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Mukul Agrawal portfolio stock rallies 7% today; zooms 74% from April low
Shares of Surya Roshni hit a seven-month high of ₹358.10, as they rallied 7 per cent on the BSE in Wednesday's intra-day trade after the company said it obtained orders worth ₹75.40 crore (with GST) from Gujarat Gas Limited (GGL) across GGL locations.
The stock price of the smallcap company was trading at its highest level since November 2024. The market price of Surya Roshni has bounced back 74 per cent from its 52-week low of ₹205.40 touched on April 7, 2025. It had hit a 52-week high of ₹371.30 on October 4, 2024.
Surya Roshni Secures ₹ 75.40 crore order from Gujarat Gas
Surya Roshni in an exchange filing said the company secured a significant order worth ₹75.40 crore from Gujarat Gas Limited for the supply of 3LPE Coated ERW Steel Pipes across GGL locations. The order is expected to be completed within 34 weeks, potentially enhancing the company's revenue and reinforcing its reputation as a reliable supplier in the industry.
Mukul Mahavir Agrawal holds over 1 per cent stake in Surya Roshni
Ace Investor Mukul Mahavir Agrawal held 2.2 million equity shares representing 1.01 per cent stake in Surya Roshni as on March 31, 2025, the shareholding pattern data shows.
As per the latest corporate shareholdings filed, Mukul Agrawal publicly holds stakes in Indo Count Industries, Deepak Fertilisers & Petrochemicals Corporation, Neuland Laboratories, Radico Khaitan, Nuvama Wealth Management, BSE and PTC Industries.
Surya Roshni Business Outlook
Surya Roshni is entering the house wiring cables (HWC) market, driven by demand from 60 per cent of its channel partners. The company anticipates a ₹100 crore revenue in its first year of operations.
As on May 14, 2025, Surya Roshni has an order book of about ₹650 crore in - hand for oil & gas sector, water sector and exports business.
For FY26, Surya Roshni is targeting double-digit value growth in the Lighting and Consumer Durable division, backed by a strong product pipeline, capacity expansion, and increasing traction in premium and aspirational segments.
In the steel pipes and strips business, the company is targeting a minimum sales volume of 1.06 million tons in FY26. This represents a substantial increase from FY25, driven by strong demand in infrastructure, water, and oil and gas sectors, supported by the ramp-up of the company's new spiral production facility in Gwalior and the expansion of the cold rolling project in Bahadurgarh, both of which are expected to enhance margins.
About Surya Roshni
Surya Roshni Limited is a company operating in the manufacturing industry, primarily focusing on producing steel pipes and lighting products. The company is known for its extensive range of products, including ERW steel pipes, which are used in various sectors such as oil and gas, water, and construction.
Surya Roshni being one of the largest lighting companies in India, the lighting business manufactures an array of conventional to modern LED lighting. The consumer durable business offers a variety of Fans and home appliances. 'Surya' Brand and 'Prakash Surya' have a strong presence of more than four decades in India. It enjoys strong Pan India presence with extensive dealer network in both of its businesses i.e. Steel Pipes & Strips and Lighting & Consumer Durables.
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NDTV
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Sensex, Nifty Decline On Concerns Over US Tariff Imposition
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Business Standard
2 hours ago
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Tata Motors to raise €1 bn via equity, stake sale to fund Iveco deal
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Tata Motors' stock fell 3.4 per cent on Wednesday in anticipation of the deal. Group Chief Financial Officer P B Balaji allayed investor concerns on Thursday as he explained the funding strategy, which will be executed over the next 12–18 months. The stock was flat on Thursday and ended the day's trade on the BSE down 0.35 per cent. 'We had said during the demerger (announcement) that we would unleash the CV business. Taking it global was the logical next step,' Balaji said, adding that the deal was financially compelling, as they bought a profitable business at 2x earnings before interest, tax, depreciation, and amortisation (Ebitda). Raghunandan N L, Nuvama analyst, noted that Iveco's valuation of 2x 2024 Ebitda compares with 5x to 7x for CV players like Daimler or Volvo. 'From an earnings per share standpoint, this becomes accretive from Year Two after the capital raise is completed,' Balaji said. Tata Motors aims to pay off the acquisition debt within four years. The €3.8 billion bridge loan will be syndicated, with Morgan Stanley and Mitsubishi UFJ Financial group having committed to provide the initial funding. A drawdown is expected around April next year. Tata Motors will have around a year to term out the bridge loan through a mix of equity raise and long-term debt. Balaji said the capital raise could be either a rights issue or a QIP. 'We'll also be monetising our stake in Tata Capital to ensure we minimise the debt raised.' Moreover, as both Iveco and Tata Motors' CV businesses generate positive cash flows, this will allow them to use free cash flows toward debt repayment. Balaji told reporters that Iveco's Ebitda margins are comparable with Tata Motors', at 12–13 per cent. However, Ebit margins are lower due to high depreciation, and by improving volumes, this can be improved. Balaji expects the return on capital employed (RoCE) for the combined entity to stabilise at 20 per cent. 'Tata Motors' CV business operates at 40 per cent RoCE, and Iveco is at 14 per cent. Together, we believe we can generate substantial value — we can treble our revenue and almost quadruple some of our profitability numbers between the two of us to ensure that it still generates a 20 per cent kind of RoCE,' Balaji said. Tata Motors–Iveco synergies Tata Motors said its product portfolios and brand architectures are complementary. Girish Wagh, executive director, Tata Motors, said that the Tata Motors brand is more value-focused, rugged, durable, and trustworthy in the markets where it operates. With its Italian lineage, design, and engineering, Iveco is seen as a premium brand. 'I think in markets where we may decide later to play both brands, not just pricing, but even the brands will be complementary in terms of positioning,' he said. Thanks to this, they plan to introduce Iveco products in markets where Tata Motors is strong and vice versa. 'We can launch Tata Motors products in markets where Iveco is strong, especially LatAm,' he said. Tata Motors will look to introduce Iveco's vans, tippers, and buses in India to plug gaps in its domestic portfolio, while Tata Motors' light CVs may be exported to LatAm. The acquisition gives access to Iveco's Italian brands, manufacturing facilities, and after-sales networks across Europe and LatAm. 'Some capabilities, like retail financing and strong service channels, can take years to build organically. This acquisition shortens that timeline considerably,' Wagh said. Moreover, there are capital expenditure synergies too — shared research and development in areas like powertrains, advanced driver-assistance systems, heavy-duty vehicles, and electrification. 'By leveraging India's frugal engineering skills, we can reduce development costs and achieve material cost synergies for Iveco,' Wagh explained. Operational savings are also possible through portfolio simplification and design-to-value approaches. Tata has committed to non-financial covenants for two years after the deal, such as no plant closures or layoffs in Italy. Sohini Das Mumbai Indian commercial vehicle (CV) market leader Tata Motors plans to raise close to €1 billion through equity — either a rights issue or qualified institutional placement (QIP) — as well as monetise its stake in Tata Capital, to help repay the €3.8 billion (₹ 38,000 crore) bridge loan it will use to buy Italy's legacy CV player, Iveco group. Meanwhile, it will also launch Iveco products in India or other markets where Tata Motors is strong and introduce Tata products in markets where Iveco has a foothold, such as Latin America (LatAm). With combined annual revenues of ₹ 2.2 trillion (€22 billion) and sales of over 540,000 units, the Tata-Iveco merged entity will derive nearly 50 per cent of its revenue from Europe, 35 per cent from India, and 15 per cent from LatAm — making it a truly global company. It will also have a presence in the US, as well as Asian and African markets. Tata Motors' stock fell 3.4 per cent on Wednesday in anticipation of the deal. Group Chief Financial Officer P B Balaji allayed investor concerns on Thursday as he explained the funding strategy, which will be executed over the next 12–18 months. The stock was flat on Thursday and ended the day's trade on the BSE down 0.35 per cent. 'We had said during the demerger (announcement) that we would unleash the CV business. Taking it global was the logical next step,' Balaji said, adding that the deal was financially compelling, as they bought a profitable business at 2x earnings before interest, tax, depreciation, and amortisation (Ebitda). Raghunandan N L, Nuvama analyst, noted that Iveco's valuation of 2x 2024 Ebitda compares with 5x to 7x for CV players like Daimler or Volvo. 'From an earnings per share standpoint, this becomes accretive from Year Two after the capital raise is completed,' Balaji said. Tata Motors aims to pay off the acquisition debt within four years. The €3.8 billion bridge loan will be syndicated, with Morgan Stanley and Mitsubishi UFJ Financial group having committed to provide the initial funding. A drawdown is expected around April next year. Tata Motors will have around a year to term out the bridge loan through a mix of equity raise and long-term debt. Balaji said the capital raise could be either a rights issue or a QIP. 'We'll also be monetising our stake in Tata Capital to ensure we minimise the debt raised.' Moreover, as both Iveco and Tata Motors' CV businesses generate positive cash flows, this will allow them to use free cash flows toward debt repayment. Balaji told reporters that Iveco's Ebitda margins are comparable with Tata Motors', at 12–13 per cent. However, Ebit margins are lower due to high depreciation, and by improving volumes, this can be improved. Balaji expects the return on capital employed (RoCE) for the combined entity to stabilise at 20 per cent. 'Tata Motors' CV business operates at 40 per cent RoCE, and Iveco is at 14 per cent. Together, we believe we can generate substantial value — we can treble our revenue and almost quadruple some of our profitability numbers between the two of us to ensure that it still generates a 20 per cent kind of RoCE,' Balaji said. Tata Motors–Iveco synergies Tata Motors said its product portfolios and brand architectures are complementary. Girish Wagh, executive director, Tata Motors, said that the Tata Motors brand is more value-focused, rugged, durable, and trustworthy in the markets where it operates. With its Italian lineage, design, and engineering, Iveco is seen as a premium brand. 'I think in markets where we may decide later to play both brands, not just pricing, but even the brands will be complementary in terms of positioning,' he said. Thanks to this, they plan to introduce Iveco products in markets where Tata Motors is strong and vice versa. 'We can launch Tata Motors products in markets where Iveco is strong, especially LatAm,' he said. Tata Motors will look to introduce Iveco's vans, tippers, and buses in India to plug gaps in its domestic portfolio, while Tata Motors' light CVs may be exported to LatAm. The acquisition gives access to Iveco's Italian brands, manufacturing facilities, and after-sales networks across Europe and LatAm. 'Some capabilities, like retail financing and strong service channels, can take years to build organically. This acquisition shortens that timeline considerably,' Wagh said. Moreover, there are capital expenditure synergies too — shared research and development in areas like powertrains, advanced driver-assistance systems, heavy-duty vehicles, and electrification. 'By leveraging India's frugal engineering skills, we can reduce development costs and achieve material cost synergies for Iveco,' Wagh explained. Operational savings are also possible through portfolio simplification and design-to-value approaches. Tata has committed to non-financial covenants for two years after the deal, such as no plant closures or layoffs in Italy.


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