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Summary Pnl

PL Executive Summary | Period:

Revenue

1,681,695,564
Previous1,538,593,680
YoY9.30%
vs. BudgetData Unavailable

Gross Profit

465,011,627
Previous459,646,393
YoY1.17%
vs. BudgetData Unavailable

Operating Profit

171,656,637
Previous174,263,395
YoY-1.50%
vs. BudgetData Unavailable

Profit of the Year

54,912,813
Previous52,575,300
YoY4.45%
vs. BudgetData Unavailable

Heads-Up Panel

SG&A
300,256,430.00
20%
of Revenue - SG&A are at a moderate level - To monitor.
Finance cost efficiency
0.82
of operating profit - Critical must be reviewed and reassessed
Operating Profit Breakeven
1,085,865,121.00
Situation vs. Break even
1.55
Net per Unit of revenue
0.03
Cost-to-Income Ratio90.2%

Efficiency improved, but cost base still heavy.

Contribution Margin (Post-G&A)9.8%

Clear progress in margin retention post-G&A. Flexibility still limited with thin buffer

Non-Core Load on Revenue-7.8%

Non-core drag persisted, offsetting operational gains.

Operating Profit Bridge

Revenue1,681,695,564.00
Operating cost-1,216,683,937.00
Gross profit465,011,627.00
Other income27,558,400.00
General and admin expense-300,256,430.00
Allowance for impairment-25,459,929.00
Net gain on investment properties4,802,969.00
Operating profit171,656,637.00
Increase
Decrease
Total

Costs Structure

Operating cost1,216,683,937.00
SG&A300,256,430.00
Impairments25,459,929.00
Finance cost122,190,000.00
Income tax expense3,268,509.00

Executive summary AI generated

In 2024, Salam International delivered a strong recovery in revenue, growing by 9.3% to reach QAR 1.681 billion, its highest in recent years. The rebound was powered by increased volumes across key subsidiaries, particularly in industrial, luxury retail, and contracting activities. Real estate revenue remained stable, although modestly lower, as lease rates held flat despite high occupancy. While revenue momentum was strong, margin dilution became a key theme. Operating costs rose by nearly 13%, offsetting much of the top-line growth and reducing gross margin to 27.6% (from 29.9% in 2023). Gross profit rose only slightly, from QAR 459.6 million to QAR 465.0 million. A standout achievement in 2024 was the significant reduction in general and administrative expenses, which fell by QAR 36.9 million. This brought the G&A ratio down from 21.9% to 17.8%, marking a real structural improvement and highlighting the success of cost rationalization initiatives implemented the previous year. However, the Group's other income fell sharply, and impairment losses on receivables increased once again. These factors, coupled with persistent finance costs, kept EBIT essentially flat at QAR 171.7 million and left EBIT margin at 10.2%, down from 11.3%. Net finance cost remained elevated, though slightly improved at QAR -122.2 million, allowing the Group to improve its interest coverage ratio to 1.29x. The impact of financial leverage continued to weigh on results. Ultimately, net profit rose modestly to QAR 47.6 million (attributable to owners), and EPS improved to QAR 0.045. The result reflects stronger internal control, better execution discipline, and early signs of revenue scalability — but also highlights the ongoing challenge of transforming revenue growth into stronger bottom-line performance under a leveraged capital structure.

Action plan - AI Generated

  • G&A Optimization: Achieved - G&A reduced by QAR 36.9m; G&A ratio improved to 17.8%. Continue driving digital automation and shared services.
  • Receivable Impairment Monitoring: ECLs improved structurally, but still volatile (QAR 25.5m). Tighter credit governance required.
  • Debt Reprofiling and Interest Management: With coverage still at 1.29x, prioritize refinancing or partial repayment using underutilized assets or cash-generative subsidiaries.
  • Procurement and Project Margin Control: Rising input costs eroded gross margin despite revenue growth. Strengthen real-time cost monitoring and renegotiation clauses in contracts.
  • Equity-Investee Portfolio Review: Contributions remain volatile and minor. Reassess strategic value and consider monetizing underperforming JVs.
  • Revenue Quality Monitoring: Despite topline rebound, revenue growth has not translated proportionally into EBIT. Implement segment-specific performance targets linked to contribution margin.
  • Cash Conversion and Working Capital Discipline: Reinforce DSO tracking, contractual billing discipline, and collection-linked incentive systems.
  • Non-Core Asset Strategy: Fair value gains have plateaued. Consider a structured disposal program or internal revaluation to unlock equity and reduce debt.