- Under NSE's graded surveillance, stage 0, on the list for 23 Oct 2026. The exchange puts a share here when its price has moved unusually, and trading in it carries extra conditions.
- Delivery only: shares bought must be paid for in full, with no selling on the same day.
- Market capMarket capitalisation. Share price times the number of shares: what the whole company is worth at the day's price. The rank is by average market value over the six months to Jun 2026, among listed companies.
- ₹16 Cr3,899th largest listed
- P/EPrice to earnings, trailing. Market cap divided by the profit of the last twelve months (the latest four quarters, or two half years for a company that reports half-yearly) that belongs to the company's own shareholders, after the share of the other owners of its subsidiaries: what investors pay for each rupee of a year's profit.
- No results
- P/BPrice to book. Market cap divided by the net worth that belongs to the company's own shareholders, its assets less everything it owes and less the other owners' share of its subsidiaries, on its latest balance sheet.
- No results
- Dividend yieldDividend yield. Dividends paid per share in the twelve months to the day, as a percentage of the day's share price.
- Nonein the last 12 months
- Volume, NSEVolume. Shares traded on the last trading day.
- 60,334
9 years at a glance
Standalone: the listed company alone, without its subsidiaries. ₹ crore, years to March.Future Lifestyle Fashions annual reports
Revenue, net profit and borrowings, ₹ crore
- Revenue
- Net profit
- Borrowings
- Loss
Peak revenue ₹5,986 Cr, year to Mar 2020A loss in 3 of the 9 years shown
Operating and net margin, per cent
- Operating marginOperating margin. Operating profit before depreciation as a percentage of revenue: how much of each rupee of sales is left after running costs.
- Net marginNet margin. Net profit as a percentage of revenue: how much of each rupee of sales is left after every cost, interest and tax.
From Apr 2019 leases sit on the balance sheet: rent is charged as depreciation and interest instead, so operating profit and total assets step up with nothing about the business having changed. Borrowings here leave lease liabilities out.
Results for the year to Mar 2022
Standalone: the listed company alone, without its subsidiaries. ₹ crore.
From revenue to net profit
- Revenue2,838
- Materials and goods−2,293
- Employee costs−235
- Other expenses−651
- Operating profit−340
- Depreciation−609
- Other income−255
- One-off items−774
- Finance costs−314
- Profit before tax−2,293
- Tax−156
- Net profit−2,449
What the company owns
- Plant, investments and other assets₹2,643 Cr
- Inventory₹1,399 Cr
- Receivables₹184 Cr
- Cash and bank₹58 Cr
- Current investments₹34 Cr
What pays for it: net worth and liabilities
- Owed to suppliers₹2,565 Cr
- Borrowings₹1,728 Cr
- Other liabilities₹24 Cr
Profit and loss
Standalone, ₹ crore, years to March.Future Lifestyle Fashions quarterly results
| ₹ crore | Mar 2014 | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019Filed 2 May | Mar 2020Filed 1 Aug | Mar 2021Filed 29 Jun | Mar 2022Filed 19 Aug |
|---|---|---|---|---|---|---|---|---|---|
| Revenue from operations | 2,744 | 3,134 | 3,300 | 3,879 | 4,219 | 5,377 | 5,986 | 2,161 | 2,838 |
| Operating expenses. What the business spent to run itself in the period, materials, staff and other costs, before depreciation, interest and tax. | 2,488 | 2,804 | 2,975 | 3,521 | 3,853 | 4,916 | 5,045 | 2,161 | 3,178 |
| Materials and goods boughtCost of materials and goods. Raw materials used and goods bought for resale in the period, adjusted for the change in stock held. | 1,697 | 1,919 | 2,046 | 2,445 | 2,650 | 3,459 | 3,966 | 1,555 | 2,293 |
| Employee costsEmployee costs. Salaries, wages, bonuses and other benefits paid to staff in the period. | – | – | – | – | – | 297 | 315 | 173 | 235 |
| Other expensesOther expenses. Every operating cost besides materials and staff: power, rent, freight, repairs, marketing and the like. | – | – | – | – | – | 1,160 | 765 | 432 | 651 |
| Operating profit before depreciationOperating profit before depreciation (EBITDA). Revenue less operating expenses: what the business earns from its operations before depreciation, interest and tax. | 256 | 330 | 325 | 358 | 366 | 462 | 941 | 0 | −340 |
| Operating marginOperating margin. Operating profit before depreciation as a percentage of revenue: how much of each rupee of sales is left after running costs. | 9.3% | 10.5% | 9.9% | 9.2% | 8.7% | 8.6% | 15.7% | 0.0% | −12.0% |
| Materials, % of revenueMaterials, % of revenue. Raw materials used and goods bought for resale, adjusted for the change in stock, divided by revenue, times 100. | – | – | – | – | – | 64.3% | 66.3% | 72.0% | 80.8% |
| Employee costs, % of revenueEmployee costs, % of revenue. Salaries, wages and other staff costs divided by revenue, times 100. | – | – | – | – | – | 5.5% | 5.3% | 8.0% | 8.3% |
| Other expenses, % of revenueOther expenses, % of revenue. Operating costs besides materials and staff divided by revenue, times 100; with the two above and the operating margin it makes 100. | – | – | – | – | – | 21.6% | 12.8% | 20.0% | 22.9% |
| Depreciation and amortisationDepreciation and amortisation. The part of the cost of plant, buildings and other long-lived assets charged against each year they are used. | 385 | 170 | 161 | 187 | 149 | 197 | 682 | 582 | 609 |
| Operating profit after depreciationOperating profit after depreciation (EBIT). Operating profit before depreciation, less depreciation and amortisation. | −129 | 160 | 164 | 171 | 217 | 265 | 258 | −582 | −949 |
| Other incomeOther income. Income from outside the main business, such as interest on deposits, dividends received and gains on investments. | 332 | 22 | 16 | 7 | 33 | 39 | 65 | 50 | −255 |
| Finance costsFinance costs. Interest and the other costs of borrowing in the period. | 163 | 158 | 135 | 117 | 95 | 104 | 301 | 339 | 314 |
| Profit before one-off items and taxProfit before one-off items and tax. Profit before tax as it would be without the one-off items below it, as the company states it. | 40 | 23 | 45 | 60 | 156 | 199 | 22 | −871 | −1,519 |
| One-off itemsExceptional items. Gains or losses the company reports separately because they are not expected to recur, such as selling a business or writing down an asset. | −6 | – | – | 0 | – | 0 | −87 | 0 | −774 |
| Profit before tax | 34 | 23 | 45 | 60 | 156 | 199 | −66 | −871 | −2,293 |
| 11 | 5 | 16 | 15 | 45 | 54 | 8 | 1 | 156 | |
| Net profit | 23 | 19 | 29 | 46 | 111 | 145 | −73 | −872 | −2,449 |
| Other comprehensive incomeOther comprehensive income. Gains and losses booked straight to net worth rather than through profit, such as changes in the value of some investments, pension plans and currency translation. | – | – | – | – | – | 1 | 9 | −1 | −26 |
| Total comprehensive incomeTotal comprehensive income. Net profit plus other comprehensive income. | – | – | – | – | – | 147 | −64 | −872 | −2,475 |
| Net marginNet margin. Net profit as a percentage of revenue: how much of each rupee of sales is left after every cost, interest and tax. | 0.8% | 0.6% | 0.9% | 1.2% | 2.6% | 2.7% | −1.2% | −40.3% | −86.3% |
Materials, employee costs and other expenses are shown for the years they add up to operating expenses; for the years to Mar 2014, Mar 2015, Mar 2016, Mar 2017 and Mar 2018 they do not, so they are left blank.
Balance sheet
Standalone, ₹ crore, at 31 March. The last column is the half year to Sep 2022, after the latest full year: the balance sheet at its end.
| ₹ crore | Mar 2019Filed 2 May | Mar 2020Filed 1 Aug | Mar 2021Filed 29 Jun | Mar 2022Filed 19 Aug | Sep 2022Half yearFiled 2 Jan |
|---|---|---|---|---|---|
| Net worth. What the company owns less everything it owes: the money shareholders have in the business, paid in and kept from profits. | 1,648 | 1,613 | 738 | −1,744 | −1,900 |
| Share capitalShare capital. The face value of all the shares the company has issued. | 39 | 40 | 40 | 40 | 40 |
| ReservesReserves. The rest of the shareholders' net worth: profits kept in the business over the years, and money paid for shares above their face value. | 1,609 | 1,573 | 698 | −1,785 | −1,941 |
| Borrowings. Loans, bonds and other money the company has borrowed and must repay with interest. | 789 | 888 | 1,631 | 1,728 | 1,610 |
| Liabilities due within a year. Everything the company must pay within twelve months: borrowings falling due, suppliers, and other dues and provisions. | 2,318 | 4,279 | 3,373 | 4,571 | 4,283 |
| Liabilities due after a year. Everything the company owes that falls due more than twelve months on, borrowings among it. | 668 | 1,166 | 1,960 | 1,491 | 1,269 |
| Total assets. Everything the company owns or controls: plant, investments, stock, money owed by customers and cash. | 4,633 | 7,058 | 6,072 | 4,317 | 3,651 |
| Assets held for longer than a year. Everything the company owns that it does not expect to turn into cash within twelve months: plant, intangibles, long-term investments, loans given and the like. | 1,870 | 3,577 | 3,052 | 927 | 686 |
| Assets turning to cash within a year. Everything the company expects to turn into cash or use up within twelve months: stock, money owed by customers, cash and short-term investments. | 2,763 | 3,481 | 3,020 | 2,748 | 2,408 |
| Net debtNet debt. Borrowings less cash, other bank balances and current investments: what the company would still owe if it used its cash to repay. | 645 | 825 | 1,546 | 1,637 | 1,521 |
Borrowings are counted again inside the liabilities due within a year and after a year. Plant in use and plant being built are given for full years only. No balance sheet is on record for the years to Mar 2014, Mar 2015, Mar 2016, Mar 2017 and Mar 2018, so its lines and the ratios worked from it are blank there.
Cash flow
Standalone, ₹ crore, years to March. The last column is the half year to Sep 2022, after the latest full year: the cash flow over its six months.
| ₹ crore | Mar 2021Filed 29 Jun | Mar 2022Filed 19 Aug | Sep 2022Half yearFiled 2 Jan |
|---|---|---|---|
| Cash from operations. Cash the business brought in from its operations in the period, after paying suppliers, staff and tax. | 313 | 632 | 298 |
| Cash generated before tax. Cash from operations before income tax paid: profit before tax, with non-cash items added back and the change in working capital. | 314 | 636 | 298 |
| Change in working capital. Cash taken up, below nought, or released by the change in stock, money owed by customers, money owed to suppliers and other short-term items over the year. | 277 | 880 | 316 |
| ReceivablesChange in receivables. Cash taken up, below nought, or released by the change in what customers owe. | 0 | −550 | −27 |
| InventoriesChange in inventories. Cash taken up, below nought, or released by the change in stock held. | 524 | 479 | 364 |
| PayablesChange in payables. Cash kept, above nought, or paid out by the change in what the company owes suppliers. | −314 | 573 | −246 |
| Other working capitalOther working capital. The working-capital change from every other short-term item: advances, provisions, other assets and liabilities. | 67 | 378 | 226 |
| Tax paidTax paid. Income tax paid in cash during the year, net of refunds. | −1 | −4 | −1 |
| Capital spendingCapital spending. Cash spent in the period on plant, equipment, buildings and other long-lived assets. | 69 | 11 | 1 |
| Free cash flowFree cash flow. Cash from operations less capital spending: what is left to repay borrowings, pay dividends or keep. | 245 | 621 | 297 |
| Cash from investing. Cash spent on, below nought, or received from plant, investments, businesses bought or sold, and interest and dividends received. | −13 | 29 | 5 |
| Cash from financing. Cash raised from, or paid to, lenders and shareholders: borrowings taken and repaid, interest, lease payments, dividends and shares issued or bought back. | −271 | −649 | −304 |
| Dividends paidDividends paid. Cash paid to shareholders as dividends during the period. | 0 | 0 | 0 |
| Shares bought backShares bought back. Cash spent buying the company's own shares back from shareholders. | 0 | 0 | 0 |
| Shares issuedShares issued. Cash raised by selling new shares. | 0 | 0 | 0 |
| Net change in cashNet change in cash. Cash from operations, investing and financing added together: how much cash and cash equivalents rose or fell over the year, before currency effects. | 29 | 12 | −2 |
Capital spending is part of cash from investing, and dividends paid, shares bought back and shares issued are part of cash from financing. Each is shown as an amount on a line of its own, and the section's other items are in its total only. No cash flow statement is on record for the years to Mar 2014, Mar 2015, Mar 2016, Mar 2017, Mar 2018, Mar 2019 and Mar 2020.
Ratios
Standalone, years to March.Future Lifestyle Fashions PE ratio and valuation
| Ratio | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019Filed 2 May | Mar 2020Filed 1 Aug | Mar 2021Filed 29 Jun | Mar 2022Filed 19 Aug |
|---|---|---|---|---|---|---|---|---|
| Revenue growthRevenue growth. This year's revenue less last year's, divided by last year's, times 100; blank where last year's is not above nought. | 14.2% | 5.3% | 17.5% | 8.8% | 27.5% | 11.3% | −63.9% | 31.4% |
| Operating profit growthOperating profit growth. This year's operating profit before depreciation less last year's, divided by last year's, times 100; blank where last year's is not above nought. | 28.8% | −1.5% | 10.1% | 2.3% | 26.0% | 103.8% | – | – |
| Net profit growthNet profit growth. This year's net profit less last year's, divided by last year's, times 100; blank where last year's is not above nought. | −20.3% | 58.9% | 55.0% | 142.0% | 31.5% | – | – | – |
| Earnings per share growthEarnings per share growth. This year's earnings per share less last year's, on the same share count, divided by last year's, times 100; blank where last year's is not above nought. | – | 44.9% | 55.5% | 146.6% | 27.3% | – | – | – |
| Return on equity. Profit belonging to shareholders as a percentage of their average net worth over the year. | – | – | – | – | 8.8%what Return on equity, Mar 2019, includes. This year's return on equity, asset turnover and assets per rupee of net worth are on its year-end balance sheet: none a year before is on record to average with. | −4.5% | −74.1% | – |
| Change in return on equity. This year's return on equity less last year's, in percentage points, split below into what came from the margin, turnover and borrowing, which add up to it. | – | – | – | – | – | −13.3 pts | −69.6 pts | – |
| From the net marginChange from the net margin. The part of the change in return on equity that came from profit per rupee of sales. | – | – | – | – | – | −12.8 pts | −143.6 pts | – |
| From asset turnoverChange from asset turnover. The part of the change in return on equity that came from sales per rupee of assets. | – | – | – | – | – | 0.5 pts | 100.5 pts | – |
| From borrowingChange from borrowing. The part of the change in return on equity that came from assets per rupee of net worth. | – | – | – | – | – | −1.0 pts | −26.5 pts | – |
| Return on capital employedReturn on capital employed. Operating profit after depreciation divided by net worth plus borrowings at the year end, times 100: what the business earns on all the money in it. | – | – | – | – | 10.9% | 10.3% | −24.6% | – |
| Interest coverInterest cover. Operating profit after depreciation divided by finance costs: how many times over the profit pays the interest bill. | 1.0 | 1.2 | 1.5 | 2.3 | 2.5 | 0.9 | – | – |
| Debt to equityDebt to equity. Borrowings at the year end divided by net worth: rupees borrowed for each rupee shareholders have in the business. | – | – | – | – | 0.48 | 0.55 | 2.21 | – |
| Receivable daysReceivable days. Trade receivables divided by revenue, times 365: the average days customers take to pay. | – | – | – | – | 13 | 10 | 36 | – |
| Inventory daysInventory days. Inventories divided by the cost of materials and goods, times 365: the days of stock the company holds. | – | – | – | – | 209 | 221 | 441 | – |
| Payable daysPayable days. Trade payables divided by the cost of materials and goods, times 365: the average days the company takes to pay suppliers. | – | – | – | – | 176 | 212 | 467 | – |
| Cash conversion cycle, daysCash conversion cycle. Receivable days plus inventory days less payable days: how long money is tied up between paying suppliers and being paid by customers. | – | – | – | – | 46 | 19 | 9 | – |
| Working capital daysWorking capital days. Assets turning to cash within a year, less cash, bank deposits and current investments, minus liabilities due within a year, less borrowings, divided by the year's revenue, times 365. | – | – | – | – | 30what Working capital days, Mar 2019, includes. This year's balance sheet lists long-term loans due within the year among other liabilities, not borrowings, so its working capital days count them, unlike the years from April 2021. | −10what Working capital days, Mar 2020, includes. This year's balance sheet lists long-term loans due within the year among other liabilities, not borrowings, so its working capital days count them, unlike the years from April 2021. | 21what Working capital days, Mar 2021, includes. This year's balance sheet lists long-term loans due within the year among other liabilities, not borrowings, so its working capital days count them, unlike the years from April 2021. | – |
| Asset turnoverAsset turnover. Revenue divided by average total assets: rupees of sales for each rupee of assets. | – | – | – | – | 1.16 | 1.02 | 0.33 | – |
| Assets per rupee of net worthAssets per rupee of net worth. Average total assets divided by average net worth: how far borrowings and other liabilities stretch the shareholders' money. | – | – | – | – | 2.81 | 3.59 | 5.58 | – |
| Sales per rupee of plantSales per rupee of plant. Revenue divided by the net block: rupees of sales for each rupee of plant in use. | – | – | – | – | 4.40 | 2.42 | 1.01 | 4.39 |
| Capital spending to depreciationCapital spending to depreciation. Capital spending for the period divided by its depreciation and amortisation. | – | – | – | – | – | – | 0.12 | 0.02 |
| Plant being built, % of plant in useCapital work in progress, % of net block. Plant still being built as a percentage of the plant in use. | – | – | – | – | 12.9% | 7.2% | 2.8% | 9.1% |
Interest cover is left blank for the years to Mar 2014, Mar 2021 and Mar 2022: operating profit after depreciation is a loss, and a loss covers no interest bill. Return on equity, asset turnover and assets per rupee of net worth are left blank for the year to Mar 2022: a tenth or more of the assets on the balance sheet it is worked from are held for sale or for a demerger, so it would mix the business being kept with the part that is leaving. Change in return on equity, from the net margin, from asset turnover and from borrowing are left blank for the year to Mar 2022: a tenth or more of the assets on the balance sheet it is worked from are held for sale or for a demerger, so it would mix the business being kept with the part that is leaving. Debt to equity, receivable days, inventory days, payable days, cash conversion cycle, days, return on capital employed and working capital days are left blank for the year to Mar 2022: a tenth or more of the assets on the balance sheet it is worked from are held for sale or for a demerger, so it would mix the business being kept with the part that is leaving. No balance sheet is on record for the years to Mar 2014, Mar 2015, Mar 2016, Mar 2017 and Mar 2018, so its lines and the ratios worked from it are blank there.
Growth and returns over 3, 5 and 10 years
Standalone: the listed company alone, without its subsidiaries. Each window ends with the year to Mar 2022.
- Return on assets, latest yearReturn on assets, latest year. Profit to the company's own shareholders in the latest year ÷ the average of that year's opening and closing total assets × 100; empty for a bank, a lender or an insurer, whose own return on assets is shown with its accounts.
- −47.1%
| Measure | 10 years | 5 years | 3 years |
|---|---|---|---|
| Revenue growth, yearly rateRevenue growth, yearly rate. 3 years: Revenue in the latest year ÷ revenue in the year three years before, to the power of one third, − 1, × 100: the yearly rate it grew at; empty where either year is missing, nought or a loss, or a change of year end falls between them. 5 years: Revenue in the latest year ÷ revenue in the year five years before, to the power of one fifth, − 1, × 100: the yearly rate it grew at; empty where either year is missing, nought or a loss, or a change of year end falls between them. 10 years: Revenue in the latest year ÷ revenue in the year ten years before, to the power of one tenth, − 1, × 100: the yearly rate it grew at; empty where either year is missing, nought or a loss, or a change of year end falls between them. | – | −6.1% | −19.2% |
| Return on equity, averageReturn on equity, average. 3 years: The plain average of the yearly return on equity over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly return on equity over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly return on equity over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | – | – | −39.3% |
| Return on capital employed, averageReturn on capital employed, average. 3 years: The plain average of the yearly return on capital employed over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly return on capital employed over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly return on capital employed over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | – | – | −7.1% |
| Operating margin, averageOperating margin, average. 3 years: The plain average of the yearly operating profit margin over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly operating profit margin over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly operating profit margin over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | 6.7% | 4.2% | 1.2% |
| Net margin, averageNet margin, average. 3 years: The plain average of the yearly net profit margin over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly net profit margin over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly net profit margin over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | −13.2% | −24.5% | −42.6% |
| Asset turnover, averageAsset turnover, average. 3 years: The plain average of the yearly asset turnover over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly asset turnover over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly asset turnover over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | – | – | 0.68 |
| Cash conversion cycle, days, averageCash conversion cycle, days, average. 3 years: The plain average of the yearly cash conversion cycle in days over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly cash conversion cycle in days over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly cash conversion cycle in days over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | – | – | 14 |
| Debt to equity, averageDebt to equity, average. 3 years: The plain average of the yearly debt to equity over the last three years, needing at least two of them; a year without the figure is left out, never filled in. 5 years: The plain average of the yearly debt to equity over the last five years, needing at least four of them; a year without the figure is left out, never filled in. 10 years: The plain average of the yearly debt to equity over the last ten years, needing at least nine of them; a year without the figure is left out, never filled in. | – | – | 1.38 |
Where the cash came from and went
Standalone: the listed company alone, without its subsidiaries. ₹ crore, added up over each window, which ends with the year to Mar 2022.
| ₹ crore | Latest year |
|---|---|
| Cash from operationsCash from operations. Latest year: Cash from operating activities in the latest year. 3 years: Cash from operating activities added over the last three years, needing every one of them. 5 years: Cash from operating activities added over the last five years, needing every one of them. | 632 |
| Cash from investingCash from investing. Latest year: Cash from investing activities in the latest year. 3 years: Cash from investing activities added over the last three years, needing every one of them. 5 years: Cash from investing activities added over the last five years, needing every one of them. | 29 |
| Cash from financingCash from financing. Latest year: Cash from financing activities in the latest year. 3 years: Cash from financing activities added over the last three years, needing every one of them. 5 years: Cash from financing activities added over the last five years, needing every one of them. | −649 |
| Capital spendingCapital spending. Latest year: Spending on property, plant and equipment in the latest year. 3 years: Spending on property, plant and equipment added over the last three years, needing every one of them. 5 years: Spending on property, plant and equipment added over the last five years, needing every one of them. | 11 |
| Dividends paidDividends paid. Latest year: Dividends paid in the latest year. 3 years: Dividends paid added over the last three years, needing every one of them. 5 years: Dividends paid added over the last five years, needing every one of them. | 0 |
| Shares bought backShares bought back. Latest year: Shares bought back in the latest year. 3 years: Shares bought back added over the last three years, needing every one of them. 5 years: Shares bought back added over the last five years, needing every one of them. | 0 |
| Shares issued for cashShares issued for cash. Latest year: Shares issued for cash in the latest year. 3 years: Shares issued for cash added over the last three years, needing every one of them. 5 years: Shares issued for cash added over the last five years, needing every one of them. | 0 |
| Borrowings raisedBorrowings raised. Latest year: Money raised by borrowing, as a positive amount, in the latest year; empty where a year's filing states only borrowing net of repayment, which says neither how much was raised nor how much paid back. 3 years: Money raised by borrowing, as a positive amount, added over the last three years, needing every one of them; empty where a year's filing states only borrowing net of repayment, which says neither how much was raised nor how much paid back. 5 years: Money raised by borrowing, as a positive amount, added over the last five years, needing every one of them; empty where a year's filing states only borrowing net of repayment, which says neither how much was raised nor how much paid back. | 56 |
| Borrowings repaidBorrowings repaid. Latest year: Money paid back on borrowings, as a positive amount, in the latest year. 3 years: Money paid back on borrowings, as a positive amount, added over the last three years, needing every one of them. 5 years: Money paid back on borrowings, as a positive amount, added over the last five years, needing every one of them. | 0 |
Accounting checks
Standalone, years to March. Published tests of whether reported profit is backed by cash and the balance sheet.
| Check | Mar 2014 | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 |
|---|---|---|---|---|---|---|---|---|---|
| Effective tax rateEffective tax rate. Tax charged as a percentage of profit before tax.Published threshold 17.16 per cent | 32.01 | 21.00 | 34.48 | – | – | – | – | – | – |
A threshold marked as ours has no published figure; it is the line we read the check against.
Credit ratings
An agency's view of the chance the company repays a borrowing on time, from AAA, the highest, down to D, in default.
| Date | Agency | Borrowing rated | Rating | Outlook | Amount, ₹ Cr |
|---|---|---|---|---|---|
| 26 Jun 2026 | CARE Ratings Limited (opens in a new tab) | Non-fund-based - ST-Working Capital Limits | CARE D; ISSUER NOT COOPERATING*Review, Re-affirm | 475 | |
| 26 Jun 2026 | CARE Ratings Limited (opens in a new tab) | Fund-based - LT-Cash Credit | CARE D; ISSUER NOT COOPERATING*Review, Re-affirm | 550 | |
| 26 Jun 2026 | CARE Ratings Limited (opens in a new tab) | Fund-based - LT-Term Loan | CARE D; ISSUER NOT COOPERATING*Review, Re-affirm | 317.98 | |
| 26 Jun 2026 | CARE Ratings Limited (opens in a new tab) | Debentures-Non Convertible Debentures | CARE D; ISSUER NOT COOPERATING*Review, Re-affirm | 350 | |
| 4 Nov 2025 | CRISIL Ratings Limited (opens in a new tab) | Bank Facilities | Crisil D(INC)Review, Re-affirm | 10.13 | |
| 4 Nov 2025 | CRISIL Ratings Limited (opens in a new tab) | Non Convertible Debentures | Crisil D(INC)Review, Re-affirm | 150 |
The latest rating on each borrowing. The agency's name opens its reasoning for the rating.