Ladies and gentlemen, good day and welcome to Shriram Pistons & Rings Limited Q4 and FY 2025 earnings conference call. As a reminder, all participant lines will be in the listen only mode, and there will be an opportunity for you to ask questions after the presentation concludes. Should you need assistance during the conference call, please signal an operator by pressing star then zero on your touch-tone phone. Please note that this call is being recorded. Today from the management, we have with us Krishnakumar Srinivasan, Managing Director and Chief Executive Officer, Prem Prakash Rathi, Executive Director and Chief Financial Officer, and Pankaj Gupta, Deputy Executive Director, Head Legal and Company Secretary. Before we begin, let me remind you that this discussion may contain forward-looking statements that may involve known or unknown risks, uncertainties, and other factors.
It may be viewed in conjunction with the business risks that could cause future results, performance, or achievements to differ significantly from what is expressed or implied by such forward-looking statements. I now hand the conference over to Krishnakumar Srinivasan for his opening remarks, after which we will open the floor for an interactive Q&A session. Thank you, and over to you, sir.
Thank you, Abhilash. A very good evening, everyone, and thank you for joining us on the Q4 and FY 2025 earnings call for Shriram Pistons & Rings Limited. Our financial results, investor presentation, and press release were all published on the stock exchanges and the company's website, and I hope you have had an opportunity to go through the same. I am delighted to share that we concluded FY 2025 with a robust performance again as our consolidated total income grew by 15.3% year-on-year while EBITDA and PAT recorded a notably 14.9% and 17.5% year-on-year growth respectively. We have achieved this performance despite the year 2024-2025 being a very challenging year for the auto industry, as it recorded only a moderate 3% growth on a weighted average value basis, with two-wheelers growing at around 9%, while passenger vehicles growing at around 2%, commercial vehicles degrowing by 1%.
This performance of ours under these circumstances is a testament to our leading market position and strategic approach towards navigating the market complexities, enabling us to continuously outgrow the industry. This success reflects the effectiveness of the strategies and the systems we have implemented to strengthen the SPR fundamentals. During the year, we implemented various initiatives to strengthen our core business while exploring new opportunities for sustainable and profitable growth. This success is also a result of our team's collective efforts to create a lasting value for the organization. Our company has consistently upheld a strong commitment to excellence, innovation, and integrity. These core values have not only propelled us forward, but have also solidified our position as a leading manufacturer of piston pins, piston rings, and engine valves in India and abroad.
As we continue to evolve and adapt to market trends, we remain dedicated to delivering high-quality products that set new industry standards for our customers. Over the past year, we have taken several initiatives to strengthen our core business while venturing into new opportunities, thereby ensuring sustainable and profitable growth trajectory. Our teams are focused on developing technology-driven components for future needs, including those compatible with alternate fuel solutions like the hybrid, the hydrogen platforms, the CNG, the HCNG, hydrogen-blended CNG, as we call it, the LNG, flex-fuel, and biofuel systems. We believe that all these powertrain technologies, along with the traditional ICE and the new age electric powertrain solutions, will coexist in the long term with an increasing emphasis on the greener alternatives.
With our comprehensive portfolio spanning ICE powertrains, biofuel powertrains, and EV powertrains, we are now strategically positioned to navigate across evolving landscapes of the automotive industry, thereby mitigating risks and capitalizing on the emerging technologies. As it stands, about 50% of our business is derived from the aftermarket, the exports, and the non-automotive segments, which are not likely to be affected by changes in the powertrain technologies. We include the truck business also in this segment. If we do that, then in the non-automotive space, we build products for applications such as gensets, railways, defense, compressors, and specialized products for the export markets, including snowmobile and lawnmower applications.
We have reached a situation of more than 50% of this business primarily over the last five to six years, with deeper focus on getting into businesses which will have a much longer length of stay as far as the overall ICE powertrain is concerned. Moreover, we are actively working to diversify our business model by acquiring companies with solid fundamentals and promising growth prospects. Following our previous acquisition of SPR Takahata and SPR EMFi, we have now acquired a 100% stake in SPR TGPEL Precision Engineering Limited. This strategic move will enhance our capabilities in the precision molded plastic componentry segment, thereby growing that segment of our business. As a company, we have a huge focus on sustainability and environmental responsibility.
In line with this, we have increased the solar power consumption in all our factories, with 35% of the total being consumed at the Ghaziabad and Bulandshahr plants through solar. We have also had almost close to 5% of the power requirement met by solar at our Fatehabad plant. This year, we have also received several prestigious awards, including recognition in the Dun & Bradstreet Top 500 Value Creators in ESG. We have also won the Gold Award by Automotive Component Manufacturers Association of India in ESG and safety categories and Significant Achievement in Corporate Excellence from Confederation of Indian Industry.
While these are a few that I have highlighted, we have also won multiple awards from various OEMs, both domestic and global, for our technology, quality, and delivery excellence. Now, I would like to give you a very quick snapshot of our consolidated Q4 and FY 2025 performance just to showcase how these efforts are translating into performance.
In Q4 FY 2025, our company achieved a year-on-year growth of 15% in total income to INR 10,158 million, whereas EBITDA rose by 18% year-on-year to INR 2,378 million. This translates into an EBITDA margin of 23.4% as compared to 22.8% in Q4 of FY 2024. Profit after tax, the PAT margin, surged by 30% year-on-year to INR 1,515 million with a margin of 14.9%, which has expanded by 168 basis points. I am really pleased with these results, and I am confident that we will perform to similar kind of figures in the future also. I am also pleased to share that SPR ELFI is also progressing very well with regards to new product development, operations, and setting up of the new facility in Coimbatore.
Moreover, our overall plastics business is also showing a very good promise with regards to new products being developed and the overall growth trajectory that it has been able to achieve in the short term that it has been with us. For FY 2025, our total income grew by 15% year-on-year, reaching INR 36,612 million. The domestic markets led the growth for the company due to persistent challenges in key export markets, primarily due to the global geopolitical tensions. Our EBITDA has also increased by 15% to INR 8,357 million, with a margin of 22.8%, and PAT rose by 18% year-on-year to INR 5,156 million with a PAT margin of 14.1%. Overall, the results have been really fantastic. Despite a turbulent year for the industry, both domestically and globally, we have successfully achieved growth and delivered a very strong overall performance.
Hence, in recognition of this success, the board yesterday declared a final dividend of INR 10 per share, which is 100% of the face value, including the interim dividend of INR 5 per share announced earlier, and that too on a bigger base due to our bonus share last year. Going forward, we will continue to focus on operational efficiencies through digitization and low-cost automation. We are pursuing backward integration exemplified by our recent acquisition of Karna Intertech, a key supplier of gravity die casting molds used in our piston casting manufacturing. We are also eyeing up multiple opportunities to acquire more businesses which would synergize well with our current business and with our customers' needs. We are pleased to announce that our new facility in Bhikampur will be expanding to double its existing capacity.
Moreover, the new facility in Coimbatore for SPR ELFI is also expected to be commissioned very shortly. Owing to all these initiatives and strategies that we have put in place, we expect to continue our growth momentum while delivering the best result for all our stakeholders. To conclude, I would like to express my deepest gratitude to our teams and all our stakeholders for their continued support. There are numerous growth indicators which instill confidence in an upward trajectory for our company, the industry, and India as a whole. We are excited about the journey ahead as we pursue profitability with purpose, innovate in mobility technologies, and create sustainable value for all our stakeholders. Thank you very much for your time, and thank you very much for attending this conference. With this, I request the moderator to open the floor for any questions. Thank you very much.
Thank you very much, sir. We will now begin the question and answer session. Anyone who wishes to ask a question may press star and one on their touchtone telephone. If you wish to remove yourself from the question queue, you may press star and two. Participants are requested to answer while asking a question. Ladies and gentlemen, we will wait for a moment while the question queue assembles. The first question is from the line of Chirag Jain from Emkay Global. Please go ahead.
Yeah. Good afternoon, everyone, and congratulations on very strong performance. Sir, just wanted your thoughts on a few things. Obviously, last year we have grown closer to about 9% in terms of standalone operations. How do we see this year in terms of the growth for the standalone business particularly, considering the industry environment, which is still somewhat subdued? That would be one. And second, in terms of standalone business itself, what could be the potential revenues that it could do from the current infrastructure or facility, and the profitability scale-up that we can have? Obviously, last couple of years, particularly last year, has been subdued, and yet you have been able to maintain a very strong margin profile.
I am sure there could be scope for operating leverage, which can play out as the revenue growth comes back in line with the industry and probably your outperformance. Maybe some thoughts around that.
Yeah. Hi, Chirag. Yeah. Certainly, the way we look at it, Chirag, is that the market is expected to be a little subdued for sure, as you rightly said, because of both the geopolitical tensions globally as well as domestically. At the same time, we also see a lot of opportunities in this, because as the markets globally, we do have also a lot of standard players or a lot of regular players vacating some capacities, thereby enabling some of these global players or global customers to reach out to us with regards to possibilities of growing the business. I do see a lot of opportunities. While there are tough situations existing in the marketplace, we also see a good opportunity shaping up, which could help us in the future years.
But as we go along, it is very important to understand that at some point in time, we will of course get scale, and the margins coming out of the scale will certainly be something that will be accretive. But we always believe that whatever business we do, we do it profitably. That has been our motto always, and we expect that we will continue in that direction. So from a standpoint of our capacities and the situation that we stand as it stands today, we feel that it is certainly possible for us to scale up to the requirements of some of the customers globally and be able to deliver to their requirements. So we are looking at those opportunities, and we are working on the same.
Understood. Any specific numbers?
Mr. Chirag, sorry to interrupt. Ladies and gentlemen, in order to ensure that the management is able to address questions from all participants in the conference, please limit your questions to two per participant. You may go ahead.
Yeah, sure. Sir, just wanted your thoughts on the subsidiaries as well. I think the EMFi business or the EV powertrain business, I think the new plant has already started. Some thoughts in terms of how the business is ramping up, especially some order wins over there. Also on the plastic business now with two businesses that we have acquired, how do we see that scale-up happening over the next two, three years on these two business as well?
To answer in one line, I think both the businesses are doing very well. The MP business is as also we have been able to pick up some good customers, and we have been able to ramp up our manufacturing there. The new plant is not as yet functional, but it will be functional by end of June. As soon as the new plant is functional, we are going to also have a lot of our mid-drive motors and others getting manufactured there. Many of the customer programs are under validations and approvals. At this stage, we are very excited with all the possibilities that we have for that MP business. Similarly, in our plastics business also, we are doing very well. Both the companies are actually complementing each other.
The wide array and range of programs that we can do for our customers has really increased, thanks to the M&A that we have done with TGPEL. As a result, we are now able to cover a wider range of product portfolio at different levels of performance, I could just say. Because some plastic precision components require certain kind of technologies to be used and certain technologies not to be used. We have both the companies masters in their own respective games.
Sure. Thank you so much. I will come back in the queue.
Yeah. Thank you, Chirag.
Thank you. The next question is from the line of Aman Soni from Envisage Analytics Advisory LLP. Please go ahead.
Hello. Am I audible?
Yes, Aman. You are. Please go ahead.
Sir, I just want to know the current revenue contribution from electric vehicle segment. Can you please provide an update on its progress and shed some light on the development in this area?
Yeah. As you can see from last year, we did roughly around INR 12 crores in our MP business. This time we have more or less doubled it. Even though we had a lot of issues with regards to the delays because of the government's new rule of getting all the ICAT approvals and other things done. We had to get all this cleared and I am very happy to say that we are amongst the top companies to have cleared the PM E-DRIVE requirements, as well as get all the ICAT approvals on both our motors and controllers. We are making our own controllers, right from reflow ring, everything that we do in-house. As a result, we are able to give a good amount of localization benefits to our customers.
All this has really helped us to win new businesses, and we think that we will continue to grow in this segment, and also be able to penetrate different product segments that are required in this area.
Thank you, Krish. Understood.
Thank you. The next question is from the line of Resham Jain from DSP Asset Managers. Please go ahead.
Yeah. Hi. I hope I am audible.
Yeah, Resham. You are. Please go ahead.
Yeah. I have just one question. On the export piece, I think this is close to INR 600 crore right now for you on a yearly basis. What kind of customers are you seeing inquiry coming from? And typically, what is the size of the business on the export side you typically look for? If you can just give some sense, because I think last few years, you have been talking about exports. Obviously, market has been a little patchy there. But if you can share your thoughts around that would
Yeah. As far as the export market is concerned, Resham, we are actually supplying to both OEs as well as to the aftermarket. OEs, we have big customers, big names like— All the big names that you can think of. We have one program or the other with them. But unfortunately, what has happened is most of the OEs have a drop of over 20% in their volumes as far as Europe is concerned. And in some segments of the market in the U.K. as well as in the U.S., we do see a drop of over 10%-15% on an average. Overall, export market, we see a drop of over 20%-22%, as far as the current volumes are concerned, primarily because of the geopolitical situation.
But thanks to our other efforts in terms of entering into newer segments of the business like snowmobile applications, marine applications, compressor applications, and also some of the lawnmower applications, we have been able to get newer businesses which we have capitalized on. And even though the end markets dropped drastically, our sales just dropped by around 4% or 5%. And we expect that also because we had to do a lot of cover up in terms of initially giving the samples and getting the validations done, et cetera. So now, having done all that, this year, we expect that to pick up and our volumes to come back to normal and probably exceed our expectations. So we are quite confident that our export business will continue to grow as we have seen it earlier.
Okay. Understood. Sorry, one more question is on the domestic OEM business.
Yes.
You mentioned that you have 65% market share in India, but incrementally, the new models and all, do you have higher market share? Is that what is happening in the industry right now?
Well, Resham, we don't give our market share figures. I don't think we have ever given the market share figure of 65% and all. But we certainly have a very dominant market share. And we continue to grow with all our businesses in terms of including all individual product lines like engine valves or pistons or piston rings and piston pins. Individually also, we have been doing quite well to penetrate more and more with all our customers. So we are looking at newer platforms. We are looking at some of the new business areas that we have been able to start our supplies, including compressor applications and things like that. So all that has really helped us to improve our overall growth situation. And our market share has always continued to be quite dominant.
Okay. Understood. Thank you so much, and all the best.
Thank you.
Thank you. The next question is from the line of Vijay Pandey from Nuvama. Please go ahead.
Hi. Thanks for taking my questions, and congratulations for good set of numbers in fourth quarter. Sir, one question I just wanted to check, if you can give a little bit details about the upcoming projects, like what are the upcoming new products or upcoming new projects which you are working on that will drive the sales growth in FY 2026 as well as in 2027. If you can just give us a brief overview when these projects are expected to start and what will be the ramp up here.
Yeah. Vijay, most of these projects are confidential projects with our customers, and it is not possible for me to divulge any details at this stage regarding those projects. The point I can tell is, as I said, we continue to dominate the market with our market share, and at the same time, we are continuing to work on various strategies for entry into different product segments. As I said, including areas like snowmobile applications, marine applications, et cetera. We are continuously working in those areas, and we feel that all the activities that we are doing will only be very accretive to our current line of business and be able to support us to continue our growth story.
Okay. And sir, I just wanted to check on the gross margin. Our gross margins got weakened, like declined quarter-on-quarter for both standalone and consolidated. Any particular reason for this decline? When do we expect this benefit to reflect into our P&L?
Well, I do not know. You might be seeing it only at a sales minus max cost level, but that is not the way to look at it. Overall, you have to look at the margins which is growing. If you see our EBITDA, PBT, and PAT levels. Because the product mix can make a big difference in this gross margin situation. You should never look only at that, because as I said, our product mix is changing with regards to the different new products that we are introducing. But overall profitability, we are in fact improving, as you can see. Our EBITDA margin is growing from around 23. In fact, over the last five years, we have continuously registered over 8%, 9% growth. 8%, 9% basis, or 800 basis points growth. That is a very massive growth on the EBITDA level.
You should not look at it from that point of view, because it is a mixed story.
Okay. And sir, if you can share-
Sorry.
Which are the main customers.
Vijay?
Just last thing.
Okay.
Yeah. This is the last one.
All the names that can come to you in your mind with regards to all the vehicle manufacturers, everybody is our customer. Everybody.
Okay.
I don't think we have anybody in India who is manufacturing a vehicle and is not our customer. Does that answer your question?
Right. Thank you.
Yeah.
Thank you. The next question is from the line of Vivek Gautam from GS Investment. Please go ahead.
Yeah. Am I audible?
Yeah. Hello?
You are audible, Vivek Gautam.
First of all, congratulations on those set of numbers. Sir, let me begin by saying that I recently started tracking the company, so if you find the questions a bit elementary, please have patience. Number one is this, actually, what is the opportunity size for our company in the sector we are operating in and what is the expected growth rate? Is our ICE engine segment a sunset sector, or that is an excessive pessimistic view, and any steps we are taking to mitigate the same?
I will have to give you a very long answer to completely make you understand, but I will try my best to give you a very quick answer, looking at the few questions that I have. Frankly, this company is primarily manufacturing, is into multiple segments. We call ourselves as a solution provider for powertrain solution provider. We give powertrain solutions for the various kinds of ICE engines. These ICE engines could be basically gasoline and diesel, but also other solutions like LNG, CNG, HCNG, hydrogen, and also biofuels and various other applications. Various powertrain solutions, we give the solutions for that. At the same time, we also have electric powertrain solution where we make our motors and controllers. We also have plastic injection molded parts which goes into various usages, into various areas of the automotive.
It could be in belt applications, it could be in steering gear applications, could be in braking applications, seat applications, et cetera. We make multiple products, multiple areas. The name, unfortunately, gives only a feeling that we are only into ICE. That is not the only thing. We are into multiple areas now. As far as our business status is concerned, I think you have already heard it. We are a dominant player in the country, and we are associated with every OE customers that is available in the country and abroad.
Sir, expected growth rate you were saying? What is your expected growth rate?
Well, our aim is always to outgrow the industry. If the industry growth is around 3%, 3.5%. Last year, the industry growth is around roughly, weighted average value basis is around 3.5%. We have actually outgrown it by around almost 100%. Our growth rate has been over 7%, 8%.
The third thing was about, while researching the company, I was pleasantly surprised to know-
Okay, Vivek Gautam.
That Lala Shriram. Yeah, last question, please. Second question only. The DCM Data Products company, which so many Indian IT companies evolved from it, whether it is HCL, Wipro or Mindtree from Shiv Nadar and Subroto Bagchi, Ashok Soota. They came out from our company. So a few were from Lala Shri Ram Ji, who was the founder of our company. If you can highlight three points if that culture is still prevalent over here, and we are taking advantage of that legacy, sir, and how it is working. Thank you.
Yeah. We are basically belonging to the same legacy, and we belong to the Lala Shriram wing. The overall company is divided between the brothers and all. But as a group, we all belong to the Lala Shriram overall industry that was formed at that point in time. As you know that Dr. Bharat Ram and Lala Shriram were brothers, and DCM was given to Dr. Bharat Ram. Dr. Bharat Ram's wing has been instrumental in many other areas that they have grown, which is today the DCM overall portfolio that they have. Similarly, under Dr. Charat Ram, all the various wings like the Honda car and all that started, and subsequently Shriram Systems and many other companies that are there under the Shriram wing is being run today.
We belong to that ring, and the legacy and the culture has continuously grown, and it has become more and more, I would say, better at this stage. We are continuing all those cultures and legacies.
Yeah. Dr. Charat Ram was the key person behind DCM Data Products also, as per the interview of Shiv Nadar and also Soota and so many other people.
Yeah. They were all working together at that point in time.
Okay. Got it. Thank you.
Thank you. The next question is from the line of Raman KV from Sequent Investments. Please go ahead.
Hello, sir. Thank you for answering my questions. My first question is with respect to the impact of U.K. free trade. I know the overall export contribution towards the revenue is around 15%-19% at the company level. Now we have signed a free trade agreement with U.K. Can this boost our export growth? As well as at the same time there has been a, how may I say, there has been a little bit uncertainty with the U.S. tariff. So will that hurt our exports in the U.S. market and with the free trade agreement signed, will this be beneficial to fill up the gap between both the countries?
Yeah. That's a very good question, and let me highlight that the U.K. free trade is going to be very beneficial for us. It is a very positive story, and I think the Government of India has done a great job in signing this off. Also segment has been very clearly defined as one of the growth segments for them and also for the industry that is identified in U.K. We think that we are already exporting a lot of our products to U.K., and that will only help our customers and help our growth story. As far as U.S. is concerned, I think we are not very far away from signing of the trade agreement, and once we sign it off, I think we look at it very positively.
I think it's going to open up a lot of opportunities for us, and it's going to give us more areas to grow and more bandwidth with regards to focusing on some of the customers that we have probably not touched in U.S.A. so far. All this will be only accretive to our current level of business. Thank you.
Okay. My last question is with respect to, what is the maximum potential revenue with the existing factory, and what is the current order book? I know you don't give guidance, but I just wanted to understand.
Frankly speaking, as I said, we ensure that we always keep our capacities ahead of the market, and at no point in time we have fallen short of the capacities in terms of our customer requirements. We continue to invest in our legacy business as well as into a newer business. As you can see from our overall CapEx investments that we have done in the past five, six years. That will continue, and we don't see any major areas where we'll have failures with any of our customers due to capacities.
And sir, current order book position.
Yeah. So certainly I'm looking at continuous growth, and there is no reason why our order book will be in any way lower than that.
Okay. Thank you.
Thank you. The next question is from the line of Himanshu Upadhyay from BugleRock Capital. Please go ahead.
Yeah. Hi. Good afternoon.
Hi.
My first question is, that royalty we paid is for what purpose? Because last year we paid a royalty of INR 48 crores. It was 1.6% of revenue. Will that remain at similar percentages in future? Is it paid to only Kolbenschmidt or for other technology tie-ups also we paid? How does it get decided? Is it based on what technology we take or on certain products we pay this? Some color if you give on the royalty and how it gets paid.
Actually, royalty is paid only for the technology input that we get from our technology partners. As you rightly said, the average is around 1.6%, which is very normal in the industry. We have the technology partners, Kolbenschmidt is primarily for pistons. We also have Honda Foundry for pistons, for Honda-specific requirements. We have FUJI OOZX Inc. for our engine valves, and we are also having the technology agreement with, now, as you can see, from the Riken Corporation for piston rings. Now we also have the technology agreement with Takahata Precision for the business that we do on our plastics injection moldings, are very specific businesses in regards to technology requirements there. For all the newer technologies, this always helps us to be ahead of the market, and we are able to bring the newer technologies well in time.
Like in the case of Euro VI introduction, we were amongst the top companies to have brought the solutions to our customers well in time, or even ahead of time, and be able to give them. All this helps us with the technology requirements. That is the reason why we pay the technology fee, and I think it is very normal. The kind of payout that we have is very normal compared to the industry standards.
And as we have this technology tie up with global companies, does it mean to go to a particular geography or to approach a particular customer, we need to take their permissions because they may be already operating in certain geographies. So what does that mean in idea?
No, we export to 45 countries today, and there is no reason why we cannot continue to export there. All those things are addressed in our technology agreements, and we work as a partner with all our technology collaborators.
Okay. So even if they are in a particular geography, we can also operate in that particular geography or customer.
I agree. So there are certain ways of doing the business, and we get the business on that way.
And one last thing. We have two brands, Usha and XPR in. One last question, Jaison. One last question. We have two brands, Usha and XPR in the aftermarket. Can you tell which segments they cater to and how are they different in terms of positioning or placement or whatever it is?
Both are in the same segment of businesses that we have. There are certain segments of the market, from a product standpoint, nothing is different between the two brands. Both the brands are very well accepted in the market. There are certain geographies where XPR is more well-recognized or well traded. It is purely a perception of the customers. We prefer to keep both our brands alive. Both the brands are equally good.
Okay. Thank you.
Thank you.
Thank you. The next question is from the line of Laxmi Narayan from Tunga Investments. Please go ahead.
Two questions, please. When you started the year in terms of the auto business, you would have had certain budgets, certain aspirations when the year ended. I just want to understand what has actually positively surprised you and what has actually negatively surprised you. For example, has there been some competition realignment which actually got you some business which you did not anticipate? Just want to hear your thoughts on that.
Laxmi, if I have understood your question right, you are asking what was good for us and what was bad for us in last year.
Yeah.
Now-
What did you anticipate, and which actually did much better than your anticipation, and why?
Okay. We anticipated a much better market, but we did not do well. Markets actually, we expected at least a 10% growth in the market. But the market fell down to almost as low as 3% on an average, which was very unexpected from our standpoint. But even after that, the team actually rose to the situation and were able to get other businesses, which has really helped us to grow our market. And we were almost close to our target of around 8%, 9% that we wanted to grow. Overall, as a group, we have grown 15%.
Got it. Sir, there has been a tie-up of NPR and Riken globally, and NPR is also working with one of our competitors, I believe. Now, how that realignment is going to affect your market? Is that something which you can share?
Yeah. Here in this case, Riken and NPR have come together, and it is called now the NPR-RIKEN Corporation. As a result, very clearly, it is one company now. And as I said, Riken has an investment in SPR and NPR has a very small investment in a much smaller company, which is our competitor. At this stage, we don't see any major issues between them.
Got it. Thank you again. Thank you.
Yeah, thank you.
Thank you. Ladies and gentlemen, in order to ensure that the management is able to address questions from all participants in the conference, please limit your questions to one per participant. The next question is from the line of Divyansh Gupta from Latent Advisors. Please go ahead.
Yeah, hi. A couple of questions regarding the subsidiaries. How much of our plastics business is still ICE focused? Because on Takahata products, it mentions some FI controllers and stuff, which I am guessing is more an ICE business.
Can you ask the question once again, please, Divyansh?
Sure. Takahata, in the slide presentation or if I look at the takahata.com website.
I look at the products that are offered by Takahata. It mentions something known as engine cooling part or a fuel pump. Just by hearing keyword, this seems more like an ICE product. While it is still plastics for us, it is still linked to the ICE life cycle, right? Whether headwind will come or not, it is a different thing, but it is still an ICE business. I wanted to understand of overall plastics business that we are doing right now in the subsidiaries.
Yeah.
How much is still on ICE-only products?
Yeah. If I include both Takahata and GGPL put together, I think our overall ratio will be less than 15%.
15%?
Got it.
Yeah.
The other question regarding the subsidiary was this-
May we request that you return to the question queue for follow-up questions as there are several participants waiting for their turn?
Sure.
Thank you.
The next question is from the line of Prateek Bhandari from AART Ventures). Please go ahead.
Yeah. Thanks for the opportunity. You mentioned that you are setting up a plant in Coimbatore for SPR EMFi. What will be the CapEx amount for this plant and what will be the CapEx amount for FY 2026?
Yeah. We had already given all these numbers in the previous meetings, it's all there in the public domain. We are putting up this plant around almost over INR 70 crores have been invested apart from the other investments that we have company. We continue to grow the business there. FY 2026 also, we have a fair amount of CapEx there, but we don't divulge these figures in advance.
Okay. Just one more question, if I have reason.
Yeah, go ahead.
Yeah. I wanted to understand, actually you mentioned in your previous call that we have some new products introduced in the aftermarket. Just wanted to understand as to how those products are doing currently, both the connecting rods and the valve components. How are they doing?
They are doing very well, actually. That is one of the reasons which has helped us also to cover up some of our other businesses. We are multiplying in those areas, and we are continuing to look at other opportunities where we can introduce our products or products from our subsidiary companies within the overall network that we have created over these many years.
All right. Thank you.
Thank you. The next question is from the line of Moksh Ranka from Aurum Capital. Please go ahead.
One question I wanted to ask. Recently, you acquired Karna Intertech. I wanted to understand the opportunity there and also the opportunity in the die casting space. Are we trying to make more components for light weighting of components in the engine?
Yes. Basically, for all our piston manufacturing, there is a huge amount of dies that need to be made. We make something like close to 2,000 odd variants, and at any given point in time, including all the variants that we manufacture in pistons, rings, engine valves, is over 15,000- 18,000 variants. There is a huge amount of work needs to be done in the manufacturing of dies, et cetera, and there is a huge amount of cost allocated to that. To be able to have a very seamless kind of a working for all our tool availability and to ensure that the supply chain is not getting affected, it was very necessary for us to have a complete alignment and a complete manufacturing setup, which will help us to grow our tooling manufacturing.
And that is why Karna Intertech was identified, and we actually bought over this company because it has the right skill sets and the right machines that will help us to actually manufacture those dies that are required by us. That is the only reason that we have gone for a backward integration. It will really help us going forward with regards to our overall output that we can improve with the number of dies that we can make, improve and make extra because of this facility.
That is it from me.
Thank you.
The next question is from the line of Nandan Pradhan from Emkay Global. Please go ahead. Mr. Nandan, your line has been unmuted. Please go ahead with your question.
Go ahead, Nandan.
If you could just help us understand the split between standalone EMFi, Takahata, GGPL, and Karna.
You mean from a point of view? It is all there in our website. You can go through the presentation. It gives a complete breakup of all our sales and everything. You can get that.
Okay. Exactly, we would have the split?
Yeah, it's there.
Okay. All right. Thank you so much. That is something I was checking.
Thank you. The next question is from the line of Manik Bansal from Master Capital. Please go ahead.
Hi, sir. Thank you for taking my questions. I am having one question. As you mentioned, you have dominant position in this space, right? Then you must be having some pricing power as well.
If you look at the COGS as a percentage of sales for the past five years, it has increased from 33%-34% in March 2020 to 39% last year. Can you paint some color over this?
Yeah, I already answered this question. It was asked in a different way, also from a gross margin perspective. You should not look at it from that standpoint because, as I explained, the product mix plays a major role. The profitability targets are different for different product segments. The mix of the products and the mix of the overall, because we are making over 20,000 variants, I just said that. As a result, it can completely make a complete change in the cost position. You should not look at it from that way, look at it from an overall EBITDA standpoint.
Okay. One last question. What is the current capacity utilization and how it has emerged in the past three to four years?
Yeah. It is a very dynamically moving number, capacity utilization, because we continue to invest into our existing business. I have told you in the past that we will continue to invest to the extent of our depreciation. We continue to expand our capacities, even in our legacy business, at that rate, as a result of which this is a very moving number and difficult to say at this stage.
Is it a good understanding? In one of the conf calls, you mentioned 70%-75% was the capacity utilization at that time. So it may be around 80%-82%. Is it a good understanding?
Yes. It's the direction. Between 75%-80% is what it is today.
Okay. Thank you.
Thank you. The next question is from the line of Himanshu Upadhyay from BugleRock Capital. Please go ahead.
Yes. Hi. Thanks for giving me another opportunity. I had a question on the export business. In the export business aftermarket, how big can that be an opportunity, and do we have our own distribution network in some of these markets? Many of our products have a large repetitive business for systems and system range. Are we doing a branded business there or how is it? Some thoughts on that.
No, it is a completely branded business and we have our own distributors. We also have some distributors through our technology partners. There are a number of routes to the market, and we continue to use all those routes. More importantly, we also supply to a lot of OEMs in the export market and there are businesses that we do directly with the OEMs. All that continues. All the marketing channels are being used today to export the products that we can make.
Inorganic opportunities, would we be only focusing in India or outside India also? Some thoughts on that and how do you again select the companies-
Mr. Himanshu, may we request that you return to the question queue?
Okay.
I can take this question and explain that, no, we continue.
Please go ahead.
Himanshu , we continue to look at opportunities both in India as well as abroad. There is no reason if some good opportunity comes to us that is within the gamut of our laid-out deliverables. We will certainly do the M&A outside India also.
Okay, thank you.
Yeah, thank you.
Thank you. The next question is from the line of Ananth Shenoy from AS Capital. Please go ahead.
Good afternoon. Am I audible?
Yes, Ananth. You are. Please go ahead.
Yeah. My question is on the Takahata business. Sometime back you had mentioned about increase of the capacity. Just wanted to understand what kind of capacity increase has been done, and is it ready, and what kind of customer additions we are seeing in Takahata business?
Yeah. As I said in the last call also, that we have actually put up a capacity in Takahata to go for slightly bigger components. That is, we are going for higher tonnage machines. And we have recently also bought the next piece of land that was available in the Neemrana estate. And with that, we have paid a good sum of money to acquire that land, and we have already started some expansion activities there.
On the customer additions part?
Mr. Ananth, may we request that you return to the question queue for a follow-up question, as there are several participants waiting for their turn?
There are many customer additions, including medical applications and also music applications and other things. There are many customer additions. We do not give the names of the customers at this stage.
Thank you.
Thank you, Ananth.
Thank you. The next question is from the line of Divyansh Gupta from Latent Advisors. Please go ahead.
Hi, sir. Thank you for taking my question. The question is on the export numbers. If I look at our pie chart given in the presentation, it says exports is around 17%. If I look at the bar graph, it says INR 484 crores. If I do INR 484 crores by 17, the number comes to around INR 2,800 crores of revenue, which is less than either the standalone or consolidated revenue. How should I understand this difference?
No, because you might be looking at the overall console figures. The standalone business for exports will be somewhere around 17%.
The INR 484 crore that is given in the presentation is standalone export or console export?
Standalone.
Even if I divide, the 17% is given on console, on slide 10, exports at 17%.
Which one?
Should I then consider that, okay, on standalone, 17% is export and-
That is right. There could be a possibility that we have also done some exports of some of our subsidiary companies, which has been added there in the other product one.
Got it.
Standalone-
Understood. You mentioned that exports includes aftermarket as well. So this 26% is not included in altogether, this is domestic aftermarket.
This is purely domestic aftermarket.
Got it. Understood.
OE exports have a breakup of both OE and exports. For the standalone business, 17%, it will be slightly, if you include the subsidiary, some of the exports that we have been able to do, it will be higher. This is the figure that you are seeing.
Got it. Just one quick question. It is not a question for moderator. In the presentation, can you just add the revenue breakup by the different standalone and subsidiary companies? That will be really helpful.
Yeah. In the board report you will see that already. It is already mentioned, yeah.
Understood.
Got it. Thank you.
Thank you.
Thank you. The next question is from the line of Vijay Pandey from Nuvama. Please go ahead.
Sir, thank you for taking on one more question from my side. I just wanted to understand regarding the margin profile between our products to the powertrain product, from plastic holding product and other products. If you can just briefly tell us which has a higher margin profile, that will be very helpful.
If you study our P&L, you will see that our business, that is our legacy business, is doing at X percentage of EBITDA, and all our other businesses, the consolidated is doing at almost near about the same percentage of EBITDA. So we are frankly looking at doing M&As of businesses which are really accretive to our overall business. Otherwise, there will be a big drop in our EBITDA margin. So we are looking at various opportunities which will help us to be accretive on the EBITDA range.
Thank you.
Thank you.
Thank you. The next question is from the line of Prashant Deora from IndVest Group. Please go ahead. The next question is from the line of Keshav from Rakshan Investors. Please go ahead.
Hello, am I audible?
Yeah, Keshav, you are audible. Please go ahead.
Yeah. If I look at the scale of our subsidiary business, this quarter it has come to almost INR 130+ crore, and even on the margin front, blended basis, it looks like it's a 15% EBITDA. Is this scale and margin here to stay?
Well, none of my subsidiary business is at 15% margin. Are you talking net margin or are you talking EBITDA?
Sir, it's a net console with the standalone figures. I get INR 20 crore EBITDA on INR 133 crore revenue in this quarter.
PGPL?
Yes.
They are talking about Q4 number of
Yeah. Hello?
Can you repeat your question, Keshav? I think there is some misunderstanding.
Yeah. Sir, I am just netting the console figures with the standalone figures.
Are you asking full year or for the quarter?
Quarter.
You are saying quarter. Okay.
Quarter.
Yeah. Go ahead. Please ask the question.
Yeah. I hope it is understood or should I repeat the question?
You can repeat the question.
Yeah. Sir, the scale this quarter has been, if I net console and standalone figures, the scale has risen sequentially year-on-year, quarter-on-quarter in every way, and the margin is also coming about. I mean, it is expanding. I just wanted to know if this overall scale of our subsidiaries is here to stay, if you are scaling up, if you are in the process, or if there is any one-off in this quarter.
Yeah. No, all our businesses, whether it is our legacy business as well as our plastics business and our motors business, everything has done well in the last quarter, and they have actually grown year-over-year. As a result, we expect that it will continue. The overall markets are already developed, and there is no one-time business in these kind of products that we make. Once we get into that business, we have a long-term business there. We do not expect any drop in the scale of activity in any of the subsidiaries.
Great, sir. Thank you. Thanks, everyone. All the best.
Yes, thank you.
Thank you. The next question is from the line of Darshan Tyora from Investgrow. Please go ahead.
Hi. Thank you for the opportunity. I am actually a little bit new to your company. So again, please show some patience in case the question is elementary. But I wanted to know that on the export side, when we talk about OEMs or we talk about the aftermarket, who is a major competitor? Which countries are major competitor? Is it China or is there any other country?
Well, if you ask me, countries that are for our legacy products, the legacy products are made in Brazil, in U.S., and in China, in India, in Thailand. There are many such places where it is made. But frankly, I would put it this way, that for the businesses that we do, we do have very finished customer list who are very committed to us and we are committed to them. That relationship is growing and we are growing our volumes with them.
Got it. Thank you.
Thank you. The next question is from the line of Laxmi Narayan from Tunga Investments. Please go ahead.
If I look at your business, I just want to understand there are two or three things, engine valves, piston, and pins. How much of your business comes from places where you supply engine as one assembly, and how much is coming from selling one or the other?
That is very difficult to say, Mr. Laxmi Narayan, because what happens is, there are many customers whom we give as a full set. There are also customers where we do the assembly and give them. We even do, in some cases, assembly with contours. So there are multiple things that are done to individual customers. So it is all different by different. We do not track it that way. We track it more from product range standpoint.
Do you also make these INR 1 pistons?
Pardon?
Do you also make these INR 1 pistons where, essentially very low on realization? I mean, do you also-
No, we don't make the INR 1 piston. That's made by some of the companies which operate on very low margins. It's different. Those are different products. Those go into air conditioning applications and things like that. The reciprocating compressors go into air conditioners, air con, or some steel corporation and things like that. We don't make those.
Got it. Thank you.
Thank you. The last question is from the line of Divyansh Gupta from Latent Advisors. Please go ahead.
Hi, sir. Just one quick question on the Coimbatore plant. While we have done the INR 70 crore CapEx, and let's say we at least had the We had mentioned that Ampere is already applied. How much of capacity would, let's say, Ampere take and how much would it be spare capacity for any other future business that comes in? Or will we need to do increment?
Look, all our capacities have been grown for our customer requirements for all the customers that we have already developed. There are many customers on whom it's not only Ampere, but many customers with whom we have already started, and all that will be public information soon. As and when those approvals are there and it's all under validation, many other things are going on. But the capacities are all in place already. We have enough capacities now.
Sorry. Does it mean that any new If we had Ampere plus five other customers, and the sixth customer comes, we will need to do additional CapEx?
No, we have sufficient CapEx already put in.
We have the spare capacity, right?
Yes.
Got it. Understood. Yeah, got it. Thanks.
Thanks for the view, thank you.
Thank you very much. I would now like to hand the conference over to Mr. Krishnakumar Srinivasan for closing comments.
Yeah. Thank you very much. Very interesting lot of questions that we have seen today, and we hope that we have been able to give a fair amount of answer. In case you have any questions left out or you feel that there are any queries to be given, please do reach out to us. We sincerely thank everyone who joined today's earning call. Your active participation has greatly enriched the discussion today. Our focus will continue to remain on achieving our strategic goals, and we are committed to driving the continued and sustained positive results. Once again, if you have any further queries or need any additional information, please do contact the investor relations team at Ram Singhal. On behalf of the company, we again deeply appreciate your time and engagement. Thank you once again. Take care and goodbye.
Thank you. On behalf of Shriram Pistons & Rings Limited, that concludes this conference. Thank you for joining us, and you may now disconnect your lines.
Thank you.