Thank you, Julius. First and foremost, our apologies.

The line got disconnected at the time when the transfer was taking place. First and foremost, good evening everyone, and thank you for joining us on our first ever earnings call after changing the company's name to SPR Auto Technologies Limited.

We sincerely thank all of you who are present here today and for your continued support throughout the year. FY26 was truly a landmark year for SPR Auto Technologies Limited.

Our performance in FY26 was exceptional, with record consolidated total income of ₹4,571 crores, growing by 25% year-over-year, and highest-ever EBITDA at ₹989 crores, growing by around 18% year-over-year. This strong financial performance was driven by the company's strategic endeavors and reflect the strength of our business model, the resilience of our core operations, and the benefits of our continued focus on execution.

All the strategic initiatives that the company has taken in the past few years are yielding good results on a sustainable basis. This growth was also well supported by a strong recovery in automotive demand, especially in the second half of the year, reflecting the industry's highest sales across all segments despite the geopolitical tensions in the tail end of the year.

This momentum was supported by favorable macroeconomic factors domestically, including the introduction of GST 2.0, income tax reforms, and reduced financing costs. During the year, we have achieved several key milestones that have significantly strengthened our leadership position in the auto component industry and further added to the foundation of sustained growth.

Our transition to SPR Auto Technologies Limited marks a significant milestone in our journey towards becoming a multi-product, multi-domain auto component supplier in the industry. This new identity reflects our broader strategic vision to build a future-ready, technology-led business franchise.

As the mobility ecosystem evolves, we remain focused on strengthening our core businesses while selectively expanding into adjacent and technology-led opportunities that support sustainable long-term growth. A highlight of the year was our strategic expansion into the automotive interiors and lighting segment through the successful acquisition of three Indian entities of the Grupo Antolin.

This acquisition not only diversifies our portfolio, but also enhances our capabilities in high-growth, technology-driven areas. The acquired businesses have already demonstrated strong performance, validating the strategic rationale behind this acquisition.

In addition to this, we acquired Karner Intertech at the beginning of the year to strengthen our tool manufacturing capabilities, thereby supporting the growth programs within the group. We are actively integrating these businesses with our existing processes to unlock synergies and operational efficiencies that will drive further value creation.

We remain committed to continuing our investments to grow and diversify into a multi-product domain. Our strategy is to build a broad-based automotive technology platform that spans various product lines and powertrain technologies.

This diversification positions us to capture emerging opportunities across the evolving mobility landscape. During the year, we have invested close to ₹200 crores in capacity expansion across various business lines, reinforcing our commitment to scaling our operations and meeting the growing market demands.

Further, to take care of increasing demand from our customers, SPR Takahata is in the process of setting up a new manufacturing facility at Neemrana, and SPR TGPPL is also increasing its capacities at its Noida plant. We have also started the Phase 3 expansion at our SEL Pithampur plant, apart from the capacity expansion being done at Ghaziabad and Pathredi.

The commissioning of the Sunbeam acquired assets are also progressing well, thereby improving our capacity on pistons. All these capacity expansions will only help us in further strengthening our position with our customers and also meeting their requirements in a seamless manner.

All our businesses—the legacy business, interior and lighting solutions, the high-precision injection-molded parts, and EV motors and controllers—are performing well and are steadily improving in terms of profitability. This reflects our focus on operational excellence, cost optimization, and value creation across the portfolio.

Notably, powertrain-agnostic businesses contributed around 35% of our consolidated total income during the quarter, underscoring our diversified and future-ready portfolio. Furthermore, on account of our multi-market and multi-product presence, nearly 60% of our business is now not directly impacted by powertrain impacts.

This is an important development for us because it reflects the success of our diversification strategy and the strength of our multi-technology approach. We are confident that this positive trajectory will continue as we leverage our strengths and scale our operations.

There are significant opportunities for synergies across the group, and we are leveraging each other's strength to enhance the efficiency, innovation, and market reach. This collaborative approach is a key driver of our integrated growth strategy and will unlock further value for the company and its stakeholders.

To further support our growth ambitions, we continue to invest in newer technologies and capacity expansions. These investments are critical to maintaining our competitive edge and meeting the increasing demand for advanced automotive components and solutions.

Our commitment to innovation and capacity building remains unwavering. We are also focusing on developing newer product lines across all our businesses.

This proactive approach ensures that we stay ahead of the market trends and customer requirements, and thereby enabling us to offer very differentiated and future-ready solutions. At SPR Auto Technologies, sustainability is integral to our long-term growth strategy and to the manner in which we create enduring value for all our stakeholders.

The company's ESG journey continues to gain strong external validation. We have invested proactively in renewable energy through solar power, reinforcing our commitment to reducing environmental impact.

During the year, our climate and water disclosures were awarded a CDP B rating for 2025, and our greenhouse gas emissions were independently assured in line with ISO 14064, underscoring the credibility of our sustainability data. We also achieved a bronze medal from EcoVadis, reflecting an improvement in our sustainability ranking and positioning us among the top 25% globally.

We also received the ESG rating of 2, the highest rating in India from Dun & Bradstreet, which also recognized us among the top ESG-performing companies. Further strengthening our credentials, we are TUV certified, received the Excellence in ESG Award, Gold Award 2025 from ACMA, and were recognized by CII for significant achievement in corporate sustainability.

Taken together, these milestones clearly demonstrate that the company is taking the right, consistent, and well-governed steps towards long-term sustainable value creation. We also remain committed to rewarding our shareholders.

In addition to the interim dividend of ₹5 per share already paid in February 2026, the board has recommended a final dividend of ₹5 per share, subject to shareholders' approval in ensuing AGM. This reflects our confidence in the company's strong financial position and our commitment to delivering the shareholder value.

Looking ahead, we will continue to pursue a disciplined execution, strategic investments, and a sharper operational focus. We are confident that SPR Auto Technologies Limited is now well-positioned to capitalize on the next phase of growth in the automotive ecosystem, delivering value to our stakeholders and driving innovation in the industry.

Thank you once again for your continued support, and I look forward to answering your questions. I now request the moderator to open the floor for questions.

Thank you once again.

Yeah. Good evening and thank you for the opportunity, [KK sir?]

. Congrats on great set of numbers.

Two questions. First, on the subsidiary side of things.

Just on Antolin, would be keen to understand the details on the current product mix between headliners and other ambient lighting products, and also would you like to call out revenue and margins for the three major subsidiaries, Antolin, TGPPL, and Takahata for the quarter?

Yeah. Hi, Ram.

Basically, as you are aware, we acquired them on 8th of Jan and then post that for one quarter we have already seen the results. Results have been quite encouraging.

I have personally visited to all the customers along with their teams and we have got excellent contacts with all the customers and we have been working on various programs for the customers. Basically, as you know that we are into headliners, we are into plastic trims, we are into door pads, we are into sunvisors, and also we also supply all the lighting solutions, the interior lighting as well as touch panels.

We don't normally give the mix amongst these product portfolios that we have in Antolin, but we can say that we are well represented in almost all the companies that you can think of in the country, and we are representing them for all the product lines. I'm happy to state that the new programs that they are presently working on for all the new models that the customers are looking at looks also very exciting and healthy.

Sure. Thanks, sir.

Probably would you want to call out what would be the revenue and margin for the three subsidiaries in the fourth quarter? Antolin, TGPPL, and Takahata, just broad numbers.

Margins of the individual entities?

Yes, sir, if that would be possible.

Normally, we don't give that break-up, but I can tell you that it is in the high 20s and certainly amongst all the companies we have, we are having similar kind of benchmarks in terms of the targets for our overall profitability targets. I am happy to state that post our takeover, even Antolin has started showing some good improvements and we are confident that we will improve the margins, and this will all come from various synergies that we are planning within the group.

We expect that with all the actions that we are taking, the group profitability will be maintained at more or less the kind of levels that the standalone parent company is maintaining.

Got it, sir. Thank you, that's very helpful.

The second question was on the standalone operations. Could you give us probably a broad mix between the PV, CVs, two-wheelers, and non-autos?

Would you like to call out any special areas of growth in the next couple of years, in the standalone business, where we see traction from here on?

Yeah. Legacy business also has done exceedingly well last year.

As there was a fantastic growth post the GST 2.0 that was announced sometime in October, and post that, we have actually had a very healthy domestic requirement coming from almost all our customers. Overall growth has been in the region of around 10 11%, and if you really see, the growth has come across all segments, whether it is two-wheelers, three-wheelers, tractors, even standalone gensets, and also all the commercial vehicles.

Frankly, it has been a very healthy growth story. Normally, otherwise, we do have a mix of one segment going down and the other segment doing well, but luckily, this time, all the segments have actually fired on all guns.

That has really helped us to improve our sales on the OE side.

Got it. With respect to outlook over the next two years, sir, any special areas of growth you'd want to call out?

Yeah. Basically, we observe that almost all our customers are working on multiple hybrid platforms, and we are present with them in multiple programs where we are supporting them for completely redesigning the engine because for a hybrid, the engine is redesigned completely.

In many cases, it is with turbocharger, and some without turbocharger applications, and all that requires different kinds of solutions. We are happy to state that we are working on programs which are going to see the light of the day maybe in 2029, 2030.

As I see it, we have a very healthy pipeline.

Got it, sir. Thank you for answering my questions.

Thank you.

Thanks a lot, Ram.

Yeah. Thank you for the opportunity, and congratulations for the new identity.

Sir, a couple of questions. One, in terms of the outlook, you mentioned that it is quite healthy.

Can we discuss about any potential impacts of commodity or FX, or maybe energy cost going up, and probably even labor shortages that has been happening in the industry? Would that have an impact in terms of our performance over the next few quarters?

Yeah. As is known in the industry now, with the current geopolitical situations existing in the Middle East, there is an impact on commodities.

Commodity prices have been rising up right from the last quarter, and we have seen that aluminum prices have gone as high as almost 40% higher than the base rate that was existing at that point in time. Most of the other areas also, commodities have increased, whether it's elements or whatever is used for alloying on the aluminum side.

Then on the energy also, we see a situation where the energy prices have been maintained in the country, and we hope that it will continue to be maintained. We did have some issues with regards to LPG supplies and other things, which has been normalized at this stage now.

We do not see any major issue coming out of the energy side. As far as labor is concerned, we did have the impacts coming out of the labor issue that started in Noida and in Haryana, and then post that.

However, we are happy to state that our organization was not affected by that, and we were able to maintain because we have always been paying much higher than the minimum wages. From that standpoint, we did not have any issue with the labor.

Overall, I would say that commodity prices did have an impact, but we are back-to-back covered from our commodity standpoint with our customers because 100% of the commodity changes are backed up by the customers, and we go back to our customers and claim. Of course, we do have a gap of a quarter's delay that happens because of the formula that we normally use, because in the pipeline, we expect all the stocks and other things to remain, and there is always that small gap that is always there.

Understood. By and large, energy and labor's not a major issue, and commodity, even though it has gone up, but it's a pass-through for us as per the arrangements that we have with the OEMs.

That's right.

Okay. Also in terms of expansion, you mentioned most of your businesses are going through expansion, be it Takahata or TGPPL.

Can you elaborate in terms of what would be the extent of expansion that we're doing? Is it like we're adding 30% or 50% of the revenue potential that we have as of now?

That would be quite helpful.

Yeah. Individual businesses have the individual needs, for example, you might have heard that in two-wheelers, the anti-skid braking system has become a necessity, as a result of which, there is a renewed demand in terms of technology from the brake manufacturers who are actually providing this kind of systems where a new item has to be injection-molded with a very, very specific technology.

This new businesses have been won by our plastics division, and similarly, there are many such small components which have to be developed primarily because of the change in technology that is required by our customers. We have been lucky enough to say that we have got recognized by our customers for the technology footprint that we bring to the table and that we are able to support their requirements very seamlessly.

That's point number one. Now, from our legacy business, I already explained in the previous question that we are working on multiple programs for hybrids as well as there are also a lot of requirements with regards to some of the engine change that is happening because of the customers having realized that all this powertrain technology will coexist for some time.

Because of that, there is a renewed focus on increased supplies and increased solutions, which we are providing to our customers. Thirdly, from our interiors business, I think there are multiple programs on which we are working, including also we are trying to bring in some new technologies on the table to the customers, and a lot of discussions going on on those fronts.

In our business for the plastic injection molding, we are now almost decided that we'll have to go in for an expansion in Takahata Neemrana factory, where we'll be putting up another Phase 3 expansion that we have to plan, primarily to meet the increased demands for plastic precision injection products. These are the number of activities that are going on, and I think it's a very exciting time ahead.

Just lastly, in terms of Antolin, would you like to give any number in terms of the margin aspiration over the next, let's say, two, three years? What kind of margins that we can aspire for?

I think I mentioned it in the previous question that I expect all my businesses to be performing if not the same, but if not better, but at least close to our margins that we perform in the standalone company. Though it's not possible to reach that kind of a level overnight, but we are working on a number of synergies and possibilities to see if we are able to come to those levels of this thing.

I hope you are able to help me? Sir,

yeah. This aspiration is obviously individual businesses moving towards standalone profitability.

I thought the overall subsidiary performance moving towards standalone.

All the subsidiaries are performing well. Our other subsidiaries are already at those levels, except motors, controllers, and the interiors business.

Motors, controllers is a new startup, as you already know, but even then, that organization standalone has been now EBITDA positive and is really growing very well.

That's it from my side. Thank you, and all the best.

Thanks a lot, Chirag.

Yeah. Thank you for the opportunity.

For the Antolin business, can you quantify how much were the three entities on a combined basis prior to your acquisition paying royalty or technical fees to their parent, and also what are we paying any such fees to get access to the technology post the acquisition?

Gokul. I think I answered this question in the previous call, but we are more or less, as I said, on the technology side, we have signed a TLA, TCA, as we call it, Technology Agreement, which is giving us a seamless access to all the technologies that are there within the Antolin for a nominal royalty payment that we'll be paying.

Otherwise, most of the technologies are available to us from a standpoint of the usage with the customers and very clearly for the identified area of India. From a requirement of an EBITDA standpoint, as you already know, they were in the late 10s, or let me put it this way, between 9 or 10% EBITDA, which we are expecting it to start improving once we bring in all the synergy activities that we are bringing in.

We already see the improvement in the first quarter, and it has started becoming to very healthy levels. Thank you.

Is this what we're paying is lower than what the Antolin had in the previous avatar paying to their parent?

Those details we don't give normally, but it is in line with whatever is there in the market requirements in terms of normal technology fees that we pay for all the others. We have got five technology partners, as and with all of them, whatever kind of technology fees we pay is more or less in line with that.

Okay. Secondly, just on the capital allocation, KK sir, if you could just elaborate the reason for doing a QIP, because I understand that your net debt is around ₹750-odd crores or so, but that is around 0.25 net debt-equity, which is not much.

What was the reason for raising ₹1,000 crores, or plans to raise ₹1,000 crores through a QIP mode?

Yeah. The QIP is not being raised for repaying the loan.

That's not our this thing. As we are already operating on a low debt-equity ratio, but we are still hungry to grow our business, and we are still hungry to look at other options.

There are some interesting options available that we are working on. Nothing has been formalized.

For growth in both the areas of in our internal growth as well as all the other growth through acquisitions, we will continue to be hungry and looking out for options. That is why it is necessary for us to look at options of raising funds.

That is very clear, sir. Thank you so much and all the best.

Thanks a lot.

Hi, sir. Congratulations on strong performance and the sharp turnaround in the Antolin business within the first quarter of acquisition.

Radha, I'm not able to hear you. Can you speak a little loudly, please?

Is it better now?

It's better.

Yes, sir. My first question is, sir, headliners contribute the largest portion of revenue for Antolin India, where the company along with Krishna Maruti is already holding a very large 75% market share.

Given the high market share and limited aftermarket and export opportunity in this segment, what do you see as the key growth driver for the industry outperformance going forward? Would the focus be more on scaling up other product categories within Antolin, or is there a play on premiumization, or any other growth plans which you can highlight for the same?

Yeah. Radha, actually, what happens is in Antolin, headliners classically have been the leading product, as you rightly said, but over a period of time now, we have a good mix of headliners, plastic trims, plastic components, door trims, and also interior lightings along with sunvisors.

We have a fairly good mix amongst all the product lines, and I must say that the growth is coming across all segments with our customers. Luckily for this, headliner also is an animal which actually continuously undergoes change as the vehicle changes.

Any new model, it has to have a different headliner, and for any kind of different applications with sunroof, without sunroof, etc., also the headliners keeps changing. As a result, the number of variants and number of requirements also goes up with every new model.

We are working on a number of new platforms, and it's a very busy time as far as Antolin is concerned in terms of the newer growth into multiple models across the country. There is going to be continuous growth, and we expect that we will continue to grow on all the product lines that we have within Antolin.

All right, sir. That's good to hear.

Second question is, sir, in previous calls, you had highlighted that the total addressable market for the automotive segment of TGPPL and Takahata business is somewhere about ₹3,500 crores, wherein you had highlighted that the company is aiming to reach 20 to 30% market share. What are the levers for gaining market share in this competitive business?

Secondly, by expanding your presence in industrial and medical components, how will this ₹3,500 crores TAM increase, and how much market share are you expecting in this non-automotive segment?

Yeah. Basically, what happens is this precision auto component industry is also undergoing a lot of change, and people realize that there's a huge amount of technology that is required for some of the newer areas, like I just said in the previous question, that for the two-wheeler, just for the anti-skid braking system, we have specific components which goes into the anti-skid braking system, which requires a very, very different kind of molding technology and very high-precision technology.

This again is a new business that we have won, and it has really helped us to put in our new investments that we are planning to put in Takahata. Similarly, even in TGPPL, we are working on new areas as far as precision injection molding is concerned.

The market is continuing to evolve. It's not that the market is going to remain static at ₹3,500.

My own impression is that this market will continue to evolve as newer technologies are demanded by the customers, and precision injection molding components are the ones which get immediately affected in terms of their requirements. As a result, I think with the various programs that we are working on, we already see that we are either improving market share or improving the volumes.

As a result, we have to continue to put in investments to grow there. We'll continue in our plastics division that way.

Going forward, coming to the newer areas of business that we have within the plastics portfolio, also we see a lot of possibilities for us to supply within the group. For example, there's a lot of plastics requirement by Antolin, which can be supplied from our plastics division, other plastics division.

There will be a lot of synergy that we see between the various companies, and this will really help us to grow the business equally across all the segments within the plastics group.

Understood, sir. Sir, last question is, Antolin already operates as a tier-1 system integrator.

Now, along with TGPPL and Takahata, is there a scope to further deepen this integration by combining complementary product capabilities into larger interior solutions for OEMs? Can this become a key differentiator or a USP for the company, and hence margin drivers going forward?

No,

within Antolin itself, this capability exists today, even within Antolin India. We call it more as SPR Auto Interior Solutions now.

Within this SPR Auto Interior Solutions, we are finding that there are multiple possibilities for us to combine not only headliners, but along with headliners, a lot of other ancillary components that needs to be delivered to the customer. In fact, for many of the customers, we give a very integrated solution with all the assemblies done.

There is a lot of possibilities for us to do it for many other customers, and we are working on it continuously.

Understood, sir. Thanks and all the best to the team.

Thanks, Radha. Thank you.

Thank you for the opportunity, sir, and congratulations for a good set of numbers. Sir, just wanted to ask on QIP of funds.

Promoter will be participating in the QIP, and what is the minimum stake which promoter would like to continue in the company?

In QIPs, promoters cannot participate, very clearly, they will not be participating. That is fine.

Whatever we want to raise, I think, should be possible for us to raise for them. They go by the business needs, and they are completely supportive of growing the business.

Is there any minimum stake that company promoter would like to have at least in the company, or something like that?

Not that I know of, nothing that has been specified.

Okay. Thank you.

I'll join back in the queue.

Thanks, Pritesh.

Good afternoon, sir. Congratulations on a good set of numbers.

Just wanted to ask, when do we plan to repay the debt we've taken for the Antolin acquisition? If you could also answer what specific segments are looking to break into for M&As?

Details would be helpful.

What is the second part of the question? I didn't hear it properly.

Basically, what other segments of auto components we plan to break into for M&A? If we want to acquire companies,

acquisitions, okay.

Which kind of sectors, yeah.

Yeah. As far as the NCDs are concerned, we have two time frames.

One is for 18 months and the one ₹500 crores is for 18 months, and ₹500 crores is for 24 months. We plan to repay it on time, there is no such ideas of prepaying it.

Whatever QIPs we are raising, it's all for growth reasons, including into our internal growth as well as by growth by acquisition.

Yes, sir. I just wanted to understand which segments we would want to acquire.

If we want to do more auto component segments, which one would that be?

We are looking at various options. It will be difficult for me to give that at this stage, but most of the options that we are looking at, and you have seen in the past five, six years that we have done acquisitions over the last six years, it has always been with technology and in technology areas, and fairly with a good headroom to grow.

It's primarily with that clear option that wherever we see a good possibility for us to continue our growth aspect, we want to ensure that it is earning accretive for us overall, and based on that, we continue to look at options.

Understood. That's it.

That's all I have. Thank you.

Thanks a lot, Punit.

Yeah. Hi, sir.

This is Ali from Motilal Oswal Mutual Fund. Just following up on the question the previous participant asked you regarding this growth.

You mentioned that expansion QIP that you are doing is for growth. If you could just share some more color in terms of, you mentioned this is for both expansion as well as inorganic, if you can just outline some more details regarding how much you plan to use out of this for organic, how much for inorganic.

Is there something in more advanced stage and you think possibly that this could probably get fructified maybe in the next one year, and any more details you can share related to that?

Yeah. Normally, we don't give these details, Hrushikesh, because obviously you know that we also have huge competitors, and everybody is tracking us.

At this stage, it will be very difficult for me to give these kind of details. Rest assured there are very strong plans, and based on that only we have decided to go in for this QIP.

Otherwise, the kind of generation the company has, and with the kind of debt-equity we are standing, it is not required for us to really raise the QIP.

Got it. This will be entirely for inorganic, right?

Or also this could be used for any organic large expansions?

No, we are looking at both, because overall we have to see. As far as the company still has good amount of funds available and it's the thing.

The net debt is going to be a much lower figure than the ₹1,000 crores that we have taken as debt from NCDs. Even after seeing that, for both organic and inorganic, we need for our future growth, the QIP.

Sure. Second question, sir, is on margin.

You mentioned that while your acquisition targets that you have recently taken are at much lower margin, closer about 10-11%, versus your standalone margin at 20%-plus, and your aim is to get the subsidiaries also closer to your standalone margin. Any roadmap you can give, how much time it should take to achieve those targets?

Is it probably next two, three years, or it could be much longer? What are the levers that you have to improve margins in your subsidiary business?

Yeah. Hrushikesh, it is primarily, it's not that I can give you a clear roadmap on this because we are working on a number of permutation-combinations.

One thing I can tell you that with introduction of newer technologies, with some of the synergies that we're looking at, with a lot of insourcing that we can do for components, there are a lot of possibilities to improve our margins, and we are working on that, and I think the roadmap is quite clear for us in terms of how we want to achieve it. It's going to take some time to clearly lay it out.

A lot of them require customer approvals, we have to get it validated from customers. All this takes a lot of time, we can't exactly give you the timeline, but the direction is quite clear.

Okay. Would this be a three-year plan, sir, or it will be longer?

I expect it to be even lower than three years. My demands are lower than three years, but then we can't say how it will go.

We'll have to look at it, how it comes.

Sir, thanks for the opportunity. My first question is that now that it has been a few months that we have acquired the Antolin entities, can you provide a qualitative assessment of what are the areas in which the parent company can help them?

Will it be better sourcing to improve gross margins, or customer addition,

or [unclear]? I'm really finding it difficult to understand your question because voice is having an echo, and I'm not able to understand the question well.

Is this better? Hello?

No,

Okay. Is this better now?

It's slightly better,

yeah. Okay.

Sir, I was asking that now that it has been few months that we have acquired the Antolin business, can you provide a qualitative assessment of what are the areas in which as a parent company we can help them? Will it be better sourcing to improve gross margin, or cost control, or new customer addition?

Some qualitative perspective will be really helpful.

No, in various areas, in almost all the areas, for example, SPRL is well known in the industry for the last five decades, and it's well recognized, well respected amongst all the customers. We have excellent relationships with all the OEMs, and also with many of the aftermarket component customers.

We can help in various activities with regards to growing their sales. At the same time, looking at helping them on various synergy activities across the group, with regards to since we are in the same line of business, as a auto component supplier, a lot of things that we can do together.

We can also leverage a lot of things from their side because we have an excellent team in Antolin India, and I think that they only add a lot of value to the overall group, and we can leverage that, and we'll be able to really see that we are able to grow together.

Yeah. Thanks.

Sir, from the investor presentation, we saw that the exports have been flat for us since FY24. Can you share some growth perspective for the exports in the coming financial year or over next two, three years?

Yeah. It's no big surprise that exports are really in a tough situation with the Ukraine war continuing, with the kind of situation that exists in the European region, there is hardly any growth, there is in fact degrowth.

In terms of the kind of situation that has now started because of the Middle East war, so, obviously, all this puts a lot of restrictions regards to not only the entire supply chain, but also in the sentimentalities of all our customers with regards to procuring goods from various places. Obviously, there is a lot of issues with regards to the overall export market.

The good part is that even though the markets have become tougher, we have been able to more or less retain our export business at the same level as last year, even though the market actually went down badly. That shows the amount of new areas that we have been able to enter into, the new product lines that we have started, and been able to service newer customers whom we have been able to develop.

This process is continuing, and I think if everything goes well, we should be able to further grow our exports business. It's not that we are going to reduce our exports business.

You can be rest assured that we'll continue to grow that.

Yeah. Thanks.

That's all from my side.

Yeah. Thanks a lot.

Thank you.

Yeah. Sir, you mentioned that we are setting up a new facility at Neemrana and expanding capacity at existing Noida plant.

Overall, sir, across facilities, what is our capex plan for FY27?

Last year, as I said, we've invested almost close to ₹200 crores, which will give some kind of increased businesses which we have already taken from a year in advance, and then all that businesses start getting mature over the next one or two years. All the investments that we have to do in the automotive business is always the maturity comes after maybe two to three years.

We'll continue to invest in those kind of figures with regards to the kind of investments that we have to do over the next two, three years.

Okay. Fair to assume we'll do around ₹200 crores for next two to three years, like every year?

More or less.

Understood. Yeah.

That's helpful. Thank you.

More than more less.

Okay. Okay.

Got it.

Hi, sir. Hope I'm audible.

Divyanshu. We can hear you.

Yeah. A couple of questions.

Right now, you mentioned 60% is, let's say, powertrain-agnostic. Is there a target number for the next two, three years key we want, let's say, the legacy business to reach a certain number?

Frankly, now I am looking at more or less maintaining this kind of a stand because it's a fairly good kind of a mix, and even with this kind of a situation, I think the legacy business is never going to become zero, and neither are we hinting at that. We're looking at, in fact, most of our customers, as I said, will be a last man standing for the ICE product, and across all customers we are seeing continued investments for development of new engines for hybrid requirements.

As a result, we are continuing to, in fact, put more money into the legacy business also as we are putting into the other areas. More or less, this kind of a trend will continue, and I think it's a very good mix that we have now, in terms of even if we just look at growing the aftermarket business as well as the exports business, we have a good, huge runway that is possible for us to do.

It's only that we have to keep on adding capacity. We have to be very careful in the overall capacity enhancement plan that we have across all the companies so that we don't overcommit on one and undercommit on the other.

We are balancing it very well and trying to see how we can continue to have the growth story amongst all our subsidiaries. Right.

Sir, that also means that, let's say, any future acquisitions, even an ICE business acquisition is something that is in play, because otherwise, if we acquire powertrain-agnostic business, then this should ideally come down. Is that a

At least I don't see any immediate plans to acquire any business on the ICE products because we have just recently done the asset deal with Sunbeam,

and

that has actually improved our capacities as far as pistons are concerned. Engine valves and this, we are growing also organically with regards to the further investments, and we continue to invest in those areas.

Got it. Sir, second question is regarding EMF

and MP.

With all of this Middle East tension and, let's say, recent Q3, you said we expect five to seven times ramp-up, are you seeing an accelerated, even more accelerated approvals from clients because of, let's say, people saying that let's buy EV instead of ICE because of fuel prices or availability? The second associated is I was reading that we have some partnership with Lingbo and Greatland, but my understanding these are more two-wheeler and lower power, let's say, capabilities.

Do we have anything planned for four-wheeler EVs?

Greatland and all are for both high-voltage systems. We are operating on low voltage as well as high voltage, less than 300 volts as well as more than 800 volts, up to 800 volts.

We have all the systems that are required on our motor and controller facility. Now, with the new setup that we have in Coimbatore is a state-of-the-art plant, one of the best that you will see in the country.

With all the customers that we are working, we clearly see that most of our customers are now approaching us not only because of the facilities that we have, but also because the technology that we bring on the table, including some of the newer technologies like hairpin winding and all that. We have a lot of possibilities being worked out with our customers at this stage.

Got it. Sir, if I may ask last question, we might run out of time.

If I look at our exports ex of Europe and North America, they have degrown. While I understand Europe, let's say Europe plus one is a wave, but any color that you can give on why South America or Middle East, because Middle East only, let's say, March is when, let's say, all the fightings started, but the fall in revenue has been much higher.

Any color you want to give on the export market? What happened basically there?

No, as I said, the end markets are badly affected in Europe as well as across the Middle East as well as America. It is not that the markets are growing there.

As a result, we do have a small dip in those regions, but if you really see our overall performance has been even better than FY25. We're more or less been able to retain our export volumes.

Yes, we did not have a phenomenal growth, but certainly, with the current market situation that is existing in the Middle East as well as in Europe, and with all the tensions that is there on the supply chain, this is a fantastic number in terms of the overall growth in exports. Got it.

Basically no market share loss.

No. No.

Absolutely nothing.

Got it. Thank you.

Thank you, sir.

Am I audible, sir?

Mr. Sriram.

We can hear you.

Thanks for the opportunity. Sir, in previous calls, you mentioned that the classic piston is a niche segment where an OEM fix with one supplier for one item.

If that is the case, how are we increasing our revenue apart from our existing business? Would a new OEM shift to us, or is it increasing orders from existing customers?

What will drive our revenue in this segment, sir, in the future? Yeah.

I think I answered it in the previous question that was there, Mr. Sriram, that precision injection molding facility is required.

The growth comes more from new technology additions, for example, it has become mandatory now for the anti-skid braking system two-wheelers. This requires a completely different product that has to be designed and planned for most of the Indian OEMs, and it requires a huge amount of investments and the capabilities to be built on technology as well as on volumes.

Both the sides we are investing, and we are seeing that we are able to grow in that area. Precision injection molding, as I said in the previous calls also, we would expect that we want to retain our margins, and we don't want to become a low-margin, high-volume business.

It's going to remain a niche segment, and that is how it's going to contribute to the overall growth of the overall franchise.

Got it. Thanks.

Thank you, Mr. Sriram.

Yeah. Good afternoon, sir.

Sir, my question is on the standalone, the legacy business. Would it be fair to assume that 11, 12% growth would kind of be a matured, or a maximum growth that we can do in this business, given that OEMs are growing at single digit?

Also in Q4, have we lost any market share because lot of OEMs have reported more than 18, 20% kind of sales volumes, if you can highlight on that?

No. As far as the legacy business is concerned, we always believe that we should outgrow the market.

If you really see, the overall market has grown by around anywhere between 6 to 7%, if I do a combined weighted average kind of a growth for all segments of the business, whether it is two-wheeler, four-wheeler, tractors, commercial vehicles, and everything. Against that backdrop, we have grown at around 11%, and we have outgrown the market, we outgrown the business, and we'll continue.

My aim is and my push to the team is always to outgrow the end market. We'll continue to do that as far as the end markets are concerned, as far as the OEMs.

Coming to Quarter 4, as I said, I don't think there has been a lot of volume play that has happened between the two quarters, the quarter of October to December and December to this. While the end markets might have been better for the OEMs, but you have to see it from a overall year perspective because our supply chain actually works on the overall supply chain.

While they have probably done 6 to 7% overall for the year, we have done 11%. That is how you have to see it.

In the quarter, basically, what happens is they did have good volumes in the pipeline in the stocks, which happened at the post end December, and they've continued to sell those volumes, and as a result, they had increased sales for that quarter. For those volumes, we have already supplied in the past quarter.

Okay. Okay.

Sir, a lot is happening on the EV side. Especially with these geopolitical issues, and then recently, the government has notified new CAFE 3 norms, the revised ones, and even Delhi government has banned registration of new ICE vehicles from April 2028.

It's a lot of activities happening on this EV or low-emission side. How do you see the industry panning out after FY28?

With your discussions with the OEMs, would EV penetration start increasing dramatically after 2028, or hybrid would be a better middle ground for them to grow? If you could hazard a guess, say 2030, '31, will the penetration of EVs would be higher or hybrid vehicles would be higher?

Frankly, many of the people still term hybrid vehicles as EV vehicles. Please do not when people say it is EV or it is heading towards EV, if they also include hybrid vehicles in that.

If I look at all the programs that we are working on and all the customer OEMs working on various programs, they continue to work on many of the hybrid programs, and there are newer engines being developed by the customers. I have always been maintaining this, and I again call this off still that we are not as a country, we are not fully geared up to service the overall infrastructural requirements that are there for a full EV kind of a end play, full EV, base EV.

Whereas it is going to be a combination of all powertrains existing. As I said, we'll have powertrains from coming out of CNG, coming out of other biofuels, and also coming out of ethanol blending.

There is a possibility that the ethanol blending may rise from the 20% to maybe 85%. There are various possibilities that are being looked into by the government, which will also which will, in some way of the other, also improve the consumption or reduce the consumption of gasoline and diesel in the country.

Our personal opinion is that there will be multiple powertrains coexisting, and we have to be present in all the powertrains. Luckily for us, we are in the sweet spot that we supply to both ends of the market, whether it is the legacy business or whether it is the new EV business, and we are well-positioned to cater to the demands in both the sides.

From say 2030 perspective, we continue to maintain, even after all this current situations, if I include hybrid as a part EV and part ICE business, we have to look at it from a point of view that the penetration, overall from a number of engines being made and number of electric motors being supplied, and look at the total business, I still think that the EV business will be anywhere between 15 to 17% penetration by 2030, but this will be at a backdrop on a CAGR growth of around 6%. If I look at 6% growth over the next four years, we are looking at a 24, 25% growth in volumes and a penetration of 15%, still I'll be making more ICE engines or ICE-related vehicles, including hybrids, by 2030, 2031.

We still don't see any major issue in those kind of things. We continue to work on all the areas.

I think the most important part would be to see how we can continue to grow the volumes and on all fronts.

Yeah. Hi.

Thank you for the opportunity. Just wanted to ask one question.

It was answered, but according to the new labor laws and the increase in wages, sir, how will there be an increase in the employee cost going forward? I joined the call too late, sorry to repeat the question.

Sure,

sure. Thank you.

Sorry, Mr. Sahil.

I really don't know what happened, but line is getting disconnected, there's some issue. Anyway, we are sorry about that, and please go on.

That's completely fine, sir. Thank you for the opportunity.

Sorry to repeat our question, but I just want to ask, according to new labor laws and the increase in wages, what will be the impact on our employee cost and the productivity across plants, and how will we mitigate these risks going forward?

Yeah. I think I answered this question in the last call that we had based on our last quarter results, but I'll repeat again.

We have had an impact because of the wage code, and as I said, this is an impact which has already been considered in the financials. It's to a tune of, standalone is almost to a tune of around ₹23-odd crores, and consolidated is around ₹27-odd crores, and all of this has been considered in both our consolidated results as well as the standalone results.

Even post that, I think we have maintained a good run rate on our margins.

Understood, sir. Thank you.

All my other questions were answered. Thank you so much.

Thanks.

Yeah. Hi.

Thanks for the opportunity, and congratulations on really good set of numbers in a very challenging environment. Just two questions I have.

One is, if I look at Quarter 4, I understand export has been weak for us, but if I look at the standalone business, any color you can give in terms of how the each segment has done, the domestic OEMs, the aftermarket, the non-auto business, what kind of a growth trend we have seen in Quarter 4 and the year gone by?

Yeah. See, the export business has grown only by around 1, 1.5%, primarily, as you can see, is primarily because of the external environment.

We've not lost any business there. As far as domestic and aftermarket are concerned, both have registered a fairly even kind of a growth of almost close to 10, 11%.

Okay. Got it.

Second question was, you did give some color in terms of the margin trajectory for improvement for the group of Antolin businesses. Would it be right to think that a large part of the improvement would be driven by factors which are internal to us rather than external, either in terms of new product or price revision for customers?

No, I think it is going to be a combination of everything. No, as I said, it's not that we have to work on number of areas.

We have to work on customer approvals, we have to work on so many things based on which we'll be able to improve the margins. There are a lot of actions we've planned, and hopefully, it will all give us positive results.

Got it. Thank you very much and good luck.

Thanks a lot, Viraj.

Hello. Thank you for giving me the opportunity.

Just wanted to understand like you said there is new capacity expansion on the Takahata as well as TGPPL side. What sort of capex are we going to do on that side?

I think I already answered this question that we are putting up a Phase 3 expansion in Takahata on the land that we bought at some point in time, almost, I think, two years back. We're building up a new factory there for manufacturing again a very related products, which is precision plastic injection molding.

Similarly, we are also expanding our facilities in TGPPL, where we are putting up extra facilities for growth areas.

Okay. Can you quantify the capex amount?

Is it possible?

Individual capex, as I said, overall all put together, we are looking at a capex figure which is similar to the kind of figures that we have already invested last year, and going forward also next two, three years, we'll have to continue to do those kind of investments.

Understood. Okay.

On the acquisition side, as in, I wanted to understand what are the minimum sort of return levels we would be targeting in whatever new acquisitions we do, and what sort of peak valuations are we comfortable when we go about going for the acquisition of a company?

I think very clearly, more or less you have to go as per whatever acquisitions we have done in the past. Over the last five years, we have done five acquisitions.

It is more or less you can see the kind of multiples we have given and multiples we have worked on. At the same time, it is important to note that we don't only go by multiples, or by the margins they make today.

We go by the possibility of how we can work together to use the synergies with the group and be able to improve our businesses overall. There are multiple criteria on which we look at.

It's a very, very detailed exercise, and it's not going to be just one-odd valuation or one-odd profitability numbers that will drive this kind of a decision. We also look at a lot in terms of the technology, and we also look at how that technology play will be there in the future, and we do a very detailed exercise on that.

Understood, sir. Those were my questions.

Thank you.

Thanks, Jainam.

Yeah. Once again, thanks for a great set of questions.

I think this been really invigorating, and I would say that if you have any more questions, please do write to us to our secretarial cell, and we will ensure that we answer you specifically with regards to ensuring that you all get satisfied with the answers that we give. With that, I once again, thank you all for joining us today and for asking such valuable questions.

Your engagement has really enhanced our discussions today. We are confident that the company is very well-positioned for the next phase of growth.

This confidence comes from the strength of our teams, the trust of our customers, the support of our partners, and the progress that we have made over the last years, and all the support that we get from all our stakeholders, and including many of you who are there in the call today. We hope all your queries have been answered.

In case of any unanswered questions, please do reach us to our investor relations partner, E&Y, or to our secretarial cell. We'd be very happy to answer your questions.

Thank you once again for joining the call, and look forward to continuing the growth story that we have for SPR Auto Technologies Limited. Thank you so much.