Danish Power 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.

Danish Power Ltd trades at ₹815, in a confirmed uptrend and 10 weeks into that stage. That is +0.0% against its own 200-day average. It sits at 51% of a 52-week range of ₹584 to ₹1,036. 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 10 of stage 2, confirmed. At ₹815 it trades +0.0% versus its 200-day average and sits at 51% of its 52-week range (₹584–₹1,036).

Against the market, two honest reads. Cumulative: over the last 1.7 years the stock moved +18% while the NIFTY 500 moved +2% — 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 2026-07-10) — 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.

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.

Danish Power Ltd trades at 23.2× P/E, near the bottom of its own range — cheaper only 34% of the time. Its long-run median P/E is 26.2×, measured across 1.2 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 23.2× is near the bottom of its own range — cheaper only 34% of the time, against a long-run median of 26.2× measured over 1.2 years of weekly readings. This is a comparison against the stock's own history — not a claim about what it is worth.

Why the multiple sits where it does: over the past year annual EPS moved +19.8% against a −14.3% price move — earnings outran the price, pushing the multiple DOWN its own range.

Put together: the multiple is low 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).

Danish Power 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.

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

50.5/100 — rank 11 of 12 in Capital Goods - Transformers · 50% evidence confidence · provisional, ranked below fully-evidenced peers

Danish Power Ltd scores 50.5 out of 100 against the 12 companies it is compared with in Capital Goods - Transformers, ranking 11. Fill the missing evidence before acting; the ranking is deliberately pulled toward neutral.

The four contributions add to the total exactly: 16 + 16.4 + 11.2 + 6.9 = 50.5. 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.

Danish Power Ltd reported ₹310 Cr of revenue in the Mar 26 quarter, +18.3% year on year. That is the 2nd straight quarter of year-on-year growth. Over 2 years it has compounded at 25.3% a year. The last full year, FY26, came in at ₹521 Cr. The last four reported quarters add to ₹948 Cr.

FY26 revenue came in at ₹521 Cr (+22.0% on the year), capping 2 years at 25.3% compound. The latest quarter (Mar 26) printed ₹310 Cr, +18.3% year on year — the 2nd consecutive quarter of year-over-year growth.

Pace check: the last four quarters averaged +23.8% growth against the decade's 25.3% — the current year is running slower 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.

Danish Power Ltd's operating margin is 18.0% in the Mar 26 quarter, −2.0 percentage points against the same quarter a year ago. Across 3 fiscal years the operating margin has ranged 17.0% to 19.0%. The current quarter sits inside that band.

The latest quarter's operating margin is 18.0%, −2.0 pp against the same quarter a year ago. Across 3 fiscal years the operating margin has ranged 17.0%–19.0%.

Why: the numbers show the operating margin move clearly, but the cost lines behind it sit below what we hold — so we state the move without inventing its driver.

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

Danish Power Ltd earned ₹40.0 Cr of net profit in the Mar 26 quarter, +14.3% year on year. It is the 2nd consecutive quarter of growth. Full-year FY26 profit was ₹69.0 Cr. The 2-year compound rate is 34.8%. That is 12.9% of the quarter's revenue.

Mar 26 profit was ₹40.0 Cr, +14.3% year on year — the 2nd consecutive quarter of growth. On the full year, FY26 printed ₹69.0 Cr (+19.0%), and the 2-year compound rate is 34.8%.

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 30% of Danish Power Ltd's reported profit arrived as operating cash — a gap worth watching. In FY26 that was ₹42.0 Cr of operating cash against ₹69.0 Cr of profit. After ₹164 Cr of capital spending, ₹−122 Cr was left as free cash.

FY26: operating cash of ₹42.0 Cr against reported profit of ₹69.0 Cr, leaving free cash of ₹−122 Cr after ₹164 Cr of capital spending. Across the last 3 fiscal years the conversion rate is 30% 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 30%: the cash cycle stretched 52 days between FY24 and FY26 — more of each rupee of profit waits inside the cycle before arriving. Less than 70% of profit arriving as cash is the thing to watch on this page.

Router verdict: conversion is below par and the cash cycle has stretched 52 days — the next section's job is to find where the cash is stuck.

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).

Danish Power Ltd's cash conversion cycle runs 127 days in FY26, up from 75 days in FY24. Capital spending ran ₹211 Cr over the last 2 years. At FY26 sales of ₹521 Cr each day of that cycle holds about ₹1.4 Cr, so roughly ₹181 Cr sits inside the business at any moment.

FY26: debtors at 78 days, inventory at 88 days — roughly 2.9 months of stock waiting to sell; that is where the cash sits while it waits — for a full cycle of 127 days, looser than FY24's 75.

The full loop: cash goes out to suppliers and production on day 0; stock waits 88 days to sell; customers pay about 78 days after that; and suppliers themselves are paid at 39 days — netting out to the 127-day cycle.

In money terms: at FY26 sales of ₹521 Cr, each day of the cycle holds about ₹1.4 Cr — so the 127-day loop keeps roughly ₹181 Cr sitting inside the business at any moment.

On the investment side: capital spending of ₹211 Cr over the last 2 fiscal years against ₹12.0 Cr of depreciation — the company is building well ahead of wear-and-tear. Capital work-in-progress stands at ₹15.0 Cr (FY26) — capacity paid for but not yet earning.

The synthesis: the working-capital loop is the cash sink the router flagged — watch the cycle, not the P&L.

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

Danish Power Ltd earns a ROCE of 23% in FY26. Return on invested capital clears the cost of that capital by +5.4 percentage points, so growth here adds value rather than only size. The wiring behind it is 13.2% net margin on 0.90× asset turns.

FY26 ROCE is 23%.

Why the return is what it is — the wiring (FY26): 13.2% net margin × 0.90× asset turns × 1.25× balance-sheet leverage ≈ 14.8% on equity. Margin does its share; leverage is modest — this is an earned return, not a borrowed one.

The capstone test — ROIC − WACC: 17.4% − 12.0% = a +5.4 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. Low is the safe corner; the trend matters as much as the level.⚠ unverified

Danish Power Ltd carries total debt of ₹2.0 Cr against shareholder equity of ₹461 Cr as of Mar 26, a debt-to-equity of 0.00 — effectively unlevered. On the annual view that ratio went from 0.01 in FY25 to 0.00 in FY26. The returns elsewhere on this page are therefore earned rather than borrowed.

Mar 26: total debt of ₹2.0 Cr against shareholder equity of ₹461 Cr — a debt-to-equity of 0.00. On the annual view, debt-to-equity went from 0.01 (FY25) 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.

No holder of Danish Power 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.

Danish Power 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 debt, cash-flow and return sections above carry the balance-sheet evidence this page does hold, and each of them states its own reporting date.

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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