Consolidated Construction Consortium 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.

Consolidated Construction Consortium Ltd trades at ₹15.5, in a downtrend and 28 weeks into that stage. That is −7.0% against its own 200-day average. It sits at 15% of a 52-week range of ₹14 to ₹26. On relative strength it has been ahead of the NIFTY 500 on a trailing-13-week view for 8 straight weeks.

Today the stock is in a downtrend — week 28 of stage 4, confirmed. At ₹15.5 it trades −7.0% versus its 200-day average and sits at 15% of its 52-week range (₹14–₹26).

Against the market, two honest reads. Cumulative: over the last 10.4 years the stock moved +219% while the NIFTY 500 moved +276% — behind the index over the full window. Recent form: on a trailing-13-week view the stock has been ahead for 8 straight weeks — 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.

P/E does not price Consolidated Construction Consortium Ltd — earnings are negative, so there is no multiple to rank against its own history. The revenue and margin lines below are where a turn, when it comes, would show first. On sales the market values Consolidated Construction Consortium Ltd at 2.3× its FY26 revenue of ₹295 Cr.

With earnings negative, P/E does not price — there is no multiple to rank against its own history. The revenue and margin lines below are where the turn, when it comes, will show first.

Why the multiple sits where it does: over the past year annual EPS moved −9.7% against a −5.1% price move — the price outran earnings, pushing the multiple UP its own range.

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.

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).

Consolidated Construction Consortium 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 8 quarters across 2 curves, on partial evidence.

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

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

42.9/100 — rank 8 of 12 in Construction & Contracting · 74% evidence confidence

Consolidated Construction Consortium Ltd scores 42.9 out of 100 against the 12 companies it is compared with in Construction & Contracting, ranking 8. Balanced evidence: keep at normal research priority and require another comparable period before raising conviction.

The four contributions add to the total exactly: 18 + 5.2 + 11.2 + 8.5 = 42.9. 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.

Consolidated Construction Consortium Ltd reported ₹120 Cr of revenue in the Jun 26 quarter, +134.4% year on year. That is the 9th straight quarter of year-on-year growth. Over 10 years it has compounded at −3.1% a year. The last full year, FY26, came in at ₹295 Cr. The last four reported quarters add to ₹364 Cr.

FY26 revenue came in at ₹295 Cr (+62.1% on the year), capping 10 years at −3.1% compound. The latest quarter (Jun 26) printed ₹120 Cr, +134.4% year on year — the 9th consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +80.7% growth against the decade's −3.1% — the current year is running faster than its own long-run rate.

Acceleration check: trailing-twelve-month revenue grew +77.3% over the last 4 quarters against +63.1%/yr over the last 8 — accelerating.

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.

Consolidated Construction Consortium Ltd's operating margin is −8.3% in the Jun 26 quarter, +34.0 percentage points against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −474.0% to 0.7%. The current quarter sits inside that band.

The latest quarter's operating margin is −8.3%, +34.0 pp against the same quarter a year ago. Across 13 fiscal years the operating margin has ranged −474.0%–0.7%.

Why the margin moved: operating margin went +34.0 pp year on year while gross margin went −4.9 pp — the gain 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.

Consolidated Construction Consortium Ltd posted a net loss of ₹5.5 Cr in the Jun 26 quarter. Full-year FY26 profit was ₹79.0 Cr. That loss is 4.6% of the quarter's revenue. The same quarter a year earlier earned ₹77.9 Cr. 7 of the last 12 reported quarters were loss-making.

Jun 26 profit was ₹−5.5 Cr, −107.0% year on year. On the full year, FY26 printed ₹79.0 Cr (−10.2%).

🚨 Why profit moved: revenue contributed +134.4% and the margin +34.0 pp — the quarter was margin-led: most of the profit growth came from keeping more of each sale.

Pace comparison, last four quarters: profit −103.8% vs revenue +80.7%. Profit is growing slower than sales — costs are eating the growth before it reaches the bottom line.

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 13% of Consolidated Construction Consortium Ltd's reported profit arrived as operating cash — a gap worth watching. In FY26 that was ₹−98.0 Cr of operating cash against ₹79.0 Cr of profit. After ₹−129 Cr of capital spending, ₹31.0 Cr was left as free cash.

FY26: operating cash of ₹−98.0 Cr against reported profit of ₹79.0 Cr, leaving free cash of ₹31.0 Cr after ₹−129 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 13% 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 13%: the cash cycle tightened 101 days between FY21 and FY26 — cash that used to wait in the cycle now reaches the bank sooner. Less than 70% of profit arriving as cash is the thing to watch on this page.

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).

Consolidated Construction Consortium Ltd's cash conversion cycle runs 28 days in FY26, down from 129 days in FY21. Capital spending ran ₹−317 Cr over the last 3 years. At FY26 sales of ₹295 Cr each day of that cycle holds about ₹0.8 Cr, so roughly ₹23.0 Cr sits inside the business at any moment.

FY26: debtors at 115 days, inventory at 94 days — roughly 3.1 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of 28 days, tighter than FY21's 129.

The full loop: cash goes out to suppliers and production on day 0; stock waits 94 days to sell; customers pay about 115 days after that; and suppliers themselves are paid at 181 days — netting out to the 28-day cycle.

In money terms: at FY26 sales of ₹295 Cr, each day of the cycle holds about ₹0.8 Cr — so the 28-day loop keeps roughly ₹23.0 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹−317 Cr over the last 3 fiscal years against ₹12.0 Cr of depreciation — spending at or below maintenance level. Capital work-in-progress stands at ₹0.0 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.⚠ unverified

Consolidated Construction Consortium Ltd earns a ROCE of −2% in FY26. That is up from a trough of −119% in FY24. Return on invested capital clears the cost of that capital by −38.5 percentage points, so growth here is not yet paying for the capital it uses. The wiring behind it is 26.8% net margin on 0.60× asset turns.

FY26 ROCE is −2%, recovered from a FY24 trough of −119% — the full ladder below shows the fall and the climb, undoctored.

🚨 Why the return is what it is — the wiring (FY26): 26.8% net margin × 0.60× asset turns × 1.78× balance-sheet leverage ≈ 28.6% on equity. Margin is doing the heavy lifting; leverage is a meaningful part of the equation.

The capstone test — ROIC − WACC: −26.5% − 12.0% = a −38.5 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.

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

Consolidated Construction Consortium Ltd carries total debt of ₹0.0 Cr against shareholder equity of ₹279 Cr as of Mar 26, a debt-to-equity of 0.00 — effectively unlevered. On the annual view that ratio went from −2.73 in FY22 to 0.00 in FY26. The returns elsewhere on this page are therefore earned rather than borrowed.

Mar 26: total debt of ₹0.0 Cr against shareholder equity of ₹279 Cr — a debt-to-equity of 0.00. On the annual view, debt-to-equity went from −2.73 (FY22) to 0.00 (FY26). The returns on this page are earned, not borrowed.

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.

Promoters cut 2.3 points of Consolidated Construction Consortium Ltd over 8 quarters, the biggest move on the register. That takes promoters to 60.0% of the company. Domestic institutions moved −1.0 points over the same window, to 9.0%. The register is read on the four disclosed classes only; nothing is inferred between filings.

The register over the last two years — Promoters: −2.3 points over 8 quarters to 60.0%; Domestic institutions: −1.0 points over 8 quarters to 9.0%; Foreign institutions: +0.0 points over 8 quarters to 0.0%.

🚨 Why the register moved: promoters drove it (−2.3 points), alongside domestic institutions (−1.0 points) — distribution into the market’s bid.

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.

Consolidated Construction Consortium Ltd: the Z-score reads 2.50. 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 2.50 sits in the grey band — neither clearly safe nor clearly distressed.

The safety line in one sentence: the Z-score reads 2.50.

Frequently asked questions