Slide 1: Exchange cover letter under Regulation 30
Date: August 04, 2026 To, The Manager, Listing Department, National stock Exchange of India Limited, Exchange Plaza, C-1 Block ‘G’, Bandra Kurla Complex, Bandra (E), Mumbai- 400051 NSE Symbol: ASHWINI Subject: Investor Presentation – Disclosure under Regulation 30 of SEBI (LODR) Regulations, 2015. D
Slide 2: Ashwini Container Movers Ltd Investor Presentation July 2026
Ashwini Container Movers Ltd Investor Presentation July 2026 1
Slide 3: About Us
About Us Moving Beyond Aggregation: Delivering Reliability through 100% Fleet Ownership. Ashwini Container Movers Limited (“ACMPL”) is an asset-led second-party logistics (2PL) operator focused on containerised cargo movement across India’s key EXIM corridors. The Company has built scale through own
Slide 4: Understanding the 2PL Business Model
Understanding the 2PL Business Model Asset ownership creates a structurally stronger logistics platform ACMPL’s 2PL Model Traditional Transport Model ✓ Centralised fleet ownership o Fragmented, small fleet ownership ✓ Standardised service delivery o Inconsistent service quality ✓ Long-term customer
Slide 5: Business Model Overview
Business Model Overview A scalable, repeatable, asset-led operating model ACMPL owns and operates a fleet of container vehicles Deploy Owned Fleet Cash flows reinvested into Consistent • Fleet deployed across Reinvest in OPERATING Route fleet expansion and balance repeat EXIM routes Assets LEVERAGE
Slide 6: Strategic Port-Led Operating Model
Strategic Port-Led Operating Model Anchored at India’s Largest Container Gateways ACMPL Non-Port Domestic Parameter Port-Centric Model Model JNPT (Nhava Sheva) — India’s Largest Container Port Demand Driver EXIM Trade Volumes Regional Freight Demand ~6.0–6.5 million TEUs annual Volume Predictability
Slide 7: End-Market Diversification
END-MARKET DIVERSIFICATION Delivering customised container solutions across a broad B2B client base The strategic advantage of this diversification lies in The Company currently serves more than six distinct industries ACMPL’s ability to align specialized container types with the distinct operationa
Slide 8: Reefer and Non-Reefer Containers
NON-REEFER REEFER REEFER = oe NON-REEFER > ae
Slide 9: Technology as an Efficiency Multiplier, Not a Cost Centre
Technology as an Efficiency Multiplier, Not a Cost Centre Digitally enabled fleet orchestration to improve utilization, control and margin resilience Operational Levers Enabled by Technology Fleet Routine Operational Lever Business Impact Tracking Planning GPS-based fleet Improved dispatch monitorin
Slide 10: Growth Strategy
Growth Strategy 9
Slide 11: Disciplined, Execution-Led Expansion
DISCIPLINED, EXECUTION-LED EXPANSION Scaling through targeted capacity addition, asset velocity, and rigorous margin control. ACMPL’s growth strategy is deliberately focused and execution-driven, maximizing the potential of our proven 2PL model. By concentrating our capital and operational bandwidth
Slide 12: Scaling the Core: Fleet Growth with Improving Asset Productivity
Scaling the Core: Fleet Growth with Improving Asset Productivity Expanding capacity while structurally improving utilisation metrics Fleet Size Trip Days Per vehicle ACMPL’s core growth lever remains disciplined 401 3.51 3.48 3.46 fleet expansion aligned with volume visibility 2.87 3.15 from port-ce
Slide 13: Entry into High-Frequency Port Terminal Operations
Entry into High-Frequency Port Terminal Operations Enhancing revenue visibility and asset productivity ACMPL is transitioning from a port-connected transporter to a port-integrated logistics operator. The Company’s entry into intra-port logistics operations at STRATEGIC IMPLICATION JNPT represents a
Slide 14: Structural Margin Expansion Through Mix & Operational Discipline
Structural Margin Expansion Through Mix & Operational Discipline Enhancing profitability per asset beyond pure volume growth While scale supports operating leverage, ACMPL’s margin expansion is increasingly driven by structural efficiency improvements. A key focus area is route density optimisation
Slide 15: Industry Dynamics & Key Team
Fragmented Market Asset Discipline Fragmented Market Industry Dynamics & 14 Key Team
Slide 16: Structural Policy Support Accelerating Formalisation of India's Logistics Sector
Structural Policy Support Accelerating Formalisation of India’s Logistics Sector Infrastructure investment, digitalisation and port-led • India’s logistics sector is undergoing structural growth enhancing operating efficiency and demand transformation driven by infrastructure expansion, policy visib
Slide 17: Key Team
Key Team Mr Govind Sable Mr Bhaskar Pawar Mr Sainath Pawar Mr Amol Dere Managing Director Whole-Time Director CEO & Exe. Director CFO Ms Kalpana Nikam Mr Keyur Shah Ms Namrata Jage 16 Independent Director Independent Director Independent Director
Slide 18: Financials
Financials 17
Slide 19: Financials – Profit & Loss
Financials – Profit & Loss Particulars (₹ Cr) FY22 FY23 FY24 FY25 FY26 Revenue 58.14 76.87 78.77 94.12 129.19 Other Income 0.38 0.29 0.49 1.94 1.11 Total Income 58.52 77.16 79.26 96.06 130.3 Expenses Cost of Services 45.62 58.73 58.46 61.72 85.14 Employee 3.06 4.69 5.06 5.41 7.54 Other Expenses 1.28
Slide 20: Financials – Balance Sheet
Financials – Balance Sheet Particulars FY22 FY23 FY24 FY25 FY26 Equity Capital 0.25 0.25 0.25 10.00 15.00 Reserves 5.66 7.76 9.14 11.87 77.01 Borrowings 34.90 47.39 58.70 62.57 70.60 Other Liabilities 6.26 10.71 10.22 16.26 12.47 Total Liabilities 47.07 66.11 78.31 100.70 175.08 Fixed Assets 27.29 4
Slide 21: Financials – At Glance
Financials – At Glance ₹ Crs Revenue EBITDA & EBITDA Margins (%) PAT 129.2 33.2 14.1 26.4% 25.8% 24.9 11.5 94.1 76.9 78.8 17.3% 12.2 15.8% 13.6 2.1 1.4 FY23 FY24 FY25 FY26 FY23 FY24 FY25 FY26 EBITDA EBITDA Margin FY23 FY24 FY25 FY26 Debt Equity Wcap Days RoCE 6.25% 52.2 5.91% 25.39% 16.66% 13.76% 2.
Slide 22: Thank You
THANK YOU 022 27420030 compliance@ashwinimovers.com +91 98202 80325 mehul@dissero.co.in 21