Usha Martin Limited · NSE:USHAMART
Usha Martin — Q3 FY2012 Earnings Presentation
15 slides from Usha Martin's earnings presentation, 2012
Slide 1: Usha Martin
n usha mart
Slide 2: Business Profile 9M FY'12
Business Profile 9M FY’12 Global Turnover Rs 3,542 Crs (USD 746 Mn) Value Added Products Steel Others Rs 1,731 Crs Rs 1,724 Crs Rs 88 Crs (USD 365 Mn) (USD 363 Mn) (USD 18 Mn) Manufacturing Rs 1,340 Crs (USD 283 Mn) Distribution Rs 282 Crs (USD 59 Mn) Net Turnover Services Stand Alone Consolidated R
Slide 3: Revenue Distribution
Revenue Distribution Cables & Bright Bars Others 3% 3% Europe, 11% Wire & Strand 16% Steel Asia 37% Pacific, 12% Middle East, 4% India, 70% America, 3% Africa, 1% Construction Wire Ropes Steel 36% 5%
Slide 4: Architecture of Integrated Business
Architecture of Integrated Business Mineral Resource Power Module Iron Making Module Iron Ore Mine 18.3 MW 55 MW Blast Furnace DRI Est. Reserve 80 MnT Thermal 300 KT WHRB JSR Crushing & Screening 600 KT 200 KT Coal Block – “A- C” grade 56 MW 9 MW Est. Reserve 40 MT WHRB Thermal Sinter Plant O2 & Lim
Slide 5: Consolidated Key Financials
Consolidated Key Financials Rs in Crs Note : Trail 12M figures are without exceptional item
Slide 6: Project Implementation
Project Implementation DRI IV 30 MW CPP with DRI Expected Major Projects Commissioning by SMS Modification March ’ 12 DRI – 4 March ’ 12 DRI – 5 Q1 FY ’ 13 30 MW CPP ( With DRI) Q1 FY’ 13 SMS Modification Coke Oven With Power Plant Q4 FY’ 13 Coke Oven Pellet Plant Q4 FY’ 13
Slide 7: Performance Update 9M & Q3 FY'12
ff usha martin Performance Update 9M & Q3 FY’12
Slide 8: Production Volume Growth Consolidated
Production Volume Growth Consolidated Rolled Bright Wires & Wire Billets Products Bars Strands Ropes QoQ Q o PQ 140,266 MT 131,009 MT 3,385 MT 30,980 MT 21,697 MT 24 9 9 29 8 13 3 9 21 13 % % % % % % % % % % 9M o 9M 379,585 MT 361,375 MT 11,825 MT 93,437 MT 73,995 MT 11 1 5 1 19 % % 4 % % % %
Slide 9: Sales Realisation Trend
Sales Realisation Trend Rs per MT (SA) Wire Rods & Bar Value Added Products Integrated Business
Slide 10: Consolidated Summary of Results
Consolidated Summary of Results During Q3’ 12 UML has exercised option of capitalisation under AS – 11. Accordingly there has been a reversal of part of Exceptional items shown in Q2’12. Considering such capitalisation having taken place in Q2’ 12, the summary of Stand Alone & Consolidated Results w
Slide 11: Factors affecting Profitability
Factors affecting Profitability Higher cost of coke, non availability of linkage coal forcing the Company to buy coal from market at higher rates along with increase in other input costs were the principal reasons affecting profitability of the Company. Slow down in key market segments and higher co
Slide 12: Forex Environment
Forex Environment While movements in $/INR was stable from April ’11 to July ’11, it was too sharp and sudden in August ’11 onwards. Between April ’11 to July ’11INR/ USD movement was in a range of 44.41 to 44.18 and net difference was 23 paisa. Though domestic factors were to suggest INR depreciati
Slide 13: Effective Rate Hedging Strategy Applied
FCY Exposure USD/INR witnessed sharp downward movements in FY’12, August UML followed selective hedging largely through forwards, call 11 onwards. Forward rates also remained high. spread options and plain vanilla options. Effective rate of options for exposures were as under as on 31st While near t
Slide 14: FCY losses as Exceptional Items; Debt & Interest
FCY losses as Exceptional Items Debt & Interest • With a view to reflect operational performance without Net Debt including working capital loans and capex LCs as on 31St December, 2011 was distortions, un-materialised Foreign currency losses arising due to Stand Alone – Rs 2,507 Crs volatile fluctu
Slide 15: Disclaimer
Disclaimer: This presentation may contain forward looking information that involves risk and uncertainties. Such projections and forward looking statements reflect various assumptions of management concerning future performance of the Company, and are subject to significant business, economic, envir