&w=3840&q=100)
Tata Steel Q1 results: Net profit jumps 116.51% to ₹2,077.68 crore
Total revenue on a consolidated basis in Q1FY26 was ₹53,178.12 crore, down 2.91 per cent Y-o-Y. Both revenue and net profit came in ahead of Bloomberg consensus estimate at ₹51,409 crore and 1,786 crore, respectively.
Sequentially, revenue was down 5.41 per cent and net profit up 59.72 per cent.
Commenting on the company's performance, T V Narendran, managing director and chief executive officer (MD&CEO), said: 'Tata Steel has demonstrated robust profitability across geographies despite volatile global macro conditions and heightened uncertainty. The strong improvement in our Q1 performance on Q-o-Q (quarter-on-quarter) as well as Y-o-Y basis was driven by an increase in our net steel realisations and the planned cost takeouts.'
Domestic operations
Tata Steel India reported a turnover of ₹31,137 crore in Q1FY26 compared to ₹33,195 crore in Q1FY25. Reported profit after tax (PAT) was at ₹3,454 crore as against ₹3,337 crore in the year-ago period.
Quarterly production and deliveries in India were affected by maintenance shutdowns in Jamshedpur and Neelachal Ispat Nigam Limited. The company expects these to normalise in the coming quarters.
'In India, our large distribution network with 25,000+ dealers & distributors and our focus on delivering customer requirements helped us in selling higher value-added products, and in creating value from the new facilities we commissioned,' Narendran said.
Tata Steel's 5 million tonnes per annum (mtpa) blast furnace at Kalinganagar was ramping up well, the company said. It has commissioned one of the two continuous galvanising lines in the 2.2 mtpa CRM (cold rolling mill) complex.
In Ludhiana, construction for the electric arc furnace (EAF) was underway. In the UK, the official start of construction for the EAF was marked by a groundbreaking ceremony on July 14.
Tata Steel's capital expenditure (capex) during the quarter stood at ₹3,829 crore.
Tata Steel Europe
In the UK, revenues were at 536 million pound for the quarter. Ebitda loss at 41 million pound narrowed from a loss of 80 million pound in Q4FY25. Deliveries at 0.60 mt were marginally lower on subdued demand.
Ebitda stands for earnings before interest, taxes, depreciation and amortisation.
Revenues from the Netherlands operations were at 1,519 million euro for the quarter while Ebitda was 64 million euro. The Ebitda in Q4FY25 had stood at 14 million euro. Liquid steel production was 1.70 mt and deliveries were 1.50 mt.
On decarbonisation in the Netherlands, Tata Steel said in its results disclosure that intense discussions between the management and the Netherlands government are ongoing with relation to a "tailor-made approach" for support to address the reduction of carbon emissions and environmental concerns of the local community and authorities.
Tata Steel expects the Dutch government to provide a certain level of financial support, which is the subject of discussions between the company, Tata Steel Netherlands, and the government there.
Cost transformation programme
Koushik Chatterjee, executive director and chief financial officer (ED&CFO), said: 'Tata Steel has delivered resilient performance and sequentially improved margins by around 200 basis points (bps) despite challenging demand and uncertainty on trade tariffs.'
He also said that the cost transformation programme, focused on multiple levers — including operating KPIs (key performance indicators), supply chain, and procurement — had delivered around ₹2,900 crore during the quarter. 'We remain focused on cost optimisation, operational improvements, and working capital management to maximise cashflows,' Chatterjee said.
As of June 30, 2025, net debt stood at ₹84,835 crore and group liquidity at ₹43,578 crore, with cash and cash equivalents of ₹14,118 crore.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Mint
2 hours ago
- Mint
Codelco Finds Human Remains in Blow to Chile Mine Rescue Efforts
(Bloomberg) -- Codelco found human remains during its efforts to reach five workers trapped underground in a central Chilean copper mine, dealing a blow to the state-controlled company's rescue efforts. Just hours after telling reporters that there was a chance the workers would be found safe in a collapsed tunnel at the El Teniente mine, a Codelco official said authorities and families of the trapped workers had been informed of the discovery of remains that haven't yet been identified. 'This discovery fills us with sadness, but it also shows us that we are in the right place, that the strategy followed led us to them,' said Andrés Music, who heads the operations for the mine, which is located south of Santiago. 'We will continue working with all our strength and hope but now with greater caution, which could mean that progress will be slower,' he said about the rescue efforts. The world's biggest copper supplier halted production at the site after a collapse attributed to seismic activity on Thursday trapped workers in a new section of the mine, called Andesita. One person had been confirmed dead and nine others were injured in the incident, the latest setback for Codelco's efforts to recover from a years-long output slump. A 100-person team — including some of those who helped rescue 33 workers trapped in another Chilean mine in 2010 — has been working on the El Teniente rescue effort. Days after celebrating the US government's decision to spare its copper from hefty tariffs, Codelco is reeling from the deadly incident and facing renewed doubts about its ability to meet its production target. El Teniente is crucial for Codelco's aim to return to pre-pandemic production levels of about 1.7 million tons (1.5 million metric tons) a year from about 1.4 million tons currently. Codelco delayed reporting its quarterly results, including annual production guidance, on Friday as it deals with the accident. When production can resume at the mine will depend on the outcome of an investigation into the collapse, how much reinforcement of infrastructure is required and whether mining method adjustments are needed. Mines in Chile are designed to withstand much stronger seismic activity than the 4.2-magnitude event that caused the collapse. More stories like this are available on


Hindustan Times
13 hours ago
- Hindustan Times
Once a retail empire, Carrefour struggles to win back investors
(Bloomberg) -- Carrefour SA pioneered hypermarkets in France and sold the brand around the world in an ambitious expansion that started more than five decades ago, reaching a market value that was once higher than that of luxury-goods empire LVMH. French retailer Carrefour's fortunes have waned as the chain struggles to compete in its cut-throat home market and it retreats from overseas. (Representational photo) = (pexels) Since then, Carrefour's fortunes have waned as the chain struggles to compete in its cut-throat home market and it retreats from overseas. Its business is worth a fraction of LVMH's, the current global flag-bearer for French business, and Chairman and Chief Executive Officer Alexandre Bompard is struggling to convince investors that he can propel it through a transformation. Carrefour shares hit a 32-year low in June after JPMorgan Chase & Co. placed the stock on negative catalyst watch and downgraded its estimates. Bompard responded by offloading flagging operations in Italy, and a better-than-expected sales print contributed to an uptick in shares. But that was quickly replaced by concerns over the grocer's future after years of stagnating profits. Investors are still asking the same question of Bompard from when he took the helm eight years ago - can he spur growth at Carrefour, when many previous CEOs have failed? Plenty of observers bet he can't. Carrefour is among the most-shorted grocery chains in Europe, with shares out on loan at 6% of the free float as of July 24, according to data from S&P Global Market Intelligence. The stock is still down about 10% this year, and in the last two decades it's the only major European grocer to provide a negative return. 'We are far from assuming this turnaround with the trends we see and in the context of the mixed track record of the company,' JPMorgan analyst Borja Olcese said in a note after the earnings last week. Despite the poor share performance, Bompard, who answers to shareholders including the billionaire Moulin family heirs and the descendants of late Brazilian businessman Abilio Diniz, is sticking around with the board intending to renew his mandate next year. Global Footprint Carrefour Chief Financial Officer Matthieu Malige said a strategic review still has plenty of scope and the company isn't ruling out selling its Polish business, which some analysts say is loss-making. 'There are many situations including the one in Poland that are being reviewed,' he said in an interview this week. The sale in Italy confirmed how little value was left in Carrefour's fifth biggest market, with the grocer paying the new owner, Italian food company NewPrinces SpA, €240 million ($277 million) to take it off its hands. Carrefour's expansion since the 1970s left it with a footprint in more than 40 countries, many of them underperforming. Part of the company's challenges lies in its dependence on the hypermarkets that sell everything from fresh fruit to clothes and washing machines at a time when shoppers prefer online purchases, especially for non-food items. Home and electrical products account for about 10% of sales, while for French rival Leclerc the category is 5% and for British supermarket J Sainsbury Plc it's 3%, according to a Bernstein report. Last year Carrefour acquired 55 more hypermarkets, raising concerns for some analysts about Bompard's strategy. 'They still need to fix the core basics of being a food retailer in terms of price and format and product,' said William Woods, an analyst at Bernstein. Challenges at Home France is particularly difficult to operate in as the majority of food retailers are private or cooperatives, which aren't bound by the same shareholder expectations. 'You're fighting against independent players who are playing a totally different game, can make it with smaller margins and have different ways to make a living, such as as renting part of their real estate into malls,' said Gilles Guibout, head of European equities at AXA IM. Unlike other countries, the French government polices relationships with suppliers to ensure prices are kept low for consumers while pushing retailers to pay more to farmers. Other major grocers have boosted their business through online delivery but Carrefour has been slower to this trend. It also doesn't have a tight operating model to allow it to compete aggressively on price with the likes of market leader Leclerc, according to analysts. Still, the picture is looking brighter as consumers recover from a period of hyperinflation and restore their purchasing power, Carrefour's Malige said. Profitability is increasing, online delivery is rapidly growing and a strategy to switch hypermarkets into a franchise model is bearing fruit, he added. Regional Deals Carrefour recently entered a buying alliance with France's fourth-biggest grocer, Cooperative U, to cut costs in Europe, but it's unclear how effective this will be after similar deals including with UK's Tesco Plc were shortlived. Meanwhile, failed mergers have been a thorn in the side of Bompard. The French government effectively blocked a $20 billion takeover proposal by Canadian retailer Alimentation Couche-Tard Inc. in 2021. Rival French grocer Auchan considered a potential offer multiple times, though a deal has never materialized. Bernard Arnault, the billionaire CEO of LVMH Moët Hennessy Louis Vuitton SE, sold off his remaining 5.7% stake in Carrefour after the Couche-Tard talks collapsed. It was an embarrassment for Arnault who sold at a €16 per share level after taking a holding in 2007, when prices were around €47 a share. Shrinking Value Carrefour's market value has shrunk to around €9 billion, which is less than the deal it struck to takeover rival Promodes in 1999 when it was in peak expansion mode among the world's largest retailers. As recently as 2009, Carrefour was just as valuable as LVMH, but the luxury giant now is worth €231 billion. Despite the board's backing for Bompard, some investors are voicing discontent. Activist Whitelight held a short position in the grocer last year but is now long, betting on a new takeover. 'What we need is a turnaround CEO who can really focus on raising the profitability of supermarkets' and 'take a look, asset by asset, on the hypermarkets,' said Kevin Romanteau, Whitelight Capital's founder. --With assistance from Lisa Pham, James Cone and Tara Patel. More stories like this are available on ©2025 Bloomberg L.P.
&w=3840&q=100)

Business Standard
16 hours ago
- Business Standard
New Zealand to charge foreign tourists up to NZ$40 at popular sites
The country's pristine national parks and great walks are "truly special to New Zealanders" and foreigners should pay a fee at high traffic sites, Prime Minister Christopher Luxon said in a speech Bloomberg New Zealand will begin charging foreign tourists up to NZ$40 ($24) to visit its most popular tourist destinations such as Milford Track and Mount Cook as the government seeks ways to help spur economic growth. The country's pristine national parks and great walks are 'truly special to New Zealanders' and foreigners should pay a fee at high traffic sites, Prime Minister Christopher Luxon said in a speech Saturday. The NZ$62 million in annual revenue generated will be re-invested into those locations, he said. 'I have heard many times from friends visiting from overseas their shock that they can visit some of the most beautiful places in the world for free,' Luxon said. 'It's only fair that at these special locations, foreign visitors make an additional contribution of between NZ$20 and NZ$40 per person.' New Zealand has earmarked tourism as a key avenue to generate economic growth as the nation's recovery from a recession last year gathers pace. The government from November will replace a costly transit visa for Chinese travelers in a bid to attract visitors. The government will initially consider introducing the fee at Cathedral Cove, Tongariro Crossing, Milford Track and Mount Cook, sites where foreigners often make up 80 per cent of visitors, Luxon said. 'At the same time, there will be no charge for New Zealanders to access the conservation estate,' he said. 'It's our collective inheritance and Kiwis shouldn't have to pay to see it.'