Pearl Petro Industry (Pvt.) Limited (“Pearl Petro” or the "Company”) was incorporated as a private limited company in 2014 under the provisions of the Companies Act, 2017.

Pearl Petro Industry (Pvt.) Limited, formerly known as MH Plastic, was established in 1979 by Munawar Hussain Malik. Initially, the Company was engaged in the sales and marketing of plastic bags. Subsequently, the Company changed its legal structure and was incorporated as a private limited company. Over the years, the Company diversified its product portfolio from polypropylene and polyethylene bags to flexible packaging solutions.

Pearl Petro Industry (Pvt.) Limited is engaged in the manufacturing and sale of polypropylene (PP) bags, polyethylene (PE) liner bags, farmhouse PT sheets, flexible packaging products, and other plastic-based solutions. The recently established flexible packaging division caters to large corporate clients by providing customized printing and packaging solutions, thereby enhancing the Company's product diversification and market reach. The Company's key raw materials, including low-density polyethylene (LDPE), linear low-density polyethylene (LLDPE), high-density polyethylene (HDPE), and polypropylene (PP), are primarily imported from Saudi Arabia, the United States, the United Arab Emirates, Kuwait, Singapore, and Qatar. Pearl Petro operates with an installed production capacity of approximately 20,000 MT for PP bags and 36,000 MT for PE products. The Company's registered office and manufacturing facility are located near Lahore, enabling it to efficiently serve both domestic and industrial customers.

Munawar Hussain Malik holds the majority stake in the Company (~72.4%), while his son, M. Ahmed Malik, holds the remaining ~27.6% shareholding. Previously, Bushra Malik, daughter of Mr. Munawar Hussain Malik, held a ~27.6% stake in the Company.

Being a family-owned enterprise, the Company's ownership and management structure has remained stable over the years, providing continuity in strategic direction and operational oversight. The existing control framework is expected to remain intact in the foreseeable future. Although a formal and documented succession plan is not currently in place, management has indicated that, in line with the family's longstanding understanding, ownership and management control of Pearl Petro will continue to reside within the family. The absence of a formal succession framework remains a governance consideration; however, the stability of the current ownership structure provides comfort regarding continuity of control.

The Sponsor possesses a strong understanding of the Company's business model, growth prospects, and underlying value proposition. Furthermore, Munawar Hussain Malik brings extensive industry experience and sector-specific expertise, enabling the Company to effectively manage operational challenges, adapt to changing market dynamics, and capitalize on emerging growth opportunities. His continued involvement provides strategic direction and strengthens the Company's overall business and risk profile.

The Sponsors possess adequate financial strength and have demonstrated their ability and willingness to support the Company, if required. Their financial capacity provides an additional layer of comfort and enhances the Company's financial flexibility, thereby supporting its overall credit profile.

The Company is governed by a two-member Board comprising family representatives, both of whom serve as Executive Directors. While the existing Board structure provides continuity in strategic decision-making and operational oversight, it remains concentrated in nature. Given the Company's expanding scale of operations, the inclusion of independent directors could further enhance the governance framework by strengthening oversight, improving objectivity in decision-making, and aligning governance practices with evolving corporate requirements.

Munawar Hussain Malik, the Founder and Chairman of the Company, brings over three decades of professional experience and remains actively engaged in both day-to-day operations and key strategic decision-making processes. His continued involvement provides strategic direction and operational oversight to the organization. M. Ahmed Malik, serving as Executive Director, also plays an active role in strategic decision-making and contributes to the Company’s overall management and governance framework, supporting continuity in leadership and execution.

The Board convenes frequently to discuss strategic and operational matters of the Company; however, the deliberations are largely informal in nature, with limited formal documentation of minutes. Furthermore, the absence of Board-level committees highlights an area for improvement in the governance framework. The establishment of structured oversight mechanisms, including formal committees, could strengthen governance practices, enhance documentation discipline, and improve overall decision-making transparency.

M/s. Amin Mudassir and Co. serve as the external auditors of the Company and have issued an unqualified audit opinion on the financial statements for FY25, reflecting a clean audit outcome. The audit firm is QCR-rated by ICAP and is included in Category “B” of the State Bank of Pakistan’s panel of auditors, indicating an acceptable level of audit quality, professional competence, and regulatory standing.

A well-defined organizational structure is in place, with operations appropriately segregated into distinct departments and clearly articulated lines of responsibility across all levels. Departmental heads report to the Deputy General Manager, who further reports to the Chief Executive Officer. The CEO functions as the ultimate decision-making authority, providing overall oversight of key operational and strategic matters and ensuring coordinated execution across the organization.

The management team has demonstrated strong commitment to the Company, consistently contributing positive efforts toward its operational and strategic development. The team comprises experienced professionals with relevant industry expertise. In particular, the Finance Manager, Mr. Mushtaq, has been associated with the Company since its inception and possesses in-depth knowledge of its operations, processes, and financial framework, thereby providing continuity and strengthening the Company’s institutional capacity.

The Sponsors’ extensive experience, combined with a capable professional management team, has contributed to the gradual streamlining of the Company’s operations. However, the governance structure remains relatively informal, as no formal management-level committees have been constituted, and meetings are held on an as-needed basis rather than a structured schedule. Mr. Munawar Hussain Malik retains final authority over all key decision-making processes, reflecting a centralized leadership structure.

The Company has implemented an integrated software solution, “SofTech,” which facilitates the management of key operational functions including procurement, production, sales, inventory management, and financial reporting. The system is capable of generating reports on a daily, weekly, and monthly basis, along with other detailed analytical outputs to support management decision-making. In addition, the Company maintains an on-site database infrastructure, where operational data is captured and updated on a daily basis, ensuring timely recording and monitoring of business activities.

The Company has obtained ISO 9001 and ISO 14001 certifications, reflecting its commitment to maintaining internationally recognized standards of quality management and environmental management. An effective mechanism is in place for the identification, assessment, and reporting of risks arising from business operations, supporting a structured approach to risk management. Operational efficiency is overseen by the management team under the direct supervision of the Chief Executive Officer, ensuring coordinated execution and adherence to established standards and procedures.

Plastic Moulding Compound (PMC), including polymers such as polyethylene, polypropylene, PVC, nylon, and PET, serves as the primary raw material for the plastic packaging industry. These petroleum-derived inputs are inherently sensitive to crude oil price movements, making international oil market dynamics and exchange rate fluctuations a persistent risk for the segment. In FY25, global oil prices softened considerably, averaging USD~70.2/bbl against USD~83.9/bbl in FY24, as OPEC+ output increases outpaced demand recovery, particularly amid subdued consumption in China. Consequently, imported polymer prices in Pakistan also witnessed some easing, with PET import prices declining to PKR~287.1/kg from PKR~295.9/kg in FY24. However, this commodity-level relief was partially offset by currency-side pressures, as Pakistan's import-reliant raw material supply chain remains exposed to exchange rate swings that can rapidly erode the benefit of lower international prices.

The Company has built a strong market position in the industry with its long operations, resulting in healthy relationship with suppliers, distributors, and customers.

The Company generates revenue through the sale of a range of plastic products, including polypropylene (PP) bags, polyethylene liner bags, farmhouse PT sheets, and other plastic sheet products, serving both corporate clients and local markets. During CY25, the topline declined significantly to PKR 9.8 billion from PKR 12.6 billion in the preceding year, primarily driven by regulatory restrictions on plastic bags and a broader structural shift in consumer demand toward more sustainable and environmentally friendly packaging solutions. To support business stability and long-term sustainability, the Company is planning to diversify its product portfolio by commencing production of geomembrane films, which have significant applications in dam construction and infrastructure development as effective anti-seepage and protective lining materials.

The Company’s financial performance reflects a moderate improvement in profitability during CY25, despite a notable contraction in revenue. The Company’s profitability profile demonstrated resilience, supported by improved cost management and relatively stable input prices. Gross profit increased marginally to PKR 671 million (CY24: PKR 658 million), translating into an improved gross margin of approximately 6.8% (CY24: ~5.2%). Similarly, operating profit stood at PKR 474 million (CY24: PKR 459 million), with the operating margin strengthening to ~4.8% (CY24: ~3.6%). At the bottom line, the Company reported a profit after tax of PKR 244 million (CY24: PKR 243 million), with net profit margin improving to ~2.5% (CY24: ~1.9%). The marginal improvement in profitability metrics, despite lower sales, reflects the Company’s ability to partially offset revenue pressure through pricing adjustments, cost rationalization, and improved operational efficiency. However, profitability remains sensitive to volatility in raw material prices, distribution expenses, and financing costs, which continue to exert pressure on overall margins. Accordingly, while the earnings profile has demonstrated relative stability, sustained improvement will remain dependent on consistent revenue growth and further strengthening of cost efficiencies.

The management’s strategy is focused on sustaining performance through disciplined cost control initiatives, supported by ongoing operational improvements. Key efficiency enhancements include the commissioning of a five-layer printing plant and the expansion of polypropylene production capacity, aimed at improving productivity and cost efficiencies across the value chain. Furthermore, the planned introduction of a new product line, geo-membrane films, is expected to enhance product diversification, broaden the Company’s market reach, and strengthen the overall resilience of its product portfolio.

The Company’s net working capital cycle elongated to approximately 78 days in FY25 (FY24: 44 days), depicting a deterioration in overall working capital efficiency. The increase was primarily attributable to higher inventory and receivable days, partially offset by a decline in payable days. Inventory days increased to around 30 days in FY25 (FY24: ~15 days), primarily on account of inventory build-up undertaken to mitigate potential supply chain disruptions amid geopolitical uncertainties arising from the Iran–Israel conflict. This strategic decision resulted in elevated stock levels and contributed to the elongation of the working capital cycle. The Company remains largely import-dependent for raw material procurement, with resin sourced from Saudi Arabia, the United States, the UAE, Kuwait, Singapore, and Qatar. Trade receivable days increased to 54 days in FY25 (FY24: 38 days), indicating a relatively stretched collection cycle. Conversely, trade payable days declined to 6 days (FY24: ~9 days), as the Company primarily operates on sight-based LC arrangements, thereby limiting supplier credit flexibility. On a more recent basis, the net working capital cycle further extended to 106 days in 6MFY26 (6MFY24: 92 days), mainly driven by an increase in inventory days to 63 days (6MFY25: 26 days). Despite the elongation in the cycle, the Company maintains an adequate borrowing cushion, with working capital requirements largely contingent upon raw material procurement needs, which remain a strategic management decision.

The Company’s coverage indicators exhibit a moderating but adequate profile, though marked by volatility in cash flow generation. EBITDA/Finance Cost has demonstrated a declining trend, reducing from 11.1x to 8.8x in FY25 and further to 5.1x in 6MFY26, reflecting increasing reliance on external funding and relatively higher finance cost absorption requirements; however, coverage remains adequate. Similarly, FCFO/Finance Cost has depicted fluctuation over the review period, recorded at 6.3x in FY25 and 5.1x in 6MFY26, indicating moderate internal cash generation capacity relative to finance costs. FCFO growth has remained volatile, reflecting inconsistent cash flow generation dynamics. The Debt Payback ratio has shown improvement over time, declining to 2.6x in 6MFY26 (FY25: 5.1x), supported by relatively better FCFO generation and/or moderated debt levels, indicating an improved ability to retire outstanding obligations through internal cash flows.

The Company’s equity base improved to approximately PKR 1.8bln in CY25 (CY24: ~PKR 1.7bln), primarily driven by an increase in retained earnings, reflecting continued profit accumulation.During FY25, the Company successfully eliminated its short-term borrowings. However, in 1HFY26, the Company availed short-term financing to manage its working capital requirements amid the Iran–Israel conflict. As a result, total leverage stood at 14.1% as of end-Jun’25, compared with 59.0% at end-Jun’24.