 6th Floor, Dera Ismail Khan
The United Mall, Abdali Road,
Multan (near Ramada Inn Hotel) 2nd Floor, State Life Building,
Tel: (+92-61) 4540556-7, Fax: (+92-61)-4540558 East Circular Road, DI Khan
Email: [email protected] Telephone: (+92-966) 717313
Fax: (+92-966)717315
Lahore
17-C/3, Gulberg III, near Hussain Chowk, Lahore.
UAN: (+92-42) 111-786-555
PLANTS
Tel: (+92-42) 35772508
Fax: (+92-42) 35772512 Pezu Plant
Main Indus Highway, Pezu,
Distt. Lakki Marwat, Khyber Pakhtunkhawa
Peshawar Tel: (+92-969) 580123-5
Fax: (+92-969) 580122
Syed Tower, Room No. 5, 6 & 7, 3rd Floor Opposite Custom
House, University Road, Peshawar.
UAN: (+92-91) 111-786-555 Karachi Plant
Tel: (+92-91) 5844903
Fax: (+92-91) 5850969 58 Kilometers on Main M9 Highway, Gadap Town, Karachi,
Email: [email protected] Pakistan
Fax: (+92-21)35206421

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With a dream to shine and a goal to build a stronger tomorrow,

we thrive to enhance sustainability, cost effectiveness,

We are committed to constantly improve our brand value,

ORGANIZATION OVERVIEW AND STRATEGY AND RESOURCE

6 Company and its Investments 70 Our Business Model

Lucky Cement Limited

Lucky Cement Holdings LCL Holdings

ICI Pakistan Lucky Electric

ICI Pakistan PowerGen NutriCo Morinaga Cirin Pharmaceuticals NutriCo Pakistan

100% 51% 100% 40%

75.28% 100% 75% 20%

Lucky Rawji Holdings Lucky Al Shumookh Al Shumookh Lucky

50% 50% 50%

Nyumba Ya Al Mabrooka Cement Najmat

100% 100% 100%

Sales Profit After Tax

2019 67,547,938 2019 10,490,229

Total Assets Capital Expenditure

2019 125,089,214 2019 19,683,325

Earnings Per Share Donations

2019 32.44 2019 313,247

Sales Profit After Tax

2019 108,295,645 2019 12,346,955

Total Assets Capital Expenditure

2019 227,021,287 2019 65,972,978

Earnings Per Share Donations

2019 35.03 2019 357,911

Muhammad Yunus Tabba

Africa South & Central Asia

• Bureau of Indian Standards • South African Bureau of Standards

Lucky Star (OPC) Raj Cement (Composite cement) Block Cement

The culture of high values has a strong influence on our work-force

The adherence of all employees to high standards of integrity and

Our core values describe how we conduct business in all spheres of

Ethics and Integrity

Corporate Governance Practices Protection of Privacy and

Harassment Free Workplace Personal Use of Telephones and

Borrowing Money Whistle Blowing

No Company employees should solicit any gifts, payments

• Investment in Cement Export

• Set up its own cement storage

Lucky Cement Limited

• LCL Holdings Limited • Lucky Al Shumookh Holdings Limited (LASHL)

Lucky Cement Holdings

Najmat Al-Samawa Company

LCL Investment Holdings Limited

Lucky Air (Private) Limited

NYA is leading in DRC with current market share of approximately 50 percent.

Yunus Brothers Group (YBG)

Y.B. Holdings (Private) Limited Gadoon Textile Mills Limited

Yunus brothers started business in 1962 as partnership by Mr. Abdul

LCPL is currently the largest importer of South African RB1 coal in

With an initial focus on coal trading, the company plans to diversify

Lucky Energy (Private) Limited

This Institute runs a 100-bed modern hospital extending Rapid

Noman Hasan Muhammad Ali Tabba

Adnan Ahmed Muhammad Sohail Tabba

Murtaza Abbas Muhammad Ali Tabba