šŸ’° Financial Performance

Revenue Growth by Segment

In Q2FY26, the company generated approximately INR 35 Cr from Air Springs, INR 35 Cr from Coil Springs, and INR 16-17 Cr from the Forging division. Overall revenue from operations grew 58.39% YoY to INR 82.74 Cr in Q2FY26 and 53.49% YoY to INR 158.08 Cr in H1FY26, driven by the ramp-up of the Air Springs facility and strong demand from Indian Railways.

Geographic Revenue Split

Not explicitly disclosed by percentage, but the company historically started with a distribution network in Uttar Pradesh, Madhya Pradesh, and Bihar, with primary sales now directed to Indian Railways nationwide.

Profitability Margins

Profitability showed significant improvement with PAT growing 115.50% YoY to INR 15.71 Cr in Q2FY26. Net profit margin for H1FY26 stood at approximately 19.26% (INR 30.45 Cr PAT on INR 158.08 Cr revenue), up from 13.85% in H1FY25.

EBITDA Margin

EBITDA margin reached 26.68% in Q2FY26, a 622 bps increase YoY. For H1FY26, the margin was 26.88%, up 704 bps from 19.85% in H1FY25, primarily due to better sales pricing, operating leverage, and a higher contribution from high-margin Air Springs.

Capital Expenditure

The company has planned a total CAPEX of INR 15 Cr for FY26 across all three divisions. As of H1FY26, INR 8 Cr has already been deployed for Coil Springs, Air Springs, and Forging to remove bottlenecks and enhance capacity.

Credit Rating & Borrowing

The company maintains a robust balance sheet with very low debt; long-term borrowings were INR 1.88 Cr and current borrowings were INR 4.06 Cr as of March 31, 2025. Finance costs for H1FY26 were only INR 0.13 Cr, representing 0.08% of revenue.

āš™ļø Operational Drivers

Raw Materials

Specific raw materials include Chrome Molly and Chrome Silicon steel rods (used for Coil Springs) and various steel grades for Forging. Epoxy powder is used for coating.

Capacity Expansion

The company is actively expanding capacity in the Air Spring segment (ramped up in FY25) and is investing INR 15 Cr in FY26 to increase capacity across Coil Springs, Air Springs, and Forging divisions to meet rising railway demand.

Raw Material Costs

Cost of materials consumed was INR 116.45 Cr in FY25, representing 50.34% of total revenue. The company focuses on improving sales price and capacity utilization to offset material costs.

Manufacturing Efficiency

Efficiency is being driven by 'operating leverage' where rising revenues against a relatively stable cost base are expanding margins. The use of 1-tonne, 3-tonne, and 6-tonne hammers in Forging allows for a wide product range from 100g to 80kg.

šŸ“ˆ Strategic Growth

Expected Growth Rate

33%

Growth Strategy

Growth will be achieved by targeting a gross revenue of INR 375 Cr in FY26 and INR 500 Cr in FY27. Key strategies include the commercialization of the FIBA (Failure Indication and Brake Application) system, expanding the Air Springs segment through an MoU with Contitech Germany, and capitalizing on the Indian Railways' plan to procure 90,000 wagons over 3 years.

Products & Services

Hot Coiled Springs (10mm to 65mm), Air Spring suspension systems for LHB coaches, Anti Roll Bar Assembly, Screw Couplings, Draft Gear Assembly, and BSS Hangers.

Brand Portfolio

Frontier Springs.

New Products/Services

The FIBA system is expected to contribute commercially starting next financial year (FY27) following RDSO approval. Air Springs are already significantly contributing to the topline.

Market Expansion

The company is targeting the Defense and Tractor industries to diversify its revenue mix beyond Railways over a 5-year perspective.

Strategic Alliances

Signed an MoU with Contitech Germany to supply Air Springs to Indian Railways.

šŸŒ External Factors

Industry Trends

The industry is shifting toward LHB coaches which use Air Springs rather than traditional leaf springs. There is a massive replacement cycle as 35% of existing wagons are older than 15 years.

Competitive Landscape

The company operates in a niche with 'a few competitors' in the Air Spring segment, allowing it to maintain high margins during the current demand surge.

Competitive Moat

The moat is sustained by RDSO (Research Designs and Standards Organisation) approvals required for railway suppliers and a technical MoU with a global leader like Contitech Germany, creating high entry barriers.

Macro Economic Sensitivity

Highly sensitive to Government of India's railway budget and infrastructure spending. A target to increase freight to 3,000 million tonnes by 2027 directly drives demand for the company's products.

Consumer Behavior

Shift in Indian Railways toward passenger safety and comfort is driving the adoption of Air Springs and FIBA systems.

āš–ļø Regulatory & Governance

Industry Regulations

Operations are strictly governed by RDSO approvals and Indian Railways manufacturing standards. Compliance with IND AS 37 for provisions and contingent liabilities is audited.

Taxation Policy Impact

The company's effective tax rate is approximately 25.4% (INR 5.37 Cr tax on INR 21.08 Cr PBT in Q2FY26). Deferred tax liabilities stood at INR 2.97 Cr as of March 2025.

Legal Contingencies

Auditors performed tests on provisions and contingent liabilities; however, no specific material pending court case values were disclosed in the provided excerpts.

āš ļø Risk Analysis

Key Uncertainties

Dependency on a single major customer (Indian Railways) and the timing of RDSO approvals for new products like FIBA could impact the FY27 revenue target of INR 500 Cr.

Geographic Concentration Risk

Manufacturing is concentrated in Kanpur (UP) and Paonta Sahib (HP), making operations sensitive to regional industrial policies.

Third Party Dependencies

Significant dependency on the MoU with Contitech Germany for the technology and supply of Air Spring components.

Technology Obsolescence Risk

Risk is mitigated by shifting from Leaf Springs to Hot Coiled Springs and now to Air Springs and FIBA systems to stay aligned with railway modernization.

Credit & Counterparty Risk

Trade payables stood at INR 29.73 Cr as of March 2025; the company manages working capital through internal accruals rather than external debt.