Rating History
Dissemination Date Long-Term Rating Short-Term Rating Outlook Action Rating Watch
27-Jun-25 BBB A2 Stable Maintain -
27-Jun-24 BBB A2 Stable Maintain -
27-Jun-23 BBB A2 Stable Maintain -
30-Jun-22 BBB A2 Stable Initial -
About the Entity

TES was incorporated as a private limited company in Pakistan on 28 February 2011 under the Companies Ordinance, 1984. TES is a wholly-owned subsidiary of TWA. The Board consists of four directors, three of whom are executive directors and one is a non-executive director. Mr. Junaid Iqbal Khan is the CEO, Mr. Saad Muzaffar Waraich is the President, Mr. Aasif Inam is the Deputy CEO/Chief Commercial Officer (CCO), and Mr. Naveed Ahmed Malik is the Executive Vice President, Finance of the Company.

Rating Rationale

Trans World Enterprise Services (Private) Limited (“the Company” or “TES”) ratings reflect an emerging business profile and robust presence in the telecommunication industry. TES specializes in providing reliable internet connectivity through a scalable Fiber-to-the-home (FTTH) network. Additionally, the Company offers comprehensive Tru TV™ and Voice services, solidifying its reputation for reliability and innovation in the sector. Assigned ratings take comfort from Company’s association with its parent, Trans World Associate Limited (TWA), a Tier-1 network operator in Pakistan having exclusive and consortium ownership of submarine fiber optic cable network systems, thereby bolstering the Company’s strategic initiatives aimed at achieving sustainable long-term growth. The Company has emerged as a dynamic player in the telecommunications sector, driven by a strategic vision and an unwavering commitment to customer satisfaction. In a technology-driven world, reliable connectivity and quality assurance are pivotal for customer retention. The Company is actively expanding its presence across Lahore, Karachi, and Islamabad, where it currently holds a sizeable presence. As per management, the Company has achieved an average penetration of ~20% across its active regions, relative to the total fiber optic-enabled households (house passes) in those cities. According to the latest data from the Pakistan Telecommunication Authority (PTA) regarding the FTTH segment, as of Dec 2024, TES holds the 6th position in terms of active subscribers, commanding a market share of 3.6%. During CY24, the Company’s topline clocked in at PKR 4,428mln, reflecting a growth of ~21.7% (CY23: ~PKR 3,639mln). The growth is primarily attributed to two factors: (i) increase in customer base & (ii) increased prices. Despite revenue growth, gross margin declined to 30% (CY23: 39%) due to cost escalations that were not fully passed on to customers. However, the operating margin remained stable at 7%, supported by effective cost rationalization measures implemented across all levels. The Company reported a net loss of PKR 7mln, lower than the loss of PKR 80mln in CY23. Going forward, the Company anticipates sustaining its growth trajectory in the FTTH segment by leveraging its enhanced area coverage to acquire new customers. The Company sources 100% of its internet bandwidth from TWA. Bandwidth charges are directly pegged to the USD, which creates a potential disparity between sales and cost of sales, as the selling price remains PKR-denominated. The BOD of the holding company oversees the business, and besides the quarterly board meetings, BOD members take monthly briefings on the financial performance and network expansion progress. A team of professionals and industry specialists augments the operations of the company. The Company has implemented a robust internal control system across the organization, complemented by top-notch IT, business insight & intelligence, and financial reporting solutions. The financial risk profile of the Company is characterized by modest coverages and cashflows. Capital structure is leveraged; encompassed by long-term borrowings. However, the parent company injected PKR 1,206mln in equity through a share deposit.

Key Rating Drivers

The ratings are dependent upon improvements in revenue, profitability, and market share while retaining sufficient cash flows and coverages. However, adherence to maintaining its debt matrices at an adequate level and alignment with the shared financial projections will remain paramount.

Profile
Legal Structure

Trans World Enterprise Services (Private) Limited (“the Company” or “TES”) was established as a private limited company in Pakistan on February 28, 2011, under the Companies Ordinance, 1984. The registered office of the Company is situated at Retalia Building, G-6 Markaz, Islamabad.


Background

Trans World Associates (Private) Limited (Transworld) is a joint venture of Orastar Limited and the OMZEST Group of Oman. As Pakistan’s only private-sector owner of a submarine fiber optic network, Transworld is a Tier-1 operator providing high-capacity internet to major mobile operators, ISPs, and enterprises. Since 2006, it has operated its own 1,300 km submarine cable (TW1), and is a key member of global cable systems SEA-ME-WE 5 and SEA-ME-WE 6, ensuring low-latency connectivity across Asia, the Middle East, and Europe. Transworld also maintains direct peering with major content providers for superior user experience.TES is a wholly-owned subsidiary of Transworld, established in 2011 and commenced its commercial Fiber-to-the-Home (FTTH) services in 2018. As the sole company in Pakistan backed by a Tier-1 international network operator, TES caters to the industry’s business-critical communication needs with unparalleled reliability and support. 


Operations

The primary business activity of the Company is to deliver telecommunication services under licenses issued by the Pakistan Telecommunication Authority (PTA) for Data Class Value-Added Services (CVAS) and Fixed Local Loop (LL) operations across various telecom regions, including Karachi, Lahore, and Islamabad. TES is backed by Pakistan’s Tier-1 network operator, Trans World Associates Limited (“TWA”), which is the parent company and possesses exclusive and consortium ownership of the submarine fiber optic cable network system, and is the leading connectivity provider for Pakistan and Afghanistan. Numerous companies exist in the FTTH market segment, where strength is primarily derived from the owned and self-aided length of fiber optic cable networks.


Ownership
Ownership Structure

Transworld  owns a 99.99% stake in TES highlighting its status as a key subsidiary. This majority shareholding underscores the strategic importance of TES within the Transworld group, ensuring aligned objectives and seamless integration of services to deliver comprehensive telecommunication solutions across Pakistan.


Stability

The discrenationary beneficial ownership of TES lies with the Saifullah Brothers of Saif Group (the Group), a renowned national conglomerate. As one of the pioneers in introducing GSM technology to Pakistan, the  Group has played a pivotal role in advancing the country's telecommunications landscape. Beyond telecommunications, the  Group has made substantial investments across diverse sectors, including power, healthcare, textiles, real estate, and oil and gas, reflecting its broad impact on Pakistan’s economic development.


Business Acumen

Mr. Saad Muzaffar Waraich serves as the President  and Executive Director of the Company, while Mr. Aasif Inam holds the position of Deputy CEO/Chief Operating Officer. Both are seasoned telecom professionals with extensive experience spanning telecom, ICT, software, and services. Their leadership and expertise bring invaluable insights and strategic direction to the Company, driving its success in a competitive industry.


Financial Strength

TWA provides robust support to TES, holding a 99.99% ownership stake. Renowned for its reliable backhaul connectivity services, TWA has established itself as a trusted partner to Pakistan’s leading  telecom operators including CMO’s, Wholeseller and ISP’s. Demonstrating its financial strength, TWA reported impressive revenues of PKR 13.3 billion as of December 2024, solidifying its position as a key player in the telecommunications industry. 


Governance
Board Structure

The TES Board comprises four highly qualified directors, each with extensive experience in the telecommunications sector. Their collective expertise and strategic insights provide strong leadership, fostering innovation and effective decision-making. With their diverse skill sets and deep industry knowledge, the board plays a pivotal role in steering the company toward sustained success and growth in the competitive telecom landscape.


Members’ Profile

Mr. Junaid Iqbal Khan joined as CEO of Trans World Associates (TWA) and the Director of Trans World Enterprise Services (TES) in November 2022, following a distinguished telecom career. He previously served as CEO of Mobilink and PTCL, with leadership roles at Zain and Airblue. His extensive experience spans both international firms and Pakistan’s telecom sector. Mr. Saad Muzzaffar Waraich leads Transworld’s strategic growth and human capital development, drawing on deep expertise in telecom and ICT. He has held leadership roles at major companies/firms including Nokia, IBM, and PTCL. Known for his customer-first approach, his vision and dedication continue to drive the company forward. Mr. Naveed Ahmed Malik, EVP Finance at Transworld since December 2010, is a Chartered Accountant with broad expertise in financial management and corporate affairs. His experience spans multiple sectors including telecom, power, and real estate. He previously held key roles at companies/firms like Grand Thornton, Bank Alfalah, and Saif Group companies. Mr. Amiruddin joined Transworld in August 2007, currently working as EVP Engineering. He has been a key figure in the internet and data communication sector since 1995. A founding member of Cybernet, he has advised high-tech firms on network design and strategy. He leads network engineering and technology initiatives at Transworld.


Board Effectiveness

The TES Board operates without formal committees, ensuring streamlined decision-making processes. Each board member is a seasoned professional with diverse experience across various market segments, including IT and telecommunications. Their broad expertise and industry insights enable the board to effectively oversee and guide the company's strategic direction, ensuring alignment with industry best practices and market demands.


Financial Transparency

The Company’s auditors, A.F. Ferguson & Co., are recognized as an ‘A’ category firm on the State Bank of Pakistan's approved list of auditors. They issued an unqualified audit opinion on the Company’s annual financial statements for the fiscal year CY24, reflecting the highest standards of financial reporting and compliance.


Management
Organizational Structure

TES operates with a lean organizational structure led by an experienced and dedicated management team. A significant portion of the senior management has been with the company for an extended period, contributing to its stability and continuity. The organizational framework is structured into five key functional departments: (i) Finance, (ii) Engineering, (iii) Commercial, (iv) HR & Administration, and (v) IT. This streamlined structure ensures efficiency, clear accountability, and effective collaboration across all business functions.


Management Team

The senior management team—Mr. Junaid Iqbal Khan (CEO/Director), Mr. Saad Muzzaffar Waraich (President/Director), and Mr. Naveed Ahmed Malik (EVP Finance/Director)—brings extensive telecom expertise across both the Pakistani and international markets. Joining them, Mr. Aasif Inam now serves as Deputy CEO and Chief Operating Officer. Together, they are distinguished leaders with diverse experience across IT and telecommunications, whose strategic vision continues to drive the Company’s growth and innovation.


Effectiveness

As a wholly owned subsidiary of TWA, the Company operates under various formal Management Cometties operating at Group level oversee operations of all Group Entities. 


MIS

TES boasts an advanced in-house real-time information and dashboard system, ensuring efficient performance monitoring and decision-making. The company is seamlessly integrated into the global internet peering ecosystem through direct connectivity with leading content providers, including Google, Facebook, Akamai, Netflix, Amazon, and others. Its IT infrastructure is organized into six key categories: Infrastructure & Network, IT Operations & Support, IT Governance & Business Insights, Application Development, SAP-ERP, and Compliance & Audits. This comprehensive and well-structured IT framework underpins TES’s ability to deliver reliable and cutting-edge telecommunication services.


Control Environment

The Company implements stringent controls, including internal and third-party audits, to evaluate the effectiveness of its Power BI dashboard and ensure optimal performance. TES has established a robust Cyber Security Framework to mitigate organizational cyber risks and safeguard its digital infrastructure. Additionally, the Internal Audit Department plays a pivotal role in ensuring effective risk management, governance, and internal controls. By identifying areas for improvement and ensuring compliance with established policies, the department contributes significantly to the company’s operational resilience and integrity.


Business Risk
Industry Dynamics

During CY24, the overall revenues for Pakistan’s telecommunications sector saw a significant year-over-year increase of approximately 17%, reaching PKR ~955.2 billion (CY23: PKR ~850 billion). The internet service provider landscape in Pakistan is primarily categorized into three tiers: Tier-I, Tier-II, and Tier-III providers. In the Tier-I category, only two companies, Pakistan Telecommunication Company Limited (PTCL) and Trans World Associates (Pvt) Ltd. (TWA), own submarine cables, giving them a dominant role in the country's internet backbone. Tier-II providers, such as StormFiber, Multinet, Nayatel, OPTIX, and Wateen, rely on PTCL and TWA for their internet supply, as they lack their own submarine cable infrastructure. Tier-III providers, primarily local cable operators, serve smaller, localized markets. In a major development to accelerate digitalization and enhance connectivity, the Chinese firm Sunwalk (Pvt) Limited has initiated the deployment of a 16,000-km-long optical fiber cable across the country, marking a significant step toward improving Pakistan’s digital infrastructure and networking capabilities. Jazz maintained its position at the top in terms of tele-density (~45%), however, Zong (22%) surpassed Telenor (20%) and Ufone (~12%). SCO, operating only in Gilgit-Baltistan, represented ~1% of the market share during the period.


Relative Position

The FTTH segment in Pakistan is highly competitive, with numerous players operating in the market. TES has established a strong presence in all three major cities Lahore, Karachi, and Islamabad—and is steadily increasing its market share. This growth reflects the company's commitment to delivering high-quality services and meeting the evolving needs of its customers in a dynamic industry.


Revenues

During CY24, the Company generated revenue of PKR 4,428mln (CY23: PKR 3,639mln), registering a growth of ~21.7%. The surge in sales is mainly on account of increase in prices and more coverage and geographical expansion. Companies’ sales are mainly dominated by Internet sales (~95%) and the remaining share is of IPTV sales & Voice. Internet is the Company's base product and IP TV & Voice mail are the complementary products. Their sales quantum is geographically concentrated in Lahore, followed by Karachi and Islamabad. Over the last three years, a portfolio of residential area sales is increasing which depicts TES penetration in urban areas gradually.


Margins

The segment in which TES operates is a comparatively high gross margin based service industry. TES has 30.1% GP margin during CY24 (CY23: 39%). The Company has negative NP margins, as Company is in the expansionary phase of the business cycle. During CY24, the Company’s loss after tax decreased compared to last years’ (CY23: PKR 80mln) and stood at PKR 7mln. 


Sustainability

The Company has developed comprehensive financial projections, detailed budgeting plans, and forecasted procurement requirements to establish its annual and long-term targets. As a consortium partner and lead arranger in the SEA-ME-WE 6 project through its parent company, TES is well-positioned to enhance its growth trajectory significantly. This strategic advantage provides TES with the flexibility to expand in alignment with its growth aspirations. Notably, the Company’s topline performance is consistent with its previously shared financial projections.


Financial Risk
Working capital

TES has aptly managed its working capital requirements as the Company is in its initial growth phase. Their main raw material component is optical fiber and they keep a maximum of 13 days of inventory on average. In future, as Company expands, they need to enhance its inventory levels to meet its upcoming demand.


Coverages

The Company generated a free cash flow (FCFO) of ~PKR 795mln during CY24 (CY23: ~PKR 846mln, CY22: ~PKR 673mln). EBITDA/Finance cost of the Company improved to 3.6x during CY24 as compared to 2.7x in CY23.


Capitalization

The Company’s capital structure is leveraged, 37.8% debt-to-capital ratio in CY24 (CY23: ~46.6%, CY22: 68%). The Company has long-term borrowing of PKR 883mln during CY24 and current maturity of long-term debt of PKR 277mln. Currently, the Company has no short-term borrowing.


 
 

Jun-25

www.pacra.com


Dec-24
12M
Dec-23
12M
Dec-22
12M
A. BALANCE SHEET
1. Non-Current Assets 4,598 3,868 3,342
2. Investments 0 0 0
3. Related Party Exposure 144 208 257
4. Current Assets 2,005 1,624 940
a. Inventories 522 154 111
b. Trade Receivables 254 154 229
5. Total Assets 6,747 5,701 4,539
6. Current Liabilities 3,341 2,808 1,768
a. Trade Payables 2,075 1,887 975
7. Borrowings 1,160 1,242 1,096
8. Related Party Exposure 4 7 618
9. Non-Current Liabilities 324 213 251
10. Net Assets 1,918 1,430 806
11. Shareholders' Equity 1,918 1,430 806
B. INCOME STATEMENT
1. Sales 4,428 3,639 2,665
a. Cost of Good Sold (3,096) (2,219) (1,446)
2. Gross Profit 1,332 1,420 1,219
a. Operating Expenses (1,018) (1,161) (999)
3. Operating Profit 314 259 220
a. Non Operating Income or (Expense) 155 (46) (160)
4. Profit or (Loss) before Interest and Tax 469 213 60
a. Total Finance Cost (289) (377) (256)
b. Taxation (186) 84 (7)
6. Net Income Or (Loss) (7) (80) (204)
C. CASH FLOW STATEMENT
a. Free Cash Flows from Operations (FCFO) 795 846 673
b. Net Cash from Operating Activities before Working Capital Changes 632 747 565
c. Changes in Working Capital 640 609 100
1. Net Cash provided by Operating Activities 1,272 1,356 665
2. Net Cash (Used in) or Available From Investing Activities (1,257) (922) (860)
3. Net Cash (Used in) or Available From Financing Activities (110) (77) 231
4. Net Cash generated or (Used) during the period (94) 357 36
D. RATIO ANALYSIS
1. Performance
a. Sales Growth (for the period) 21.7% 36.5% 30.8%
b. Gross Profit Margin 30.1% 39.0% 45.7%
c. Net Profit Margin -0.2% -2.2% -7.6%
d. Cash Conversion Efficiency (FCFO adjusted for Working Capital/Sales) 32.4% 40.0% 29.0%
e. Return on Equity [ Net Profit Margin * Asset Turnover * (Total Assets/Shareholders' Equity )] -0.4% -7.1% -28.8%
2. Working Capital Management
a. Gross Working Capital (Average Days) 45 33 39
b. Net Working Capital (Average Days) -119 -111 -76
c. Current Ratio (Current Assets / Current Liabilities) 0.6 0.6 0.5
3. Coverages
a. EBITDA / Finance Cost 3.6 2.7 3.1
b. FCFO / Finance Cost+CMLTB+Excess STB 0.4 0.5 0.5
c. Debt Payback (Total Borrowings+Excess STB) / (FCFO-Finance Cost) 4.7 5.0 5.8
4. Capital Structure
a. Total Borrowings / (Total Borrowings+Shareholders' Equity) 37.8% 46.6% 68.0%
b. Interest or Markup Payable (Days) 0.0 0.0 0.0
c. Entity Average Borrowing Rate 22.4% 22.3% 16.2%

Jun-25

www.pacra.com

Jun-25

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.

Jun-25

www.pacra.com