Rating History
Dissemination Date Long-Term Rating Short-Term Rating Outlook Action Rating Watch
20-Dec-24 A+ A1 Stable Maintain -
22-Dec-23 A+ A1 Stable Maintain -
23-Dec-22 A+ A1 Stable Maintain -
24-Dec-21 A+ A1 Stable Initial -
About the Entity

TGL is a public listed company incorporated in 1978. The sponsoring family collectively holds ~48.57% directly and ~11.79% through associated companies. Whereas, ~20.52% is held by the general public, ~8.71% by Modarbas and Mutual Funds, and ~10.41% is held by financial institutions. The board comprises seven members. Mr. Omer Baig serves as the MD/CEO of TGL.

Rating Rationale

Tariq Glass Industries Limited (“the Company” or “TGL”) enjoys a well-established position within the glass industry, supported by its strong reputation and oligopolistic business profile. As a premier manufacturer of tableware, float glass, and container ware in Pakistan, TGL has built a robust foothold in the market. The Company’s manufacturing facilities are equipped with advanced capabilities, enabling the production of clear, colored, tinted, reflective, and sandblasted float glass via an online Chemical Vapor Deposition (CVD) coating mechanism, as well as mirrors utilizing the latest spectrum technology. To sustain growth, TGL is strategically focused on expanding its export base and adopting state-of-the-art manufacturing technologies to enhance cost efficiency and align with global quality standards. In the float glass segment, where competition is characterized by a duopoly, the Company claims a ~50% market share under its flagship brand “Tariq Float Glass,” recently rebranded as "ToyoNasic Float Glass." The performance of Pakistan’s glass industry is closely linked to economic activity in the construction sector, which has historically been impacted by economic slowdowns, hyperinflation, and reduced consumer purchasing power, leading to decreased demand for construction materials, including glass. However, during the first half of FY25, the industry's recovery prospects appear promising, supported by positive economic indicators and a significant reduction in the policy rate. In tableware segment, TGL boasts a legacy of over four decades, supported by iconic brands such as Toyo Nasic, Omroc, Nova, Rockware, Gemware, and Spinrex. The Company has maintained an impressive ~50% market share in the tableware segment by offering value-added products tailored to meet the needs of the consumers. emphasizing the quality of products alongside economies of scale. During FY24, TGL's topline grew modestly by ~4%, driven by inflationary adjustments in selling prices, though overall volumes slightly declined. Improved pricing strategies contributed to margin enhancements at all levels. Current capacity utilization stands at ~50%, impacted by the temporary closure of one float glass and one tableware plant. These facilities are expected to resume operations as market demand strengthens. Additionally, TGL’s strategic acquisition of a ~42% stake in Baluchistan Glass Limited through a share purchase agreement is anticipated to fortify its product portfolio in tableware, container ware, and glass packaging for pharma products. The Company continues to enhance its corporate governance framework, with independent oversight and established board committees ensuring sound decision-making processes. TGL is managed by a seasoned leadership team, and its operations benefit from a robust system of internal controls. The financial risk profile of the Company demonstrates healthy coverages, an efficient working capital cycle, and stable cash flows. Its capital structure remains moderately leveraged, supported primarily by long-term concessionary borrowings (LTFF) utilized for capacity expansion, Modernization, and Replacement (BMR) initiatives.

Key Rating Drivers

The ratings are dependent on the sustainability of profits and market share while retaining sufficient cash flows and coverages. Moreover, adherence to maintaining its debt metrics at an adequate level is a prerequisite.

Profile
Legal Structure

Tariq Glass Industries Limited (‘TGL’ or ‘the Company’) is a public listed entity incorporated in 1978, under the Companies Act 1913 (now “Companies Act, 2017”). The Company’s registered office is situated at 128-J, Model Town, Lahore.

Background

M/s Nasir Sadiq Corporation (Pakistan) Limited was incorporated in 1978 as a private limited company and was later converted its status to a public limited company in 1980. The Company has been listed on the Pakistan Stock Exchange since 1984. Subsequently, the Company changed its name to ‘Tariq Glass Industries Limited’ in 1996. With an operating history of over four decades, the Company has emerged as one of the top players in the glassware industry in Pakistan.

Operations

The Company is engaged in the manufacturing and sale of tableware, float glass, and glass containers with an accumulated glass pulled production capacity of ~226,176 MTons per annum as of June 24 (242,163 MTA, FY23). The production facilities include two plants each of float glass and tableware having cumulative capacities of 1,050 Tons per Day (TPD) and 340 TPD respectively out of which the Company has a 70 TPD plant capacity for manufacturing glass containers. The manufacturing facilities are located at 33KM-Lahore Sheikhupura Road, Sheikhupura, Punjab.

Ownership
Ownership Structure

The sponsoring family cumulatively holds ~48.57% directly and ~11.79% through associated companies. Whereas, ~20.52% is held by the general public followed by ~8.71% held by Modarbas and Mutual Funds, and the remaining ~10.41% is held by others including Banks, DFIs, Insurance Companies, NBFIs etc.

Stability

The majority of the Company’s shares are held by the sponsoring family, and the ownership structure has remained largely unchanged over the years, reflecting a stable ownership foundation. It is expected that the majority shareholding will continue to remain with the sponsoring family for the foreseeable future.

Business Acumen

The sponsoring family has been involved in the glass manufacturing industry since the inception of Tariq Glass Industries Limited. Their expertise and leadership have been pivotal in the Company’s growth, helping it evolve into one of the largest players in the glass manufacturing sector.

Financial Strength

The financial strength of the sponsors is considered adequate. Mr. Omer Baig plays a pivotal role in the Company and holds a dominant position within the industry. Tariq Glass Industries Limited is the family’s primary business, and they do not hold any strategic stakes in other companies.

Governance
Board Structure

The Board of Directors consists of seven members: two executive directors, including the Managing Director/CEO; three non-executive directors, one of whom is a female director; and two independent directors.

Members’ Profile

Mr. Mansoor Irfani serves as the Chairman of the Board. A seasoned veteran of the Armed Forces of Pakistan, he has been with the Company for over four decades. Four of the board members possess extensive experience in the glass industry, while the remaining members are accomplished professionals with significant expertise in managing business affairs across various sectors. To ensure continuous development, Tariq Glass regularly organizes training programs for its executive directors.

Board Effectiveness

The Board meets at least quarterly, following a pre-defined agenda, to oversee management performance and provide strategic direction. During FY24, five Board meetings were held, with strong attendance from the directors. Minutes of the meetings are properly documented, and action points are communicated to the relevant stakeholders. Additionally, the Board has established two committees: (i) the Audit Committee and (ii) the HR Committee, both chaired by independent directors. These committees enhance the Board’s effectiveness by offering focused oversight and ensuring the implementation of the Board’s policies.

Financial Transparency

The Company's external auditors, M/s Crowe Hussain Chaudhry & Co. Chartered Accountants, are classified in the 'A' category on the SBP’s panel of auditors. They have issued an unqualified opinion on the Company’s annual financial statements for the year ending June 30th, 2024, confirming their satisfaction with the Company’s compliance with applicable policies and accounting principles.

Management
Organizational Structure

TGL has a well-defined organizational structure, comprising six primary functional departments: (i) Internal Audit, (ii) Human Resources/Administration, (iii) Sales, (iv) Operations, (v) Finance & Accounts, and (vi) Information Technology. Each department is structured with a multilayered hierarchy and is led by a qualified professional. Currently, all key positions within the organization are filled.

Management Team

Mr. Omer Baig serves as the Managing Director/CEO of the Company. He holds a degree in Business Studies from the USA and subsequently joined the family business. His leadership has been a key driver of the Company’s growth. He is supported by a team of seasoned professionals with extensive experience across various sectors. Notably, Mr. Waqar Ullah, the Company’s CFO, is a qualified Chartered Accountant and has been with the Company for over four decades.

Effectiveness

A structured and multi-layered hierarchy exists within the Company with clearly defined roles and responsibilities which enhances the effectiveness of its Management. The establishment of management committees would further enhance the management’s efficiency by bridging inter-departmental gaps and fostering better collaboration.

MIS

TGL is equipped with the latest SAP solution, SAP S/4 HANA, to meet its IT requirements. The software is fully integrated comprising all the key modules, providing real-time data that supports the management's needs and strengthens effective decision-making.

Control Environment

The Company has an in-house internal audit function that reports directly to the Board’s Audit Committee. It conducts periodic reviews to identify, assess, and mitigate risks arising from business operations, while ensuring the implementation of approved policies and procedures. Additionally, the Company's corporate structure is divided into various departments, each with an effective internal control system to ensure the achievement of strategic goals and reliable reporting.

Business Risk
Industry Dynamics

Pakistan's glass manufacturing sector consists of 5 to 6 large organized players and numerous smaller, unorganized competitors, spanning product segments such as float glass, containers, and tableware. In FY24, the sector's estimated revenue reached PKR 85,248 million, reflecting a year-on-year growth of approximately 12.8%. However, industry volumes were impacted by a slowdown in construction activity. Additionally, glass manufacturing is an energy-intensive process, and the sector faced significant challenges due to a sharp increase in energy prices during the year. Elevated interest rates also exerted pressure on the sector’s profitability.

Relative Position

TGL has grown to become one of the largest and leading manufacturers and suppliers of tableware, float glass, and glass container ware in Pakistan. The management claims to hold a market share of ~50% each in both the tableware and float glass markets.

Revenues

During FY24, the company's topline showed a marginal growth of 4.1% year-on-year, primarily attributable to price hikes as volumes remained subdued owing to dampened demand due to a slowdown in the construction sector prompting the Company to keep two of its furnaces inactive. Sales in the local market contributed ~92% to the overall revenue whereas ~8% was contributed by exports. Furthermore, during 1QFY25, the Company’s sales declined by ~0.45% compared to same period last year and were recorded at PKR 6,888mln.

Chart-1: Revenue & Margins
Margins

The margins of the Company have shown improvement at all levels during FY24 mainly on the back of price hikes to pass on the impact of elevated costs and efficient management of the energy mix. The Company has recorded a gross profit margin of 26.4% during the year compared to 20.2% during FY23. The net profit margin also improved to ~14.8% during the year primarily attributable to the recognition of a bargain purchase of PKR 915mln on account of the acquisition of MMM Holdings (Pvt.) Ltd, signifying a one-off transaction. Furthermore, the Company sustained its gross profit margin at ~26.7% during 1QFY25. However, the net profit margin reverted to its median level and was recorded at 10.2% during the period.

Sustainability

TGL has entered into J.V (a green field project) with ICI Pakistan and incorporated a new entity Lucky TG (Pvt) Ltd to produce 1,000 TPD of float glass. This will further augment its revenue streams and supplement the exploration of the untapped global export market of glass. The Company has also acquired Baluchistan Glass Ltd. through MMM Holding (Pvt.) Ltd, through which the management intends to expand its product portfolio in the tableware, container ware and pharmaceutical packaging glass markets.

Financial Risk
Working capital

The Company's net working capital days increased to 81 days in FY24 (FY23 64 days), reflecting a slightly stretched cash cycle owing to an increase in inventory level and increased receivables. The Company had a short-term trade leverage of `54% as of June-2024, reflecting sufficient room for borrowing available to the Company. During 1QFY24, the Company’s cash cycle further stretched to ~116 days stemming from the aforementioned factors.

Chart-2: Working Capital
Coverages

The Company generated FCFO of PKR 5,639mln during FY24 compared to PKR 4,022mln in FY23, primarily on the back of higher profitability which also triggered an improvement in interest and debt coverages of the Company as reflected by the interest and debt coverage ratios of 15.8x and 0.4 times respectively during FY24 compared to 13x and 0.8 times in FY23. Furthermore, during 1QFY24, the Company sustained healthy coverages.

Chart-3: Coverages
Capitalization

The Company had a low leveraged capital structure as of FY24 as indicated by the debt to the capital ratio of 20.2% (FY23, 19.6%). TGL had short-term borrowings of PKR 2,487mln as of June-2024 (FY23: PKR 922mln) which constituted ~53% of the total debt and were utilized to manage working capital requirements. Furthermore, the long-term borrowings of the company stood at PKR 1,161mln as of June-2024 and primarily comprised concessionary borrowings to fund expansion. During, 1QFY25, the Company’s leverage increased marginally to ~22% on the back of an increase in short-term borrowings.

Chart-4: Capitalization
 
 

Dec-24

www.pacra.com


Sep-24
3M
Jun-24
12M
Jun-23
12M
Jun-22
12M
A. BALANCE SHEET
1. Non-Current Assets 13,280 13,399 13,910 14,203
2. Investments 0 0 0 100
3. Related Party Exposure 2,309 2,483 270 0
4. Current Assets 13,606 12,246 8,620 8,697
a. Inventories 6,930 5,923 4,608 4,221
b. Trade Receivables 4,245 3,379 1,958 1,722
5. Total Assets 29,195 28,128 22,800 23,000
6. Current Liabilities 3,155 3,559 2,794 3,477
a. Trade Payables 1,360 1,549 1,138 1,437
7. Borrowings 5,461 4,709 3,743 5,568
8. Related Party Exposure 0 0 0 0
9. Non-Current Liabilities 1,250 1,236 931 866
10. Net Assets 19,329 18,624 15,332 13,088
11. Shareholders' Equity 19,329 18,624 15,332 13,088
B. INCOME STATEMENT
1. Sales 6,888 29,599 28,427 29,416
a. Cost of Good Sold (5,047) (21,772) (22,693) (21,667)
2. Gross Profit 1,841 7,827 5,734 7,749
a. Operating Expenses (266) (1,073) (901) (773)
3. Operating Profit 1,575 6,754 4,833 6,975
a. Non Operating Income or (Expense) (184) 607 (206) (361)
4. Profit or (Loss) before Interest and Tax 1,391 7,361 4,626 6,614
a. Total Finance Cost (170) (572) (508) (346)
b. Taxation (516) (2,414) (1,599) (2,127)
6. Net Income Or (Loss) 705 4,374 2,519 4,141
C. CASH FLOW STATEMENT
a. Free Cash Flows from Operations (FCFO) 1,095 5,659 4,022 6,499
b. Net Cash from Operating Activities before Working Capital Changes 936 5,176 3,524 6,212
c. Changes in Working Capital (1,873) (3,413) (701) (2,653)
1. Net Cash provided by Operating Activities (936) 1,763 2,824 3,559
2. Net Cash (Used in) or Available From Investing Activities (104) (1,239) (1,086) (2,515)
3. Net Cash (Used in) or Available From Financing Activities 753 (273) (2,100) (1,049)
4. Net Cash generated or (Used) during the period (288) 251 (363) (5)
D. RATIO ANALYSIS
1. Performance
a. Sales Growth (for the period) -6.9% 4.1% -3.4% 54.0%
b. Gross Profit Margin 26.7% 26.4% 20.2% 26.3%
c. Net Profit Margin 10.2% 14.8% 8.9% 14.1%
d. Cash Conversion Efficiency (FCFO adjusted for Working Capital/Sales) -11.3% 7.6% 11.7% 13.1%
e. Return on Equity [ Net Profit Margin * Asset Turnover * (Total Assets/Shareholders' Equity )] 14.9% 25.8% 17.7% 35.0%
2. Working Capital Management
a. Gross Working Capital (Average Days) 136 98 80 59
b. Net Working Capital (Average Days) 116 81 64 43
c. Current Ratio (Current Assets / Current Liabilities) 4.3 3.4 3.1 2.5
3. Coverages
a. EBITDA / Finance Cost 12.4 15.8 13.0 28.6
b. FCFO / Finance Cost+CMLTB+Excess STB 2.7 3.6 2.9 5.8
c. Debt Payback (Total Borrowings+Excess STB) / (FCFO-Finance Cost) 0.5 0.4 0.8 0.6
4. Capital Structure
a. Total Borrowings / (Total Borrowings+Shareholders' Equity) 22.0% 20.2% 19.6% 29.8%
b. Interest or Markup Payable (Days) 84.4 99.7 64.9 105.3
c. Entity Average Borrowing Rate 12.3% 11.2% 8.9% 5.2%

Dec-24

www.pacra.com

Dec-24

www.pacra.com

  1. Rating Team Statements
    1. Rating is just an opinion about the creditworthiness of the entity and does not constitute a recommendation to buy, hold, or sell any security of the entity rated or to buy, hold, or sell the security rated, as the case may be. (Chapter III; 14-3-(x))
    2. Conflict of Interest
      1. The Rating Team or any of their family members have no interest in this rating (Chapter III; 12-2-(j))
      2. PACRA, the analysts involved in the rating process, and members of its rating committee and their family members do not have any conflict of interest relating to the rating done by them (Chapter III; 12-2-(e) & (k))
      3. The analyst is not a substantial shareholder of the customer being rated by PACRA [Annexure F; d-(ii)]
      4. Explanation: for the purpose of the above clause, the term "family members" shall include only those family members who are dependent on the analyst and members of the rating committee.
  2. Restrictions
    1. No director, officer, or employee of PACRA communicates the information acquired by him for use for rating purposes to any other person, except where required under law to do so. (Chapter III; 10-(5))
    2. PACRA does not disclose or discuss with outside parties or make improper use of the non-public information which has come to its knowledge during a business relationship with the customer. (Chapter III; 10-7-(d))
    3. PACRA does not make proposals or recommendations regarding the activities of rated entities that could impact a credit rating of the entity subject to rating. (Chapter III; 10-7-(k))
  3. Conduct of Business
    1. PACRA fulfills its obligations in a fair, efficient, transparent, and ethical manner and renders high standards of services in performing its functions and obligations. (Chapter III; 11-A-(a))
    2. PACRA uses due care in the preparation of this Rating Report. Our information has been obtained from sources we consider to be reliable, but its accuracy or completeness is not guaranteed. PACRA does not, in every instance, independently verify or validate information received in the rating process or in preparing this Rating Report. (Clause 11-(A)(p))
    3. PACRA prohibits its employees and analysts from soliciting money, gifts, or favors from anyone with whom PACRA conducts business. (Chapter III; 11-A-(q))
    4. PACRA ensures before the commencement of the rating process that an analyst or employee has not had a recent employment or other significant business or personal relationship with the rated entity that may cause or may be perceived as causing a conflict of interest. (Chapter III; 11-A-(r))
    5. PACRA maintains the principle of integrity in seeking rating business. (Chapter III; 11-A-(u))
    6. PACRA promptly investigates in the event of misconduct or a breach of the policies, procedures, and controls, and takes appropriate steps to rectify any weaknesses to prevent any recurrence, along with suitable punitive action against the responsible employee(s). (Chapter III; 11-B-(m))
  4. Independence & Conflict of Interest
    1. PACRA receives compensation from the entity being rated or any third party for the rating services it offers. The receipt of this compensation has no influence on PACRA’s opinions or other analytical processes. In all instances, PACRA is committed to preserving the objectivity, integrity, and independence of its ratings. Our relationship is governed by two distinct mandates: i) rating mandate - signed with the entity being rated or issuer of the debt instrument, and ii) fee mandate - signed with the payer, which can be different from the entity.
    2. PACRA does not provide consultancy/advisory services or other services to any of its customers or their associated companies and associated undertakings that are being rated or have been rated by it during the preceding three years, unless it has an adequate mechanism in place ensuring that the provision of such services does not lead to a conflict of interest situation with its rating activities. (Chapter III; 12-2-(d))
    3. PACRA discloses that no shareholder directly or indirectly holding 10% or more of the share capital of PACRA also holds directly or indirectly 10% or more of the share capital of the entity which is subject to rating or the entity which issued the instrument subject to rating by PACRA. (Chapter III; 12-2-(f))
    4. PACRA ensures that the rating assigned to an entity or instrument is not affected by the existence of a business relationship between PACRA and the entity or any other party, or the non-existence of such a relationship. (Chapter III; 12-2-(i))
    5. PACRA ensures that the analysts or any of their family members shall not buy, sell, or engage in any transaction in any security which falls in the analyst’s area of primary analytical responsibility. This clause, however, does not apply to investments in securities through collective investment schemes. (Chapter III; 12-2-(l))
    6. PACRA has established policies and procedures governing investments and trading in securities by its employees and for monitoring the same to prevent insider trading, market manipulation, or any other market abuse. (Chapter III; 11-B-(g))
  5. Monitoring and Review
    1. PACRA monitors all the outstanding ratings continuously, and any potential change therein due to any event associated with the issuer, the security arrangement, the industry, etc., is disseminated to the market immediately and in an effective manner after appropriate consultation with the entity/issuer. (Chapter III; 17-(a))
    2. PACRA reviews all the outstanding ratings periodically on an annual basis. Provided that public dissemination of annual review and in an instance of change in rating will be made. (Chapter III; 17-(b))
    3. PACRA initiates an immediate review of the outstanding rating upon becoming aware of any information that may reasonably be expected to result in downgrading of the rating. (Chapter III; 17-(c))
    4. PACRA engages with the issuer and the debt securities trustee to remain updated on all information pertaining to the rating of the entity/instrument. (Chapter III; 17-(d))
  6. Probability of Default
    1. PACRA’s Rating Scale reflects the expectation of credit risk. The highest rating has the lowest relative likelihood of default (i.e., probability). PACRA’s transition studies capture the historical performance behavior of a specific rating notch. Transition behavior of the assigned rating can be obtained from PACRA’s Transition Study available at our website. (www.pacra.com) However, the actual transition of rating may not follow the pattern observed in the past. (Chapter III; 14-3(f)(vii))
  7. Proprietary Information
    1. All information contained herein is considered proprietary by PACRA. Hence, none of the information in this document can be copied or otherwise reproduced, stored, or disseminated in whole or in part in any form or by any means whatsoever by any person without PACRA’s prior written consent.

Dec-24

www.pacra.com