V-Guard Industries: Set for quantum jump

Initiating Coverage | 8 April 2013

Sector: Electrical Goods

V-Guard Industries

BSE SENSEX

S&P CNX

18,865

5,704

CMP: INR438

Set for quantum jump

TP: INR621

Buy

Strong brand, product portfolio, pan India presence aid market share gain

Bloomberg

VGRD IN

Equity Shares (m)

29.8

M.Cap. (INR b)/(USD b) 12.9/0.2

52-Week Range (INR) 591/180

1,6,12 Rel. Perf. (%)

-4/16/121

Financial summary (INR b)

Y/E March

2013E 2014E 2015E

Sales

13.7 17.5 22.1

EBITDA

1.3

1.6

2.0

0.7

1.0

1.2

EPS (INR)

25.0 32.5 41.4

EPS Gr. (%)

47.0 29.8 27.3

BV/Sh. (INR)

89.2 113.6 144.5

RoE (%)

31.3 32.0 32.1

RoCE (%)

32.4 34.6 38.9

Valuations

P/E (x)

17.5 13.5 10.6

P/BV (x)

4.9

3.9

3.0

EV/EBITDA (x) 11.4

8.9

6.9

Div. Yield (%)

1.3

1.6

2.1

Established in 1977, V-Guard Industries is a dominant player in south India in the light

electrical industry. Beginning with its flagship product, voltage stabilizers (in which it is the

market leader), the company has, over last 10 years, expanded its product profile to

include PVC insulated cables, LT power cables, Fans, Geysers, Solar water heaters, Pumps,

UPS and Inverters. The company, which went public in 2008 and has seen revenue CAGR of

35% and a PAT CAGR of 33% in the past five years.



Rapid expansion in non South India market to improve revenue contribution from

22% of sales in FY12 to 40% over next few years and reduce concentration on South

markets.



Target of INR1b ad spends by FY16E to provide significant pan India brand visibility

across product segments.



Strong network of 230 exclusive distributors, 3,000 plus channel partners and more

than 20,000 retailers; channel partners addition run rate at 725-750 per annum.



Focus to increase revenue per distributor in non South India markets from INR20-

25m to INR50-60m over next 2-3 years to drive growth and operating leverage.



Asset light business model as 60% of revenue is contributed through outsourcing

model, thus helping V-Guard to focus on branding and distribution network.



Over FY13-15E, it is likely to post a revenue growth of ~27.1% and net profit growth

of ~28.6%. V-Guard trades at a PE of 13.5x/10.6x FY14E/15E EPS. We value the stock at

15x FY15E EPS and arrive at a target price of INR621, with a Buy rating.

Diversified model; INR1b ad spends to project pan India visibility

Over the past 10 years, V-Guard expanded its product portfolio with cables,

electric and solar water heaters, digital UPS, fans, switchgears, pumps etc which

are scalable in nature, compared to being a stabilizer company in early 1990s. It

has a vital brand recall in South India as it spends ~4% of its sales on

advertisements. However, to become a pan India player, it spends ~10% of non

South India sales on advertisements to create a strong brand recall and pricing

power in those markets. In our view, the ad spends of INR1b by FY16E will lead

to higher growth in the recently-penetrated non South India markets and create

a pull factor for its products, thereby leading to sustainable and higher growth,

going forward.

Shareholding pattern %

As on

Promoter

Dom. Inst

Foreign

Others

Dec-12 Sep-12 Dec-11

65.2

3.6

13.1

18.2

65.2

3.7

11.5

19.6

67.3

2.4

8.0

22.2

Stock performance (1 year)

Strong distribution network in place to boost penetration

V-Guard has a strong distribution network of 230 exclusive distributors (120 in

non South India and 110 in South), 200 plus service centers, 3,000 channel

partners, 24 branches and more than 20,000 retailers. It rapidly expanded the

non South distribution network from 34 exclusive distributors and 16 channel

partners in FY08 to 95 exclusive distributors and 1,365 channel partners in FY12.

Our channel checks suggest that company gives 4-4.5% distributor margin in

South India, while margins in non South stands ~5.5%, which is likely to decline

8 April 2013

V-Guard Industries

to 4-4.5% over next 2-3 years, thereby improving margins. We believe that with a

pan India distribution in place, V-Guard will increase throughput from its non South

stores by adding retailers under existing distributors, which should drive growth.

Non South India market - a long term growth story

Company adopted the strategy to introduce newer products like fans, digital UPS,

PVC cables, induction cooktops, switchgears in the South India market, while

introducing traditional products like stabilizers, cables, pumps, solar water heaters

etc in non South markets. Once the newer products gain significant traction in South

market, company would introduce it in non South markets. V-Guard's sales per

distributor in South India stands at INR70-80m per annum, compared to INR20-25m

for non South. Management expects sales per distributor in non South to increase to

INR50-60m over next 2-3 years by expanding the number of retailers below

distributors, increased advertisement spends, introducing newer products, thereby

driving growth. Management expects to improve the revenue contribution from

non South from 22% of sales in FY12 to 40% over next few years.

Asset light business model leading to higher return ratios

V-Guard follows a unique business model of outsourcing 60% of its revenue

contribution for products like stabilizers through SSIs units (exemption from excise

duty) and UPS, digital UPS, pumps, fans, electric water heaters, induction cooktops

and switchgears through dedicated OEMs in India and China, and 40% of revenue

through in-house manufacturing for products like PVC cables, LT cables and solar

water heaters to maintain a uniform quality. This model helps to reduce its capex

requirement and working capital, generate higher return ratios and to focus on brand

building in newer areas, thereby leading to higher growth, going forward.

Valuation and view

We estimate V-Guard's revenue would increase by 27.1% and net profit by 28.6%

over FY12-15E. Given the strong product portfolio complimented by a sturdy brand

and distribution network and increased focused on growing in non South market

should help it gain market share and become a formidable pan India player over the

next few years. Given the asset light business model and improvement in working

capital going forward, we believe its RoCE and RoE will expand significantly from

27.3% and 26.6% in FY12 to 38.9% and 32.1% in FY15E, thereby making a strong case

for rerating. V-Guard trades at a PE of 13.5x/10.6x FY14E/15E EPS. We value the stock

at 15x FY15E EPS and arrive at a target price of INR621, with a

Buy

rating.

8 April 2013

V-Guard Industries

Story in charts Set for quantum jump



V-Guard spent ~4% of sales on advertisement (significantly

higher than competition), thus being able to build a strong

brand recall and gain market share.



Outsourcing model helps to focus on brand building,

reduce capex and working capital requirement, leading

to higher return ratios.



Improvement in revenue per distributor in non south

to drive growth and margins higher.



We expect 27.1% sales CAGR over FY13-15E, primarily

driven by higher growth from non South markets,

increased capacity and launch of newer products.



Average dealer addition run rate of ~725 dealers over

last 4 years leading to strong distribution network.



We expect 28.6% PAT CAGR over FY13-15E driven by

27.1% top line CAGR and stable margins.



V-Guard's ad spends highest among peers



South v/s non South sales per distributor (In m)



Distributor additions

Non-South



V-Guard adopts asset light business model



Sales and growth trend



PAT and growth trend

Source: Company, MOSL

8 April 2013

V-Guard Industries

Company description

V-Guard Industries Ltd (V-Guard) was incorporated as a partnership firm, Premier

Electronics, in Kochi, Kerala by Mr Kochouseph Chittilapilly in 1977 and acquired its

current name in February 1996. It began as a small manufacturing unit for voltage

stabilizers, capital of INR100,000 and just two employees. Post the IPO in 2008, it set

up a manufacturing unit for cables in Kashipur, Uttarakhand and is in the process of

doubling capacity in Kashipur from 3.6m coils to 7.2m by end-FY14. Company also

ventured into the leisure industry in 2000 and established Veega Land, an amusement

park.

Company Structure

Source: Company, MOSL

Revenue breakup - FY12

Source: Company, MOSL

8 April 2013

V-Guard Industries

History

1980

1990

1996

Launched A/C stabilisers

Launched servo controlled stabilisers

Launched Quartz clock

V-Guard Industries was incorporated as a Public Limited company which took over

the 19 year old proprietorship business of our promoter Mr. Kochouseph

Chittilappilly. Launced Electric Water Heaters.

Launched Ups (Online & Offline) Received Industry Excellence Award for Medium

Scale Industries by the Institution of Engineering (India), Cochin

Launched Digital Stabilizers Cable Manufacturing unit was inaugurated

at Coimbatore

Launched Compressor Pumps

Launched Solar water Heaters

Launched V-Guard Fans

Stabilizers Turnover Crossed 1 million mark in numbers. Company was converted

into a public limited company.

Launched inverters, Digital UPS and LT Cables

Opened new LT cable factory at coimbatore and started wire and cable factory

at kashipur

Turnover crosses INR 10bn mark

Launched induction cooktops and switchgears

Source: Company, MOSL

1998

1999

2001

2002

2006

2007

2008

2009

2012

2013

Product description

Manufacturing facility

Tie up with SSIs/

Self helped group

PVC wiring cable Coimbatore, Kashipur

Standalone UPS Tie up with SSIs/

Self helped group

Digital UPS

Tie up with SSIs/

Self helped group

Pumps

Coimbatore and SSIs

Fans

Kala Amb, Himachal Pradesh

and SSIs

LT Cable

Coimbatore

Electric water

Kala Amb, Himachal Pradesh

heaters

and SSIs

Solar

Coimbatore and perunthurai

water heaters

Product

Stabilisers

Production Model

100% Outsourced

100% In House

100% Outsourced

90% Outsourced

100% In House

90% Outsourced

100% In House

Industry growth

10-15%

10-12%

25-30%

8-10%

12-15%

10-12%

12-15%

7-8%

Key competitors

Capri, Premier, Blue bird

Polycab, finolex,Havells

Frontech, Numeric, Microtech,

Wipro

Luminious, Microtech, Sukam

Crompton, Texmo, CRI

Crompton, Usha, Havells

Polycab, KEI, Havells

Racold, Bajaj, Venus,

Havells

Emmvee, Tata BP

Source: Company, MOSL

8 April 2013

V-Guard Industries

Industry dynamics

Stabilizers



Voltage stabilizer (a device used to provide constant level of electricity to

electronic appliances) industry is fragmented, with more than 250 manufacturers

spread across India.



Stabilizers market in India is pegged at INR15b, of which 60% is dominated by

unorganized market and 40% by organized players.



V-Guard, which enjoys 34% market share of the organized market followed by

Capri at 9% and Premier at 7% respectively and the balance 50% by other small

organized players.



The difference between V-Guard and the second leader is ~4x and between V-

Guard and third leader is ~5x, thus leading to higher pricing power. Thus, V-Guard's

pricing is also at 7-10% premium to competition, leading to higher margins.



Of the overall market size of INR15b, non South India comprises of 60%, while

South India comprises of 40%. V-Guard has 13.3% market share of the overall

stabilizer market, with 60% market share in Kerala and more than 50% market

share in Tamil Nadu and Andhra Pradesh.



The stabilizer market of INR15b is growing at 12-13%, with South at 10% and non

South at 18-20%. The industry is in an uptrading phase, with consumers moving

from unorganized to organized segment, thereby benefiting V-Guard.



Around 60% of new air conditioners, 30% of refrigerators, ~30% of televisions

(including LCD and LED) and 20% of washing machines are sold with stabilizers.

V-Guard dominates the organized stabilizer market

Market leader with 34%

share of the organized

market

Source: Company, MOSL

Inbuild stabilizers not a threat to long term growth story

Voltage stabilizers do not

affect the product's

performance as in case of

inbuild stabilizers

In 2009, Samsung and LG introduced inbuild stabilizers with a view to add value to

consumers. However, the demerit of an inbuild stabilizer is that if the voltage falls

below a desired level, then it cuts off the power and affects the performance of the

product till normal voltage is restored. Conversely in case of voltage stabilizers if the

voltage drops below a certain level it immediately brings back to normal level without

affecting the performance of the product. Our channel checks suggest that many

organized players like V-Guard, Capri etc were affected in the short term due to

introduction of inbuild stabilizers. But due to latter's demerit, demand for voltage

stabilizers returned. We note that all white goods manufacturer's manual suggests

that consumers use voltage stabilizers.

8 April 2013

V-Guard Industries

Market breakup - organized and unorganized

Market breakup - North and South

Source: Company, MOSL

After sales service - the mantra for customer pull

V-Guard's instant after

sales service, a key

reason for customer pull

Our channel checks also suggest that a key reason for the success of large organized

players has been after sales service. Each V-Guard distributor has a service center and

ensures instant service in 24-48 hours in case of any defect in stabilizers, thereby

generating customer satisfaction. Competitors failed to provide this service, which

led to a decline in their products' demand.

V-Guard stabilizers usage-wise sales breakup

Source: Company, MOSL

White goods growth influences stabilizer growth

Stabilizer sales are directly co-related with white goods sales. Our channel checks

suggest that a steep increase in the selling price of white goods affect their demand,

thereby affecting a stabilizer company like V-Guard's sales. Its stabilizer revenue in

the past five years posted a CAGR of 17%, driven by 16% CAGR in white goods sales

(refrigerators, TVs, air conditioners and washing machines). Crisil expects white goods

volume to grow at 14% over FY13E-15E, thereby driving stabilizer growth.

8 April 2013

V-Guard Industries

White goods growth v/s stabilizers

Source: Crisil research,Company, MOSL

Share of unorganized

players shrinking, leading

to uptrading in

the industry

Tier 2 and Tier 3 to grow

at a faster pace

PVC cables and wires



Cables are of two types, namely flexible and industrial cables. Flexible cables

comprise of PVC cables and wires which are used for household utility, while

industrial segment comprises of LT cables, which are used for supply of power

from transformers to consumers and HT cables which are used for industrial

purposes.



The Indian cable industry is estimated at INR143b divided between PVC cables

and LT cables. Of the INR143b, PVC cables comprises of INR70b, while LT comprises

of INR73b.



Of the INR70b, PVC cable market size is ~40% and is contributed by unorganized

market and the balance 60% is dominated by organized players like Polycab, which

enjoy 31% share of the organized market followed by Finolex at 27%, Havells by

14%, V-Guard at 7% and balance 21% by small organized players.



Also, of the INR70b, South India market comprises of INR30b and non South market

comprises of INR40b.



The unorganized market in FY08 was ~60% of the total market, which has now

shrunk to 40%, indicating uptrading in the industry. V-Guard is gaining market

share from unorganized and organized players like Havells and Finolex.



The cables industry is growing at ~12%, compared to 15% over the last 2-3 years,

mainly due to a slowdown in the economy. However, growth within Tier 2 and

Tier 3 cities continues to remain strong, which is expected to drive industry's

growth, going forward.

V-Guard gaining market share

Havells,

14%

Finolex, 27%

Source: Company, MOSL

8 April 2013

V-Guard Industries

Market size breakup - organized v/s unorganized

Market size breakup - North v/s South

Source: Company, MOSL

Aggressive ad spends seen going forward, lead to uptrading in industry

Heavy ad spends to

lead to pricing power,

going forward

Our channel checks suggest that Polycab sells its product 4-5% cheaper compared

to organized players due to lack of advertisement spends. Polycab enjoys 90%

market share in Maharashtra and Gujarat due to lower pricing, while Havells is

strong in North and Finolex in South India.



In FY09, V-Guard's products were priced at par with Havells. However, over the

past three years Havells aggressively spent on advertisement, thereby taking a 4-

5% price lead compared to V-Guard and 1-2% compared to Finolex.



With the new capacity coming on stream in Kashipur in September 2013, V-Guard

plans to increase the advertisement spends on cables starting March 2013, which

should lead to higher pricing power, market share gain and also help suffice the

incremental demand, going forward.



We believe the industry will see a significant increase in ad spends going forward,

thus leading to further uptrading.



LT cables



The total market size of low tension cables (LT cables) stands at INR73b, of which

40% is contributed by unorganized market and the balance 60% is dominated by

organized players.



Polycab enjoys 31% market share of the organized market followed by KEI at 18%

and Havells at 12% and V-Guard at 1% and the balance 38% by small players.



Of the market size of INR73b, South comprises of 40% and non South comprises of

60%. Most of the sales in this segment are B to B in nature.



V-Guard does not plan to focus on LT cables business due to the B to B nature of

deals and also due to fear of higher NPA in this segment. It operates in this segment

through distributors with marquee clientele such as L&T, Tata Steel to name a

few.

8 April 2013

V-Guard Industries

Polycab dominates organized cables market

Source: Company, MOSL

Industry dominated by

Crompton, Texmo

and CRI with more than

40 years of experience

Pumps



Pumps segment can be divided into two types, namely domestic and agriculture.

Domestic segment includes pumps used for household utilities, while agriculture

implies usage in farms etc. With surging demand from infrastructure and irrigation

sector, the demand for pumps continues to be strong.



Overall pumps market size stands at INR65b, growing at 5-7%, of which domestic

stands at INR20b, while agriculture stands at INR45b.



Within the domestic segment market size of INR20b, 55% is contributed by

unorganized and 45% by organized players like Crompton, which enjoy 40% market

share, followed by Texmo at 21%, CRI at 18% and V-Guard at 15% and balance 6%

by small organized players. Most of the players in the pumps segment are 40-50

years old.



Of the INR20b market size, 65% of the market is concentrated in Non South,

compared to 35% in South India.



In South India, V-Guard sells at 4-5% premium to peers, compared to Non south

where it is a recent entrant and sells at 2-3% discount to peers. However, major

unorganized players are in the 0.25-1HP space. Also, distributor margins in this

segment stand at 4-5%.



The pump requirement varies with the changes in water level, quality of water

etc and hence a large number of SKUs are required along with deep understanding

of geography, which acts as an entry barrier in the business. V-Guard recently

ventured into three phase pumps, which are meant for agriculture purposes, but

is not present in industrial pumps.



Our channel checks suggest that majority of the players in the unorganized

segment cater to agriculture sector. The availability of cheap or free power and

price sensitive nature of the rural market have helped push volumes for

unorganized players.

8 April 2013

V-Guard Industries

Pumps organized market share breakup

Source: Company, MOSL

Market size breakup - organized v/s unorganized

Market size breakup - North v/s South

Source: Company, MOSL

Fans



The overall industry size in fans stands at INR50b, of which ceiling fans contribute

~70% to the fans market, with table, pedestal and wall fans accounting for 30%

market.



Of the overall industry size of INR50b, 30% is comprised of unorganized market

and the balance 70% is dominated by organized players like Crompton with 28%

market share of the organized market, followed by Usha at 21%, Havells at 14.3%

and V-Guard at 1.8% and the balance 34.9% by small organized players.



Of the overall industry size of INR50b, South India comprises of 40% and non

South comprises of 60%.



Our channel checks indicate that the brand recall for Crompton, Usha etc have

created entry barriers for many players to grow in this business.



Due to stiff competition and rupee depreciation, V-Guard plans to pull out from

the fans business in non-profitable markets and plans to focus more on South and

East markets , going forward.



Overall fans market is expected to grow at 15% driven by the sharp growth in

housing sector.

8 April 2013

V-Guard Industries

Crompton dominates organized fans market

Source: Company, MOSL

Recent power tariff hike

to increase cost of

electric water heaters,

going forward

Electric water heaters



Electric water heater market size stands at INR12b and is growing at 10-12%, of

which 45% comprises of unorganized and balance 55% is dominated by organized

players .



Racold, enjoys 28% market share of the organized market, followed by Bajaj at

20%, Venus at 19%, V-Guard at 12.3%, A.O. Smith at 10% and balance 10.7% by

small organized players.



V-Guard sells its products 5% premium than other organized players and 25-30%

more compared to unorganized.



Of the overall market size of INR12b, 65% contribution comes from non South

India (due to the extreme cold during winters in North India) and the balance

from South.



However, the recent sharp increase in power tariffs has increased the cost of

usage of electric water heaters significantly, compared to solar water heaters,

thereby leading to slower pace of growth in the sector.

Electrical water heaters organized market share breakup

Source: Company, MOSL

8 April 2013

V-Guard Industries

Government impetus for

the sector by providing

30% subsidy to

stimulate growth

Solar water heaters



Solar water heaters were introduced to promote the effective use of environment

friendly and energy saving products. They come in 100-5,000 litre capacity, with

large heaters being utilized for commercial and industrial purposes and smaller

ones for household use.



Solar water heaters market has evolved over the past 10 years, with the current

market size pegged at INR6.5b, of which unorganized market comprises of 35%

and organized dominates at 65% with players like Emmvee by 12% market share

of organized market, Tata BP by 9%, Anu Solar at 9%, V-Guard at 6% and the balance

64% by small players.



Of the INR6.5b market, ~60% of the overall market sales come from non South

markets and balance from South. Around 70% of the sales in this segment are

business to consumers like hotels, educational centers, large villas etc.



However, with significant capacity addition from 18,000 units to 90,000 units in

3QFY13, V-Guard is eyeing to become the leader in this space over the next 2-3

years.



Given a low payback period in this segment and government impetus for the

sector through the National Solar Mission, market is expected to grow in excess

of 20-25% over the next few years. Management expects the solar water heater

market size to overtake electric water heater over the next 3-5 years.

Solar water heaters organized market share breakup

Source: Company, MOSL

Market size breakup - North v/s South

Market size breakup - organized v/s unorganized

Source: Company, MOSL

8 April 2013

V-Guard Industries

Solar water heaters likely to overtake electric heaters market

Subsidy of 30% to lead to

lower payback period

Over a period of past 10 years, solar water heaters are giving stiff competition to

electric heaters. The government has made solar heaters use mandatory for

commercial establishments like hospitals, guest houses, hotels, nursing homes etc

under the National Solar Mission. Also, to provide impetus to the sector, government

has unveiled a 30% subsidy scheme for solar water heaters. Though solar water heaters

come with a higher price (difference between solar and electric heaters is ~INR10,000),

they have less than two years of payback in cost recovery. Recent sharp hike in power

tariffs has increased the cost of usage of electric water heaters significantly, compared

to solar heaters, thereby leading to a slower pace of growth in the sector. Electric

water heaters market has reached ~INR12b in the past 20 years, while solar heaters

clocked ~INR6.5b in just past 8 years, thus posing stiff competition in the industry.

However, with solar water heaters usage limited to Gujarat, Orissa, South India among

others, the growth in electric water heaters is likely to continue but at lower levels.

Digital UPS



The overall digital UPS market size stands at INR75b, of which unorganized

comprises of 10% and organized dominates with 90% of the market, with players

like Luminous which enjoys 23% market share followed by Microtech with 12%,

Sukam at 11%, V-Guard at 1% and balance 53% by others.



Of the INR75b market size, 20% is contributed by South India and balance by non

South markets.



Our channel checks suggest that 60% of the total cost of a digital UPS is constituted

by the battery and rest by digital UPS.



Excessive power cuts of more than 10 hours might affect the segment's growth as

an UPS could function for only 2-3 hours. A UPS' replacement cycle is 8-9 years and

the battery is ~3 years.



Given the power cut situation prevailing pan India, the industry is likely to grow in

excess of 20-25%, going forward.

Digital UPS organized market share break-up

Prevailing power crisis in

India to help industry

grow at 20%

Source: Company, MOSL

8 April 2013

V-Guard Industries

Market size breakup - North v/s South

Market size breakup - organized v/s unorganized

Source: Company, MOSL

8 April 2013

V-Guard Industries

Poised to derive pan India success

Strong brand, product portfolio, pan India presence aid market share gain



Diversified product portfolio complimented by strong brand and pan India presence to

lead to market share gains across segments.

Target of INR1b ad spends by FY16 to provide significant pan India brand visibility across

product segments.

Expanding capacity in cables and solar water heaters to meet rising demand and address

supply constraints.

Plans to leverage its brand V Guard to non South markets.

Diversified business model

Over last 10 years,

company has diversified

into new scalable

business models

V-Guard started its business as a single product company with the flagship product

being stabilizers in early 1980s. However, over the past 10 years, it expanded the

portfolio to cables, electric and solar water heaters, digital UPS, fans, induction

cooktops etc. Going forward, V-Guard plans to focus on cables, solar water heaters

and digital UPS for growth, which in our view is the right strategy as these segments

are large in size and provide significant opportunity to scale up.

INR1b ad spends target by FY16 to improve brand visibility

10% of non south

revenues spend on

advertisment to help

creat strong brand and

pricing power

Over the past five years, company spent ~4% of its sales on advertisement and sales

promotion (significantly higher than competition), thus being able to build a strong

brand recall and gain market share. It also spends ~10% of its non South sales on

advertisements to create strong brand recall and pricing power in those markets.

Going forward, V-Guard plans to invest 4% of sales on advertisements and targets

INR1b spends by FY16E, which should help further gain market share across product

segments. In our view, the ad spends will lead to sustainable and higher growth in the

recently-penetrated non South markets and create a pull factor for products, pan

India.

V-Guard's ad spends highest among peers

Source: Company, MOSL

8 April 2013

V-Guard Industries

Solar water heaters capacity

Units

Current

capacity

Post

capex

capacity

18,000

72,000

90,000

Expanding capacity to meet rising demand

V-Guard expects to double the capacity in house wiring and cable factory at Kashipur

plant in Uttaranchal, which is operating at 100% capacity utilization, from 3.6mn coils

p.a to 7.2mn coils p.a in 2 phases (1.8mn coils to come onstream by Sep 2013 and

balance 1.8mn by March 2014) ,at a capex of INR250m in FY14. The capex This expansion

is strategically planned to take advantage of the excise duty exemption applicable till

2018. The incremental capacity in wires segment can contribute INR2.5-3b in sales at

peak capacity utilization, implying peak asset turnover of ~10x. Company has already

expanded its solar water heater capacity from 18,000 units to 90,000 units at Perundurai

in Tamil Nadu, with a capex outlay of INR75m. This should drive growth and lead to an

improvement in margins, given V-Guard enjoys 12%-14% EBITDA margins in this

business, excluding subsidy and ~20% including subsidy. Post this expansion, company

expects to become the market leader in this segment over next 2-3 years.

Given the strong product portfolio , brand and increased focus to grow in non South

market, V-Guard will not only gain market share but become a formidable pan India

player over the next few years in our view.

Coimbatore 18,000

Perunderai

(Erode)

Total

18,000

Cables capacity

M Coils/p.a Current

capacity

Kashipur

Coimbatore

Total

3.6

1.2

4.8

Post

capex

capacity

7.2

1.2

8.4

Non South revenue to drive growth

Entry into non South markets complimented by wide range of newer product

launch to reduce concentration on South markets.



Strategically plans to launch traditional products in non South markets and newer

products in South markets.



With distribution network in place, focus is to increase revenue per distributor

going forward, leading to higher growth and operating leverage.



Non South markets breakeven in FY13 and to contribute to profitability, going

forward.



Entry into non South markets to provide scale, reduce concentration on

South markets

Newer launches, strong

brand to lead to faster

growth in non south

markets

V-Guard being a household name, derived 97% of its revenue in FY07 from South

India (Kerala, Andhra Pradesh, Karnataka and Tamil Nadu), with ~43% of revenue

coming from stabilizers due to its strong brand name and strong distribution network.

However, post IPO, company expanded its PVC cables capacity and also entered newer

segments like digital UPS, induction cooktops, switchgears etc with a view to derisk

the business model from higher concentration on stabilizers and enter segments

with large market size and scalability. To be a pan India player and reduce the risk of

concentration, company ventured aggressively into non South regions (Maharashtra,

Haryana, Madhya Pradesh, Orissa, Himachal Pradesh, Chhattisgarh, Uttar Pradesh,

Gujarat, Bihar etc) by increasing its distribution network significantly. It entered non

South markets with its flagship product stabilizers which is unique and can be related

to V-Guard due to the lack of large organized players in this segment. This

diversification has helped reduce contribution of south revenues to 78% in FY12 and

stabilisers contribution to 20% of sales in FY12.

8 April 2013

V-Guard Industries

Right strategy for new product launches

Company adopted the strategy to introduce new products like fans, digital UPS, PVC

cables, induction cooktops, switchgears in South India market, while introducing

traditional products like stabilizers, pumps, solar water heaters etc in non South

markets. Once the newer product gains significant traction in South markets, it is

introduced in non South markets. Thus, the focus is to grow newer products in South

market and traditional products in non South market. To expand in non South markets,

V-Guard made its facility in Himachal Pradesh and Kashipur as the manufacturing

base.

Focus to improve revenue per distributor to drive operating leverage

Improvement in revenue

per distributor in non

south to drive growth and

margins higher

V-Guard's sales per distributor in South India stands at INR70-80m per annum,

compared to INR20-25m for non South. Management expects sales per distributor in

non South to increase to INR50-60m over next 2-3 years by expanding the number of

retailers below distributors, increased advertisement spends, introducing newer

products, thus driving growth.

South v/s non South sales per distributor (In millions)

Source: Company, MOSL

Non South breakeven in FY13; profitability to improve going forward

Geographical EBITDA break-up

(INR m)

Company has managed to achieve breakeven in most of its branches in non South

states given strong brand recall due to advertising, which for non South stands at 10%

of non South revenues. Our channel checks suggest that V-Guard has reduced the

distributor margin in non South from 6-6.5% to ~5.5% and is likely to reduce to 4-4.5%

over next 2- 3 years. Also, it reduced the discount between South and non South

markets from 6% to 4% and is likely to further fall going forward, thereby improving

profitability of non South markets. Management expects non South to contribute

significantly to profitability over next 2- 3 years as operating leverage kicks in

complimented by higher sales.

Given the strong brand, increased distribution network complimented by new product

launches, we believe the non South market will drive company's revenue growth.

Management expects the share of South India market to reduce to 65% by FY15 from

78% in FY12. This strategy, though margin dilutive in initial years, would enable it to

be a formidable player in all product categories over the next 3-4 years.

8 April 2013

V-Guard Industries

Strong pan India distribution network

Strong network of 230 exclusive distributors, 3,000 plus channel partners and more

than 20,000 retailers, distributor addition run rate at 725-750 per annum.



Distributor network in non South markets overtakes South markets, with 120

distributors in non South compared to 110 in South.



Rapid expansion in non South markets led to an increase in revenue contribution

from them (5% of sales in FY08 to 22% in FY12); management expects to increase

it to 40% of sales over the next few years.



Distributor margins and discounts in non South markets to decline, thereby

improving margins.



Strong pan India distribution in place

Average dealer addition

run rate of ~725 dealers

over last 4 years

V-Guard has a strong network of 230 exclusive distributors (120 in non South and 110

in South India), 200 plus service centers, 3,000 plus channel partners, 24 branches and

more than 20,000 retailers serving the needs of over 50m customers. It has an employee

strength of more than 1,750 and over 5,500 indirect employees through its SHG (self

help groups) initiatives. Company's yearly dealer addition run rate over past 5 years

stands at ~725, in line with competitors like Havells and Crompton. V-Guard sells

stabilizers, solar water heaters and pumps (only in South India) solely through its

exclusive distributors as after sales service in these products is critical. It sells fans,

PVC cables and wires, switchgears etc through channel partners as these products are

usually replaced and do not require sales service and also due to higher competitive

intensity in these segments.

Direct dealer additions

Non South

Distributor additions

Source: Company, MOSL

Non South distribution grows at a faster pace than South

V-Guard has been a strong and established player in the South. However, post FY08, it

focused on developing the reach in non South markets to drive growth and be a pan

India player. Company has rapidly expanded its non South network from 34 exclusive

distributors and 16 channel partners in FY08 to 95 exclusive distributors and 1,365

channel partners in FY12. This expansion in non South market led to an increase in

revenue contribution from the region -- 5% of sales in FY08 to 22% in FY12.

Management expects to improve it to 40% of sales from non South markets over the

next few years.

8 April 2013

V-Guard Industries

Distributor margins, discounts to decline in non South; improve margins

Revenue contribution

from non south to

improve due to faster

growth of distribution

Our channel checks suggest that V-Guard gives 4-4.5% distributor margin in South

India, compared to 6% in FY08, while distributor margin in non South stands ~5.5%,

which is likely to fall to 4-4.5% over the next 2-3 years. Also, to penetrate aggressively

in newer non South market, it had initially offered 6% discount to distributors, which

has now narrowed to 4% and is further expected to reduce to 1-2% over next 2-3

years, thereby improving margins. It also offers 0.5-1.5% turnover discount to

distributors to increase sales and reduce working capital.

We believe that with a pan India distribution in place, V-Guard will focus to increase

the throughput from non South stores by adding retailers under existent distributors,

which should drive growth. Going forward, with a reduction in discounts and distributor

margins in non South market complimented by higher operating leverage, margins

are slated to rise.

Blend of outsourcing and manufacturing to optimize quality and capex

requirements

60% of revenue is contributed by the outsourcing model and helps to keep the

business model asset light and focus on branding.



Outsourcing purchases through SSI leads to exemption of excise duty and provides

access to lower cost labor and power.



Outsourcing model leads to higher RoCE for stabilizers which stands at 106%,

pumps at 37%, water heaters at 51%, UPS and digital UPS in the range of 30-34% in

FY12.



60% outsourcing makes business model asset light, leading to higher RoCE

V-Guard follows a unique model of outsourcing 60% of its revenue contribution for

products like stabilizers through SSIs units and UPS, digital UPS, pumps, fans, electric

water heaters and switchgears through dedicated OEMs in India and China, and 40%

of revenue through in-house manufacturing for products like PVC cables, LT cables

and solar water heaters to maintain uniform quality. For stabilizers, it has tie-ups

with 63 exclusive vendors, which include SSIs and self-help group units in South

India, build over past 23 years.

V guard adopts asset light business model

Source: Company, MOSL

8 April 2013

V-Guard Industries

V-Guard suffices non South market's demand for stabilizers through an outsourced

OEM based in Himachal Pradesh through semi-automation capacity and partly through

South India as logistics cost is ~2% of sales only. Also capacity can be expanded in

Himachal Pradesh and at the SSI units in South India at a very minimal capex of

~INR0.5m per unit, thereby making it a scalable model in nature.

Outsourcing model helps

to focus on brand

building, reduce capex

and working capital

requirement, leading to

higher return ratios

Company manufactures PVC cables and wires in Coimbatore and Kashipur. It derives

6-7% margins in the Coimbatore plant and 10-11% margins in Kashipur plant due to

100% excise exemption till 2018, 100% income tax exemption for first 5 years and 50%

for next 5 years. It also has access to lower labor and power cost thus benefiting with

14-15% blended margin for the product.

The outsourcing model helps V-Guard to reduce capex requirement and working

capital and generate higher return ratios -- stabilizers currently at 106%, pumps at

37%, water heaters at 51%, UPS and digital UPS at 30-34% in FY12. This also helps it

focus on brand building in newer areas and lead to higher growth.

Working capital cycle to improve, lead to improved return ratios

Entry into newer markets led to an increase in working capital cycle in initial days.

However, working capital cycle peaked in FY11 at 97 days.



Vendor financing and bill discounting to increase creditor days, while increased

pricing power in non South markets, as brands gain traction, to improve debtor

days.



We expect working capital to improve from 67 days in FY12 to 58 days in FY15E,

thus leading to an improvement in RoCE and RoE.



Entry into newer markets increased working capital in initial days…

Improvement in working

capital cycle to lead to

higher return ratios

V-Guard's working capital increased from INR492m in FY09 to INR1,830m in FY12,

marking a CAGR of 55%, compared to 46.4% growth in sales in the same period. This

was primarily due to an increase in Inventory days which rose from 41 in FY09 to 58 in

FY12 as it aggressively launched newer products within South markets and introduced

traditional products in non South markets. However, Havells enjoys debtor days of

~16, compared to 54, primarily on account of higher debtor factoring done by the

company . Also, Havells enjoys higher creditor days of 73, compared to 45 for V-Guard

due to higher amount of bills discounting and higher economies of scale.

V-Guard v/s Havells (Standalone) - working capital comparison

Year

Working capital (No of days)

Debtors

Inventory

Creditors

Net working capital cycle

FY09

V guard

Havells

-9

FY10

V guard

Havells

FY11

V guard

Havells

-1

FY12

V guard

Havells

Source: Company, MOSL

Hub and spoke model to improve inventory days…

V-Guard has adopted the hub and spoke model to manage its inventory more

efficiently. It has 3 hubs, one each in Coimbatore, Hyderabad, Gurgaon and plans to

open 2 more in Kerala. This model will help to manage inventory better, going forward.

8 April 2013

V-Guard Industries

…Bills discounting and vendor financing to improve creditor days

Management has also introduced bills discounting and vendor financing scheme and

targets to increase creditor days from 45 in FY12 to 60-65 over next few years. In bills

discounting, instead of V-Guard paying the vendors in 30 days, the bank pays them

post 30 days and then V-Guard will pay the bank post 60-90 days from the bank's date

of payment. Also delinquency risk for the bank is lower as the payment is to be made

by V-Guard and not the vendor. V-Guard is also likely to enjoy better credit terms from

its suppliers due to economies of scale going forward, leading to an increase in creditor

days. Company has already availed a bills discounting facility of INR500m in FY13 and

is likely to scale it to INR900m in FY14E, thereby improving creditor days.

Channel financing and increasing traction in non South markets to improve

debtor days

As far as debtors are concerned, V-Guard has introduced channel financing to its

distributors. Also as it gains traction in non South markets, pricing power is likely to

improve, going forward, thus leading to lower debtor days. Company did INR250m

worth of channel financing in FY13 and expects to reach INR500m by FY14E, thereby

improving debtor days, going forward.

Strategy has started to pay rich dividends

Some of these measures have already started to pay rich dividends by reducing net

working capital cycle from 97 days in FY11 to 67 in FY12 and INR540m of free cash flows

in FY12. Due to these measures, management expects to improve the net working

capital cycle by 8-10 days every year over next 2-3 years. We believe this move is

likely to improve RoCE from 27.3% in FY12 to 39.2% in FY15E and RoE from 26.6% in

FY12 to 32.3% in FY15E.

8 April 2013

V-Guard Industries

Financial outlook

Top line to post 27.1% CAGR over FY13-15E

We estimate V-Guard sales will increase from ~INR13.6b in FY13 to INR22b by FY15E, a

CAGR of 27.1%, primarily driven by higher growth from non South markets, increased

capacity in cables and solar water heaters and introduction of newer products like

induction cooktops, switchgears and mixer grinders.

Company's strong product portfolio complimented by aggressive ad spends and

penetration into newer geographies will drive market share across segments, going

forward.

Sales and growth trend

Source: Company, MOSL

EBITDA to clock 26.9% CAGR over FY12-15E

We assume V-Guard's EBITDA will increase from ~INR1.3b in FY12 to INR2b by FY15E, a

CAGR of 26.9%. We expect margins to sustain around 9.2% over next two years,

primarily on account of an improvement in non South markets' margins through

withdrawal of discounts and reduction in distributor margins, and operating leverage

due to economies of scale.

EBITDA and growth trend

Source: Company, MOSL

8 April 2013

V-Guard Industries

PAT to post 28.6% CAGR over FY13-15E

Given 27.1% top line growth complimented by stable margins, we estimate company's

PAT will increase from INR0.75b in FY13 to INR1.23b by FY15E, a CAGR of 28.6%. The

growth in bottom line is likely to be higher primarily due to higher contribution from

the outsourcing model, leading to lower depreciation and improvement in working

capital, thus leading to higher free cash flows.

PAT and growth trend

Source: Company, MOSL

RoCE, RoE set to expand significantly, with an improvement in working capital

We estimate V-Guard's RoCE and RoE will expand from 27.3% and 26.6% in FY12 to

38.9% and 32.1% respectively in FY15E, primarily due to a significant improvement in

net working capital cycle, which is expected to reduce to 61 days by FY15E from 67

days in FY12. With margins remaining at ~9.2% levels, asset turnover is expected to

increase going forward due to increased capacity in the cables business, which has a

higher asset turnover thereby improving RoCE.

RoCE and RoE trend

Source: Company, MOSL

8 April 2013

V-Guard Industries

Valuation and view

We estimate V-Guard's revenue would increase by 27.1% and net profit by 28.6% over

FY13-15E. The strong product portfolio complimented by strong brand and distribution

network and increased focus to grow in non South market should help it gain market

share and be a formidable pan India player over the next few years. Given the asset

light business model and improvement in working capital going forward, we believe

RoCE and RoE will expand significantly from 27.3% and 26.6% in FY12 to 38.9% and

32.1% respectively in FY15E, thus making a strong case for rerating. At CMP of INR 438,

V-Guard trades at a PE of 13.5x/10.6x FY14E/15E EPS We value the stock at 15x FY15E

EPS and arrive at a target price of INR621, with a

Buy

rating.

Key assumptions

FY09

Sales (INR m)

PVC Insulated Cable

Stabilizers

Pumps

Electric Fans

LT Cables

Solar Water Heaters

Water Heater

UPS

Digi UPS

Induction cooktops & switchgears

Others

Total sales (INR m)

Growth (%)

PVC Insulated Cable

Stabilizers

Pumps

Electric Fans

LT Cables

Solar Water Heaters

Water Heater

UPS

Digi UPS

Induction cooktops & switchgears

Others

695

968

662

130

155

368

162

3,168

FY10

1,199

1,221

853

255

152

163

370

174

4,541

72.4

26.1

28.8

96.4

0.0

5.1

0.5

7.0

719.6

0.0

293.8

FY11

2,061

1,668

1,207

532

411

214

600

272

216

7,263

71.9

36.7

41.6

109.1

169.4

31.5

62.3

56.8

146.4

0.0

20.2

FY12

2,826

2,010

1,519

638

582

260

863

421

727

9,936

37.1

20.5

25.8

19.8

41.8

21.4

43.7

54.6

236.3

0.0

13.0

FY13E

3,660

2,411

1,975

789

756

299

1,118

515

1,668

350

116

13,658

FY14E

4,758

2,822

2,469

946

907

434

1,397

505

2,418

700

145

17,502

FY15E

6,066

3,245

3,011

1,097

1,062

608

1,677

495

3,386

1,225

181

22,053

27.5

15.0

22.0

16.0

17.0

40.0

20.0

-2.0

40.0

75.0

25.0

MOSL

29.5

30.0

20.0

17.0

30.1

25.0

23.6

20.0

30.0

20.0

15.4

45.0

29.5

25.0

22.4

-2.0

129.5

45.0

0.0

100.0

25.0

Source: Company,

V-Guard: 1-year going forward P/E

V-Guard: 1-year going forward P/BV

8 April 2013

V-Guard Industries

Key risks

Highly dependent on South India

V-Guard earns 77% of revenue from the Southern region. Though its brand recall is

high in these markets, any unforeseen circumstances like poor rainfall or long period

of power cuts might affect its growth.

Poor summer season can affect growth

Around 70% of the company's products are related to the summer season. Hence, in

case of a poor summer, demand for products could decline thereby affecting growth.

Unable to grow in non South markets

V-Guard has a strong presence in South India and recently it ventured into non South

markets. If it is not able to garner significant market share or due to muted growth in

other parts of India, it might impact company's growth and earnings.

Significant increase in raw material prices

V-Guard mainly depends on copper, which is the primary raw material accounting for

70% of its total manufacturing cost. Any adverse increase in key raw materials cost,

price cuts due to stiff competition and company's inability to pass it will affect

profitability adversely.

Economic slowdown

Any significant slowdown in the economy might impact demand as most products are

demand-derived in nature. It could offer higher discounts to distributors to reduce

the inventory, thus affecting margins and profitability.

8 April 2013

V-Guard Industries

Appendix I

Segments description

Stabilizers

V-Guard has a large range of stabilizers from 110 volts to 280. It has 63 vendors built

over past 23 years. Company enjoys 100% excise duty exemption till 2018, 100% income

tax exemption for first 5 years, which ends in FY15, and lower labor and power cost

benefits in the form of 15-17% EBITDA margin for products. V-Guard prices its products

10% above organized players and 20% above unorganized ones. Margins in South

India stand at 17-18% v/s 13-15% in non South. Within stabilizers, A/C stabilizers have

the highest margin of 20%, while for rest it stands at 13-15%. It also derives 20% of

stabilizers sales from LED, LCD segment which is growing at 50%. Company mainly

sells mainland stabilizers in non South markets, largely in UP, Bihar etc, which are

used for an entire house. Excise duty on stabilizers is at 12%. V-Guard sells products 4-

5% cheaper in non South markets, compared to South, with a view to penetrate.

However, it expects to reduce discounts going forward and improve margins in

stabilizer segment. It has 2-3 units in Orissa and 1 OEM in Himachal Pradesh for

manufacturing stabilizers and hence scalability is not an issue. Margins at the retailer

level in stabilizer segment stand at 25%.

PVC cables and wires

V-Guard has a capacity of 4.8m coils, with 3.6m coils capacity in Kashipur and balance

in Coimbatore. Company is doubling its capacity in Kashipur from 3.6m to 7.2m, of

which 1.8m is expected to come on stream by September 2013 and balance by March

2014. Currently, it is operating at 100% capacity utilization. V-Guard has a range of 0.5

sq.mm to 25 sq. mm, multi core flat and round cables. Margins in Kashipur plant stand

at 11%, compared to 6-7% in Coimbatore, primarily due to excise duty benefit and

cheap power and labor cost. Excise duty in this segment stands at 12.36%. To penetrate

into non South markets, it has given 14 days of extra credit period to distributors.

Gross margins at the retailer level (MRP- landed cost) stand at 40%, while net margins

stand at 10-15%.

Pumps

V-Guard entered into this segment is early 1990s and has been focusing on domestic

pumps segment. However, it recently entered the agriculture segment, where most

players are 40-50 years old. There are more than 400 models, with capacities ranging

from 0.25-25 HP (single and 3 phase variants), ideal to suit all domestic and agricultural

requirements. The range includes mono block, centrifugal, submersible, jet pumps

compressor and regenerative self-prime pumps. However, major unorganized players

are in the 0.25-1HP space. V-Guard derives 70% of sales from South and 30% from

North; industry is growing at 5-7%. Within South, it sells product at 4-5% higher than

competition and cheaper by 2-3% in non South. Distributor margins in this segment

stand at 4-6% and are similar to those given by competition; margins at retailer level

in pumps segment stand at 15%. Company passes the cost increase with a lag of 15

days. Excise duty in this segment stands at 6%.

8 April 2013

V-Guard Industries

Electric water heaters

Company forayed into water heaters segment in 1996 and is available in more than 35

models, with capacities ranging from 1, 6, 10, 15, 25, 35 and 50 litre in shapes and sizes.

Havells entered the segment 2 years ago and is getting aggressive. V-Guard sells

products at 5% higher than competitors in the organized market and 25-30% higher in

unorganized market; there is some Chinese competition in this segment. Industry is

facing competition from the solar water heater segment.

Digital UPS

V-Guard entered the market in FY09-10, with three capacity variants 1,400 VA, 800 VA

and 600 VA, with Sine Wave Models and Pseudo Sine Wave Models. Margins fell from

14% in FY11 to 8% in FY12 due to higher allocation of ad spends in this segment.

Battery margins stood at 4-5%, compared to digital UPS margins at ~15%. There is no

major price difference among organized players, while unorganized is 20% cheaper

to organized players. The UPS price is 40% of the overall digital UPS cost and the

balance 60% is battery; replacement cycle of an UPS is 8-9 years, while for batteries it

is three years. Entry barriers in the business are brand, technology and distribution

network. No major Chinese competition.

Solar water heaters

The solar water heater market in India consists of segments like domestic and

commercial/industrial, with a market size of INR6.5b. V-Guard entered the market in

FY11, with more than 23 models and capacities ranging from 100-5,000 lpd. Power

tariffs have increased, thereby making the cost of usage of electric water heaters

significantly higher. The solar water heater market is also growing as the government

has made it mandatory for their use in commercial establishments like hospitals,

guest houses, hotels, nursing homes etc under the National Solar Mission. To provide

impetus to the sector, government offers 30% subsidy on solar water heaters, thereby

reducing the payback period for consumers to less than 2 years; price difference

between solar and electric water heaters post subsidy is ~INR10,000. V-Guard enjoys

EBITDA margin of 20-22%, including subsidy, and excluding ~11-12% in this segment.

However, with significant capacity additions from 18,000 units to 90,000 in 3QFY13, V-

Guard is eyeing to be the leader in this space over next 2-3 years.

Fans

Company launched fans in 2006 and has more than 30 models, with variants of ceiling,

pedestal, table, wall, ventilating and exhaust fans. Of the INR640m sales in FY12 for V-

Guard, 66% comes from ceiling fans, 19% from pedestal and table fans and rest from

others. There is a lack of pricing power in this segment as it takes ~6 months to pass on

the prices to end consumers. Ceiling fans are manufactured in India and pedestal and

table fans are outsourced from China and enjoy gross margins of 35%. Company plans

to break even in FY14 and profitable in FY15. V-Guard also has a higher presence in

Tier 2 and Tier 3 cities in this segment.

Induction cooktops and switchgears

Company recently launched induction cooktops and switchgear products. Switchgear

has been launched in Kerala market only and will be launched in Tamil Nadu and

8 April 2013

V-Guard Industries

Andhra Pradesh in FY14, while induction cooktops have been introduced in Kerala

and Karnataka only and will be launched in Tamil Nadu and Andhra Pradesh in 1QFY14.

Company makes 40% gross margin in these products. It plans to launch mixer grinders

starting 1QFY14 in South India.

Key management personnel

Mr Kochouseph Chittilappilly - Chairman

Mr Kochouseph is the founder promoter of V-Guard and has been the MD since

inception in 1977. He is a post graduate in science, from Calicut University. In April

2012, he passed the baton to his son Mr Mithun Chittilappilly as the Managing Director,

assuming the post of Executive Vice Chairman and on November 1, 2012, when P. G. R.

Prasad stepped down, he took over as the Chairman of the board.

Mr Mithun Chittilappilly - Managing Director

He is a post graduate in finance from University of Melbourne, Australia. After

completing his graduation in commerce, he joined V-Guard to be trained in various

departments, ranging from finance to marketing. After graduating in May 2006 from

Australia, he joined as the Executive Director and in 2012 was appointed as the

Managing Director.

Dr George Sleeba - Joint MD

Dr Sleeba has been inducted as an Additional Director of the company from May 27,

2010. He has also been appointed as the Joint Managing Director from June 1, 2010. He

was the former Chairman and Managing Director of FACT Ltd.

Mr Jacob Kuruvilla - CFO

Mr Jacob Kuruvilla is the Chief Financial Officer and heads the overall finance and

accounts function.

Mr Ramachandran Venketaraman - Director (Marketing & Strategy)

Mr Ramachandran Venketaraman has joined from 1 April 2012 as Director (Marketing

& Strategy). Prior to joining us, he was associated with Unilever, Hindustan Unilever

and LG Electronics India in various capacities and last held responsibility as Director

and Chief strategy Officer, LG electronics, South west Asia region.

8 April 2013

V-Guard Industries

Appendix II

PVC Cable Factory

LT Cable Factory

Solar Water Heater Factory

Stabilizer Manufacturing Units

8 April 2013

V-Guard Industries

Financials and Valuation

Income Statement

Y/E March

Gross Revenues

Less: Excise Duty

Net Sales

Change (%)

Total Expenditure

% of Sales

EBITDA

Margin (%)

Depreciation

EBIT

Int. and Finance Charges

Other Income - Rec.

PBT bef. EO Exp.

EO Expense/(Income)

PBT after EO Exp.

Current Tax

Deferred Tax

Tax Rate (%)

Reported PAT

PAT Adj for EO items

Change (%)

Margin (%)

2010

4,623

4,541

43.3

4,037

88.9

504

11.1

432

395

127

35.5

255

46.8

5.6

2011

7,375

111

7,263

60.0

6,536

90.0

728

10.0

648

113

555

-36

591

161

27.9

426

400

57.1

5.5

2012

10,068

132

9,936

36.8

9,001

90.6

935

9.4

838

170

692

202

-19

26.6

508

27.0

5.1

2013E

13,985

328

13,658

37.5

12,394

90.8

1,263

9.3

116

1,147

192

983

236

24.0

747

47.0

5.5

2014E

17,887

385

17,502

28.1

15,900

90.9

1,601

9.2

131

1,471

211

1,293

323

25.0

969

29.8

5.5

(INR Million)

2015E

22,538

485

22,053

26.0

20,024

90.8

2,029

9.2

142

1,887

186

1,739

504

29.0

1,234

27.3

5.6

Standalone - Balance Sheet

Y/E March

Equity Share Capital

Total Reserves

Net Worth

Deferred Liabilities

Total Loans

Capital Employed

Gross Block

Less: Accum. Deprn.

Net Fixed Assets

Capital WIP

Total Investments

Curr. Assets, Loans&Adv.

Inventory

Account Receivables

Cash and Bank Balance

Loans and Advances

Curr. Liability & Prov.

Account Payables

Provisions

Net Current Assets

2010

298

1,116

1,415

805

2,277

1,379

256

1,123

1,904

985

756

824

690

134

1,080

2011

298

1,421

1,720

1,394

3,175

1,462

324

1,137

2,898

1,424

1,231

172

874

712

162

2,023

2012

298

1,808

2,106

1,091

3,240

1,625

395

1,230

111

3,365

1,574

1,478

279

1,466

1,222

245

1,899

3,240

2013E

298

2,364

2,663

1,391

4,097

1,850

511

1,339

4,779

2,389

1,983

349

2,103

1,765

339

2,676

4,097

(INR Million)

2014E

298

3,091

3,390

1,241

4,674

2,050

642

1,408

105

6,064

2,986

2,541

454

2,904

2,482

421

3,160

4,674

2015E

298

4,014

4,313

941

5,297

2,250

784

1,466

132

7,507

3,674

3,202

590

3,809

3,281

528

3,698

5,297

Appl. of Funds

2,277

3,175

E: MOSL Estimates; * Adjusted for treasury stocks

8 April 2013

V-Guard Industries

Financials and Valuation

Ratios

Y/E March

Basic (INR)*

EPS

Cash EPS

BV/Share

DPS

Payout (%)

Valuation (x) *

P/E

Cash P/E

P/BV

EV/Sales

EV/EBITDA

Dividend Yield (%)

Return Ratios (%)

RoE

RoCE

Working Capital Ratios

Asset Turnover (x)

Inventory (Days)

Debtor (Days)

Creditor (Days)

Working Capital Turnover (Days)

Leverage Ratio (x)

Current Ratio

Debt/Equity

* Adjusted for treasury stocks

2010

8.5

10.9

47.4

3.0

41.0

2011

13.4

16.1

57.6

3.5

28.5

2012

17.0

20.3

70.6

3.5

23.9

2013E

25.0

28.9

89.2

5.5

25.5

2014E

32.5

36.9

113.6

7.0

25.0

2015E

41.4

46.1

144.5

9.0

25.2

25.7

21.6

6.2

1.4

15.1

0.8

17.5

15.1

4.9

1.1

11.4

1.3

13.5

11.9

3.9

0.8

8.9

1.6

10.6

9.5

3.0

0.6

6.9

2.1

19.0

23.8

25.5

25.0

26.6

27.3

31.3

32.4

32.0

34.6

32.1

38.9

2.0

2.3

3.1

3.3

3.7

4.2

2.3

0.6

3.3

0.8

2.3

0.5

2.3

0.5

2.1

0.4

2.0

0.2

Standalone - Cash Flow Statement

Y/E March

Oper. Profit/(Loss) before Tax

Depreciation

Interest and finance charges

Direct Taxes Paid

(Inc)/Dec in WC

CF from Operations

EO expense

CF from Operating incl EO

(inc)/dec in FA

(Pur)/Sale of Invest.

Others

CF from investments

(Inc)/Dec in Debt

Interest Paid

Dividend Paid

CF from Fin. Activity

2010

395

125

-584

-192

-190

-253

-181

541

-50

-87

404

2011

591

112

181

-946

-344

-341

-86

-37

593

-113

-104

375

2012

692

162

157

823

837

-293

-277

-310

-166

-121

-597

-38

2013E

983

116

192

236

-753

303

-196

300

-192

-190

-83

(INR Million)

2014E

1,293

131

211

323

-459

851

-223

-150

-211

-242

-603

2015E

1,739

142

186

504

-580

982

-227

-300

-186

-312

-797

-43

Inc/Dec of Cash

-3

Add: Beginning Balance

Closing Balance

E: MOSL Estimates; * Adjusted for treasury stocks

8 April 2013

V-Guard Industries

N O T E S

8 April 2013

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