Central Mine Planning & Design Institute 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.

Central Mine Planning & Design Institute Ltd trades at ₹237, in a confirmed uptrend and 18 weeks into that stage. That is +16.7% against its own 200-day average. It sits at 58% of a 52-week range of ₹181 to ₹278. On relative strength it is currently behind the NIFTY 500 on a trailing-13-week view (3 weeks and counting).

Today the stock is in a confirmed uptrend — week 18 of stage 2, confirmed. At ₹237 it trades +16.7% versus its 200-day average and sits at 58% of its 52-week range (₹181–₹278).

Against the market, two honest reads. Cumulative: over the last 4 months the stock moved +31% while the NIFTY 500 moved +3% — ahead of the index over the full window. Recent form: on a trailing-13-week view the stock is currently behind (3 weeks and counting; last ahead the week of 2026-07-24) — 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.

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.

Central Mine Planning & Design Institute Ltd trades at 25.9× P/E, about the priciest it has ever traded. Its long-run median P/E is 0.1×, measured across 0.2 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 25.9× is about the priciest it has ever traded, against a long-run median of 0.1× measured over 0.2 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 full against its own past, so the story rests on the earnings line underneath it, not the multiple.

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).

Central Mine Planning & Design Institute 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 4 quarters across 1 curve, 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.

4-Factor Sector Score

62.4/100 — rank 29 of 36 in Miscellaneous · 38% evidence confidence · provisional, ranked below fully-evidenced peers

Central Mine Planning & Design Institute Ltd scores 62.4 out of 100 against the 36 companies it is compared with in Miscellaneous, ranking 29. Fill the missing evidence before acting; the ranking is deliberately pulled toward neutral.

The four contributions add to the total exactly: 22.1 + 20.1 + 10.2 + 10 = 62.4. 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.

Central Mine Planning & Design Institute Ltd reported ₹481 Cr of revenue in the Jun 26 quarter, +17.6% year on year. That is the 2nd straight quarter of year-on-year growth. Over 5 years it has compounded at 9.2% a year. The last full year, FY26, came in at ₹2,317 Cr. The last four reported quarters add to ₹2,246 Cr.

FY26 revenue came in at ₹2,317 Cr (+10.2% on the year), capping 5 years at 9.2% compound. The latest quarter (Jun 26) printed ₹481 Cr, +17.6% year on year — the 2nd consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +14.7% growth against the decade's 9.2% — the current year is running faster than its own long-run rate.

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.

Central Mine Planning & Design Institute Ltd's operating margin is 30.0% in the Jun 26 quarter, +8.0 percentage points against the same quarter a year ago. Across the last four quarters the operating margin has moved −15.0 percentage points. Across 6 fiscal years the operating margin has ranged 28.0% to 42.0%. The current quarter sits inside that band.

The latest quarter's operating margin is 30.0%, +8.0 pp against the same quarter a year ago. Across 6 fiscal years the operating margin has ranged 28.0%–42.0%.

🚨 Why the margin moved: operating margin went −14.8 pp year on year while gross margin went +0.2 pp — the loss came mostly below the gross line: operating leverage, with costs spread over a bigger revenue base.

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

Central Mine Planning & Design Institute Ltd earned ₹116 Cr of net profit in the Jun 26 quarter, +52.6% year on year. Full-year FY26 profit was ₹613 Cr. The 5-year compound rate is 14.1%. That is 24.1% of the quarter's revenue. The same quarter a year earlier earned ₹277 Cr.

Jun 26 profit was ₹116 Cr, +52.6% year on year. On the full year, FY26 printed ₹613 Cr (−8.1%), and the 5-year compound rate is 14.1%.

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.

Over the last 3 fiscal years 92% of Central Mine Planning & Design Institute Ltd's reported profit arrived as operating cash — the cash follows the profit. In FY26 that was ₹716 Cr of operating cash against ₹613 Cr of profit. After ₹65.0 Cr of capital spending, ₹651 Cr was left as free cash.

FY26: operating cash of ₹716 Cr against reported profit of ₹613 Cr, leaving free cash of ₹651 Cr after ₹65.0 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 92% of profit.

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

Why conversion sits at 92%: the cash cycle tightened 50 days between FY21 and FY26 — cash that used to wait in the cycle now reaches the bank sooner.

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

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).

Central Mine Planning & Design Institute Ltd's cash conversion cycle runs 169 days in FY26, down from 219 days in FY21. Capital spending ran ₹126 Cr over the last 3 years. At FY26 sales of ₹2,317 Cr each day of that cycle holds about ₹6.3 Cr, so roughly ₹1,073 Cr sits inside the business at any moment.

FY26: debtors at 169 days (an asset-light business — no inventory to speak of) — for a full cycle of 169 days, tighter than FY21's 219.

In money terms: at FY26 sales of ₹2,317 Cr, each day of the cycle holds about ₹6.3 Cr — so the 169-day loop keeps roughly ₹1,073 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹126 Cr over the last 3 fiscal years against ₹100 Cr of depreciation — building somewhat ahead of wear-and-tear. Capital work-in-progress stands at ₹42.0 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.

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.

Central Mine Planning & Design Institute Ltd earns a ROCE of 38% in FY26. That is up from a trough of 33% in FY23. Return on invested capital clears the cost of that capital by +56.8 percentage points, so growth here adds value rather than only size. The wiring behind it is 26.5% net margin on 0.71× asset turns.

FY26 ROCE is 38%, recovered from a FY23 trough of 33% — the full ladder below shows the fall and the climb, undoctored.

Why the return is what it is — the wiring (FY26): 26.5% net margin × 0.71× asset turns × 1.43× balance-sheet leverage ≈ 26.9% on equity. Margin is doing the heavy lifting; leverage is modest — this is an earned return, not a borrowed one.

The capstone test — ROIC − WACC: 68.8% − 12.0% = a +56.8 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. A spread this wide means every rupee reinvested creates more than a rupee of value — the engine compounds.

Debt Debt-to-equity says how much of the business is funded by borrowings; interest cover says how many times operating profit pays the interest bill. Low and high, respectively, is the safe corner.

Central Mine Planning & Design Institute Ltd carries ₹1.0 Cr of borrowings against ₹2,283 Cr of equity in FY26, a debt-to-equity of 0.00. Over 5 years borrowings went from ₹1.0 Cr to ₹1.0 Cr. Capital spending ran ₹126 Cr across the last 3 of those years.

FY26: borrowings of ₹1.0 Cr against equity of ₹2,283 Cr — a debt-to-equity of 0.00. Over 5 years borrowings went from ₹1.0 Cr to ₹1.0 Cr while capital spending ran ₹126 Cr in just the last 3 — the build-out is being paid for out of cash, not debt.

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.

No holder of Central Mine Planning & Design Institute Ltd moved a full percentage point over the last two years — the register is quiet. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — .

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.

Central Mine Planning & Design Institute Ltd: the Z-score is not available for this stock, so we say so rather than invent one. It is a distance-to-distress estimate from the balance sheet, not a forecast of failure.

The safety line in one sentence: the Z-score is not available for this stock, so we say so rather than invent one.

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