Rank #3 in Cement
Bestway Cement’s FY2026 result was stronger at the bottom line than in its cement operations. Consolidated net turnover was almost flat, while cost of sales rose 7.6%, cutting gross profit by 12.9% and operating profit by 17.1%. Yet consolidated profit after tax increased 7.1%. The bridge was not a recovery in core margin: a larger contribution from equity-accounted investees, lower finance cost and a smaller tax charge protected final earnings.
The Board announced the result on 23 July 2026. This article uses the consolidated result as the primary view of the economic group and separately identifies the unconsolidated result for the listed parent. The official announcement covers the year ended 30 June 2026 with comparative FY2025 figures and uses Pakistani rupees in thousands. The full annual financial statements, including audited cash-flow and detailed notes, had not yet appeared on the PSX announcement index when this analysis was prepared; balance-sheet commentary is therefore clearly limited or attributed.
The four readings below are AlphaGen model outputs. They are not financial figures reported by Bestway Cement and should not be confused with revenue, profit, margins, cash flow or management guidance.
Bestway Cement is principally a cement producer, but the consolidated income statement also contains its share of profit from equity-accounted investees. That line is economically important enough to change the reading of the year. The official PSX financial-results summary reports unconsolidated profit before tax of PKR 36.384 billion, profit after tax of PKR 25.757 billion and EPS of PKR 43.20. It separately reports consolidated profit before tax of PKR 36.131 billion, profit after tax of PKR 25.568 billion and EPS of PKR 42.88.
The difference is not an error. Standalone accounts measure the listed parent and recognize investment income under their own accounting treatment; consolidated accounts incorporate controlled entities and equity-accounted investees. Readers should use the same basis across every comparison. The core operating bridge below follows the consolidated statement reproduced from the official result filing and reported by Mettis Global.
Gross billed value grew modestly, but deductions expanded faster. Rebates and discounts absorbed an additional PKR 1.07 billion and taxes and excise an additional PKR 2.26 billion, leaving almost no net-sales growth. This distinction matters in cement because changes in duties, federal excise and competitive discounting can make invoice growth look healthier than the revenue retained by the producer.
Industry demand itself improved. Data released by the All Pakistan Cement Manufacturers Association and reported by Business Recorder showed national cement dispatches up 7.21% to 50.515 million tonnes in FY2026. Domestic dispatches increased 9.5% to 41.507 million tonnes, while exports declined 2.19% to 9.008 million tonnes. Bestway’s nearly flat net turnover therefore points to price, mix, deductions and company-specific volume dynamics—not a simple absence of market growth.
Cost of sales rose by PKR 5.34 billion against only PKR 0.52 billion of additional net turnover. That mismatch is the central operating deterioration. Cement manufacturing is energy intensive: limestone must be quarried and crushed, raw meal ground, clinker burned at high temperature, and cement ground and dispatched. Coal or alternative fuels, electricity, quarry inputs, packing, transport and plant utilization determine the conversion cost. A producer can sell more tonnes and still lose margin if retention falls or energy and other costs rise faster than price.
The margin decline was not a small rounding effect. A 4.61-percentage-point contraction on more than PKR 108 billion of turnover explains most of the PKR 4.82 billion reduction in gross profit. AlphaGen inference: FY2026’s earnings quality should be judged first on this spread, because associate income and tax can protect net profit without repairing the economics of a tonne of cement.
Lower distribution and other operating costs saved about PKR 570 million combined, but administration increased by PKR 1.20 billion. The result announcement does not provide the note detail needed to identify the exact administrative driver, so attributing it to a specific item would be speculation. The important conclusion is numerical: overhead savings outside administration were insufficient to offset the gross-profit loss and administrative increase.
Lower finance cost saved PKR 2.27 billion. That is a recurring positive if it reflects sustained deleveraging and lower borrowing rates, but it sits below operating profit. A same-day broker analysis reported long-term debt falling to approximately PKR 30.0 billion from PKR 40.0 billion, while short-term debt edged up to about PKR 20.5 billion. These are contextual balance-sheet figures pending the full annual report; they should be checked against the audited statements when transmitted.
The decline in net finance and other income offset part of that benefit. Together, the two lines produced a net financing drag of about PKR 4.81 billion, compared with PKR 6.14 billion a year earlier—an improvement of roughly PKR 1.33 billion.
This PKR 3.80 billion increase was the largest positive bridge below operating profit. It more than offset the deterioration after financing and kept profit before tax almost flat. The contribution is real consolidated income, but it is not generated by selling cement. A reader assessing the cement franchise should therefore examine operating profit separately; a reader assessing total group earnings must include the associate contribution.
The broker summary identifies United Bank Limited as the major equity-accounted investment and reports PKR 7.70 billion of cash dividends received during the year. Share of profit and cash dividend are related but different: the former follows equity accounting in the income statement, while the latter is cash received from the investee and affects investment carrying value and liquidity.
Profit before tax was effectively flat. The entire increase in final consolidated profit came from the PKR 2.02 billion reduction in tax expense, partly offset by the small decline in pre-tax profit. That makes the tax line another essential bridge. Net margin increased to about 23.61% from 22.15%, even though gross margin and operating margin both weakened. This apparent contradiction is precisely why readers should not use net margin alone to judge cement economics.
The Board announced a final cash dividend of PKR 10 per share, or 100% of face value, alongside the FY2026 result. Contemporary reporting indicates that this took total cash dividends for the year to PKR 40 per share, including interim distributions. On 596.253 million shares, the final dividend alone implies an aggregate cash distribution of roughly PKR 5.96 billion, subject to shareholder approval and applicable withholding.
Dividend capacity should be read against operating cash generation, debt service and cash received from investees. The result filing does not include the full audited cash-flow statement, so this article does not claim a specific FY2026 operating-cash-flow figure. The eventual annual report should show whether core operations, working-capital movements, associate dividends or borrowing funded the distribution.
The PSX page reports FY2026 standalone EPS of PKR 43.20 and nine-month EPS of PKR 30.04, implying approximately PKR 13.16 for the June quarter on the same unconsolidated basis. This is a derived figure, not a separately reported consolidated quarter. It should not be compared directly with the consolidated full-year EPS of PKR 42.88.
The more useful conclusion is that full-year profit growth survived a weak core margin. Without the full quarterly consolidated statement and cash-flow notes, assigning the exact fourth-quarter change to volumes, prices, one-offs or working capital would go beyond the disclosed evidence.
The main operating risks are coal and power prices, pressure on net retention, excise and royalty changes, aggressive pricing among northern producers, weak infrastructure spending, export disruptions and low utilization. Cement has high fixed costs, so volume shifts can magnify margin movement. Northern export routes are also exposed to border conditions; FY2026 north-region exports fell sharply even as local demand improved.
Balance-sheet risks are lower than during the previous high-rate cycle if long-term debt has indeed fallen, but short-term borrowing, refinancing terms and working-capital needs still matter. Strategic-investment income creates valuable diversification, yet it can also obscure a weakening cement spread. A decline in the investee’s profit or cash distribution would expose more of the underlying operating result.
Start with net turnover, cost of sales and gross margin. If revenue grows with stable or improving margin, the core cement business is recovering. If net profit rises while operating profit falls again, trace the difference through associate income, finance cost and tax. Then reconcile consolidated and standalone EPS rather than combining them.
Next, use the audited balance sheet and cash-flow statement. Check inventory, receivables, trade payables, short-term borrowing, capital expenditure and cash dividends from investees. Calculate cash generated before financing and compare it with dividends and debt repayment. Finally, evaluate per-tonne disclosures: dispatch volume, retention, energy mix and utilization reveal whether improvement comes from demand, price, cost or non-operating support.