looking statements that are based on management„s current ... presentation.pdffull truck load...
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• Certain statements contained in this document may be statements of future expectations and other forward
looking statements that are based on management„s current view and assumptions and involve known and
unknown risks and uncertainties that could cause actual results performance or events to differ materially
from those expressed or implied in such statements.
•The information contained in this presentation has not been independently verified and no representation or
warranty expressed or implied is made as to and no reliance should be placed on the fairness accuracy
completeness or correctness of this information or opinions contained herein.
•This presentation may contain certain forward looking statements within the meaning of applicable securities
law and regulations. These statements include descriptions regarding the intent belief or current expectations
of the Company or its directors and officers with respect to the results of operations and financial condition of
the Company. Such forward-looking statements are not guarantees of future performance and involve risks
and uncertainties and actual results may differ from those in such forward-looking statements as a result of
various factors and assumptions which the Company believes to be reasonable in light of its operating
experience in recent years. Many factors could cause the actual results performances or achievements of the
Company to be materially different from any future results performances or achievements. Significant factors
that could make a difference to the Company‟s operations include domestic and international economic
conditions changes in government regulations tax regime and other statutes
• None of VRL logistics ltd or any of its affiliates advisors or representatives shall have any liability whatsoever
(in negligence or otherwise) for any loss howsoever arising from any use of this document or its content or
otherwise arising in connection with this document.
• This document does not constitute an offer or invitation to purchase or subscribe for any shares and neither
it nor any part of it shall form the basis of or be relied upon in connection with any contract or commitment
whatsoever.
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Source : Crisil research
VRL is predominantly a parcel delivery service provider (66.29% of total revenues) with pan-India last mile connectivity
through a fleet of 3649 owned goods transport vehicles ( Mar-15)
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VRL can leverage the benefits of being an LFO
Source : Crisil research
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VRL is looking to capitalise on the growth prospects of the industry
Source : Crisil research
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COMPANY TIMELINE
• Dr. Vijay
Sankeshwar
started goods
transportation
business through a
proprietary firm
• Incorporated as
Vijayanand
Roadlines Private
Limited
•Commencement
of courier service
business in
Karnataka
• Became a
deemed public
limited company
•Name changed to
VRL Logistics
Limited
•Obtained
ISO9001:2000
certification
•Investment
by NSR
• Turnover
crosses
INR10bn
•Commencement
of passenger
transportation
business
•Foray into car
carrying and
liquid
transportation
• Listed in Limca Book
of Records 2013 as
the single largest fleet
owner of commercial
vehicles in the private
sector in India
•Listing on
NSE and BSE
stock
exchanges
Largest fleet owner of commercial vehicles in private sector
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Passenger Transportation
Reputed brand name
„Vijayanand travels
General Parcel
Delivery services
–core business
59.34%
97.10%
1.33%
0.38%
Business Segments
Transportation
Goods Transportation
Main business vertical
Priority Parcel
Door to door delivery
in a time bound
manner
19.84% 77.23%
Door to door services
catering to large
customers
6.95%
Less than truck
load (LTL)
66.29%
Full truck load (FTL) Car
Carrier
Liquid
Transport
1.95%8.47% 0.14%
Courier
For time
sensitive
documents and
parcels
Wind Power generation
42.5 MW wind farm
Air charter operations
0.7%
2 aircraft
Parcel delivery (66.29%) is the key business segment
Note: Approximate revenue contribution to the revenue from operations as of FY15
Others(sale of scrap)
1.32%
0.9%
0.38%
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Strong operations with largest fleet and
market leading operations
Hub-and-Spoke model to aggregate small parcels and
maximize capacity utilization of its vehicles
One of the largest widespread pan-Indian transportation
network in 28 states and 4 union territories.
Operational infrastructure compromises of 652 branches
( 20 owned) & 325 agencies in 977 locations
Strategically placed 48 (7 owned).transshipment hubs
71 new branches added in FY 15
Focus on growth in the North and the Eastern parts of the
country
Established brand since four decades
Market leader in India
Critical infrastructure facilities comprising of branches
agencies godowns and transhipment hubs enables us to
cater diversified customer base spread across different
geographical locations
Pan Indian network with 977 locations
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Goods transportation fleet includes :
3649 owned vehicles.
1245(34%) vehicles less than 5 years old.
2372 (65%) of vehicles are debt free
1427 (39%) of vehicles book value is Re 1
Average age of goods fleet is 8.2 years
Wide range of vehicles with carrying capacity
from 1 ton to 32 tons
Passenger transportation fleet includes
375 owned vehicles
339 (90%) vehicles are less than 5 years old
61(16%) of vehicles are debt free
Average age of Passenger vehicles is 3.7 years
Significance of own vehicles
Enables us to significantly reduce hiring and
operational costs
Enables us cover a large no of routes reduce
dependence on third party hired vehicles
Enables better control over time bound delivery
enhancing service quality and ensuring reliable
quality services
Passenger transportation vehicles enables us to
provide safe on time comfortable travel
experience
Total of 4024 owned vehicles provides greater leverage in terms of pricing and service
NOTE:
(1) Small vehicles are defined as vehicles with carrying capacity up to 2500 kilograms.
(2) Light commercial vehicles are defined as vehicles with carrying capacity between
2500 kilograms and 7500 kilograms.
(3) Heavy commercial vehicles are defined as vehicles with carrying capacity of more
than 7500 kilograms.
(4) Used for transportation of automobiles.
(5) Used for transportation of liquid.
(6) Cranes are predominantly used for internal operations.
As of Small
Vehicle(1)
Light Commercial Vehicle(2)
Heavy Commercial Vehicles(3)
Car Carrier
(4)
Tanker(5)
Cranes(6)
Total Vehicles Owned
BUSESTOTAL FLEET
31-Mar-10 180 842 1480 0 7 10 2519 196 2715
31-Mar-11 171 892 1575 0 7 10 2655 296 2951
31-Mar-12 139 883 1916 102 27 12 3079 423 3502
31-Mar-13 122 883 1941 102 27 13 3088 460 3548
31-Mar-14 122 882 2210 102 23 13 3352 477 3829
31-Mar-15 120 975 2423 102 16 13 3649 375 4024
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Dedicated in-house
goods vehicle body
design facilities
In–house goods vehicle body designing facility at Hubballi
• Technology to fabricate vehicles with lighter and longer bodies thereby reducing overall weight
of the vehicle and ensure higher payloads without violating permissible payload limits
• Higher length chassis sourced from manufacturers on specifications provided by company
resulting in additional space
• Concept of Charged weight and Actual weight based on nature of consignments booked
resulting in higher payloads
Fuel procurement
FUEL SOURCING
• Fuel cost form 26.67% of total income in FY 15
• Operate two own consumer diesel pumps located at Hubballi and Chitradurga in the State of
Karnataka to ensure quality fuel supply and reduced fuel costs
• Our own pumps contribute 25% of our total procurement of fuel, Procurement from IOC is
54%, Procurement from HP is 19% and Procurement from BP is 3%.
• Tie up with nearly 100 designated fuel pump retailers across country for re fuelling during
transits and also availing fuel at discounted price
• Significant savings by means of redemption points availed by Fuel companies
• Employ staff in such locations to ensure enroute compliance of vehicles
• Payment by fleet cards credit cards enables discount s and extended credit period
Spares procurement
• Ashok Leyland & VE commercial (Volvo) have established their own spare parts yard in our
premises resulting in procurement of spare parts at factory rates and saving on carrying cost .
• Procurement of other spare parts & consumables directly from manufacturers
• Arrangements with Michelin India Tyres Private Limited and CEAT Limited for procurement of
tyres at competitive rates
• Maintain records of comparative rates for our spare parts and consumables in our ERP system
to maintain control over spare parts cost
Note: 1-data computed for the month of March 2015
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In-house
maintenance
facilities
Fleet servicing and Maintenance
• In-house servicing and Maintenance at workshop facility in Hubballi and satellite workshops in
14 other locations across India to minimize on road repair expense.
• Periodic preventive and remedial maintenance
• Ensure optimal efficiency levels by minimizing vehicle time in the workshop through time-and-
motion studies as part of our maintenance procedures and efficiency enhancement studies
Re-engineering department
• To design and reengineer unique solutions for vehicle component to reduce operating costs and
enhance performance
• Allocation of unique laser marked identification to prevent substitution of tyres .
In house software
with own servers and
dedicated IT team
Central information technology network through ERP system facilitating.
• In-house E.R.P for Accounts Inventory and Maintenance
• Real-time monitoring of operations and tracking of consignments
• Integrated GPS tracking systems
• Customized software alerts to track vehicle maintenance and optimize load planning
• SMS based alert service to customers about consignment/ticket status
• Customized in-house software applications to track service and spare replacement.
• Time series data MIS available to management for detailed analysis to improve efficiency and
decision making
• Bus ticketing is implemented through a centralized online system that tracks passenger
occupancy and determines anticipated demand and pricing of tickets
• We have been awarded the New Era Award for Technology Innovation and Quality by Otherways
Management Association France in 2010 and the Technology Best Practices Adopter Award at
Apollo-CV Awards 2010.
In-house capabilities help retain competitive edge
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Recruiting Drivers as full time employees with all statutory benefits
Large pool of experienced and trained drivers
Driver performance is evaluated and incentives provided is based on measures of
– safety record
– time taken for journeys undertaken
– distances covered
– fuel consumption
– useful life of tyres
Drivers are provided with comfortable equipment effective training direct
communication channels with senior management competitive salaries and
benefits
Drivers are provided with group insurance facility to cover life risks during
employment.
In addition to a competitive compensation structure we also focus on training and
development initiatives for drivers and have developed a training facility at Hubballi
which conducts training for drivers.
Well furnished rest houses provided at Hubballi facility
Drivers also receive cash awards for providing superior service and developing
satisfactory safety records.
DRIVERS
Strategy of recruiting drivers as full time employees with a defined salary structure associated benefits and attractive
incentive schemes
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Rubber
Plastics
Metal and metal
products
Wood
Food products
Automotive parts &
machinery
Textiles &
Readymade garments
Furniture
Pharmaceutical
FMCG
Appliances
Diversified customer base across a wide range of industries
VRL‟s largest customer and top 10 customers
contributed only 1.1% and 6.3% of revenues from the
goods transportation business in 2014-15 respectively
Primarily small and medium enterprises distributors and
traders represent a significant majority of the “paid” and
“topay”customer group
Average bad debts in the last 5 years have not exceeded
INR 1 m in a year
Trade receivables for FY15 at 20 days of total revenue;
improving y-o-y from 28 days in FY11
High share of “Paid” and “To-pay” customers
FY15 total revenue from goods transportation: INR 12.9bn
Diverse customer base has allowed the Company to historically pass-on significant portion of increases in operating
costs
57.4%
11.6%
17.3%
13.7%
To -pay customers
Paid Customers
Ongoing Accounts
Others
Paper
YEAR NO OF VEHICLES TOTAL TURNOVER YEAR NO OF VEHICLES TOTAL TURNOVER
INR in Mn INR in Mn
1983-84 8 3 1999-00 945 934
1984-85 11 4 2000-01 1022 1207
1985-86 15 7 2001-02 1121 1465
1986-87 24 14 2002-03 1202 1683
1987-88 45 20 2003-04 1255 2042
1988-89 81 29 2004-05 1683 2774
1989-90 117 41 2005-06 1891 3570
1990-91 147 71 2006-07 2426 4430
1991-92 215 106 2007-08 2697 5470
1992-93 248 138 2008-09 2668 6507
1993-94 292 176 2009-10 2730 7146
1994-95 398 239 2010-11 2978 8929
1995-96 525 311 2011-12 3528 11353
1996-97 596 419 2012-13 3590 13353
1997-98 621 508 2013-14 3874 15038
1998-99 792 646 2014-15 4084 16789
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Track record of growth: The Company has demonstrated a consistent track record of growth since inception as is evident from the table.We are well poised to accelerate our growth once the opportunities present by way of GST roll out as well as the ongoing gradual shift of business from the unorganized sector to the organized players such as VRL.
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Dr. Vijay Sankeshwar Chairman and Managing Director
Actively involved in day-to-day affairs, has about four decades of experience in the
transport industry
Former Member of Parliament in the 11th 12th and 13th Lok Sabha
Recipient of awards - the „Udyog Ratna‟ by Institute of Economic Studies New Delhi in
1994
„Transport Personality of the year‟ (CEAT Indian Road Transportation Awards 2012)
Mr. Anand Sankeshwar Managing Director
Actively involved in day-to-day affairs
Recipient of awards - „Youth Icon‟ in 2004 by Annual Business Communicators of
India „Best 2nd Generation Entrepreneur‟ byTiE Global USA in 2010
Experienced and motivated management team
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Senior management Mr. V V Karamadi
National Head (Operations)
Has been associated with VRL since Oct 1995
Mr. S G Patil
Vice President (Human Resource Development)Holds a bachelors‟ degree in law and a post graduate
degree in political science from Karnatak University
Associated with VRL since Jun 2005
Mr. Prabhu A Salageri
Vice President (Travels)Holds a post graduate degree in Commerce
Associated with VRL since Mar 1994
Mr. D N Kulkarni
Vice President (Finance)Holds a B Com from Karnatak University
Associated with VRL since Nov 1987
Mr. Raghavendra B Malgi
Vice President (Accounts)Holds a B Com from Karnatak University and is a
qualified associate of the ICAI
Associated with VRL since Jun 2009
Mr. S R Hatti
Vice President (Administration)He is a Master of Arts from Karnatak University
Associated with VRL since Nov 2004
Mr. K N Umesh
Chief Operating OfficerWas re-appointed as the Chief Operating Officer in Jun 2012
Associated with VRL since Mar 1984
Mr. L Ramanand Bhatt
Chief Technical OfficerHolds a diploma in Mechanical Engineering and is a certified
member of the Institute of Engineers in tool design.
Has been associated with VRL since July 1995
Mr. Sunil Nalavadi
Chief Financial OfficerHolds a B Com from Karnatak University and is a qualified
associate of the ICAI
Associated with VRL since Mar 2005
Mr. Aniruddha A. Phadnavis
General Manager (Finance) and Company SecretaryHolds a B Com from Karnatak University, is a qualified
associate of the ICAI, a qualified company secretary, associated
with ICSI and a certified associate of the Indian Institute of
Banking & Finance
Associated with VRL since Jun 2007
Management team has been associated with the Company for an average of over 13 years
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India Logistics Voice of Customer Award by Frost and
Sullivan in 2014 for achieving excellence in Logistics
India says Yes Award to AC bus journey with VRL Travels
in 2014 from HolidayIQ.com
Service Provider of the Year (luxury coaches) in 2013
from World Travel Brands for its bus operations
National record in 2013 as largest fleet of vehicles in
the private sector as of May 31 2012 from the Limca
Book of World Records
Certificate of Excellence in recognition of exemplary
growth to our Company in the India Inc 500 awards in
2011
Apollo Fleet of the Year Award in 2011 for leadership in
operation – large fleet operator to our Company from
Apollo
New Era Award for Technology Innovation and Quality
by Otherways Management Association France in 2010
Technology Best Practices Adopter Award at Apollo-CV
Awards 2010
VRL has received numerous industry awards and recognitions over the years
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Total Revenue (INRm) & Growth rate (%)
EBITDA (INRm) & EBITDA margin (%)
892911353
1335315038
16789
FY11 FY12 FY13 FY14 FY15
Total Revenue
Growth (%)
17001968 2050 2166
2804
FY11 FY12 FY13 FY14 FY15
Ebitda
Ebitda
margin
25.0% 27.1% 17.6% 12.6% 11.6%
19.0% 17.3% 15.4% 14.4% 16.7%
EBITDA margins demonstrated resilience despite rising costs
Consistent revenue growth over the difficult years
VRL’s change in policy on tariffs since FY14 to pass through cost to customer on an immediate basis to ensure revenue growth
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Goods transport Revenue (INRm) & Growth (%)
Bus transport Revenue (INRm) & Growth (%) Bus transport EBITDA (INRm) & EBITDA margin (%)
Goods transport EBITDA (INRm) & EBITDA margin (%)
18.4% 18.1% 14.5% 14.7% 16.2%
7204
86309923
11334
12908
FY 11 FY 12 FY 13 FY 14 FY 15
GT REV
Growth (%)
13241566
14401663
2085
FY 11 FY 12 FY 13 FY 14 FY 15
GT EBITDA
23.7% 19.8% 15.0% 14.2% 13.9%
1344
2178
28483091
3316
FY 11 FY 12 FY 13 FY 14 FY 15
BT REV
Growth (%)
263195
399
288
595
FY 11 FY 12 FY 13 FY 14 FY 15
BT EBITDA
44.2% 62.0% 30.8% 8.5% 7.3%19.6% 8.9% 14.0% 9.3% 17.9%
Margin(%)
Margin(%)
We have been able to pass cost increases to a large extent in FY15 thereby stemming margin compression
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Leverage
metrics
Return
metrics
2.63.1
2.5 2.4
1.5
3.53
3.3 3.5
4.8
FY 11 FY 12 FY 13 FY 14 FY 15
Net debt/Ebitda(x)
Ebitda/finance cost(x)
4276 5898 4853 4904 4267
Net debt
position (INRm)
15.7% 13.0%10.3% 11.1%
19.0%
43.0%47.8%
19.2% 17.5%
27.5%
FY 11 FY 12 FY 13 FY 14 FY 15
Return on average capital
employed
Return on average equity
Improving debt profile- Has been able to reduce leverage at the company to relatively comfortable levels
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Particulars (Rs in millions) For the year ended 31 March
2015 2014 2013 2012 2011 2010
Equity and liabilities
Shareholders' funds
Share capital 855.36 855.36 1811.69 707.00 707.00 707.00
Reserves and surplus 2706.53 2208.55 1082.32 1166.15 628.50 359.19
3561.89 3063.91 2894.01 1873.15 1335.50 1066.19
Non-current liabilities
Long-term borrowings 1917.98 2528.80 2851.63 4035.11 2527.33 2151.06
Deferred tax liabilities (net) 887.52 833.64 775.99 692.47 923.00 758.54
Other long term liabilities 85.13 88.66 86.60 78.29 78.05 76.26
Long-term provisions 58.98 26.40 29.13 21.56 1.40 4.06
2949.61 3477.49 3743.35 4827.43 3529.78 2989.92
Current liabilities
Short-term borrowings 996.73 1094.25 938.42 729.03 885.72 632.37
Trade payables 44.72 93.11 50.17 55.58 25.02 53.95
Other current liabilities 1892.83 1825.12 1655.06 1760.87 1478.21 1234.00
Short-term provisions 85.29 222.94 370.80 77.24 91.10 218.29
3019.57 3235.41 3014.45 2622.72 2480.05 2138.61
Total 9531.07 9776.82 9651.81 9323.30 7345.33 6194.72
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Rs in millions
Particulars (Rs in millions) For the year ended 31 March
2015 2014 2013 2012 2011 2010
Assets
Non-current assets
Fixed assets
Tangible assets 7051.46 7393.64 7100.91 6941.95 4988.10 4690.16
Intangible assets 17.10 9.72 2.01 3.75 11.68 19.23
Capital work-in-progress 90.74 140.37 140.28 100.21 402.54 115.27
Non-current investments 1.08 1.08 0.78 1.28 1.25 1.25
Long-term loans and advances 819.88 907.47 966.63 916.66 778.25 498.77
Other non-current assets 25.27 25.21 7.16 12.27 5.40 11.22
8005.53 8477.48 8217.77 7976.12 6187.22 5335.90
Current assets
Inventories 149.97 134.76 96.84 87.31 60.75 69.55
Trade receivables 901.81 799.56 853.94 785.22 688.04 495.59
Cash and bank balances 166.08 150.92 154.36 136.00 151.40 174.43
Short-term loans and advances 258.71 198.05 185.47 151.45 111.13 111.30
Other current assets 48.96 16.04 143.43 187.20 146.79 7.95
1525.53 1299.34 1434.04 1347.18 1158.11 858.82
Total 9531.07 9776.82 9651.81 9323.30 7345.33 6194.72
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Rs in millions
Particulars (Rs in millions)For the year ended 31 March
2015 2014 2013 2012 2011 2010
Revenue
Revenue from operations 16712.01 14937.84 13254.97 11303.83 8888.02 7113.47
Other income 76.60 99.93 98.27 48.95 41.13 32.66
Total revenue 16788.61 15037.79 13353.24 11352.78 8929.15 7146.13
Expenses
Operating expenses 11793.77 10911.72 9626.49 7911.18 6033.64 4677.91
Employee benefits expense 1979.90 1744.59 1482.55 1289.19 1044.83 899.75
Finance costs 586.00 598.40 591.23 651.42 479.13 508.44
Depreciation and amortisation expense 876.60 866.16 823.37 695.98 509.34 464.22
Other expenses 209.60 215.61 193.71 184.37 150.86 157.56
Prior Period Items 0.88
Total expenses 15446.75 14336.48 12717.35 10732.14 8217.80 6707.88
Profit before exceptional item and tax 1341.86 701.31 635.89 620.64 711.35 438.25
Add: Exceptional item (refer note 9 of Annexure
5) 37.16 66.37 - - - -
Profit before tax 1379.02 767.68 635.89 620.64 711.35 438.25
Current tax (net of MAT credit) 409.69 139.91 95.34 83.95 30.25 0.71
Deferred tax* 59.35 57.64 83.52 -230.53 164.46 150.00
MAT credit entitlement pertaining to earlier
years (2.25)
Profit for the period/year 912.23 570.12 457.03 767.22 516.64 287.54
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Particulars (Rs in millions) For the year ended 31 March
2015 2014 2013 2012 2011 2010
Cash flows from operating activities
Profit before tax 1379.02 767.65 635.89 620.64 711.35 438.25
Adjustments for :
Depreciation and amortisation expense 876.60 866.16 823.37 695.98 509.34 464.22
Interest expense 586.00 598.40 591.23 651.42 479.13 508.44
Interest income (2.76) (2.73) (3.22) (2.16) (2.18) (1.77)
Dividend income (0.10) (0.10) (0.29) (0.10) (0.16) (0.18)
(Profit)/loss on sale of fixed assets (net) 17.47 7.87 3.14 0.33 14.82 15.54
Advances and bad debts written off 5.72 11.80 0.09 7.53 2.42 9.13
Provision for doubtful advances and debts 2.50 4.30 0.50 2.60 7.42
Credit balance written back (5.79) (7.63) (6.11) (3.85) (1.42) (0.43)
Prior Period Items 0.88
Adjustment for exceptional item (37.16) (66.37) - - - -
Operating profit before working capital changes 2819.88 2177.55 2048.40 1970.29 1715.90 1440.62
Adjustments for :
(Increase) / decrease in trade receivables (102.25) 52.98 (73.02) (97.68) (195.05) (57.08)
(Increase) in loans and advances and other
current assets (130.97) (23.65) (184.24) (86.53) (32.73) (24.22)
(Increase) / decrease in inventories (15.21) (37.91) (9.54) (26.56) 8.79 (0.92)
Increase / (decrease) in trade payables other
liabilities and provisions 32.89 12.72 (20.61) 57.03 156.43 62.48
Cash generated from operating activities 2604.34 2181.69 1760.99 1816.55 1653.34 1420.88
Direct taxes paid (net of refunds) (286.89) (149.07) (131.19) (157.33) (185.98) (48.52)
Net cash generated from operations (A) 2317.45 2032.62 1629.80 1659.22 1467.36 1372.36
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Particulars (Rs in millions) For the year ended 31 March
2015 2014 2013 2012 2011 2010
Cash flows from investing activities
Purchase of fixed assets (including capital advance) (858.91) (1093.57) (914.06) (2440.47) (1351.77) (503.87)
Proceeds from sale of fixed assets 368.15 190.61 7.44 8.89 31.61 136.38
Proceeds from advance towards sale of land - - - 16.01 -
Encashment / (placement) of fixed deposits with
bank 0.05 (10.95) 5.57 5.89 (3.13) (6.22)
Sale / (purchase) of non-current investments (0.30) 0.50 (0.03) - -
Interest received (0.02) 3.46 1.89 2.49 1.02 1.15
Dividend income received 0.10 0.10 0.29 0.10 0.16 0.18
Net cash (used in) investing activities (B) (490.63) (910.65) (898.37) (2423.13) (1306.10) (372.38)
Cash flows from financing activities
Proceeds from issue of shares (including securities
premium) - 1250.00 - - -
Proceeds from / (repayment of) public deposits (net) (25.97) (60.73) (30.88) 7.65 104.02
Proceeds from / (repayment of) unsecured loans
from/to corporates (net) - (5.50) (246.00) 250.50 1.00
Proceeds from short term borrowings (net) (97.52) 155.83 214.89 89.31 2.85 250.96
Proceeds from long term borrowings 1010.07 1192.63 931.80 3028.71 1379.37 893.92
Repayment of long term borrowings (1533.74) (1275.94) (2107.97) (1234.08) (995.94) (1671.48)
Dividend paid and tax thereon (603.77) (563.59) (304.03) (172.56) (371.41) (132.35)
Interest and processing fees paid (586.60) (601.27) (620.58) (629.69) (444.58) (505.73)
Share issue expenses - (10.49) (43.54) (21.68) -
Net cash (used in)/generated from financing
activities (C) (1811.56) (1118.31) (712.61) 761.27 (193.24) (1059.66)
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Particulars (Rs in millions) For the year ended 31 March
2015 2014 2013 2012 2011 2010
Net increase / (decrease) in cash and cash
equivalents (A + B + C) 15.26 3.66 18.82 (2.64) (31.98) (59.68)
Cash and cash equivalents at the beginning of
the period /year 150.41 146.75 127.93 130.57 162.55 222.23
Cash and cash equivalents at the end of the
period / year 165.68 150.41 146.75 127.93 130.57 162.55
Cash and cash equivalents comprise:
Cash on hand 46.21 36.62 37.69 35.97 23.57 23.41
Cheques / drafts on hand/ in transit 4.18 5.70 8.73 10.12 9.85
Balances with banks
- in current accounts 117.10 107.24 82.08 75.26 91.65 128.17
- in deposit accounts (with maturity upto 3
months) 2.12 0.50 18.88 6.43 3.74 0.62
Cash in transit 0.24 1.87 2.40 1.54 1.49 0.50
Cash and cash equivalents as per note 17 to
the financial statements 165.68 150.41 146.75 127.93 130.57 162.55
0.00 0.00 0.00 0.00 0.00
Restricted Cash
Fixed deposits pledged with banks 2.12 0.50 18.88 6.43 3.74 0.62
Notes:
1] The above Cash Flow Statements have been prepared under the 'Indirect Method' as set out in Accounting Standard 3 "Cash
Flow Statements" notified under the Companies (Accounting Standards) Rules 2006 read with Rule 7 of the Companies
(Accounts) Rules 2014.
2] Figures in brackets represent outflows.
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• Expand pan-India network for the goods transportation business
• Focus on northern central and eastern regions of India for
expansion
• Expand fleet of trucks
Increase goods transportation network and fleet size
Enhance network of transshipment hubs
• Scale-up operations at existing transshipment hubs through :
-- Mechanized freight handling equipment
-- Expansion of maintenance facilities
-- Setting up fuel stations
-- Improvement in the overall work environment
• Expand proportion of owned transshipment hubs
Improve operational efficiencies through technology
enhancements•Enhance in-house technology capabilities to:
--Effectively manage pan-India operations
--Maintain strict operational and fiscal Controls
--Enhance customer service levels
-- Preventive and predictive maintenance of vehicles through software
development and improvement in software as required
Consolidation of bus operations
• Focus on improving margins
-- Optimal route planning-
-- Maximizing occupancy levels through direct marketing and
commission agents
• Proposed Transport Bill to :
-- Simplify registration process through a unified vehicle registration
system
-- Simplify system of vehicular and transport permits
-- Reduce inter-state transportation costs
Focus on higher margin parcel delivery services
• Focus on increasing market share in parcel delivery
Business
-- relatively superior margins
-- diversified customer base
• Reliance on owned vehicles
-- target higher margins by ensuring optimal load
factors
-- premium rates for remote locations
• Focus on small and medium sized enterprises
--relatively diversified attractive and under-served
customer segment
Enhance operational controls to ensure timely
delivery and quality services
• Key growth factors – timely delivery and quality
service
• Profitability - stringent and integrated management
control systems to optimize freight mix and maximize
load factors
• Operational efficiency -
measures such as deploying multiple drivers over long
distances
• Security - close circuit cameras on passenger buses
• Employees - industry best practices and training
•Proposed GST bill expected to remove the current multiple taxation and bring supply chain efficiencies
THANKING YOU
For further discussions/queries Please contact :
Sunil Nalavadi
Chief Financial Officer
+91 93425 59298
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