Accounting Financial Analysis Of Burswood Ltd

Submitted by katherine69 on 06/30/2008 05:21 PM

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Accounting Financial Analysis Of Burswood Ltd

BURSWOOD LTD

1. Introduction
In the following analytical report the financial success and the long-term business viability of Burswood Limited is assessed. Financial statement analysis of the company's Annual
Reports/General Purpose Financial Reports for the years of 2000, 2001 and 2002 was carried out. The results of the analysis were then compared with the industry standards in order to demonstrate Burwoods Ltd's standing in the Australian gaming industry.
For the purposes of financial statement analysis ratio analysis was used. The analysis is based on data that is publicly available. Finally, a recommendation is made as to whether Burswood Ltd should be considered as a prospective business investment.

2. Company Background
Burswood Limited holds 100% interest in 8 subsidiaries. The company commenced operations as Burwood Ltd Resort in December 1985 via a Trust Deed. The consolidated entity operates the Burswood complex, which comprises casino, hotel, food and beverage outlets, theatre, convention and entertainment facilities.

The consolidated entity is publicly listed and operates in Australia only. Its home stock exchange is the Australian Stock Exchange (Perth) Limited. Burswood Ltd currently has around 16, 000 shareholders of which TPIC Limited is the largest shareholder owning 9.97% of issued capital, followed by RBC Global Services Australia Nominees Pty Ltd who owns 9.27% of issued capital and third Chase Manhattan Nominees Limited who owns 3.23% of issued capital.
The consolidated entity is organised into four business divisions according to product and service type. These are: Non–commission gaming (table gaming and electronic gaming machines); Commission gaming (table gaming with commission paid to players according to gaming turnover); Hospitality (hotel, food and beverage); Other (conference, function and entertainment events).

Burswood Ltd, a monopoly...

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