Walchandnagar Industries Ltd

Price story Before the numbers, the tape. A stock price moves through four repeating seasons: a flat base (stage 1), an advance (2), a top (3), a decline (4). Where the price sits in that cycle frames everything below.

Walchandnagar Industries Ltd trades at ₹246, in a confirmed uptrend and 10 weeks into that stage. That is +15.8% against its own 200-day average. It sits at 62% of a 52-week range of ₹139 to ₹312. On relative strength it is currently behind the NIFTY 500 on a trailing-13-week view (1 week and counting).

Today the stock is in a confirmed uptrend — week 10 of stage 2, confirmed. At ₹246 it trades +15.8% versus its 200-day average and sits at 62% of its 52-week range (₹139–₹312).

Against the market, two honest reads. Cumulative: over the last 10.3 years the stock moved +76% while the NIFTY 500 moved +274% — behind the index over the full window. Recent form: on a trailing-13-week view the stock is currently behind (1 week and counting; last ahead the week of 2026-07-10) — the ribbon below is that same metric, week by week.

What would end the trend, mechanically: two Friday closes in a row below the 200-day line. That is the exit rule — no debates.

→ The trend is one thing; the bill is another. Are you paying up for it? Next: how the P/E reads against its own history.

Valuation P/E is the price of ₹1 of annual profit: how many rupees the market pays for each rupee the company earns in a year.

Walchandnagar Industries Ltd trades at 51.4× P/E, against too little history to rank. Its long-run median P/E is 53.5×, measured across 0.3 years of weekly readings. This places the multiple against the stock’s own record, and says nothing about what the business is worth.

Today's P/E of 51.4× is against too little history to rank, against a long-run median of 53.5× measured over 0.3 years of weekly readings. This is a comparison against the stock's own history — not a claim about what it is worth.

Put together: the multiple is unremarkable against its own past, so the story rests on the earnings line underneath it, not the multiple.

A quarterly PEG curve, which only the second data source carries, is not drawn on this page: its two data sources do not share enough overlapping reported history to be compared. A figure nobody could check is not used to price growth — the gap is a decision, not missing data.

→ Cheap or dear rides on the earnings. Are they actually growing? Next: the fundamental stage — where the business sits in its arc, and how growth has compounded.

Stage: No read Every business sits somewhere on a fundamental arc, and this page names the spot before anything else. The last twelve quarters of revenue, profit and EPS growth — plus the return the business earns on its capital — are read as curves: Deteriorating (the curves are falling), Turning around (a trough has just formed and the last few quarters lift off it), Improving (the climb off the trough is sustained), Consistent (steadily positive with healthy returns), Topping out (still high but decelerating from the peak). When the curves genuinely disagree the read is Mixed; too little history is No read. CAGR (compound annual growth rate) is the smooth yearly pace that turns the starting value into the latest one — the fairest way to compare growth across different time spans. Read the columns together: if the 1-year number towers over the 10-year, recent growth is running hotter than the long-run trend. A dash means that window is not held, or the base year was a loss (where a growth rate is not meaningful).

Walchandnagar Industries Ltd reads as no read on its fundamental arc. Under eight usable quarters on the growth trio — not enough history for an honest trajectory read. The read is built from 10 quarters across 2 curves, on partial evidence.

Why it matters: with too little history, an honest page says so instead of guessing a trajectory.

One or more growth curves carry a base-effect spike — a large year-on-year move off a near-zero or loss-making comparable quarter. Those spikes are capped before the classifier reads the trajectory, and shown pinned on the chart, so a single distorted quarter does not drive the stage call.

Return readings here are annual, not quarterly — read as level and direction only; they can confirm the growth curves but never drive the stage on their own.

Fewer than eight usable quarters on the growth curves — this page will not guess a trajectory from a stub of history.

→ The stage names the trajectory. Next: the revenue line that produces it, quarter by quarter.

4-Factor Sector Score

52.6/100 — rank 7 of 16 in Capital Goods - Engineering Heavy · 65% evidence confidence

Walchandnagar Industries Ltd scores 52.6 out of 100 against the 16 companies it is compared with in Capital Goods - Engineering Heavy, ranking 7. Balanced evidence: keep at normal research priority and require another comparable period before raising conviction.

The four contributions add to the total exactly: 22.1 + 5.5 + 10 + 15 = 52.6. This is the SAME number shown on the sector comparison — it is computed once, for the whole peer set, and read here.

What would change it: The read weakens if profit growth turns negative or margin improvement reverses while sector-relative strength deteriorates.

Revenue Revenue is the top line: everything the company billed its customers in the period.

Walchandnagar Industries Ltd reported ₹93.0 Cr of revenue in the Mar 26 quarter, +75.2% year on year. That is the 2nd straight quarter of year-on-year growth. Over 10 years it has compounded at −10.2% a year. The last full year, FY26, came in at ₹275 Cr. The last four reported quarters add to ₹275 Cr.

Walchandnagar Industries Ltd reported ₹93.0 Cr of revenue in the Mar 26 quarter, +75.2% year on year. That is the 2nd straight quarter of year-on-year growth. Over 10 years it has compounded at −10.2% a year. The last full year, FY26, came in at ₹275 Cr. The last four reported quarters add to ₹275 Cr.

FY26 revenue came in at ₹275 Cr (+6.2% on the year), capping 10 years at −10.2% compound. The latest quarter (Mar 26) printed ₹93.0 Cr, +75.2% year on year — the 2nd consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +12.7% growth against the decade's −10.2% — the current year is running faster than its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew +6.2% over the last 4 quarters against −4.6%/yr over the last 8 — accelerating.

→ Revenue grew — did margins hold as it scaled? Next: 4.5% this quarter (+93.2 pp YoY).

Operating margin Operating margin is what is left of every ₹100 of sales after running the business, before interest and tax. It is the cleanest read on pricing power and cost control.

Walchandnagar Industries Ltd's operating margin is 4.5% in the Mar 26 quarter, +93.2 percentage points against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −27.0% to 22.0%. The current quarter sits inside that band.

Walchandnagar Industries Ltd's operating margin is 4.5% in the Mar 26 quarter, +93.2 percentage points against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −27.0% to 22.0%. The current quarter sits inside that band.

The latest quarter's operating margin is 4.5%, +93.2 pp against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −27.0%–22.0%.

Why the margin moved: operating margin went +93.2 pp year on year while gross margin went −10.1 pp — the gain came mostly below the gross line: operating leverage, with costs spread over a bigger revenue base.

→ Margins held — did that reach the bottom line? Next: profit null in the latest quarter.

Net profit Net profit is what survives every cost, interest and tax — the number EPS, dividends and book value all grow from.

Walchandnagar Industries Ltd earned ₹2.9 Cr of net profit in the Mar 26 quarter. The full FY26 year was a loss of ₹15.0 Cr. That is 3.2% of the quarter's revenue. The same quarter a year earlier lost ₹56.1 Cr. 10 of the last 12 reported quarters were loss-making.

Walchandnagar Industries Ltd earned ₹2.9 Cr of net profit in the Mar 26 quarter. The full FY26 year was a loss of ₹15.0 Cr. That is 3.2% of the quarter's revenue. The same quarter a year earlier lost ₹56.1 Cr. 10 of the last 12 reported quarters were loss-making.

Mar 26 profit was ₹2.9 Cr, null year on year. On the full year, FY26 printed ₹−15.0 Cr (null).

→ Profit rose — but did the cash follow?

Cash flow — the router The P&L says what was earned; the cash-flow statement says what actually arrived. Operating cash flow (CFO) against profit is the cleanest lie detector in the accounts.

Walchandnagar Industries Ltd's cash-flow history is too thin to judge how much reported profit converts into cash. In FY26 that was ₹−11.0 Cr of operating cash against ₹−15.0 Cr of profit. After ₹39.0 Cr of capital spending, ₹−50.0 Cr was left as free cash. Cash resolution here is annual, because quarterly cash statements are not published.

FY26: operating cash of ₹−11.0 Cr against reported profit of ₹−15.0 Cr, leaving free cash of ₹−50.0 Cr after ₹39.0 Cr of capital spending.

Cash-flow readings here are annual — that is the resolution our series carries, so this section moves once a year.

Router verdict: no single sink dominates — the next section checks both the working-capital cycle and the capital spending.

→ So follow the cash to where it goes. Next: a 346-day cycle and ₹31.0 Cr of building.

Where the cash goes Working capital is the cash tied up between paying suppliers and getting paid: debtor days (customers owe), inventory days (stock waits), and the cash conversion cycle (the whole loop, in days of sales).

Walchandnagar Industries Ltd's cash conversion cycle runs 346 days in FY26, down from 439 days in FY21. Capital spending ran ₹31.0 Cr over the last 3 years. At FY26 sales of ₹275 Cr each day of that cycle holds about ₹0.8 Cr, so roughly ₹261 Cr sits inside the business at any moment.

FY26: debtors at 114 days, inventory at 451 days — roughly 14.8 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of 346 days, tighter than FY21's 439.

The full loop: cash goes out to suppliers and production on day 0; stock waits 451 days to sell; customers pay about 114 days after that; and suppliers themselves are paid at 220 days — netting out to the 346-day cycle.

In money terms: at FY26 sales of ₹275 Cr, each day of the cycle holds about ₹0.8 Cr — so the 346-day loop keeps roughly ₹261 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹31.0 Cr over the last 3 fiscal years against ₹37.0 Cr of depreciation — spending at or below maintenance level. Capital work-in-progress stands at ₹17.0 Cr (FY26) — capacity paid for but not yet earning.

The synthesis: neither the cycle nor the build-out is hoarding the cash — the machine is reasonably clean.

→ Does all this activity actually earn its cost of capital? Next: ROCE is 4% and the ROIC − WACC spread is −10.7 pp.

Return on capital Return on capital employed (ROCE) is the profit the whole business earns on all the money in it — equity and debt together. It is the single best test of whether growth creates value or just size.⚠ unverified

Walchandnagar Industries Ltd earns a ROCE of 4% in FY26. That is up from a trough of −8% in FY25. Return on invested capital clears the cost of that capital by −10.7 percentage points, so growth here is not yet paying for the capital it uses. The wiring behind it is −5.5% net margin on 0.31× asset turns.

FY26 ROCE is 4%, recovered from a FY25 trough of −8% — the full ladder below shows the fall and the climb, undoctored.

🚨 Why the return is what it is — the wiring (FY26): −5.5% net margin × 0.31× asset turns × 2.45× balance-sheet leverage ≈ −4.2% on equity. Margin does its share; leverage is a meaningful part of the equation.

The capstone test — ROIC − WACC: 1.3% − 12.0% = a −10.7 pp spread. The 12.0% is a standing assumption for the cost of capital in India, not a per-stock estimate — read the sign and the size of the spread, not the decimals. Negative — growth at these returns destroys value until the returns recover.

→ Returns like these — is the balance sheet borrowing to make them? Next: debt-to-equity is 0.61.

Debt Debt-to-equity says how much of the business is funded by borrowings. Low is the safe corner; the trend matters as much as the level.⚠ unverified

Walchandnagar Industries Ltd carries total debt of ₹219 Cr against shareholder equity of ₹359 Cr as of Mar 26, a debt-to-equity of 0.61. On the annual view that ratio went from 2.53 in FY22 to 0.61 in FY26. Read the returns elsewhere on this page with that leverage in mind.

Mar 26: total debt of ₹219 Cr against shareholder equity of ₹359 Cr — a debt-to-equity of 0.61. On the annual view, debt-to-equity went from 2.53 (FY22) to 0.61 (FY26). Read the returns on this page with that leverage in mind.

→ Who owns this, and are they adding or leaving? Next: Foreign institutions added 2.0 points over 8 quarters.

Ownership Who owns the stock, quarter by quarter: promoters (the controlling owners), foreign and domestic institutions, and the public. Steady accumulation by people close to the numbers is a signal; a quiet register is also an answer.

Foreign institutions added 2.0 points of Walchandnagar Industries Ltd over 8 quarters, the biggest move on the register. That takes foreign institutions to 2.4% of the company. Domestic institutions moved +0.3 points over the same window, to 0.5%. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — Foreign institutions: +2.0 points over 8 quarters to 2.4%; Domestic institutions: +0.3 points over 8 quarters to 0.5%; Promoters: +0.0 points over 8 quarters to 31.6%.

Why the register moved: foreign institutions drove it (+2.0 points) — steady accumulation by institutions reading the same numbers this page reads.

→ One last check: does the safety math agree? Next: the balance-sheet safety line.

Safety line The Z-score estimates how far a company sits from balance-sheet distress — above roughly 3 is safe, below roughly 1.8 is the danger zone. It was built for manufacturers, so it is not applied to banks and lenders.

Walchandnagar Industries Ltd: the Z-score reads 1.89. A Z-score above roughly 3 reads as safe and below roughly 1.8 as the distress zone, so this sits in the grey band between the two. It is a distance-to-distress estimate from the balance sheet, not a forecast of failure.

Why it matters: a Z-score of 1.89 sits in the grey band — neither clearly safe nor clearly distressed.

The safety line in one sentence: the Z-score reads 1.89.

Frequently asked questions