information

2011-06-24T22:11:00.001-07:00

IA Function

Internal Audit System

Written by Administrator
Monday, 04 August 2008 00:00
Internal auditing is a profession and activity involved in advising organizations regarding how to better achieve their objectives. Internal auditing involves the utilization of a systematic methodology for analyzing business processes or organizational problems and recommending solutions. Professionals called internal auditors are employed by organizations to perform the internal auditing activity. The operation of internal audit is based on the nature of the Company such as Listed Company, Joint Stock Company or Limited Company. We only shows the general system that widely apply over the World. Purpose of the internal audit To assist the Board of Directors and Managers in promoting sound operations of the company and reasonably ensuring the objectives listed below are achieved. At the same time, to make timely recommendations for improvements to ensure sustainable operating effectiveness of the internal control system and to provide a basis for review and correction for the system. - Effectiveness and efficiency of operations, - Reliability of financial reporting, and - Compliance with applicable laws and regulations. The organization of the internal audit (Just for reference only, the organization of internal audit is depend on the Company's structure) Internal audit department reports directly to the board of directors. The appointment or discharge of internal audit executives shall be approved by the board of directors. Internal Audit’s Functionality *The scope of the Internal Audit* includes inspecting and reviewing the appropriateness and the effectiveness of internal controls system in each department of the company, and estimating the efficiency and effectiveness of operations. To be more specific, the scope of the internal audit includes: Inspecting the reliability and completeness of the financial and operating information. Inspecting the current system to ensure the compliance of policies, plans, procedures, contracts, and laws. Reviewing the securing of assets, and, if necessary, verifying the existence of the assets. Evaluating whether resources are being used economically and efficiently. Reviewing the operations and special projects to ensure their results are consistent with the specified goals. The Targets of the Internal Audit include all business units and subsidiaries this company is responsible for. The staffs of the inspected unit should cooperate with the inspection closely. The Method of the Internal Audit In principal the inspecting staff should go to the unit for on site inspection and request the inspected unit to submit documents, accounts, certificates, etc. for documental inspection. The Internal Audit Work Process The internal audit includes the planning of inspections, the examination and estimation of information, the communication of the result, and the tracking after inspection. In consideration of the risk, the annual plan of the internal audit should set major inspecting points for each individual case and keep journals of the audit. After the inspection comes to an end, communicate with the director of the inspected unit regarding the results; when necessary, acquire the improvement plan and the presumed date for completion. The inspecting staff should track the status of the improvement. The inspection report and the tracking of abnormal issues should be reported to the Supervisors and the independent directors for review. The Timing for the Internal Audit Regular Internal Audit： To ensure that the internal control of the company is effectively carried out, the Internal Audit Unit should set up the annual plan of inspection and determine the time of inspection for each inspecting item before the end of each year according to the characteristics of the trading cycle, the frequency of transactions of the company, and the complexity of operations. Irregular Internal Audit：To fully understand the current situation of the inspected unit, the Internal Audit Unit may set up inspecting items regarding the importance, the risk, the frequency of transactions, and the complication of operations of each activities of the trading cycle. Project Internal Audit：To ensure the effective implementation of the internal control of the company, the inspecting staff should launch inspections based on the time and the themes determined by the senior directors of the company or the director of the Internal Audit Unit. JOB DESCRIPTION FOR YOUR REF Job description - Chief Audit Executive - Click to download Job description - Internal Audit Director - Click to download Job description - Internal Auditor Manager - Click to download Job description - Senior Internal Auditor - Click to download
Last Updated ( Monday, 23 May 2011 11:59 )

2011-06-24T22:10:00.003-07:00

Code of Ethics

Written by Administrator
Monday, 23 May 2011 11:45
Principles Internal auditors are expected to apply and uphold the following principles: 1. Integrity The integrity of internal auditors establishes trust and thus provides the basis for reliance on their judgment. 2. Objectivity Internal auditors exhibit the highest level of professional objectivity in gathering, evaluating, and communicating information about the activity or process being examined. Internal auditors make a balanced assessment of all the relevant circumstances and are not unduly influenced by their own interests or by others in forming judgments 3. Confidentiality Internal auditors respect the value and ownership of information they receive and do not disclose information without appropriate authority unless there is a legal or professional obligation to do so. 4. Competency Internal auditors apply the knowledge, skills, and experience needed in the performance of internal audit services. Rules of Conduct 1. Integrity Internal auditors: 1.1. Shall perform their work with honesty, diligence, and responsibility. 1.2. Shall observe the law and make disclosures expected by the law and the profession. 1.3. Shall not knowingly be a party to any illegal activity, or engage in acts that are discreditable to the profession of internal auditing or to the organization. 1.4. Shall respect and contribute to the legitimate and ethical objectives of the organization. 2. Objectivity Internal auditors: 2.1. Shall not participate in any activity or relationship that may impair or be presumed to impair their unbiased assessment. This participation includes those activities or relationships that may be in conflict with the interests of the organization. 2.2. Shall not accept anything that may impair or be presumed to impair their professional judgment. 2.3. Shall disclose all material facts known to them that, if not disclosed, may distort the reporting of activities under review. 3. Confidentiality Internal auditors: 3.1. Shall be prudent in the use and protection of information acquired in the course of their duties. 3.2. Shall not use information for any personal gain or in any manner that would be contrary to the law or detrimental to the legitimate and ethical objectives of the organization. 4. Competency Internal auditors: 4.1. Shall engage only in those services for which they have the necessary knowledge, skills, and experience. 4.2. Shall perform internal audit services in accordance with the International Standards for the Professional Practice of Internal Auditing. 4.3. Shall continually improve their proficiency and the effectiveness and quality of their services.

2011-06-24T22:10:00.001-07:00

FR - Investment Ratio

Written by Administrator

Thursday, 21 August 2008 18:36

NPV - Net Present Value

Net present value (NPV) or net present worth (NPW) is defined as the total present value (PV) of a

time series of cash flows. It is a standard method for using the time value of money to appraise

long-term projects. Used for capital budgeting, and widely throughout economics, it measures

the excess or shortfall of cash flows, in present value terms, once financing charges are met.

How to calculate
Each cash inflow/outflow is discounted back to its present value (PV). Then they are summed.
Therefore NPV is the sum of all terms C_t*(1+r)^t, where

t - the time of the cash flow
r - the discount rate (the rate of return that could be earned on an investment in the financial markets
with similar risk.)
Ct - the net cash flow (the amount of cash, inflow minus outflow) at time t (for educational purposes,
C0 is commonly placed to the left of the sum to emphasize its role as the initial investment).

Decision Making

If...	It means...	Then...
NPV >0	the investment would add value to the firm	the project may be accepted
NPV < 0	the investment would subtract value from the firm	the project should be rejected
NPV = 0	the investment would neither gain nor lose value for the firm	We should be indifferent in the decision whether to accept or reject the project. This project adds no monetary value. Decision should be based on other criteria, e.g. strategic positioning or other factors not explicitly included in the calculation.

IRR - Internal Rate of Return

The internal rate of return (IRR) is a capital budgeting metric used by firms to decide whether they

should make investments. It is an indicator of the efficiency of an investment, as opposed to net

present value (NPV), which indicates value or magnitude.

How to calculate

Given a collection of pairs (time, cash flow) involved in a project, the internal rate of return follows

from the net present value as a function of the rate of return. A rate of return for which this function

is zero is an internal rate of return.

NPV =∑(C_t*(1+r)^t = 0

Decision Making

A project is a good investment proposition if its IRR is greater than the rate of return that could be

earned by alternate investments (investing in other projects, buying bonds, even putting the

money in a bank account). Thus, the IRR should be compared to any alternate costs of capital including

an appropriate risk premium.

Last Updated ( Monday, 25 August 2008 14:20 )

2011-06-24T22:09:00.007-07:00

FR - Profitability Ratios

Monday, 23 June 2008 13:52

Example: Net profit margin : $ 20.70
Indicates the number of profit dollars generated for each $100 in sales. This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity

Return on shareholders' equity
Calculation: ( net income for the year - taxes - interest ) / shareholders' equity

Measures the rate of return the shareholders receive on their investment in your business. Net Income for the Year is after taxes and interest because the shareholders are only entitled to the balance.

Example: Return on shareholders' equity : $ 0.45
Indicates the dollar amount of after-tax and after-interest profit generated for each $1 of equity. This result can positive or negative, depending on the industry standard for companies of similar size and activity.

Return on total assets
Calculation: income from operations / average total assets

Measures the efficiency of assets used to generate income by the amount of profit generated for every $100 invested in assets. Income from Operations excludes any expenses such as income taxes and financing charges. Average Total Assets are used due to the variation in the amount of assets used by the business. Average Total Assets = Average Current Assets + Average Fixed Assets.
Example: Return on total assets : 37.16
A higher ratio result than industry standards usually indicates an efficient use of assets. There are several factors to consider before drawing conclusions from this ratio such as seasonal variability in sales and whether assets are bought or leased

Coverage ratio
Calculation: profit before interest and taxes / annual interest and bank charges

Also known as the Number of Times Interest Earned Ratio, it measures the business' capacity to generate enough income to pay the interest on its loans.
Example: Coverage ratio : 12.84
This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. Long-term investors seek assurance that the business in which they are investing can sufficiently cover its interest requirements by a comfortable margin. Therefore, a larger value for the Coverage Ratio is preferred as it indicates a limited risk to term lenders. A lower value may indicate that the debt load is too high for profitability and that the business may not be able to meet all of its obligations.

Last Updated ( Tuesday, 29 July 2008 06:19 )

2011-06-24T22:09:00.005-07:00

FR - Operation Ratios

Written by Administrator

Monday, 23 June 2008 13:52

Operations ratios: measure the effectiveness of internal operations
· Accounts receivable turnover · Asset utilization · Average collection period · Average days payable · Days of sale in inventory · Fixed asset utilization · Inventory turnover · Sales per employee

Accounts receivable turnover

Calculation: net credit sales / average accounts receivable
Measures how liquid accounts receivable is for the year. Average Accounts Receivable is the average of the opening and closing balances for Accounts Receivable.

Example: Accounts receivable turnover : 21.53

Indicates the number of times receivables were turned over during the year. This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. A higher turnover rate generally indicates less investment in accounts receivable because customers are paying more quickly

Asset utilizationCalculation: net sales / total assets

Measures the number of sales dollars earned for each dollar invested in assets.
Example: Asset utilization : 0.92

Indicates the dollar amount of sales generated by each $1 of assets. This result can be considered positive or negative, depending on the industry standard for companies of similar size and activity. A low ratio compared to other businesses in the same industry can indicate an over-investment in or inefficient use of assets compared to the competition. The amount of fixed assets should also be considered, particularly if the fixed assets are older and have been recorded at historic costs. A higher ratio value than the industry standard can indicate an efficient use of resources favourable to making profits, or an over-use of production capacity. Over-use of production capacity has the benefit of short-term profits, but can result in the accelerated wear and tear of production equipment, decreasing future profitability when equipment needs to be replaced

Average collection period

Calculation: (days in the period * average accounts receivable) / net credit sales

Measures the average number of days customers take to pay their bills, indicating the effectiveness of credit and collection policies of the business. This ratio also determines if the credit terms are realistic. The Days in the Period is the number of days in the measurement period, normally 365. Average Accounts Receivable is the average of the opening and closing balances of Accounts Receivable for the measurement period.

Example: Average collection period : 0.33 day(s)
This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. A high value can indicate a collection problem. A low value usually indicates good management of collections but it could also signal an overly tight credit policy limiting sales and profits.

Average days payable
Calculation: ( days in the period * average accounts payable ) / purchases on credit

Measures the average number of days it takes to pay suppliers. The Days in the Period is the number of days in the measurement period, normally 365. Average Accounts Payable is the average of the opening and closing balances of Accounts Payable for the measurement period.

Example: Average days payable : 3.62 If the accounts payable period is longer than the collection period, defined by the company's creditors, this may be an indication of ineffective payment procedures or a poor cash position. It may also place creditor relations and the credit rating of the business in jeopardy. If shorter, the firm is not maximizing the benefits of buying on credit, although it will be meeting suppliers' payment terms

Days of sales in inventory
Calculation: days in the period * average inventory / cost of goods sold

Also called Days of Inventory Sales, this ratio indicates the possible number of days of sales with the inventory on hand. It is used to determine whether there is too great an investment in inventory. The Days in the Period is the number of days in the measurement period, normally 365. Average Inventory is the average of the opening and closing balances of inventory for the measurement period.
Example: Days of sales in inventory : 0.25 day(s)
Tells you the approximate number of days that can be handled with existing inventory. This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. It is important to note that this ratio varies depending on the type of business. For perishable goods, the value should be low; for durable goods, it can be higher

Fixed asset utilization
Calculation: net sales / average net fixed assets

Also called the Sales to Fixed Assets Ratio, it measures the number of sales dollars earned for each dollar of investment in fixed assets. This ratio is normally used in concert with the Asset Utilization Ratio. Average Net Fixed Assets = average of the opening and closing balances of fixed assets.

Example: Fixed asset utilization : 1.67
Indicates the number of dollars of net sales are generated by each $100 of fixed assets. This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. A low ratio compared to other companies in the same industry can indicate an over-investment in or inefficient use of fixed assets. A higher ratio than the industry standard can indicate the following: an efficient use of resources, favourable to making profits; an over-use of production capacity; or the reliance on older fixed assets that need to be replaced. Over-use of production capacity has the benefit of short-term profits but can also result in the accelerated wear and tear of production equipment, decreasing future profitability when equipment needs to be replaced

Inventory turnover
Calculation: cost of goods sold / average inventory

Measures the number of times inventory has been turned over (sold and replaced) during the year. It is a good indicator of inventory quality (whether the inventory is obsolete or not), efficient buying practices, and inventory management. This ratio is important because gross profit is earned each time inventory is turned over.
Example: Inventory turnover : 16.21
This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. A high turnover rate is an indication of good inventory management as the appropriate amount of inventory is being purchased to meet demand. High turnovers are also a good indicator that the business is less likely to suffer problems carrying inventories of products that may become obsolete (such as fashion items), are seasonal (such as snow shovels), or that deteriorate (such as groceries). It is important to note that this ratio varies according to the type of business. For perishable goods, the turnover rate should be high; for durable goods, it can be lower. A major variance from industry standards may indicate an inventory surplus resulting from a poor purchasing or marketing policy.

Sales per employee
Calculation: sales for the year / average number of employees

Measures the level of sales generated per employee. Average Number of Employees is used as the number of employees can change during the year according to business needs.
Sales per employee : 36,497.85

Indicates the approximate dollar value of sales generated per employee for the year. This result can be considered positive or negative, depending on the industry standard for companies of similar size and activity, and the costs attributed to making the sales

Last Updated ( Tuesday, 29 July 2008 06:19 )

2011-06-24T22:08:00.001-07:00

FR - Liquidity Ratios

Written by Administrator

Monday, 30 June 2008 00:00

Ratios are a way to evaluate the performance of your business and identify potential problems. Each ratio informs you about factors such as the earning power, solvency, efficiency, and debt load of your business. They are used to measure the relationship between 2 or more components of the financial statements and have greater meaning when the results are compared to industry standards for businesses of similar size and activity.

Liquidity ratios: determine the capacity of the business to meet current obligations
          · Current ratio

             · Inventory to net working capital

             · Quick ratio

Current ratio

Calculation: current assets / current liabilities Also called the Working Capital Ratio, it measures the extent to which current assets are available to meet current liabilities (due within the next 12 months). The Current Ratio indicates whether the business has ample working capital i.e. the excess of current liabilities over current assets used to meet short-term obligations, quickly take advantage of opportunities, and qualify for favourable credit terms.

Example: Current ratio : 3.50
A Current Ratio of 1.0 or greater is considered acceptable for most businesses. Most analysts agree that other factors need to be considered before drawing conclusions from the Current Ratio such as how quickly current assets can be converted into cash, and the credit terms extended by suppliers and to customers. A high ratio (greater than 2.0) indicates excessive current assets in the form of inventory, and underemployed capital. A low ratio (less than 1.0) indicates difficulty to meet short-term financial obligations, and the inability to take advantage of opportunities requiring quick cash

Inventory to net working capital
Calculation: inventory / (current assets - current liabilities)
Indicates if too high a proportion of current working capital is in inventory. Because inventory is a less liquid resource than cash, too high a level of inventory can indicate the inability to turn working capital into cash to meet short-term obligations.
Example: Inventory to net working capital : 2.69 %

Indicates what percentage of Net Working Capital is in inventory. This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. A negative value is a sign that the company may have difficulties meeting short term financial obligations

Quick ratio
Calculation: quick assets / current liabilities
Also called the Acid Test Ratio or the Cash Ratio, it indicates the company's ability to pay off the immediate demands of creditors using its most liquid and current assets; these can be converted quickly into cash, temporary investments, and marketable securities. It gives a more realistic picture of a business's ability to repay current obligations than the Current Ratio as it excludes inventories and prepaid items for which cash cannot be obtained immediately. This ratio is usually used as a supplement to the Current Ratio.
Example: Quick ratio : 1.83
Indicates the number dollars of quick assets available to pay each dollar of current liabilities. Generally, a Quick Ratio of 1.0 or greater is considered adequate to ensure a company's ability to pay its current obligations. A value of less than 1.0 signals a problem in meeting short-term obligations

Last Updated ( Tuesday, 29 July 2008 06:13 )

2011-06-24T22:07:00.001-07:00

FR - Leverage Ratios

Written by Administrator

Monday, 23 June 2008 13:45

Leverage ratios: examine how assets of the business are financed

· Debt-to-asset ratio
· Debt-to-equity ratio

Debt-to-asset ratio

Calculation: liabilities / assets

Also known as Debt Asset Ratio, it measures the extent to which the acquisition of assets has been financed by creditors.

Example: Debt-to-asset ratio : 140.02 %

This result may be considered positive or negative, depending on the industry standard for companies of similar size and activity. For creditors, a lower Debt-to-Asset Ratio is preferred as it means shareholders have contributed a large portion of the funds to the business, and thus creditors are more likely to be paid

Debt-to-equity ratio

Calculation: total liabilities / shareholders' equity

Measures management's reliance on creditor financing as well as the business's indebtedness compared to the amount invested by its owners. This ratio indicates the amount of liabilities the business has for every dollar of shareholders' equity. Because this ratio is a good indicator of a business's capacity to repay its creditors, it is considered very important by most term lenders

Example: Debt-to-equity ratio : 3.50

The Debt-to-Equity proportions are decided by management and thus there is no "ideal" ratio value. The reliance on creditor financing needs to be analyzed in light of other factors such as: the historical trend of this ratio for the business, industry standards for companies of similar size and activity, and whether the company is in the start-up or established phase. Term lenders prefer a lower debt-to-equity ratio as it indicates a lower reliance on creditors and therefore a greater capacity for the business to repay its creditors

2011-06-24T22:06:00.001-07:00

Risk Model

RA - Risk Model

Written by Administrator
Monday, 23 June 2008 13:36
Risk Model As a Scope of Risk Assessment, we have to determine all type of risk. It usually includes External Risk such as Customer needs, Competitors, Financial Market, Economy....and Internal Risk such as Financial Risk, IT Risk, Intergrity Risk, Reputation Risk.... Please find all type of risk that it can occur during your Company's Operation - Click to Download *I. Environment Risk* Environment risk arises when there are external forces that can affect a company’s performance, or make its choices regarding its strategies, operations, customer and supplier relationships, organizational structure or financing obsolete or ineffective. These forces are outside management’s ability to control. a. Competitor Risk Major competitors or new entrants to the market take actions to establish and sustain competitive advantage over the company or even threaten its ability to survive. b. Customer Wants Risk The company is not aware that customer needs and wants change. Such needs and wants may apply to desired quality, willingness to pay and/or speed of execution. c. Technological Innovation Risk The organization is not leveraging advancements in technology in its business model to achieve or sustain competitive advantage or is exposed to the actions of competitors or substitutes that do leverage technology to attain superior quality, cost and/or time performance in their products, services and processes. d. Sensitivity Risk Sensitivity risk results when management commits the company's resources and expected cash flows from future operations to such an extent that it reduces the company's tolerance for (or ability to withstand) changes in environmental forces that are totally beyond its control. e. Shareholder Expectations Risk The risk of failing to manage shareholder expectations, resulting in a decline in investor confidence that may impair the company's ability to efficiently raise capital and reduce stock evaluations over time. f. Capital Availability Risk The company does not have efficient access to the capital it needs to fuel its growth, execute its strategies, and generate future financial returns. g. Sovereign/Political Risk The risk of adverse consequences through political actions in a country in which a company has made significant investments (a major project, for example), is dependent on a significant volume of business or has entered into an agreement with a counter party subject to the laws of that country. h. Legal Risk The risk that a company's transactions, contractual agreements and specific strategies and activities are not enforceable under applicable law. i. Regulatory Risk Changes in regulations and actions by national or local regulators can result in increased competitive pressures and significantly affect a company's ability to efficiently conduct business. j. Industry Risk The risk that the industry will lose its attractiveness due to changes in the key factors for competitive success within the industry, capabilities of existing and potential competitors, and company’s strengths and weaknesses relative to competitors. k. Financial Markets Risk Financial markets risk is defined as exposure to changes in the earnings capacity or economic value of the firm as a result of changes in financial market variables (e.g., currency rates). These changes affect income, expense or balance sheet values. l. Catastrophic Loss Risk The inability to sustain operations, provide essential products and services, or recover operating costs as a result of a major disaster. *II. Process Risk* The risk that business processes are not clearly defined, are poorly aligned with business objectives and strategies, do not satisfy customer needs, dilute shareholder wealth, or expose assets to misappropriation or misuse. a. Governance Risk The risk that the organization’s governance processes do not comply with legal requirements or stakeholder expectations and that the board of directors fails to provide adequate monitoring and oversight of executive management activities. 1. Organizational Culture Risk The organization’s culture does not encourage managers to realistically portray the potential outcomes of transactions, deals, investments and projects and understand and portray the full picture for decision makers. The organization experiences dysfunctional behavior because managers are either risk averse or incented to take risks beyond the organization’s risk appetite. 2. Ethical Behavior Risk The organization, through its actions or inaction, demonstrates that it is not committed to ethical and responsible business behavior. 3. Board Effectiveness Risk The board does not constructively engage management and provide anticipatory, proactive and interactive oversight of the company’s activities and affairs, with integrity, vision, common sense and unquestioned independence. 4. Succession Planning Risk Leadership talent within the organization is not sufficiently developed to provide for orderly succession in the future. B. Reputation Risk The risk of loss of brand image such that the company will be unable to operate in the marketplace. 1. Image and Branding Risk The risk that a company may lose customers, key employees or its ability to compete, due to perceptions that it does not deal fairly with customers, suppliers and stakeholders, or know how to manage its business. 2. Stakeholder Relations Risk A decline in investor confidence may impair a company's ability to efficiently raise capital. The company will not have the same efficient access as competitors to the capital it needs to fuel its growth, execute its strategies, and generate future financial returns. C. Operations Risk The risk that operations are inefficient and ineffective in satisfying customers and achieving the company’s quality cost and time objectives. 1. Customer Satisfaction Risk The company's processes do not consistently meet or exceed customer expectations due to a lack of focus on the customer. 2. Human Resources Risk The personnel responsible for managing and controlling an organization or a business process do not possess the requisite knowledge, skills and experience needed to ensure that critical business objectives are achieved and significant business risks are reduced to an acceptable level. 3. Knowledge Capital Risk Processes for capturing and institutionalizing learning across the organization are either nonexistent or ineffective, resulting in slow response time, high costs, repeated mistakes, slow competence development, constraints on growth and unmotivated employees. 4. Product Development Risk The productivity of the product development process is significantly less than more innovative competitors who are able to achieve higher productivity through a stronger customer focus, concentrating focused resources and faster cycle time. 5. Efficiency Risk The process is inefficient in satisfying valid customer requirements resulting in higher than competitive costs. 6. Capacity Risk The effective productive capacity of the plant is not fully utilized, resulting in spreading fixed costs over fewer units and creating higher unit costs and lower unit margins or the capacity does not fulfill customer needs resulting in a loss of business. 7. Scalability Risk The inability to operate differently and more efficiently at larger volumes or amortize costs over greater sales volume, resulting in diseconomies of scale that threaten the firm’s ability to generate competitive profit margins. 8. Performance Gap Risk A business process does not perform at a world-class level because the practices designed into the process are inferior. 9. Cycle Time Risk Elapsed time between the start and completion of a business process (or activity within a process) is too long because of redundant, unnecessary and irrelevant steps. 10. Sourcing Risk The fewer the alternative sources of energy, metals and other key commodities and raw materials used in a company's operations, the greater the risks of shortages and higher costs. These risks can significantly affect the company's capability to provide competitively priced products and services to customers at the time they are wanted. 11. Channel Effectiveness Risk Poorly performing or positioned distribution channels threaten the organization’s capacity to access current and potential customers/end users effectively and efficiently. 12. Partnering Risk Inefficient or ineffective alliance, joint venture, affiliate and other external relationships affect the organization’s capability to compete. These uncertainties arise due to choosing the wrong partner, poor execution, receiving more value than is given (ultimately resulting in loss of a partner) and failing to capitalize on partnering opportunities. 13. Compliance Risk As a result of a flaw in design or operation or due to human error, oversight or indifference, the company's processes do not meet customer requirements the first time or do not comply with prescribed procedures and policies. Compliance risk can also result in failure to conform with laws and regulations at the international, country, state and local level that apply to a business process. 14. Business Interruption Risk The company's capability to continue critical operations and processes may be highly dependent on availability of certain raw materials, information technologies, skilled labor and other resources. 15. Product/Service Failure Risk The company's operations create risk of customers receiving faulty or nonperforming products or services. 16. Environmental Risk Environmental risks expose companies to potentially enormous liabilities. The exposure is twofold -- (1) liability to third parties for bodily injury or property damage caused by the pollution, and (2) liability to governments or third parties for the cost of removing pollutants plus severe punitive damages. 17. Health and Safety Risk These risks expose a company to potentially significant workers' compensation liabilities, financial loss, and negative publicity. Firms and their managers could find themselves criminally liable for failure to provide a safe working environment for their employees. 18. Trademark/Brand Erosion Risk The risk that a trademark or brand will lose its value. A trademark is a word, symbol or device -- or any combination of these -- that identifies a product or service and distinguishes that product or service from the products or services of competitors. D. Empowerment Risk The risk that managers and employees are not properly lead, do not know what to do (or how to do it) when they need to do it, exceed the boundaries of their defined authorities, do not have the resources, training and tools necessary to make effective decisions or are given incentives to do the wrong thing. 1. Leadership Risk The risk that the people responsible for the important business processes do not or cannot provide the leadership, vision, and support necessary to help employees be effective and successful in their jobs.2. Authority/Limit Risk The risk that people either make decisions or take actions that are not within their explicit responsibility or control or fail to take responsibility for those things for which they are accountable. Failure to establish or enforce limits on personnel actions may cause employees to commit unauthorized, illegal or unethical acts or assume unauthorized or unacceptable business risks. 3. Outsourcing Risk Outside service providers do not act within their defined limits of authority and do not perform in a manner consistent with the values, strategies and objectives of the company. 4. Performance Incentives Risk Unrealistic, subjective or unclear performance measures may cause managers and employees to act in a manner that is inconsistent with the company's business objectives, strategies, ethical standards and prudent business practice. 5. Change Readiness Risk The people within the organization are unable to implement process and product/service improvements quickly enough to keep pace with changes in the marketplace. 6. Communications Risk Communication channels (top-down and bottom-up or cross-functional) within the organization are ineffective and result in messages that are inconsistent with authorized responsibilities or established measures. E. Information Technology Risk The risk that the information technologies used in the business are not efficiently and effectively supporting the current and future needs of the business or threaten the company’s ability to sustain the operation of critical business processes. 1. Integrity Risk This risk encompasses all of the risks associated with the authorization, completeness, and accuracy of transactions as they are entered into, processed by, summarized by and reported on by the various application systems deployed by an organization. 2. Access Risk Access risk includes the risk that access to information (data or programs) or systems will be inappropriately granted or refused. It encompasses the risks of improper segregation of duties, risks associated with the integrity of data and databases and risks associated with information confidentiality. 3. Availability Risk The risk that information will not be available when needed. This includes risks such as loss of communications (e.g., cut cables, telephone system outage, satellite loss), loss of basic processing capability (e.g., fire, flood, electrical outage) and operational difficulties (e.g., disk drive breakdown, operator errors). 4. Infrastructure Risk The risk that the organization does not have an effective information technology infrastructure (e.g., hardware, networks, software, people and processes) to effectively support the current and future needs of the business in an efficient, cost-effective and well-controlled fashion. F. Integrity RiskThe risk of management fraud, employee fraud, and illegal and unauthorized acts, any or all of which could lead to reputation degradation in the marketplace or even financial loss. 1. Management Fraud Risk Management issues misleading financial statements with intent to deceive the investing public and the external auditor or engages in bribes, kickbacks, influence payments and other schemes for the benefit of the company. 2. Employee Fraud and Third Party Fraud Risk Fraudulent activities perpetrated by employees, customers, suppliers, agents, brokers or third-party administrators against the organization for personal gain expose the organization to financial loss. 3. Illegal Acts Risk Managers and employees individually or in collusion commit illegal acts, placing the company, its directors and officers at risk to the consequences of their actions. 4. Unauthorized Use Risk The company's employees (or others) use its physical and financial assets for unauthorized or unethical purposes. G. Financial Risk Financial risk can occur if the company fails to provide adequate liquidity to meet the firm’s obligations or manages financial risks in a manner that is inconsistent with the firm’s business objectives. Its severity depends on a number of factors, which include the firm’s size, industry, financial position (e.g. public/private, leverage, free cash flow to equity, etc.), and the direction of the market as a whole. 1. Price Risk The exposure of earnings or net worth to changes in market factors (e.g., interest rates, currency rates), which affect income, expense or balance sheet values. a. Interest Rate RiskThe risk that interest rates deviate from their expected value resulting in lower-than-expected investment yields, higher-than-expected borrowing or product costs, or deterioration of the firm’s competitive position in its industry. b. Currency RiskThe exposure to fluctuations in exchange rates may arise as a result of business activity in foreign markets and investment in securities, which are issued by overseas entities or are denominated in a foreign currency. c. Equity RiskThe exposure to fluctuations in the income stream and/or value of equity ownership in an incorporated entity. d. Commodity RiskThis can be a financial market risk if a company chooses an investment as part of a diversification strategy for managing investment risk. From the industrial perspective, commodity risk is the exposure to fluctuations in prices of commodity-based materials or products (e.g., gold, energy, copper, coffee). e. Financial Instrument RiskFinancial market risk can vary depending upon the particular segment of the market to which the holder of a financial instrument is exposed, or the way in which the exposure is structured. 2. Liquidity Risk The exposure to loss as a result of the inability to meet cash flow obligations in a timely and cost-effective manner. Liquidity risk often arises as a result of an investment portfolio with a cash flow and/or maturity profile, which differs from the underlying cash flows dictated by the company's operating requirements and other obligations. a. Cash Flow RiskActual losses incurred as a result of the inability to fund the operational or financial obligations of the business. b. Opportunity Cost RiskThe use of funds in a manner that leads to the loss of economic value, including time value losses, transaction costs due to inappropriate or inefficient management of cash flows and other causes of loss of value. c. Concentration Risk Exposure to loss as a result of the inability to access cash in a timely manner due to the inability to liquidate exposures without moving the market, unusual market conditions, use of "proprietary" financial products, or excessive reliance on a small number of funding sources. 3. Credit Risk The exposure to actual loss or opportunity cost as a result of default (or other failure to perform) by an economic or legal entity (the debtor) with which the company does business. a. Default RiskA counterparty will be unable to fulfill its obligations. b. Concentration Risk Inappropriate emphasis of sales volume or revenues on a single customer, industry sector, or other economic segment leads to exposure to excessive loss. c. Settlement Risk In financial terms, this risk arises when financial counterparties effect their payments to each other at different times or in different locations. In a non-financial context, settlement risk describes the risk of unexpected costs and/or administrative inconvenience associated with the failure to deliver payment in the right place at the right time. d. Collateral RiskThis is the risk that the value of an asset provided as collateral for a loan, receivable, or commitment to perform may be partially or totally lost. *III. Information for Decision-Making RiskThe risk that information used to support strategic, operational and financial decisions is not relevant or reliable. This risk relates to the usability and timeliness of information that is either created or summarized by processes and application systems or a failure to understand information needs. A. Operational Risk 1. Budget and Planning RiskBudgets and business plans are not realistic, based on appropriate assumptions, based on cost drivers and performance measures, accepted by key managers, or used as a monitoring tool. 2. Product/Service Pricing RiskThe company's price is more than customers are willing to pay or does not cover production and distribution costs. 3. Contract Commitment RiskThe company does not have information that effectively tracks contractual commitments outstanding at a point in time, so that the financial implications of decisions to enter into incremental commitments can be appropriately considered by decision makers. 4. Measurement (Operations) RiskProcess performance measures do not provide a reliable portrayal of operating performance and do not accurately reflect reality. The measures do not provide relevant information for decision making because they are not informative, understandable, believable, actionable, or indicators of change. 5. Alignment RiskThe objectives and performance measures of the company's business processes are not aligned with its overall business objectives and strategies. The objectives and measures do not focus people on the right things and lead to conflicting, uncoordinated activities. 6. Accounting Information RiskFinancial accounting information used to manage business processes is not properly integrated with nonfinancial information focused on customer satisfaction, measuring quality, reducing cycle time and increasing efficiency. The result is a myopic, short-term fixation on manipulating the outputs of business processes to achieve financial targets, rather than fulfilling customer expectations by controlling and improving processes. B. Public Reporting 1. Financial Reporting Evaluation RiskFinancial reports issued to existing and prospective investors and lenders include material misstatements or omit material facts, making them misleading. 2. Internal Control Evaluation RiskFailure to accumulate sufficient relevant and reliable information to assess the design and operating effectiveness of internal control over financial reporting, resulting in inaccurate assertions by management in the internal control report. 3. Executive Certification RiskFailure to accumulate sufficient, relevant and reliable information to assess the design and operating effectiveness of disclosure controls and procedures, resulting in material information not being disclosed timely to certifying officers and in public reports 4. Taxation RiskSignificant transactions of the company have adverse tax consequences that could have been avoided had they been structured differently. Failure to comply with all tax regulations (e.g. payment and filing requirements) creates risks. 5. Pension Fund RiskPension funds are not actuarially sound, e.g., they are insufficient to satisfy benefit obligations defined by the plan. 6. Regulatory Reporting RiskReports of operating and financial information required by regulatory agencies are incomplete, inaccurate, or untimely, exposing the company to fines, penalties and sanctions. C. Strategic Risk 1. Environmental Scan RiskThe failure to monitor and stay in touch with a rapidly changing environment resulting in obsolete business strategies. 2. Business Model RiskThe organization has an obsolete business model and doesn't recognize it and/or lacks the information needed to make an up-to-date assessment of its current model and build a compelling business case for modifying that model on a timely basis. 3. Business Portfolio RiskThe risk that a firm will not maximize business performance by effectively prioritizing its products or balancing its businesses in a strategic context. 4. Investment Valuation /Evaluation RiskManagement does not have sufficient financial information to make informed short-term and long-term investment decisions and link the risks accepted to the capital at risk. Management and key decision-makers are unable to reliably measure the value of a specific business or any of its significant segments in a strategic context. 5. Organization Structure RiskThe company's organizational structure does not support change or the company's business strategies. 6. Measurement (Strategy) RiskOccurs when overall organizational performance measures focus primarily on near-term financial results or are not consistent with and do not support business strategies. 7. Resource Allocation RiskThe company's resource allocation process does not establish and sustain competitive advantage or maximize returns for shareholders. 8. Planning Risk* The company's business strategies are not driven by creative and intuitive input or based on current assumptions about the external environment resulting in strategies that are out-of-date and unfocused. 9. Life Cycle Risk An organization's approach to managing the movement of its product lines and evolution of its industry along the life cycle (e.g., start-up, growth, maturity and decline) threatens the ultimate success of its business strategies.
Last Updated ( Thursday, 16 April 2009 15:57 )

2011-06-24T22:05:00.003-07:00

Procurement Internal Controls Audit Work Program

Written by Administrator

Wednesday, 19 August 2009 03:09

This sample work program can be downloaded and reviewed for ideas and comparison with your own work programs.

Audit Step

1. Are purchase orders based on authorized requisitions?

2. Are purchase orders properly coded to identify the cost objective (direct, indirect or inventory)? 3. Are purchase orders serially controlled and accounted for?

4. Is the use of standardized purchase orders required?

5. Are effective numerical document controls or status reports maintained to record the receipt of purchase requisitions?

6. Does the purchasing department maintain specifications for all materials and services used by the contractor?

7. Are requirements combined where appropriate?

8. Are make-or-buy decisions adequately documented?

9. Does the purchasing department have adequate controls to prevent unauthorized use of canceled or voided purchase requisitions?

10. Is the purchasing department independent of other departments and responsible for procuring all materials, supplies, and equipment?

11. Are the receiving and inspection functions separate from the purchasing function?

12. Are copies of purchase orders furnished at the time of issuance to the receiving, accounts payable, and when appropriate, to the expediting departments?

13. Do procedures require complete history files for items purchased frequently and for all major procurements?

14. Are prices established at the time the order is placed for goods manufactured to order, rather than on an "advise price" or not-to-exceed basis?

15. Is purchasing required to develop and maintain lists of potential bidders or offerers for particular types of materials?

16. Are periodic independent checks made to verify existence of suppliers on the bidder list?

17. Is documentation required from engineering, quality or the requesting source to support the purchase from a single or directed source?

18. Do procedures require maintenance of adequate documentation in purchase order files?

19. Is there a formal bid control system in place?

20. Do procedures require appropriate justification when the low bidder in a competitive solicitation is not selected?

21. Are there clearly defined responsibilities for negotiating price and terms and conditions?

22. Are practices in place to assure procurement at competitive prices including development of purchase requirements to achieve maximum competition?

23. Do non-competitive procurements require documented justification?

24. Is certified cost and pricing data obtained from subcontractors when required and is appropriate price analysis or cost analysis performed?

25. Is a listing of debarred suppliers maintained and checked against potential and existing suppliers?

26. Is there a supplier performance rating system that evaluates price, quality, and delivery performance?

27. Does a system exist to "flow down" required clauses?

28. Are subcontractors reviewed for clauses which conflict with provisions of the prime contract (i.e., pricing and payment, patent rights, warranty, quality technical data, quality assurance requirements, etc.)?

29. Are processes in place to monitor subcontractors with progress payments?

30. Is approval of subcontracts obtained or notice and consent obtained when required?

31. Do procedures require that prompt payment discounts be obtained and utilized?

32. Do procedures prohibit splitting orders to avoid dollar thresholds for approval, cost analysis, cost accounting standards and submission of cost or pricing data?

33. Are delivery dates required on purchase requisitions?

34. Is the purchasing department required to follow-up on orders to assure timely delivery?

35. Do procedures require final purchasing packages to be reviewed by appropriate personnel?

36. Are approval levels defined for purchase orders and supplements to purchase orders?

37. Do competitive pricing policies exist for inter-entity orders?

38. Are inter-entity transactions handled in accordance with company policy?

39. Is there a system of reports and controls that reflects performance and provides the means through which the purchasing organization reports its performance
to management?

40. Is receiving or giving gratuities, favors, or kickbacks prohibited?

41. Are there awareness programs to advise purchasing personnel of the consequences of accepting or soliciting kickbacks?

42. Are there requirements for purchasing personnel to certify annually that they have not engaged in any prohibited activities, such as kickbacks and gratuities?

43. Are procurement personnel required to complete an annual conflict of interest certification, including disclosure of financial or ownership interest in suppliers?

44. Is a standard of conduct policy for suppliers disseminated to suppliers annually?

45. Are suppliers required to provide representation that no kickbacks are provided, solicited or offered?

46. Is provision made for periodic rotation of procurement personnel?

47. Does the purchasing department conduct self-audits on a regularly scheduled basis?

48. Is there a program for education and training of purchasing personnel?

2011-06-24T22:02:00.003-07:00

Auditing Purchasing and Contracts

About the Author

DAVID MCNAMEE, CIA, CISA, CFE, CGFM

David McNamee has thirty years experience in audit and data systems, including previous experience as a Director of Internal Audit at a multi-billion dollar corporation. He is President of his own consulting firm, Management Control Concepts, to offer his expertise in internal audit and risk management to others for the past dozen years.

David McNamee has been a frequent invited speaker at international and regional internal auditing conferences on the topics of ethics, risk assessment, and internal audit management, as well as local chapter meetings and seminars for the IIA, AGA, ISACA and others. He is the author of many articles in professional internal auditing journals, including an award-winning research paper on resolving ethical problems. In addition, he coauthored two audit guides and several books published by the IIA on risk assessment, procurement and operational auditing. He has been active in the Institute of Internal Auditors at the local and international levels.

David McNamee is a Certified Internal Auditor, a Certified Information Systems Auditor, a Certified Fraud Examiner, and a Certified Government Financial Manager. In addition to auditing in a service industry and a heavily regulated capital-intensive industry, he has had special experience in dealing with contracts, purchasing and related fraud.

David McNamee holds a Master of Science in Telecommunications Management, a Master of Business Administration, and a Certificate in Purchasing Management. He has taught Financial Accounting at the Santa Clara University Graduate School of Business and is an invited lecturer in Auditing at San Francisco State University and at universities in New Zealand and Australia.

In this electronic publication he shares with us the vast amount of knowledge he has gained in his 30 years experience about Purchasing and Contracts through the use of over 450 pages of workbooks and 30 PowerPoint slides.

His publications include “Auditing Fraud”, “Control Self Assessment” and “Risk Management and Risk Assessment” electronic publications available on CD at http://www.pleier.com/pubs.htm and http://www.theiia.org and http://www.isaca.org.

Additional references and information are available at http://www.mc2consulting.com/.

Auditing the Purchasing Department

"Auditing the Purchasing Department"

This 160-page workbook is a complete course for you to better understand the role of purchasing in the organization, the major activities that go on within purchasing, the risks and exposures within each activity, and the key controls used by the most effective purchasing departments.

This workbook also provides you with a set of preliminary survey questions to use in your audit, a framework to develop your own audit guides, an appreciation of the possible computer assisted audit techniques available, an audit program for any and all parts of the purchasing function, and a set of references for further study.

This workbook publication presents practical information including:

The Role and Importance of Purchasing to the Organization

Establishing Qualified Suppliers

Requisitions

RFI/RFP/RFQ

The Bidding Process

Awarding the Business

Negotiated Award without Competitive Bid

Terms and Conditions

Purchase Orders, Work Orders and Contracts

Special Topics: EDI and Barcoding

Special Topics: Value Analysis

Monitoring Performance of Suppliers

Fraud by Vendors

Fraud by Employees

Resources for Further Study

Purchasing and Contract Frauds

"Purchasing and Contract Fraud"

This 98-page workbook contains hard-hitting discussions of the many aspects of fraud with exercises that will help the reader think seriously about this major issue that affects us all.

This workbook publication presents practical information with study questions and case studies specifically covering:

The Nature of Fraud

Working with Auditors and Investigators

Vendor Frauds: Case Studies

Detecting and Deterring Vendor Frauds

Employee Frauds: Case Studies

Detecting and Deterring Employee Frauds

Types of Contract Fraud

Contract Fraud and Defenses

Bibliography

Suggested Answers, Study Questions and Case Studies

"Suggested Answers to Study Questions and Case Studies"

This 39-page workbook consists of 16 Case Studies designed in a question and answer format to raise your awareness of the many aspects of the purchasing function.

These Case Studies specifically address:

The Role of Purchasing in the Organization

Establishing Qualified Suppliers

Requisitions

RFI/RFP/RFQ

The Bidding Process

Awarding the Business

Negotiated Award Without Competitive Bid

Terms and Conditions

Purchase Orders

EDI & Barcoding

Value Analysis

Monitoring Performance by Suppliers

Fraud by Vendors

Fraud by Employees

The Nature of Fraud

Working with Auditors and Investigators

Vendor Frauds: Case Studies

Employee frauds: Case Studies

Detecting and Deterring Employee Frauds

Types of Contract Fraud

Contract Fraud and Defenses

Key Audit Planning Steps

"Key Audit Planning Steps”

The 22-page workbook contains detailed Audit Planning Steps and an actual Preliminary Survey Questionnaire to facilitate a thorough audit of the purchasing function.

Included are specific audit steps and approximately 230 questions addressing areas including:

The Role of Purchasing in the Organization

Establishing Qualified Suppliers

Requisitions

RFI/RFP/RFQ

The Bidding Process

Awarding the Business

Negotiated Award without Competitive Bid

Terms and Conditions

Purchase Orders

EDI & Barcoding

Value Analysis

Monitoring Performance by Suppliers

Fraud by Vendors

Fraud by Employees

Fraud Risk Management

"Fraud Risk Management"

The 18-slide PowerPoint offers a number of practical suggestions about Finding Fraud: Increasing Awareness and Detection through Risk Management & Internal Auditing

Suggestions include the following:

Embezzlement of Fees

Theft of Inventory: Dining Out

A Prescription for Finding Fraud

Contrasting Views on Fraud – Risk Manager and Internal Auditors

Finding Fraud

The Old Triangle of Fraud

The New Triangle of Fraud

Dealing with Fraud Risk

Fraud Risk Management

Fraud Auditing Practice

Internal Audit Strategy

Measuring Purchasing Performance and Benchmarking

"Measuring Purchasing Performance and Benchmarking”

The 15-slide PowerPoint offers a number of practical suggestions as to how to measure Purchasing performance
and benchmarking.

Suggestions include the following:

Developing Performance Objectives

5 Elements to Measure Performance

What Measures are Best

Other Measures (Trends)

Criteria for a Good Measure

How to Use Measurements

Key Performance Indicators

The Total Cost of Ownership

Performance and Quality

The Four Myths or Four Truths?

Measuring the Quality of Purchasing Services

Turning the Tables on Purchasing

Benchmarking and Reengineering Procurement

"Benchmarking and Reengineering Procurement”

Benchmarking is the process of measuring your operations against similar operations for the purpose of improving your business processes. The purpose of benchmarking is to improve products and processes to better meet customer needs. The linkage of the business process to customer needs is critical to effective benchmarking. This linkage can be strategic or tactical; although benchmarking studies are generally classified as a strategic competitive analysis tool:

For the purchasing professional, benchmarking contracting and procurement means improving the purchasing process and purchasing products (procurements, reports, etc.) to meet the needs of internal customers (primarily other departments and senior management or the Board of Directors as a whole). The purchasing professional who wants to practice benchmarking must have a thorough understanding of:

· The critical business processes (and sub-processes, activities)

· The critical success factors for fulfilling customer needs, and

· The best measurements that will provide this information.

The 158-page workbook contains information and exercises to an organization benchmark and reengineer the Procurement process including the following areas:

Benchmarking Contracting and Procurement

Benchmarking for Continuous Improvement

Preparing for a Benchmarking Study

Planning the Benchmarking Study

Searching for a Benchmark Partner

Observing the Process

Analyzing the Process

Adapting the Knowledge Learned

Improving Our Processes

Benchmarking Case Study

Benchmarking Study Checklist: Contracting and Procurement

Reengineering Purchasing and Warehousing

Process Flow Charts and Other Process Mapping Tools

Information Technology: EDI, Bar Codes and Beyond

Supply Chain Optimization

Reducing Cycle Time

Case Study: Reengineering the Procurement Process

Warehouse Reengineering

Warehouse Redesign: Focusing on Costs and Customers

Benchmarking Resources

Reengineering Bibliography

The Potential of Purchasing Cards

"The Potential of Purchasing Cards”

There is enormous potential for purchasing cards to improve purchasing efficiency and effectiveness for high frequency, low value purchases such as MRO commodities, as well as training, books, dues, subscriptions, and emergency repairs. Purchasing cards can be used to reduce purchasing and payment-processing costs by bypassing the purchase order/check request process and consolidating payments on many small items with one payment. For the purchasing professional, the adoption of purchasing cards empowers the user community to purchase the numerous low value items they require for themselves, leaving the purchasing professionals time to concentrate their efforts on projects where more value can be added.

Implementing purchasing cards is a major project in reengineering. Various internal processes must be changed, systems reviewed for changes, and employees and supplier both have behavioral changes to make. Both project management and change management skills are important for success.

This 10-page document offers help to the purchasing director in the form of describing:

The 7 Steps to Assess the Need for Purchasing Cards

The 20 Key Questions to Use in Interviewing the Provider

The 10-Step Implementation Plan for Purchasing Cards.

These tools, together with a thorough understanding of the organization's needs and wants, should be sufficient to get the project off the ground. Purchasing cards have yet to reach their full potential throughout the economy, but the future is bright as organizations use the purchasing card as a means of empowering the workforce and harnessing the special skills of the purchasing professional.

Other Resources

If you like the quality of this electronic publication on CD check http://www.pleier.com/pubs.htm or call (949) 830-1575 9AM to 4PM California USA time for additional information.

Current Publications – Click the link to preview:

ADM PLUS Audit Management Systems for managing an Audit Department includes risk management and risk assessment functions.

o Review information about this software

o Download and try this client-server software with no risk at http://www.pleier.com.

Please tell other Audit Professionals during your sharing about these resources.

Thank you.

President
Pleier Corporation

Click Here to order online

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FAIZAN CV

2011-06-24T07:10:00.001-07:00

RAHIL FAIZAN HYDER
E-mail: lecturer rise@yahoo.com
Phone #: 0306-7558878

OBJECTIVES:
I am seeking a suitable environment. To pursue a growth oriented career where I can exhibit my skills in Accounts, interpersonal communications and team leadership.

PROFESSIONAL PROFILE
ACCA. instructor with over three & half year experience in lectureship. Background includes teaching experience in a unique environment. Specialist in Financial Accounting & Cost Accounting.

Academic Education:
ICS (Computer Science) Board of Intermediate and secondary education , D.G Khan
Metric (Science) Board of Intermediate and secondary education , D.G Khan

PROFESSIONAL CERTIFICATION:
Association of Charted Certified Accountant (ACCA)- (UK)
1 Professional Part 1
[ 1.1] Preparing Financial Statements
[ 1.2] Financial Information for Management
[ 1.3] Managing People

Professional Part 2
[2.1] Information Systems
[2.2] Corporate and Business Law
[2.3] Business Taxation
[2.4] Financial Management and Control
[2.5] Financial Reporting
[2.6] Audit and Internal Review
Professional Part 3
[ P-l] Professional Accountant
[P-2] Corporate Financial Reporting
[P-3] Business Analysis
[p-6] Advanced Business Taxation
[3.4] Management Information System
Certified Accounting Technician (CAT)-(UK)
[ T-l] Recording Financial Transactions
[T-2] Information for Management
[T-3] Maintaining Financial Records
[T-4] Accounting for Costs
[T-5] Managing People and Systems
[T-6] Drafting Financial Statements
[T-7] Planning Control and Performance Managements
[T-9] Preparing Tax Computation
[T-10] Managing Finances

Working Experience:
Lecturer    (1 and half year)
SKANS School of Accountancy (Sep 2006 to March 2008)
Job Description:
Financial Accounting.
Cost Accounting.
Lecturer    (2 & Half Year)
Rise School of Accountancy (March 2008 to date)
Job Description:
UK Tax
Financial Accounting.
Cost Accounting.
Personal Skills:
Strong Teaching and Presentation skills,
A fast learner, able to understand new ideas and concepts quickly.
Positive Minded, Efficient Leadership Qualities, Committed, Excellent In Team Work and Flexible to adopt new environment easily
Special Interest:
Critical Analysis on any Topic.
Personal Information:
Father Name            :         Ghulam Nabi
Nationality                :         Pakistani.
Realign                :         Islam.
Date of Birth            :         22-09-1986
Communication Language    :        English, Urdu, Punjabi
NIC No.                 :        32203-4583656-1
References:
Will pleasantly be provided on your demand.

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Most widely circulated English language Pakistani newspaper. Find headlines, archived articles and editorials.
Friday Times
Lahore-based weekly known for critical reporting of national news. Available by subscription.
Jang-Group of Newspapers
Online presentation of several Pakistan newspapers and magazines, including major daily The News.
Nation
Local and international news out of Lahore.
Newsline
Pakistani magazine featuring news and views, analyses of current affairs, national and international happenings.
Online International News Network (OINN)
News and photo wire service, dedicated to issues that are neglected by the mainstream media.
Pakistan and Gulf Economist
Business weekly.
Pakistan Christian Post
First Christian newspaper in Pakistan.
Pakistan Link
Pak-American weekly.
Pakistan Observer
Independent daily from Islamabad.
Pakistan Television(PTV)
State broadcaster.
Pakistan Times
Online newspaper with daily news and views from Pakistan and Kashmir.
Pakistan Today
US-based Pakistani newspaper.
PakTribune
Independent online news service.
Post
Daily newspaper from Lahore.
Radio Pakistan
Official news bulletins in text and RealAudio.
Regional Times
Pertains mainly towards voicing issues of the Province of Sindh.
Statesman, The
Daily news from Peshawar, Islamabad, Lahore and Karachi.

Balochunity.org
News and information site advocating self-determination right for Balochistan.
BalochWarna.Org

See also Kashmir Newspapers.

pakistan news

2011-06-19T02:08:00.003-07:00

atest Posts

Rising Questions about expansion of American Embassy in Pakistan

Last Updated: 19 June 2011 , 02:08 am

Comments: 0

Mobile Phones - Could be dangerous for Unmarried girls

The Samaj feels there is no urgency for unmarried girls to use mobile phones. So, we have advised parents not to encourage their unmarried daughters to use these devices.

Last Updated: 18 June 2011 , 16:10 pm

Comments: 0

American Congressman Anthony Weiner scandal and his pregnant wife Huma Abedin story.

When the news about Congressman Anthony Weiner sending lewd photos of himself to a teenager via Twitter broke out, everyone lamented upon the misfortune of his pregnant wife, Huma Abedin

Last Updated: 18 June 2011 , 14:52 pm

Comments: 0

Pakistani investors and Industrialists moving to Malaysia with new Malaysian visa scheme.

According to news reports arround 2 billion ruppes has been transferd to Malayia in last 8 years.

Last Updated: 18 June 2011 , 13:20 pm

Comments: 0

Karachi is burning and Zulfiqar Mirza & his Wife Fahmida Mirza Enjoying Vacations in US

Former Interior Minister Sindh Zulfiqar Mirza and his wife Deputy speaker Fahmida Mirza, both are at vacations now a days and enjoying their trip in United States.

Last Updated: 18 June 2011 , 13:00 pm

Comments: 0

New Affair of Indian Badminton Star Jawal with Son of Azharuddin

Indian Badminton star Jawala was in news some days back for an affair with former Indian Cricket Teams Captain Azharuddin.

Last Updated: 18 June 2011 , 12:57 pm

Comments: 0

Pakistani most beautiful Politician Kashmala Tariq.

The Pakistani most beautiful Politician Kashmala Tariq seen in Jeans,here are some pics just for entertainment.

Last Updated: 18 June 2011 , 10:05 am

Comments: 1

Pakistani Prisons - Hell at Earth see the video

Last Updated: 17 June 2011 , 08:53 am

Comments: 0

Pakistani Tour De champion and gold medalist Noor repairing cycles for bread

Gold Medalist from Pakistan in Tour De Pakistan Race Winner Noor Muhammad is repairing Cycles for his Bread. His family is suffering with Hepatitis-C.

Last Updated: 17 June 2011 , 08:36 am

Comments: 0

Living in a Tent in India is better than Going Back to Pakistan -Adnan Sami

MUMBAI: Famous singer Adnan Sami said that he cant imagine going back to Pakistan even if he was forced to live in a tent in India.

Last Updated: 16 June 2011 , 09:23 am

Comments: 0

ACCA MEMBERSHIP

2011-06-17T22:11:00.000-07:00

To:

"lecturer_rise" <lecturer_rise@yahoo.com>

Congratulations!

HEC has endorsed ACCA membership as being equivalent to M.Com. degree awarded by Pakistani Universities. The new development opens doors to unlimited opportunities both, by increasing employability and fulfilling criteria for post graduate studies for ACCA members in Pakistan. This is yet another benefit of ACCA membership encouraging you to sign up with ACCA as members.

Other benefits of ACCA membership include:

Increased Mobility - many employers in the middle east and gulf countries require endorsement from the host country education authorities before processing work visas for those countries. The HEC recognition will mean that the entire process for starting jobs in countries like Saudi Arabia and others is speeded up for ACCA members.
Improved career progression opportunities - opportunities and very high-earning potential.
Our world-class reputation - your qualification is recognised globally, allowing you international mobility in your career.
Complete flexibility in your career choice - you can work in any business sector from the public or corporate sectors to financial services or public practice.
More than 100 years of experience - during this time, ACCA has built and developed strong relationships with a vast network of employers, governmental bodies and professional institutes across the world.
A leading range of services to our members - ACCA offers privileged access to world-renowned technical and thought-leadership materials, as well as comprehensive resources designed to underpin continuing professional development.
Professionalism and ethics - ACCA is leading the way in driving global standards and our reputation for integrity and accountability provides a firm foundation for the positive standing of our members.

EXA,MS TIPS FOR ACCA JUNE 2011

2011-05-29T11:38:00.001-07:00

ACCOUNTING JOBS

2011-05-24T22:09:00.000-07:00

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I need an Accountant Store keeper for my Distribution office. Candidate interested can call me at 0300-4005400
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Accounting Jobs - Finance Jobs - Lahore - May 24, 21 hours and 25 minutes ago
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Accounting Jobs - Finance Jobs - Faisalabad - May 24, 21 hours and 26 minutes ago
i am graduate and looking part time job.
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Accounting Jobs - Finance Jobs - Abbottabad - May 24, 21 hours and 31 minutes ago
i have done my MBA(Finance), I have Experience of Auditing. Now i am seeking a well job in Well Reputed Company.
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NEWS UPDATE

2011-05-24T22:04:00.000-07:00

LISTED COMPANIES IN KSE

2011-05-24T00:26:00.000-07:00

Listed Companies

All Companies
SYMBOL	COMPANY
AABS	AL-Abbas Sugur
AACIL	Al-Abbas Cement
AACILR	Al-Abbas(R)
AASM	AL-Abid Silk Mills
AATM	Ali Asghar Textile
ABL	Allied Bank Ltd
ABL-CJUL	ABL-CJUL
ABL-CJUN	ABL-CJUN
ABL-CMAY	ABL-CMAY
ABL-CMAYW3	ABL-CMAYW3
ABL-CMAYW4	ABL-CMAYW4
ABLTFC	Allied Bank (TFC)
ABLTFC2	Allied Bank(2nd)
ABOT	Abbott LabXD
ABSON	Abson Industries
ACCM	Accord Textile
ACPL	Attock Cement
ADAMS	Adam Sugar
ADMM	Artistic Denim Mills
ADOS	Ados Pakistan
ADPP	Adil Poly
ADTM	Adil Textile
AGIC	Ask.Gen.InsurXB
AGIL	Agriautos Industries
AGL	Agritech Limited
AGSML	Abdullah Shah
AGTL	AL-Ghazi Tractors
AHCL	Arif Habib CorpSD
AHI	Arif Habib Investmen
AHL	Arif Habib Ltd.
AHTM	Ahmed Hassan
AICL	Adamjee InsXD
AICL-CJUL	AICL-CJUL
AICL-CJUN	AICL-CJUN
AICL-CMAY	AICL-CMAY
AICL-CMAYW3	AICL-CMAYW3
AICL-CMAYW4	AICL-CMAYW4
AKBL	Askari BankXB
AKBL-CJUL	AKBL-CJUL
AKBL-CJUN	AKBL-CJUN
AKBL-CMAY	AKBL-CMAY
AKBL-CMAYW3	AKBL-CMAYW3
AKBL-CMAYW4	AKBL-CMAYW4
AKDCL	AKD Capital Limited
AKGL	AL-Khair Gadoon
ALFT	Alif Textile
ALICO	American Life
ALNRS	AL-Noor Suger Mills
ALQT	AL-Qadir Textile
ALTN	Altern Energy
AMMF	AL-Meezan Mutual
AMSL	AL-Mal Sec.
AMTEX	Amtex Limited
AMZV	AMZ Ventures A
ANL	Azgard Nine
ANL-CJUL	ANL-CJUL
ANL-CJUN	ANL-CJUN
ANL-CMAY	ANL-CMAY
ANL-CMAYW3	ANL-CMAYW3
ANL-CMAYW4	ANL-CMAYW4
ANLNV	Azgard(Non-Voti)
ANLPS	Azgard (Pref) 8.95%
ANLTFC2	Azgard Nine
ANNT	Annoor Textile
ANSS	Ansari Sugar
APL	Attock Petroleum
APOT	Apollo TextileXD
APXM	Apex Fabrics
AQTM	Al-Qaim Textile
ARM	Allied Rental Mod.
ARPAK	Arpak Int.
ARUJ	Aruj Garments
ASFL	Asian Stocks Fund
ASHT	Ashfaq Textile
ASIC	Asia Insurance Co.
ASML	Amin Spinning
ASMLRAL	Amin Sp.(RAL)
ASTM	Asim Textile
ATBA	Atlas Battery Ltd.
ATEL	Atlas Engineering
ATFF	Atlas Fund of Funds
ATIL	Atlas Insurance
ATLH	Atlas Honda Ltd.
ATRL	Attock Refinery
ATRL-JUN	ATRL-JUN
ATRL-MAY	ATRL-MAY
AWAT	Awan Textile
AWTX	Allawasaya Tex.
AYTM	Ayesha Textile
AYZT	Ayaz Textile
AZAMT	Azam Textile
AZLCLTFC2	Al-Zamin Leas.Corp
AZMT	Azmat Textile
AZTM	AL-Azhar Textile
BAFL	Bank Al-Falah
BAFS	Baba Farid
BAHL	Bank AL-Habib
BAHL-CJUL	BAHL-CJUL
BAHL-CJUN	BAHL-CJUN
BAHL-CMAY	BAHL-CMAY
BAHL-CMAYW3	BAHL-CMAYW3
BAHL-CMAYW4	BAHL-CMAYW4
BAHLTFC	Bank Al-Habib(TFC)
BAHLTFC2	Bank Al-Habib(2nd)
BAHT	Bhawalpur Textile
BAPL	Bawany Air Products
BATA	Bata (Pak) Ltd.
BAWS	Bawany Sugar
BBIIIA	US$ B 3 YEARS A
BBIIIB	US$ B 3 YEARS B
BBIIIC	US$ B 3 YEARS C
BBIIID	US$ B 3 YEARS D
BBVA	US$ B 5 YEARS A
BBVB	US$ B 5 YEARS B
BBVC	US$ B 5 YEARS C
BBVD	US$ B 5 YEARS D
BBVIIA	US$ B 7 YEARS A
BBVIIB	US$ B 7 YEARS B
BBVIIC	US$ B 7 YEARS C
BBVIID	US$ B 7 YEARS D
BCL	Bolan Casting Ltd
BCML	Babri Cotton
BEEL	Bela Engineering
BEEM	Beema Pakistan
BELA	Bela Automotive
BERG	Berger Paints
BFMOD	B.F.Modaraba
BGL	Bal.Glass
BHAT	Bhanero Tex.
BIFO	Biafo IndustriesXD
BIIC	Business Insurance
BILF	Bilal Fibres
BIPL	Bankislami Pakistan
BNWM	Bannu WoollenXD
BOC	BOC (Pak) Ltd.
BOK	Bank Of Khyber
BOP	B.O.Punjab
BPBL	B.P.Board
BROT	Brothers Textile
BRR	B.R.R.Guardian
BTL	Blessed Tex.
BUXL	Buxly Paints
BWCL	Bestway Cement
BWCLR	Bestway Cem(R)
BWHL	Bal.Wheels Ltd.
BYCO	Byco Petroleum
CARF	Caravan Fabrics
CASS	Casspak Ind.
CEFP	Central Forest
CENI	Century Insurance
CEPB	Century Paper
CFL	Crescent Fibres
CHAS	Chashma Sugar Mills
CHBL	Chenab Limited
CHCC	Cherat Cement
CICL	Central Ins Co.
CJPL	Crescent Jute
CLCPS	Chenab Ltd.(Pref)
CLIM	Climax Eng.
CLOV	Clover Pakistan Ltd.
CML	Colony Mills Ltd
COLG	Colgate Palmol.
COST	(Colony) Sarhad
COTT	(Colony) Thal
COWM	Colony Woollen
CPAL	Cap.Assets Leas XD
CPL	Clariant Pakistan
CPMFI	F.Cap.Mut.Fund
CPSL	Cherat Papersack
CRSM	Cres.Spinning
CRTM	Crescent Textile
CSAP	Crescent Steel
CSIL	Cres.Star Insurance
CSM	Cres. Stand.Mod.
CSMD	Crescent Sugar
CSUML	Colony Sugar Mills
CWSM	Chakwal Spinning
DAAG	Data Agro
DABL	Dadabhoy Leasing
DADX	Dadex Eternit
DATM	Data Textile
DAWH	Dawood Hercules
DBCI	Dadabhoy Cement
DBSL	Dadabhoy Sack
DCH	Descon Chemical
DCL	Dewan Cement
DCM	Dawood Cap.Man XB
DCTL	Dadabhoy Const.
DEIC	Delta Insurance
DEL	Dawood Equities
DFML	Dewan Motors
DFSM	Dewan Farooque Sp.
DGKC	D.G.K.Cement
DGKC-CJUL	DGKC-CJUL
DGKC-CJUN	DGKC-CJUN
DGKC-CMAY	DGKC-CMAY
DGKC-CMAYW3	DGKC-CMAYW3
DGKC-CMAYW4	DGKC-CMAYW4
DGKC-JUN	DGKC-JUN
DGKC-MAY	DGKC-MAY
DICL	Dadabhoy Insurance
DIIL	Diamond Ind.
DINT	Din Textile
DKTM	Dewan Khalid
DLL	Dawood LawrenceXB
DMTM	Dewan Mushtaq
DMTX	D.M.Textile
DNCC	Dandot Cement
DOL	Descon Oxychem
DOMF	Dominion Stock
DREL	Dreamworld
DSFL	Dewan Salman
DSIL	D.S. Ind. Ltd.
DSL	Dost Steels Ltd.
DSML	Dar-es-Salaam
DWAE	Dewan Auto Engg
DWSM	Dewan Sugar
DWTM	Dewan Textile
DYNO	Dynea Pakistan
ECOP	ECOPACK Ltd
EFLTFC	Engro Fert(TFC3)
EFLTFC3	Engro Fert (TFC)
EFUG	EFU General Ins
EFUL	EFU Life Assur
ELCM	Elahi Cotton
ELSM	Ellcot Spinning
EMCO	EMCO Industries
ENGL	English Leasing
ENGRO	Engro Corp. Ltd.
ENGRO-CJUL	ENGRO-CJUL
ENGRO-CJUN	ENGRO-CJUN
ENGRO-CMAY	ENGRO-CMAY
ENGRO-CMAYW3	ENGRO-CMAYW3
ENGRO-CMAYW4	ENGRO-CMAYW4
ENGRO-JUN	ENGRO-JUN
ENGRO-MAY	ENGRO-MAY
ENGROTFC	Engro Corp.Ltd(TFC)
EPCL	Engro Polymer
EPCL-CJUL	EPCL-CJUL
EPCL-CJUN	EPCL-CJUN
EPCL-CMAY	EPCL-CMAY
EPCL-CMAYW3	EPCL-CMAYW3
EPCL-CMAYW4	EPCL-CMAYW4
ESBL	Escorts Bank
EWIC	East West Insurance
EWLA	East West Life Assur
EXIDE	Exide (PAK)
EXTR	Extraction
FABL	Faysal Bank
FABLTFC	Faysal BankTFC
FAEL	Fatima Enterprise
FANM	AL-Noor Modaraba
FASM	Faisal Spinning
FATEH	Fateh Industries
FATIMA	Fatima Fert.Co.
FAZAL	Fazal Veg.Ghee
FCCL	Fauji Cement XR
FCIBL	F.Credit & Inv
FCONM	Constellation Mod
FCSC	Ist.Capital Sec.Corp
FDBM	Dadabhoy Mod.
FDIBL	Ist.Dawood Bank
FDMF	F. Dawood Mut.Fund
FECM	Elite Cap.Mod
FECS	Fecto Sugar
FECTC	Fecto Cement
FEM	Equity Modaraba
FEROZ	Ferozsons (Lab)
FFBL	Fauji Fert Bin Qasim
FFBL-CJUL	FFBL-CJUL
FFBL-CJUN	FFBL-CJUN
FFBL-CMAY	FFBL-CMAY
FFBL-CMAYW3	FFBL-CMAYW3
FFBL-CMAYW4	FFBL-CMAYW4
FFBL-JUN	FFBL-JUN
FFBL-MAY	FFBL-MAY
FFC	Fauji FertilizerXD
FFC-CJUL	FFC-CJUL
FFC-CJUN	FFC-CJUN
FFC-CMAY	FFC-CMAY
FFC-CMAYW3	FFC-CMAYW3
FFC-CMAYW4	FFC-CMAYW4
FFC-JUN	FFC-JUN
FFC-MAY	FFC-MAY
FFC-MAYB	FFC-MAYB
FFLM	1st.Fid.Leasing Mod
FHAM	Habib Modaraba
FHBM	H.B.L.Modaraba
FIBLM	I.B.L.Modaraba
FIM	First Inv. Mod
FIMM	Imrooz Modaraba
FISM	Islamic Mod.
FLYNG	Flying Cement
FML	Feroze 1888 Mills
FNBM	Nat.Bank Modaraba
FNEL	F. Nat.Equities
FPJM	Punjab Modaraba
FPRM	Paramount Mod
FRCL	Frontier Ceramics
FRSM	Faran Sugar
FSWL	Fateh Sports
FTHM	Fateh Textile
FTM	Fawad Textile
FTSM	Tri-Star 1st. Mod.
FTWM	Tawakkal Modaraba
FUDLM	U.D.L.Mod.
FZCM	Fazal Cloth Mills
FZTM	Fazal Textile Mills
GADT	Gadoon TextileXD
GAEL	Gauhar Engineering
GAIL	Ghani Automobile
GAMON	Gammon Pak
GASF	Golden Arrow
GATI	Gatron Industries
GATM	Gul Ahmed Tex.
GENP	Genertech
GFIL	Ghazi Fabrics
GGL	Ghani Gases Ltd.
GHGL	Ghani Glass Ltd.
GHNI	Ghandhara Ind.
GHNL	Ghandhara Nissan
GLAT	Glamour Textile
GLAXO	GlaxoSmithKline Pak.
GLIN	Goodluck Industries
GLOT	Globe Textile
GLPL	Gillette Pak
GNDL	Ghandhara Diesel
GOEM	Globe Tex.(O.E)
GRAYS	Grays of Cambridge
GRYL	Grays Leasing
GSPM	Gulshan Sp.
GTYR	General Tyre
GUSM	Gulistan Sp.
GUTM	Gulistan Textile
GVGL	Ghani Value Glass
GWLC	Gharibwal Cement
HABSM	Habib Sugar Mills
HACC	Hashimi Can
HADC	Haydery Const
HAEL	Hala Enterprise
HAFT	Hafiz Textile
HAJT	Hajra Textile
HAL	Habib-ADM Ltd.
HATM	Hamid Textile
HAWM	Harnai Woollen
HBL	Habib Bank Ltd.
HBL-CJUL	HBL-CJUL
HBL-CJUN	HBL-CJUN
HBL-CMAY	HBL-CMAY
HBL-CMAYW3	HBL-CMAYW3
HBL-CMAYW4	HBL-CMAYW4
HCAR	Honda Atlas Cars
HICL	Habib Insurance
HINO	Hinopak Motor
HINOON	Highnoon (Lab)XDXB
HIRAT	Hira Textile Mills
HKKT	Hakkim Textile
HMB	Habib MetroXB
HMICL	Hallmark Insurance
HMIM	H.M.Ismail
HSPI	Huffaz PipeXD
HTML	Harum Tex Mills.
HUBC	Hub Power Co.
HUBC-CJUL	HUBC-CJUL
HUBC-CJUN	HUBC-CJUN
HUBC-CMAY	HUBC-CMAY
HUBC-CMAYW3	HUBC-CMAYW3
HUBC-CMAYW4	HUBC-CMAYW4
HUBC-JUN	HUBC-JUN
HUBC-MAY	HUBC-MAY
HUMNL	Hum Network Ltd
HUSI	Hussain Industries
HUSS	Hussein SugarXR
HWQS	Haseeb Waqas Sugar
IALC	Interasia Leasing
IBFL	Ibrahim Fibres Ltd.
IBLHL	IBL HealthCare Ltd
ICCT	I.C.C.Textile
ICI	ICI Pakistan
ICI-CJUL	ICI-CJUL
ICI-CJUN	ICI-CJUN
ICI-CMAY	ICI-CMAY
ICI-CMAYW3	ICI-CMAYW3
ICI-CMAYW4	ICI-CMAYW4
ICIBL	Invest Bank
ICL	Ittehad Chemical
IDEN	Ideal Energy Ltd.
IDRT	Idrees Textile
IDSM	Ideal Spinning
IDYM	Indus Dyeing
IFGI	Ittefaq Gen.Ins.
IFSL	Invest & Fin.Sec.
IGIBL	IGI Inv.Bank
IGIIL	IGI InsuranceXD
IIBL	Islamic Bank
ILTM	Island Textile
INDF	Indus Fruit
INDP	Indus Polyester
INDU	Indus Motor Co
INIL	Int. Ind.Ltd.
INKL	Int.Knitwear
INMF	Inve Mut.Fund
ISHT	Ishtiaq Textile
ISIL	Ismail Industries
ISTM	Ishaq Textile
ITFT	Ittefaq Textile
ITSL	Investec Sec.
JATM	J.A.Textile
JDMT	Janana D Mal
JDWS	J.D.W.Sugar Mills
JKSM	J.K.Spinning XD
JOPP	Johnson & Philips
JOVC	J.O.V.& CO.
JPGL	Japan Power
JSBL	JS Bank Ltd
JSCL	Jah.Sidd. Co.
JSCLR	Jah. Sidd.(R)
JSGCL	JS Global Capital
JSGF	JS Growth Fund XD
JSIL	JS Investments Ltd
JSVFL	JS Value FundXD
JUBS	Jubilee Spinning
JUCM	Junaid Cotton
JVDC	Javedan Cement
JVDCR	Javedan Cem(R)
KACM	Karim Cotton
KAKL	Kaiser Art
KAPCO	Kot Addu Power Co.
KAPCO-CJUL	KAPCO-CJUL
KAPCO-CJUN	KAPCO-CJUN
KAPCO-CMAY	KAPCO-CMAY
KAPCO-CMAYW3	KAPCO-CMAYW3
KAPCO-CMAYW4	KAPCO-CMAYW4
KASBB	KASB Bank Ltd.
KASBM	KASB Modaraba
KASBSL	KASB Securities
KASM	Karim Silk
KAUS	Kausar Paints
KCL	Karam Ceramics
KESC	K.E.S.C.
KHSM	Khurshid Spinning
KHTC	Khyber Tobacco
KHYT	Khyber Textile
KML	Kohinoor Mills
KOHC	Kohat Cement
KOHE	Kohinoor Energy
KOHL	Kohinoor Looms
KOHP	Kohinoor Power
KOHS	Kohinoor Sugar
KOHTM	Kohat Textile
KOIL	Kohinoor Ind.
KOSM	Kohinoor Spinning
KPOL	Kashmir Polytex
KPUS	Khairpur Sugar
KSBP	K.S.B.PumpsXD
KSE30-JUL	KSE30-JUL
KSE30-JUN	KSE30-JUN
KSE30-MAY	KSE30-MAY
KSTM	Khalid Siraj
KTML	Kohinoor Textile
LATM	Latif Jute
LEUL	Leather Up
LIBM	Liberty Mills Ltd.
LIBT	Libaas Textile
LMSM	Land Mark Spinning
LOTPTA	Lotte PakPTA
LPCL	Lafarge Pakistan
LPGL	Leiner Pak Gelatine
LTVM	L.T.V.Mod
LUCK	Lucky Cement Ltd.
LUCK-CJUL	LUCK-CJUL
LUCK-CJUN	LUCK-CJUN
LUCK-CMAY	LUCK-CMAY
LUCK-CMAYW3	LUCK-CMAYW3
LUCK-CMAYW4	LUCK-CMAYW4
LUCK-JUN	LUCK-JUN
LUCK-MAY	LUCK-MAY
MACFL	MACPAC Films
MARI	Mari Gas Co.
MBF	Meezan Balanced Fund
MCB	MCB Bank Ltd.
MCB-CJUL	MCB-CJUL
MCB-CJUN	MCB-CJUN
MCB-CMAY	MCB-CMAY
MCB-CMAYW3	MCB-CMAYW3
MCB-CMAYW4	MCB-CMAYW4
MCB-JUN	MCB-JUN
MCB-MAY	MCB-MAY
MDTL	Media Times LtdXR
MDTM	Mehr Dastgir
MEBL	Meezan Bank LtdXB
MEDI	Medi Glass
MEHJ	Mehran Jute
MEHT	Mehmood Tex.
MERIT	Merit Pack
MFFL	Mithchells Fruit
MFTM	Mohd.Farooq
MIGM	Mineral Grinding
MIRKS	Mirpurkhas Sugar
MLCF	Maple Leaf Cement
MLCFPS	Maple Leaf(Pref)
MLCL	M.L.C.
MMDS	Mian Mohammad
MODAM	Mod.Al-Mali
MODT	Modern Textile
MOHE	Mohib Exports
MOIL	Morafco
MOON	Moonlite (PAK)
MQTM	Maqbool Textile
MRNS	Mehran Sugar Mills
MSCL	Metro Steel
MSOT	Masood Textile
MTIL	Mian Textile
MTL	Millat Tractors
MUBD	Mubarik Daries
MUBT	Mubarak Textile
MUCL	Mustehkam Cement
MUCLR	Mustehkam(R)
MUKT	Mukhtar Textile
MUREB	Murree Brewery Co.
MUSG	Muslim Ghee
MWMP	Mandviwala
MYBL	Mybank
MYVI	Myfip Video
MZSM	Mirza Sugar
NAFL	National Fiber
NAGC	Nagina Cotton Ltd.
NALC	National Assets
NATF	National Foods Ltd.
NATM	Nadeem Textile
NAZC	Nazir Cotton
NBF	NAMCO Bal Fund
NBP	National Bank
NBP-CJUL	NBP-CJUL
NBP-CJUN	NBP-CJUN
NBP-CMAY	NBP-CMAY
NBP-CMAYW3	NBP-CMAYW3
NBP-CMAYW4	NBP-CMAYW4
NBP-JUN	NBP-JUN
NBP-MAY	NBP-MAY
NCL	Nishat (Chunian)
NCL-CJUL	NCL-CJUL
NCL-CJUN	NCL-CJUN
NCL-CMAY	NCL-CMAY
NCL-CMAYW3	NCL-CMAYW3
NCL-CMAYW4	NCL-CMAYW4
NCLNCP	Nishat (Ch)15%
NCLR	Nishat Chun(R)
NCPL	Nishat Chun PowSPOT
NESTLE	Nestle Pakistan
NETSOL	Netsol Technologies
NETSOL-CJUL	NETSOL-CJUL
NETSOL-CJUN	NETSOL-CJUN
NETSOL-CMAY	NETSOL-CMAY
NETSOL-CMAY3	NETSOL-CMAY3
NETSOL-CMAY4	NETSOL-CMAY4
NIB	NIB Bank XR
NIBTFC	NIB Bank(TFC)
NICL	Nimir Ind.ChemSPOT
NINA	Nina Industries
NJICL	New Jubilee InsuXDXB
NJLIC	New Jub. Life
NLRL	Natover Leasing
NLRLXI	Natover(Pref)11%
NMBL	Network Mic Bank
NML	Nishat Mills Ltd
NML-CJUL	NML-CJUL
NML-CJUN	NML-CJUN
NML-CMAY	NML-CMAY
NML-CMAYW3	NML-CMAYW3
NML-CMAYW4	NML-CMAYW4
NML-JUN	NML-JUN
NML-MAY	NML-MAY
NONS	Noon Sugar Mills
NOPK	Noon Pakistan
NOPKNV	Noon Pak Non-Vot
NORS	Noor Silk
NORT	Norrie Textile
NPL	Nishat Power Ltd.
NPL-CJUL	NPL-CJUL
NPL-CJUN	NPL-CJUN
NPL-CMAY	NPL-CMAY
NPL-CMAYW3	NPL-CMAYW3
NPL-CMAYW4	NPL-CMAYW4
NPSM	N. P. Spinning
NRL	National Refinery
NSB10Y1	NSB 10Y1
NSB3Y1	NSB 3Y1
NSB5Y1	NSB 5Y1
NSRM	National Silk
OGDC	Oil & Gas Deve.
OGDC-CJUL	OGDC-CJUL
OGDC-CJUN	OGDC-CJUN
OGDC-CMAY	OGDC-CMAY
OGDC-CMAYW3	OGDC-CMAYW3
OGDC-CMAYW4	OGDC-CMAYW4
OLPL	Orix Leasing
OLSM	Olympia Spinning
OLTM	Olympia Textile
OTFC3	Orix Leasing Pak.
OTSU	Otsuka Pak
PACE	Pace (Pak) Ltd.
PADL	Pak Dairies
PAEL	Pak Elektron Ltd.
PAKD	Pak Datacom Ltd.
PAKL	Pak Leather
PAKMI	Pak Modaraba
PAKRI	Pak Reinsur XD
PAKRI-CJUL	PAKRI-CJUL
PAKRI-CJUN	PAKRI-CJUN
PAKRI-CMAY	PAKRI-CMAY
PAKRI-CMAYW3	PAKRI-CMAYW3
PAKRI-CMAYW4	PAKRI-CMAYW4
PAKT	Pak Tobacco Co.
PANI	Pan Islamic
PASL	Pervez Ahmed
PASM	Paramount Sp
PCAL	Pakistan Cables
PDGH	P.D.G.House
PECO	Pak Engineering
PEF	PICIC Energy Fund
PFIL	Pak Fiber
PFLTFC2	Pakarab Fertilizer
PGCL	Pak Gum & Chemicals
PGF	PICIC Growth Fund
PGHE	Pak Ghee
PGIC	Pak Guar.Insurance
PGLC	Pak Gulf Leasing
PHDL	Pak Hotels
PIAA	P.I.A.C.(A)
PIAB	P.I.A.C.(B)
PICL	Pak.Com.Leasing
PICT	Pak.Int.Con.
PICTPS	Pak IntCon(Pre)
PIF	PICIC Inv.Fund
PIL	PICIC Ins.Ltd.
PINL	Premier Insur XD
PIOC	Pioneer Cement
PIOCR	Pioneer Cem (R)
PKGI	Pak Gen.InsurXB
PKGS	Packages Limited
PLIC	Platinum Insurance
PLICR	Platinum (R)
PMI	Prud Mod.1st
PMPK	Philip Morris Pak.
PMRS	Premier Suger Mills
PMTFC6	Pak.Mobile Com(2nd
PNGRS	Pangrio Sugar
PNIL	Pak Northen Ins
PNSC	P.N.S.C.
POAF	Pak Oman Advantage
POL	Pak Oilfields Ltd.
POL-CJUL	POL-CJUL
POL-CJUN	POL-CJUN
POL-CMAY	POL-CMAY
POL-CMAYW3	POL-CMAYW3
POL-CMAYW4	POL-CMAYW4
POL-JUN	POL-JUN
POL-MAY	POL-MAY
POLYR	Polyron Limited
POML	Punjab Oil
PPL	Pak Petroleum
PPL-CJUL	PPL-CJUL
PPL-CJUN	PPL-CJUN
PPL-CMAY	PPL-CMAY
PPL-CMAYW3	PPL-CMAYW3
PPL-CMAYW4	PPL-CMAYW4
PPL-JUN	PPL-JUN
PPL-MAY	PPL-MAY
PPP	Pak Paper Prod.
PPVC	Pak.P.V.C.
PRET	Premium Textile
PRIB	Prud.Inv.Bank
PRIC	Progressive Insuranc
PRL	Pak Refinery
PRWM	Prosperity Weaving
PSEL	Pak Services
PSMC	Pak Suzuki Motor
PSO	P.S.O. XD
PSYL	Pak Synthetics
PTC	P.T.C.L.A
PTC-CJUL	PTC-CJUL
PTC-CJUN	PTC-CJUN
PTC-CMAY	PTC-CMAY
PTC-CMAYW3	PTC-CMAYW3
PTC-CMAYW4	PTC-CMAYW4
PTC-JUN	PTC-JUN
PTC-MAY	PTC-MAY
PTEC	Pak Telephone
PUDF	P.S.Fund
QAYS	Qayyum Spinning
QUAT	Quality Textile
QUET	Quetta Textile
QUICE	Quice Food
QUSW	Quality Steel
RAST	Rashid Textile
RAVT	Ravi Textile
RCML	Reliance Cotton
REDT	Redco Textile
REGAL	Regal Ceramics
REGT	Regent Textile
REST	Resham Textile
REWM	Reliance WeavingSD
RICL	Reliance Insur XB
RMPL	Rafhan Maize XD
RUBY	Ruby Textile
RUPL	Rupali Polyester Ltd
SAIF	Saif Textile
SALT	Salfi Textile Ltd.
SANE	Salman Noman
SANSM	Sanghar Sugar
SAPL	Sanofi-Aventis
SAPT	Sapphire TextileSPOT
SARD	Sardar Chemical
SASM	Saitex Spinning
SASML	Sind Abadgar
SAZEW	Sazgar Engineering
SBL	Samba Bank
SCBPL	Stand.Chart.Bank
SCBPTFC3	Stand.Char.Bank(3)
SCHM	Schon Modaraba
SCHT	Schon Textile
SCL	Shield Corporation
SCLL	Stand.Chart.Leasing
SCM	Stand.Chart.Mod
SDIL	Saleem Denim
SDOT	Sadoon Textile
SEARL	Searle Pakistan
SEARLTFC	Searle Pak Ltd.TFC
SEL	Sitara Energy
SEPCO	Southern Electric
SEPL	Security Paper Ltd.
SERF	Service Fabrics
SERT	Service Textile
SFAT	Safa Textile
SFIL	Siftaq International
SFL	Sapphire FiberSPOT
SFTM	Sind Fine Textile
SFWF	Safeway Mutual Fund
SGFL	S.G.Fiber
SGLL	Shell Gas LPG
SGLLR	Shell (LPG) (R)
SGML	Shakarganj Mills
SGMLPS	Shak(R.C.Pf8.5%
SGPL	S.G.Power
SHCI	Shaffi Chemical
SHCM	Shadman Cotton
SHDT	Shadab Textile
SHEL	Shell Pakistan
SHEZ	Shezan International
SHFA	Shifa Int.HospitXD
SHJS	Shahtaj Sugar
SHNI	Shaheen Insurance
SHSML	Shahmurad Sugar
SHTM	Shahpur Textile
SIBL	Sec. Inv. Bank
SICL	Standard Insurance
SIEM	Siemens Pak
SIGL	Sigma Leasing
SILK	SilkBank Limited
SIND	Sind Alkalis
SING	Singer PakXB
SITC	Sitara Chemical Ind.
SJTM	Sajjad Textile
SKFL	Shakarganj Food
SKRS	Sakrand Sugar
SLCL	Security Leasing
SLCPA	Sec.Lea(Pr)9.1
SLSO	Salim (O)
SLSOPP	Salim (PP)
SLSOPVI	Salim (P)6%
SLYT	Sally Textile
SMBL	Summit Bank Ltd
SMCPL	Safe Mix Concrete
SMTM	Samin Textile
SNAI	Sana Industries
SNBL	Soneri Bank Limited
SNBLTFC	Soneri Bank(TFC)
SNGP	Sui North Gas
SNGP-CJUL	SNGP-CJUL
SNGP-CJUN	SNGP-CJUN
SNGP-CMAY	SNGP-CMAY
SNGP-CMAYW3	SNGP-CMAYW3
SNGP-CMAYW4	SNGP-CMAYW4
SNKA	S.N.Kawasaki
SNL	Southern Network
SPL	Sitara Peroxide
SPLC	Saudi Pak Leasing
SPLCTFC3	Saudi Pak. Leas.
SRSM	Sargoda Spinning
SRTL	Sahrish Textile
SRVI	Service IndustusXD
SSGC	Sui South Gas
SSIC	Silver Star Ins.XB
SSML	Saritow Spinning
SSOM	S.S.Oil
STCL	Shabbir Tiles
STCLR	Shabbir Tiles(R
STIC	Sterling Insurance
STJT	Shahtaj Textile
STML	Shams Textile
STPL	Siddiqsons Tin Plate
SUCM	Sunshine Cotton
SUHJ	Suhail Jute
SURAJ	Suraj Ghee
SURC	Suraj Cotton Mills
SUTM	Sunrays Textile
SYMC	Syed Match
SZTM	Shahzad Tex.
TAGA	Taga Pak
TAGL	Tawakkal Garments
TAJT	Taj Textile
TATM	Tata Textile Mills
TAWL	Tawakkal Limited
TAXE	Taxila Engineering
TELE	Telecard Limited
TELETFC	Telecard TFC
TGL	Tariq Glass Ind.
THALL	Thal Ltd
THAS	Taha Spinning
THCCL	Thatta CementSPOT
TICL	Thal Industries
TOWL	Towellers Limited
TQCM	Tariq Cotton
TREET	Treet Corporation
TREI	Transmission Engg.
TRG	TRG Pakistan Ltd.
TRIBL	Trust Inv.Bank
TRIPF	Tri-Pack Films
TRPOL	Tri-Star Polyester
TRSM	Trust Modaraba
TSBL	Trust Brokerage
TSMF	Tri-Star Mutual
TSML	Tandlianwala Sugar
TSPL	Tri-Star PowerXD
TSSL	Tri-Star Shipp.
TURBO	Turbo Tec
UBDL	United Brands
UBL	United Bank Ltd.
UBL-CJUL	UBL-CJUL
UBL-CJUN	UBL-CJUN
UBL-CMAY	UBL-CMAY
UBL-CMAYW3	UBL-CMAYW3
UBL-CMAYW4	UBL-CMAYW4
UBL-JUN	UBL-JUN
UBL-MAY	UBL-MAY
UBLTFC	United Bank(TFC)
UBLTFC2	United Bank(2nd)
UBLTFC3	United Bank (3)
UBLTFC4	United Bank(4th)
UDPL	United Distributors
UICL	Union Insurance
ULEVER	UniLever Pak
UNIC	United Insurance
UNIM	Unicap Modaraba
UNTM	Unity Modaraba
UPFL	Unilever Foods
UQAB	Uqab Breding
USMT	Usman Textile
UVIC	Universal Insurance
VAWL	Valika Woollen
WAHN	Wah-Noble
WAPDA-B6	WAPDA Bonds 6th
WAZIR	Wazir Ali
WTCL	Wateen Telecom Ltd
WTL	WorldCall Telecom
WYETH	Wyeth Pak Limited
YOUW	Yousuf Weaving
ZAHT	ZahidJee Textile
ZELP	Zeal Pak.
ZHCM	Zahoor Cotton
ZHTM	Zahoor Textile
ZIL	ZIL Limited
ZTL	Zephyr Textile Ltd

IPL BOWLING STATISTICS

2011-05-24T00:19:00.001-07:00

:: Statistics

95 Share

BATTING

BOWLING

Players

Matches

Ovrs

Mdns

Runs

Wkts

Avg.

Econ

5 Wkts

Lasith Malinga	14	55.0	2	27	12.30	6.04	12.22	1
Amit Mishra	14	53.2	2	19	18.84	6.75	16.84	0
Munaf Patel	13	46.2	1	17	17.88	6.61	16.35	1
Piyush Chawla	12	41.2	0	16	21.00	8.20	15.50	0
Ryan Harris	13	47.0	1	16	23.88	8.13	17.62	0
Sreenath Aravind	10	37.0	0	16	16.88	7.30	13.88	0
Ravichandran Ashwin	14	55.0	1	16	21.13	6.15	20.62	0
Iqbal Abdulla	14	47.0	0	16	17.63	6.00	17.62	0
Rahul Sharma	13	49.0	1	16	16.81	5.49	18.38	0
Albie Morkel	13	38.0	1	15	21.20	8.37	15.20	0
Doug Bollinger	11	40.0	1	15	18.73	7.03	16.00	0
Dale Steyn	12	45.3	1	14	21.36	6.64	19.50	0
Morne Morkel	11	43.0	0	13	25.00	7.56	19.85	0
RP Singh	14	50.0	0	13	26.92	7.00	23.08	0
Harbhajan Singh	13	45.0	1	13	23.38	6.76	20.77	1
Shane Warne	13	47.0	0	13	22.85	6.32	21.69	0
Yusuf Pathan	14	37.0	1	13	16.92	5.95	17.08	0
Vinay Kumar	13	44.4	0	12	27.92	7.61	22.33	0
Alfonso Thomas	10	35.3	2	11	25.55	8.03	19.36	0
Daniel Christian	14	45.4	0	11	31.82	7.78	24.91	0
Zaheer Khan	12	47.0	1	11	32.91	7.70	25.64	0
Irfan Pathan	13	45.5	2	11	31.27	7.64	25.00	0
Ishant Sharma	12	44.0	0	11	28.55	7.14	24.00	1
Siddharth Trivedi	12	35.4	0	10	30.30	8.66	21.40	0
Lakshmipathy Balaji	13	42.3	0	10	35.50	8.45	25.50	0
Praveen Kumar	13	46.0	5	10	34.50	7.50	27.60	0
Pragyan Ojha	10	36.5	0	10	26.70	7.42	22.10	0
Kieron Pollard	14	36.3	0	9	34.00	8.50	24.33	0
Bhargav Bhatt	10	27.5	0	9	25.44	8.48	18.56	0
Amit Singh	9	28.3	1	9	23.89	7.68	19.00	0
Wayne Parnell	8	29.2	0	9	23.67	7.34	19.56	0
Shakib Al Hasan	6	22.1	0	9	16.78	6.86	14.78	0
Yuvraj Singh	13	28.0	0	9	20.44	6.57	18.67	0
Daniel Vettori	10	40.0	0	9	24.00	5.40	26.67	0
Shalabh Srivastava	6	20.0	0	8	23.25	9.30	15.00	0
Ajit Agarkar	7	27.0	0	8	28.88	8.56	20.25	0
Ravindra Jadeja	14	42.0	0	8	38.13	7.26	31.50	0
Rajat Bhatia	13	31.0	0	8	25.13	6.48	23.25	0
James Hopes	9	32.0	0	7	38.86	8.50	27.43	0
Paul Valthaty	14	24.1	0	7	27.00	7.88	20.71	0
Shadab Jakati	13	36.1	0	7	39.57	7.69	31.00	0
Brad Hodge	14	11.0	0	7	11.00	7.00	9.43	0
Johan Botha	10	36.0	0	7	34.14	6.64	30.86	0
S Sreesanth	9	31.5	2	7	29.14	6.58	27.29	0
Shaun Tait	4	14.5	1	6	21.17	9.07	14.83	0
Jaidev Unadkat	7	18.0	0	6	25.17	8.39	18.00	0
Jerome Taylor	5	19.3	0	6	26.00	8.21	19.50	0
Suraj Randiv	8	29.0	0	6	37.17	7.69	29.00	0
Mitchell Marsh	4	12.0	0	6	14.67	7.33	12.00	0
Chris Gayle	9	25.0	0	6	30.00	7.20	25.00	0
Shane Watson	11	36.0	0	6	40.17	6.69	36.00	0
Ryan McLaren	6	18.0	0	5	35.60	9.89	21.60	0
Ashok Dinda	5	17.0	0	5	30.40	8.94	20.40	0
Raiphi Gomez	11	15.0	1	5	24.80	8.27	18.00	0
Charl Langeveldt	3	11.0	0	5	16.80	7.64	13.20	0
Jacques Kallis	14	20.0	0	5	30.40	7.60	24.00	0
Roelof van der Merwe	4	14.5	0	5	18.40	6.57	17.80	0
Manpreet Gony	3	9.0	0	4	21.25	9.44	13.50	0
Prasanth Parameswaran	5	15.4	0	4	34.25	9.13	23.50	0
Abhimanyu Mithun	9	27.0	0	4	60.25	8.93	40.50	0
Tim Southee	5	19.0	0	4	41.50	8.74	28.50	0
Jean-Paul Duminy	10	18.0	0	4	35.75	7.94	27.00	0
Jesse Ryder	13	15.2	1	4	29.50	7.87	23.00	0
Dwayne Bravo	4	15.0	0	4	28.50	7.60	22.50	0
Shrikant Wagh	7	16.0	0	4	30.25	7.56	24.00	0
Shahbaz Nadeem	5	19.0	0	4	35.50	7.47	28.50	0
Brett Lee	11	41.2	1	4	75.25	7.34	62.00	0
Dhawal Kulkarni	5	16.0	0	4	29.25	7.31	24.00	0
Abu Nechim	5	16.0	1	4	28.25	7.06	24.00	0
Bipul Sharma	4	12.0	0	4	19.50	6.50	18.00	0
Ryan Ninan	2	6.0	0	3	21.67	10.83	12.00	0
Johan van der Wath	3	12.0	0	3	43.00	10.75	24.00	0
Anand Rajan	2	5.0	0	3	16.67	10.00	10.00	0
James Franklin	6	9.1	0	3	29.67	9.89	18.33	0
Aavishkar Salvi	2	8.0	0	3	22.33	8.38	16.00	0
Harmeet Singh	2	7.0	0	3	17.67	7.57	14.00	0
Suresh Raina	14	22.3	0	3	51.67	7.05	45.00	0
Bhuvneshwar Kumar	4	11.0	0	3	22.33	6.09	22.00	0
Ali Murtaza	5	20.0	0	3	39.00	5.85	40.00	0
Abhishek Nayar	10	10.1	0	2	47.50	9.50	30.50	0
Umesh Yadav	6	18.0	0	2	84.50	9.39	54.00	0
Ramesh Powar	5	12.0	0	2	56.00	9.33	36.00	0
Ashok Menaria	13	15.0	0	2	60.50	8.07	45.00	0
Virat Kohli	13	15.0	0	2	60.00	8.00	45.00	0
Thissara Perera	4	14.0	0	2	55.50	7.93	42.00	0
Syed Mohammad Jamaluddin	3	8.0	0	2	31.50	7.88	24.00	0
Dirk Nannes	2	4.0	1	2	15.50	7.75	12.00	0
Muttiah Muralitharan	5	19.0	0	2	72.50	7.63	57.00	0
Varun Aaron	3	12.0	0	2	41.00	6.83	36.00	0
Yogesh Nagar	10	5.0	0	1	67.00	13.40	30.00	0
David Hussey	8	3.0	0	1	38.00	12.67	18.00	0
Nayan Doshi	3	5.2	0	1	62.00	12.40	32.00	0
Jacob Oram	2	4.0	0	1	45.00	11.25	24.00	0
Andrew Symonds	11	4.0	0	1	41.00	10.25	24.00	0
Tillakaratne Dilshan	10	12.0	0	1	108.00	9.00	72.00	0
Nuwan Kulasekara	1	3.0	0	1	26.00	8.67	18.00	0
Murali Kartik	6	21.0	1	1	166.00	7.90	126.00	0
Shikhar Dhawan	14	2.0	0	1	11.00	5.50	12.0

IPL BATTING STATISTICS

2011-05-24T00:17:00.001-07:00

:: Statistics

95 Share

BATTING

BOWLING

Players
dddd

Matches

Inns

Runs

Avg

S/R

100's

50's

4's

6's

Chris Gayle	9	9	3	511	107	85.17	187.87	2	2	48	38
Shaun Marsh	14	13	1	504	95	42.00	146.51	0	4	52	20
Sachin Tendulkar	14	14	3	477	100	43.36	109.40	1	2	54	5
Paul Valthaty	14	14	1	463	120	35.62	136.98	1	2	55	20
Virat Kohli	13	13	3	444	71	44.40	119.35	0	3	49	12
Michael Hussey	12	12	2	429	83	42.90	117.53	0	3	50	3
Virender Sehwag	11	11	0	424	119	38.55	176.67	1	2	51	18
Jacques Kallis	14	13	2	417	80	37.91	112.40	0	4	45	6
Shikhar Dhawan	14	14	2	400	95	33.33	129.03	0	2	47	7
Adam Gilchrist	14	14	0	383	106	27.36	129.83	1	2	41	18
Ambati Rayudu	14	14	2	383	63	31.92	115.02	0	4	42	9
Gautam Gambhir	14	14	4	374	75	37.40	121.04	0	2	43	3
Subramaniam Badrinath	14	11	5	362	71	60.33	128.83	0	5	33	9
Rohit Sharma	14	12	3	359	87	39.89	127.30	0	3	31	13
Kumar Sangakkara	13	13	0	358	65	27.54	122.18	0	1	44	5
Brendon McCullum	13	13	0	357	81	27.46	129.82	0	1	35	16
Suresh Raina	14	14	1	357	61	27.46	132.22	0	3	32	10
Manoj Tiwary	14	13	7	355	61	59.17	111.64	0	1	26	14
Yuvraj Singh	13	13	3	343	66	34.30	131.42	0	2	24	18
Rahul Dravid	12	12	1	343	66	31.18	109.24	0	1	45	2
MS Dhoni	14	11	4	342	70	48.86	159.07	0	2	22	20
Venugopal Rao	13	13	1	336	60	28.00	120.00	0	1	30	13
Murali Vijay	14	14	0	334	74	23.86	118.44	0	2	29	14
Shane Watson	11	11	1	330	89	33.00	130.43	0	1	31	17
David Warner	12	12	0	305	77	25.42	114.66	0	3	34	8
Mahela Jayawardene	13	13	0	299	76	23.00	116.34	0	3	35	5
Jesse Ryder	13	13	0	292	60	22.46	148.22	0	2	37	11
Brad Hodge	14	14	6	285	51	35.62	121.28	0	1	26	9
Ravindra Jadeja	14	12	3	283	47	31.44	124.12	0	0	20	14
Dinesh Karthik	14	13	2	282	69	25.64	128.18	0	1	32	7
Robin Uthappa	13	13	3	264	45	26.40	126.32	0	0	27	10
AB de Villiers	13	10	3	261	64	37.29	126.09	0	2	18	12
Yusuf Pathan	14	10	1	257	47	28.56	145.20	0	0	21	13
Sunny Sohal	11	10	0	249	62	24.90	130.37	0	2	25	10
Manish Pandey	9	9	0	246	59	27.33	108.37	0	1	28	6
Johan Botha	10	9	4	230	67	46.00	116.16	0	1	20	2
Tillakaratne Dilshan	10	10	2	226	59	28.25	125.56	0	2	33	3
Bharat Chipli	14	13	5	207	61	25.88	121.76	0	1	21	4
Jean-Paul Duminy	10	10	0	205	55	20.50	117.82	0	1	9	8
Parthiv Patel	14	13	3	202	37	20.20	110.38	0	0	25	2
James Hopes	9	8	3	196	55	39.20	124.84	0	2	22	3
Daniel Christian	14	13	2	190	30	17.27	119.50	0	0	9	7
Dwaraka Ravi Teja	12	9	2	184	60	26.29	127.78	0	1	17	4
Ross Taylor	12	11	6	181	47	36.20	119.08	0	0	11	7
Ashok Menaria	13	10	1	180	34	20.00	118.42	0	0	10	10
Naman Ojha	13	13	1	152	29	12.67	107.04	0	0	10	11
Irfan Pathan	13	12	4	150	44	18.75	108.70	0	0	12	6
Eoin Morgan	12	9	0	141	66	15.67	120.51	0	1	18	3
Kieron Pollard	14	11	3	141	29	17.62	115.57	0	0	12	6
Andrew Symonds	11	9	5	135	44	33.75	97.83	0	0	9	3
Saurabh Tiwary	13	10	2	128	26	16.00	94.12	0	0	11	2
Ajinkya Rahane	10	7	1	120	52	20.00	122.45	0	1	12	2
Mithun Manhas	10	10	0	114	35	11.40	92.68	0	0	8	4
Yogesh Nagar	10	10	3	111	23	15.86	111.00	0	0	6	6
Albie Morkel	13	11	6	108	30	21.60	122.73	0	0	7	5
Cameron White	6	6	2	104	31	26.00	95.41	0	0	6	2
Davy Jacobs	6	6	0	92	32	15.33	104.55	0	0	10	4
Ryan McLaren	6	4	1	90	51	30.00	93.75	0	1	7	1
Srikkanth Anirudha	9	5	1	83	64	20.75	112.16	0	1	6	3
Harbhajan Singh	13	6	4	78	30	39.00	132.20	0	0	7	4
Travis Birt	5	5	0	75	27	15.00	129.31	0	0	9	2
Michael Klinger	4	4	0	73	29	18.25	94.81	0	0	9	0
Manvinder Bisla	5	5	0	72	27	14.40	80.90	0	0	8	0
Amit Mishra	14	9	5	68	25	17.00	138.78	0	0	9	1
Wriddhiman Saha	5	3	2	68	46	68.00	107.94	0	0	2	4
Mohnish Mishra	6	5	1	67	37	16.75	111.67	0	0	5	2
David Hussey	8	8	2	64	21	10.67	101.59	0	0	3	3
Tirumalsetti Suman	7	6	1	63	36	12.60	143.18	0	0	5	5
James Franklin	6	3	2	62	45	62.00	172.22	0	0	8	1
Abhishek Nayar	10	9	2	61	17	8.71	91.04	0	0	9	0
Abhishek Raut	7	4	1	60	25	20.00	103.45	0	0	5	1
Mayank Agarwal	5	4	0	60	37	15.00	117.65	0	0	6	2
Aiden Blizzard	4	4	0	59	37	14.75	128.26	0	0	12	0
Vinay Kumar	13	7	1	50	18	8.33	106.38	0	0	4	1
Sourav Ganguly	3	3	1	50	32	25.00	84.75	0	0	3	2
Mitchell Marsh	4	3	1	50	37	25.00	102.04	0	0	2	3
Amit Paunikar	4	4	0	49	20	12.25	85.96	0	0	9	0
Piyush Chawla	12	6	3	48	15	16.00	87.27	0	0	2	2
Callum Ferguson	4	4	2	48	16	24.00	88.89	0	0	6	0
Mandeep Singh	6	5	1	47	15	11.75	114.63	0	0	4	1
Aaron Finch	6	6	0	47	25	7.83	102.17	0	0	3	3
Raiphi Gomez	11	8	3	46	26	9.20	92.00	0	0	4	1
VVS Laxman	3	3	0	44	36	14.67	104.76	0	0	3	2
Sunny Singh	6	5	1	43	20	10.75	138.71	0	0	6	1
Graeme Smith	4	4	0	42	24	10.50	82.35	0	0	6	0
Mohammad Kaif	7	4	1	41	15	13.67	124.24	0	0	5	0
Morne Morkel	11	5	3	40	16	20.00	160.00	0	0	3	2
Wayne Parnell	8	5	2	37	16	12.33	94.87	0	0	2	1
Stuart Binny	6	2	1	37	30	37.00	119.35	0	0	2	1
Ryan ten Doeschate	5	2	0	37	19	18.50	154.17	0	0	3	2
Dale Steyn	12	5	1	36	13	9.00	102.86	0	0	3	0
Cheteshwar Pujara	7	3	0	34	25	11.33	109.68	0	0	4	0
Asad Pathan	6	5	1	33	14	8.25	206.25	0	0	5	2
Ryan Harris	13	7	2	31	17	6.20	79.49	0	0	3	0
Shreevats Goswami	4	3	0	29	22	9.67	111.54	0	0	5	0
Ishank Jaggi	2	2	0	28	25	14.00	75.68	0	0	3	0
Praveen Kumar	13	7	4	27	15	9.00	87.10	0	0	2	1
Nathan McCullum	2	2	1	26	15	26.00	118.18	0	0	0	1
Owais Shah	3	2	0	26	23	13.00	173.33	0	0	1	2
Rahul Sharma	13	5	2	24	13	8.00	114.29	0	0	1	2

BUSINESS NEWS

2011-05-23T22:10:00.001-07:00

PNS BASE ATTACK

2011-05-23T22:07:00.005-07:00

PNS BASE ATTACK

2011-05-23T22:07:00.001-07:00

Date & Time	Place	Teams
May 24, 20:00 IST	Mumbai	BAN vs CHN

May 25, 20:00 IST	Mumbai	MUM vs KOL

May 27, 20:00 IST	Chennai	vs

May 28, 20:00 IST	Chennai	vs

information

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PNS BASE ATTACK

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