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From Mumbai to the World: Equity Right’s Climb to the Global Top 3

From Mumbai to the World: Equity Right’s Climb to the Global Top 3

From Mumbai to the World: Equity Right’s Climb to the Global Top 3

In a digital world crowded with investment apps and trading tools, carving out a meaningful space without external funding is rare. Yet Equity Right, founded in Mumbai in 2015, has built a strong reputation for independent equity research and advisory, despite being fully self funded.

According to Tracxn, *Equity Right is ranked 3rd among 16 global competitors in its category*, positioned alongside companies from: *Canada (UltraTrader, TraderSync), Germany (Edgewonk), Brazil (Guru), and United States (Stocks+ App, The Trading Buddy, Wise Tradr)*. This isn’t just a ranking, it’s a validation of a decade-long journey powered by consistency, credibility, and sheer bootstrap grit.

Equity Right’s #3 global ranking comes purely from its product strength, user traction, and consistent research quality, not marketing or funding.

The firm’s research desk has delivered an average CAGR of approximately 28%, driven by recommendations such as PFC, REC, HUDCO and Keynes Technologies and many more. Equity Right currently manages an AUM of ₹~440 crore, supported by a steadily expanding investor base across HNIs, family offices, and institutions.

While not a merchant banker, quite a few IPO ready companies have been guided by the Equity Right team. Equity Right has been participant in multiple stock placements with top domestic institutions and leading fund houses. The firm has participated in transactions totalling over ₹1,500 crore over last 5 years.

The firm offers a comprehensive range of research-driven services, including equity research reports, results updates, IPO research, and coverage of corporate and sectoral trends. It also delivers daily market news, expert views, and analysis across currencies and commodities. Its platform features a dedicated investor forum, real estate research, including property rates, top picks, expert opinions, and news.

Equity Right being “unfunded” simply means it has grown entirely through its own discipline, decisions, and user trust. It reflects the long-term, research-first vision of founder Gaurav Daptardar, who built the platform from a small idea into a respected global competitor.

Under the leadership of Gaurav Daptardar, Equity Right’s expansion into investment banking, wealth management, PMS, and full-spectrum research marks a notable milestone for an independently built firm operating across both buy and sell sides.

To summarise, Equity Right’s rise is a story of patience, expertise, and purpose, a budding research house from Mumbai quietly proving that consistent quality can achieve global success.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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HAL Q2 FY26: Revenue ₹6,628 Crore (+11%), PAT ₹1,662 Crore (+11.6%) — Margin Pressure Visible

Reliance Q2 FY26: Gross Revenue ₹2.83 Lakh Crore, EBITDA +14.6% — Retail & Digital Drive Growth

Reliance Q2 FY26: Gross Revenue ₹2.83 Lakh Crore, EBITDA +14.6% — Retail & Digital Drive Growth

Reliance Q2 FY26: Gross Revenue ₹2.83 Lakh Crore, EBITDA +14.6% — Retail & Digital Drive Growth

Reliance reported a strong quarter with consolidated gross revenue of ₹2,83,548 crore, EBITDA of ₹50,367 crore (+14.6% YoY) and consolidated PAT of ₹22,092 crore (+14.3% YoY) — driven mainly by Jio (digital) and Retail momentum.

*Consolidated headline numbers*
* Gross revenue: ₹2,83,548 crore (up 10.0% YoY).
* EBITDA: ₹50,367 crore (up 14.6% YoY).
* Profit before tax (PBT): ₹29,124 crore (up 16.3% YoY).
* Tax: ₹6,978 crore.
* Profit after tax (PAT): ₹22,092 crore (up 14.3% YoY).
* Finance cost: ₹6,827 crore;
* Depreciation: ₹14,416 crore.
These are the consolidated top-line and profitability numbers for Q2 FY26.

*Digital/ Jio Platforms*
* Gross revenue (JPL consolidated): ₹42,652 crore (15% YoY).
* Operating revenue: ₹36,332 crore (14.6% YoY).
* EBITDA: ₹18,757 crore (up 17–18% YoY) with margin expansion (+140 bps).
* Jio milestones: subscribers ~506.4 million, ARPU rose to ₹211.4.
Jio’s improved ARPU, subscriber additions (net add ~8.3 million) and higher monetization were key profit levers this quarter.

*Retail (Reliance Retail Ventures Limited — RRVL)*
* Gross revenue (Retail): ₹90,018 crore (up 18% YoY).
* Net revenue: ₹79,128 crore; EBITDA from operations: ₹6,624 crore; Total EBITDA: ₹6,816 crore (up ~16.5% YoY).
Retail also reported 369 million registered customers and 19,821 stores (412 new stores opened in the quarter). Festive demand and faster adoption of quick commerce lifted volumes.

*Oil-to-Chemicals (O2C)*
* Revenue: ₹160,558 crore (small YoY uptick ~3.2%).
* EBITDA: ₹15,008 crore (up ~21% YoY); EBITDA margin improved ~130 bps to 9.3% — supported by better fuel cracks, higher domestic fuel placement and commodity delta improvements.

*Exploration & Production (E&P)*
Revenue and EBITDA were steady-to-low single-digit changes; production volumes and price realizations mixed across blocks.

*Balance sheet & cash flow signals*
* Capex during the quarter: ₹40,010 crore (shows heavy investment activity).
* Net debt: moved to ₹118,545 crore (up slightly from ₹117,581 crore).
* Net debt/ LTM EBITDA: ~0.58x — implies the company remains comfortably levered relative to earnings while investing aggressively.

*Risks & catalysts*
* Catalysts: continued Jio ARPU upsides, further traction in quick commerce and festive retail, and improved downstream fuel cracks (helpful for O2C EBITDA). Jio’s scale (500M+ subs) is a structural strength.
* Risks: higher finance costs (Q2 finance cost rose YoY), large recurring capex, and exposure of petrochem margins to global crude/chain dynamics. Also, compare Q2 to Q1 for one-offs — Q1 included proceeds from sale of listed investments that affected sequential comparisons.

*Conclusion*
Reliance posted a broadly solid Q2 FY26: double-digit YoY growth in revenue, EBITDA and PAT, largely led by Jio’s monetisation and Retail’s festive-led growth, while the group continues heavy capex and maintains a moderate net-debt/EBITDA ratio. Investors will watch margin sustainability across O2C and the cash-flow impact of the ongoing investment program.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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HUL Q2 FY26: Revenue Up 2%, PAT Up ~4% Amid GST-Led Disruption

HUL Q2 FY26: Revenue Up 2%, PAT Up ~4% Amid GST-Led Disruption

HUL Q2 FY26: Revenue Up 2%, PAT Up ~4% Amid GST-Led Disruption

HUL Q2 FY26: Revenue Up 2%, PAT Up ~4% Amid GST-Led Disruption

Hindustan Unilever posted a modest quarter: revenue rose about 2% while reported PAT grew ~4% helped by a one-off tax benefit — margins were under pressure and management declared an interim dividend of ₹19 per share.

*What happened this quarter*
* Revenue from operations (consolidated) for Q2 FY26: ₹16,034 crore, up from ₹15,703 crore a year ago (≈ +2% YoY).
* Earnings before interest, tax, depreciation and amortisation (EBITDA) for the quarter: ₹3,729 crore; EBITDA margin: 23.2%, down 90 basis points vs Q2 last year.
* Profit after tax before exceptional items: ₹2,482 crore, down 4% YoY.
* Reported Profit After Tax (PAT, after exceptional items): ₹2,694 crore, up ~4% YoY (consolidated).
* Board declared an interim dividend of ₹19 per share (record date: 7 Nov 2025).

*Detailed numbers (consolidated)*
* Revenue from operations: ₹16,034 crore (Q2 FY26) vs ₹15,703 crore (Q2 FY25).
* Total income (quarter): figures shown in the filing also list components of other income and operating segments (see official table).
* EBITDA: ₹3,729 crore. EBITDA margin: 23.2% (decline of 90 bps YoY).
* Profit before exceptional items (PAT before exceptions): ₹2,482 crore (down 4% YoY).
* Exceptional items (net): one-off +₹273 crore (favourable tax resolution between UK & India), restructuring costs ₹51 crore, and acquisition/ disposal costs ₹38 crore. These swing the pre-exception PAT to the reported PAT.
* Reported PAT (after exceptions): ₹2,694 crore (≈ +4% YoY).
* Basic earnings per share (EPS): ₹11.43 for the quarter (basic).
* Total comprehensive income (quarter): ₹2,698 crore (group level table). Paid up equity: 235 crore shares (face value Re. 1).

*Why revenue was muted and margins fell*
* The filing and the company commentary point to GST-led disruption (rate changes) that affected pricing and demand for a part of the portfolio, which pressured volumes and realizations in the quarter. This is visible in the modest top-line growth despite HUL’s scale.
* Margin contraction (90 bps in EBITDA margin) was because of a mix of higher input/ operational costs, continued investment/marketing spend and the temporary dilution in pricing power related to the GST transition.

*Segment/ cash flow/ other pointers*
* The company’s statement includes segment-level sales and operating data (Home Care, Beauty & Well-being, Personal Care, Foods). The consolidated schedules also show standalone numbers for comparability.
* Cash flows: the cash generated from operations and movement in working capital are shown in the cash flow tables (operating cash flow and taxes paid are disclosed in the filing).

*Segment-wise snapshot*
While the company’s full segment-table for Q2 FY26 is only partially disclosed in the public summary, previous commentary from HUL suggests the following trends (for guidance into Q2):
* The Home Care division has historically grown at low-single to mid-single digit sales growth, with volume growth being stronger than value growth (as the business absorbs input inflation and passes on less pricing).
* The Beauty & Well-being/ Personal Care business has seen better momentum in premiumisation, with moderate unit growth but heavier investment behind brands.
* The Foods & Refreshments segment has been weaker, with demand softness in some categories and cost inflation from commodities like tea and coffee.
* Management commentary (in recent prior quarters) emphasises a shift from margin-first to growth-first: higher brand and trade-spend, more focus on digital & e-commerce channels.

*Outlook and what management has signalled*
HUL has stated it expects consumer demand to gradually improve through FY26, buoyed by lower commodity inflation, improving rural macro trends and continued investment in brand/digital. However, management continues to flag near-term margin pressure due to elevated input costs, trade spend and channel investments. They anticipate volume growth to recover gradually while price growth remains modest.

*Management actions & shareholder returns*
Management approved an interim dividend of ₹19 per share (record date 7 Nov 2025; payment 20 Nov 2025). This signals continued focus on returning cash to shareholders despite the quarter’s headwinds.

*Takeaways*
* Topline: steady but muted — revenue +2% YoY.
* Profit: reported PAT +~4%, helped by a one-off tax benefit; underlying PAT before exceptions down ~4%.
* Margins: under pressure — EBITDA margin down 90 bps to 23.2%.
* Shareholder friendly: interim dividend ₹19/sh.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Gujarat Gas Q2 FY26: Revenue Flat at ~₹3,980 Crore, PAT Down ~9%

Gujarat Gas Q2 FY26: Revenue Flat at ~₹3,980 Crore, PAT Down ~9%

Gujarat Gas Q2 FY26: Revenue Flat at ~₹3,980 Crore, PAT Down ~9%

Gujarat Gas Q2 FY26: Revenue Flat at ~₹3,980 Crore, PAT Down ~9%

Gujarat Gas reported a largely stable quarter on top-line with revenue of ~₹3,979 crore, but profitability slipped — EBITDA at ₹520 crore (vs ₹553 crore) and PAT at ₹281 crore (vs ₹307 crore) for Q2 FY26.

*Headline numbers (company reported — Q2 FY26 vs Q2 FY25)*
* Revenue from operations: ~₹3,979 crore (Q2 FY26) vs ~₹3,949 crore (Q2 FY25).
* EBITDA: ₹520 crore (Q2 FY26) vs ₹553 crore (Q2 FY25).
* PAT (Profit after tax): ₹281 crore (Q2 FY26) vs ₹307 crore (Q2 FY25).

*Operational highlights — volumes & network*
* CNG volume: 3.32 mmscmd in Q2 FY26, up 13% YoY (vs 2.93 mmscmd in Q2 FY25).
* PNG (Domestic): 0.83 mmscmd in Q2 FY26 — +10% YoY.
* PNG (Commercial): 0.16 mmscmd — +7% YoY.
* Total distributed gas: ~8.65 mmscmd in Q2 FY26

*Network & customer metrics*
* CNG stations: 834 operational stations (company added 4 stations in the quarter).
* New domestic customers added in Q2: 42,400+.
* Households served: More than 23.44 lakh households.
* Pipeline network: 43,900+ km of steel pipeline (cumulative).

*Business initiatives mentioned by the company*
* FDODO (Franchise/ dealer) push: Gujarat Gas has signed 74 FDODO agreements to accelerate growth; one FDODO station became operational in Jamnagar during the quarter.
* Corporate action: Shareholders approved the Composite Scheme of Amalgamation and Arrangement at the meeting held on 17th October 2025; the company has filed the Chairman’s Report and confirmation petition with the Ministry of Corporate Affairs.

*What the numbers tell us*
1. Volume growth is healthy, especially CNG: CNG volumes grew 13% YoY to 3.32 mmscmd, showing strong consumer and transport demand — this is the positive operational story.
2. Top line is steady, but margins compressed: Revenue was almost flat (≈₹3,979 crore), yet EBITDA and PAT declined (EBITDA ₹520 crore, PAT ₹281 crore), indicating margin pressure or higher costs relative to last year.
3. Retail expansion continues: Network additions (4 new CNG stations) and 42,400+ new domestic connections in a quarter show steady on-ground growth and customer acquisition.
4. FDODO rollout is a focus: Signing 74 FDODO agreements and commissioning a station signals management’s push to scale via franchise models.

*Risks and near-term things to watch*
* Margin drivers: If fuel/ gas costs, spot LNG prices, or allocations change, EBITDA and PAT can move sharply — the quarter already showed profit decline despite volume growth.
* Execution of FDODO roll-out: Success of the franchise model will affect future station additions and cost structure.
* Regulatory/ allocation changes: Any government allocation changes for domestic/ priority segments could affect supply mix and economics.

*Conclusion*
Gujarat Gas delivered stable revenue (~₹3,979 crore) and good volume growth (CNG +13%), but profitability came under pressure with EBITDA at ₹520 crore and PAT at ₹281 crore. The company is expanding its network and pushing an FDODO strategy, but margin sustainability remains the key monitorable for the next quarters.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Tata Motors Q2 FY26: Sales Momentum in CVs (94,681 units, +12%), Revenue Growth Modest, Profitability Under Pressure

Tata Motors Q2 FY26: Sales Momentum in CVs (94,681 units, +12%), Revenue Growth Modest, Profitability Under Pressure

Tata Motors Q2 FY26: Sales Momentum in CVs (94,681 units, +12%), Revenue Growth Modest, Profitability Under Pressure

Tata Motors Q2 FY26: Sales Momentum in CVs (94,681 units, +12%), Revenue Growth Modest, Profitability Under Pressure

Tata Motors’ Commercial Vehicles (CV) business showed healthy volume momentum — 94,681 units, up 12% year-on-year — while revenue growth was modest and overall profitability at group/PV levels remained under pressure due to one-off items and underlying losses in passenger vehicles.

*Key numbers at a glance*
* CV volumes: 94,681 units, +12% YoY.
* CV revenue: ₹18.4K crore, +6.6% YoY (reported as ₹18.4K Cr).
* CV EBITDA margin: 12.2%, +150 bps YoY.
* CV EBIT margin: 9.8%, +200 bps YoY.
* CV PBT (bei): ₹1.7K crore for the quarter.
Note: Group/Passenger Vehicles (PV) reported significant one-time notional gains which distort headline profitability for the quarter.

*What influenced the results this quarter*
* Volume strength in CVs: The CV business delivered nearly 95k units, a healthy 12% jump. This shows underlying demand strength in commercial transport and logistics. Higher volumes helped spread fixed costs and improved margins.
* Modest revenue growth: CV revenue grew by ~6.6% to about ₹18.4K crore. Volume gains were partly offset by product mix and realization changes, so top-line expansion was smaller than volume growth.
* Margin improvement in CVs: EBITDA margin rose to 12.2% (+150 bps) and EBIT margin to 9.8% (+200 bps). Management attributes this to higher volumes, favourable realizations and cost efficiencies. These margin gains are meaningful for a volume-driven business.

*Profitability — a mixed story*
* CV profitability improved: PBT (bei) for the CV segment was ₹1.7K crore, reflecting better operating leverage on higher volumes.
* Group/ PV distortions: At the group and passenger vehicle levels the reported profit picture is distorted by exceptional items and notional gains on disposal in PV. Some company releases show very large one-time notional gains that swing reported net profit figures — but these are not cash operating profits. Investors should separate ‘underlying operating profit’ (what the business actually earned from making and selling vehicles) from one-offs.

*Detailed highlights*
* CV volume: 94,681 units (+12% YoY).
* CV revenue: ₹18.4K Cr (+6.6% YoY).
* CV EBITDA margin: 12.2% (+150 bps YoY).
* CV EBIT margin: 9.8% (+200 bps YoY).
* CV PBT (bei): ₹1.7K Cr.
* Passenger Vehicles (PV) — reported extremely large notional gain on disposal in Q2 that led to a jump in reported net profit at the PV group level; excluding that gain PV posted operating losses for the quarter. (Company press release shows the one-time notional gain magnitude; treat it as non-recurring.)

*Overall Interpretation*
* CV business is the bright spot: Strong volumes and better margins mean the CV division is moving in the right direction — more trucks on the road and slightly better profitability per vehicle.
* Group headline profit is confusing: Reported group or PV profits are affected by non-cash, one-off accounting items. So, while headlines may show big profits or swings, the core operating picture (especially for PV) is weaker if you strip out the one-offs.
* Watch next quarters for sustainability: If CV volumes and realizations hold, margins could stay higher; but PV needs structural fixes and the one-off gains will not repeat, so investors should focus on underlying EBIT/EBITDA trends.

*Conclusion*
Tata Motors’ CV business had a good quarter — 94,681 units (+12%), modest revenue growth to ₹18.4K Cr, and improving margins (EBITDA 12.2%, EBIT 9.8%). But the overall company headline profit is hard to read because passenger vehicles reported large non-recurring accounting gains; excluding those, PV operating performance remains weak. So, CV momentum is real and encouraging, but watch the next few quarters to see if the improvement is sustainable at the group level.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Why gold funds saw a record weekly inflow — and what it signals for Indian investors

Why gold funds saw a record weekly inflow — and what it signals for Indian investors

Why gold funds saw a record weekly inflow — and what it signals for Indian investors

Why gold funds saw a record weekly inflow — and what it signals for Indian investors

In the week to 24 October 2025 global gold-fund flows surged to an unprecedented level, driven by a mix of macro uncertainty, institutional buying and retail interest. Bank of America data cited by market reporters showed record weekly inflows of $8.7 billion into gold funds as the metal briefly traded above $4,380 per ounce before a profit-taking correction. That rush into paper gold—from ETFs to physically backed funds—reflects a deepening role for gold in diversified portfolios and raises specific implications for Indian investors.

What happened
* Global flows: Bank of America and EPFR data pointed to $8.7bn of net new money into gold funds in the most recent week, part of a multi-month deluge that the report estimated as roughly $50bn of inflows over the past four months—an amount larger than the preceding decade plus. At the same time, spot gold briefly touched cycle highs (reported at $4,381.21/oz) then eased amid position-squaring and a firmer dollar.
* India specifics: Domestically, the gold story is also strong. India’s physically backed gold ETFs recorded their largest monthly net inflow in September 2025 — INR 83.6 billion (≈ US$947m) — and total gold-ETF AUM in India crossed about $10 billion after the big September inflow. Popular ETFs posted large turnover spikes during the Diwali season, underscoring growing retail participation.

Why money rushed into gold — the drivers
1. Macro uncertainty and rate expectations: Markets are pricing uncertainty around global growth and monetary policy cycles. Expectations of eventual Fed easing, persistent geopolitical risk and a weaker U.S. dollar at times make real yields less attractive, boosting gold’s appeal as a hedge. Analysts and banks have been raising medium-term targets for gold, reinforcing investor conviction.
2. Institutional allocations and central bank demand: Large institutional allocations—pension funds, sovereign wealth funds and asset managers—have been rotating small portions of fixed-income/FX allocations into gold. Central bank purchases remain structurally positive for net demand. This combination amplifies ETF flows because ETFs offer an efficient way for institutions to accumulate.
3. Retail and festival demand (India): In India, the Diwali season traditionally lifts retail interest in gold; this year, that cultural demand combined with ETF convenience and weak equity returns pushed investors to paper gold rather than jewellery alone. Higher ETF turnover and market share for some providers show retail adoption of financial gold.
4. Momentum and positioning: Rapid price appreciation created momentum flows and derivative positioning that amplified both the rally and subsequent volatility—hence the sharp inflow numbers followed by an intraday pullback as some participants booked profits.

What the inflows mean for Indian investors
1. Gold’s role as portfolio insurance is rising, but sizing matters. The behaviour seen in October suggests investors view gold more as an uncorrelated ballast than a pure trading vehicle. For long-term portfolios, many advisors suggest modest allocations—commonly 5–10%—to physical gold, gold ETFs, or sovereign gold bonds, depending on goals and liquidity needs. The recent inflows argue for at least reviewing and potentially modestly increasing allocations for risk-off cushioning.
2. Choose the instrument to match the purpose. Physical jewellery suits cultural uses and gifts but carries making charges and inventory premiums. Gold ETFs and sovereign gold bonds (SGBs) offer lower transaction cost, better price transparency, and—critically—no making charges; SGBs also pay fixed interest. For portfolio exposure and trading, ETFs are efficient; for long-term savings with some yield, SGBs may be preferable.
3. Be mindful of timing and volatility. Rapid flows create short-term volatility, as the mid-week pullback demonstrated. Investors chasing a top risk buying at elevated prices; a disciplined approach (staggered buying/rupee cost averaging or using SIPs into gold ETFs) reduces timing risk.
4. Macro and currency exposure matter for India. Gold’s INR price depends on the dollar price and rupee movements. A weakening rupee amplifies domestic gold gains; conversely, a stronger rupee cushions Indian buyers. Monitor FX trends when evaluating domestic returns.

Risks and caveats
While inflows signal strong demand, they also crowd markets. Rapid, concentrated ETF buying can reverse quickly if macro signals change—e.g., surprise hawkish central bank moves, a strong dollar, or a rapid equity rebound that lures risk capital back. Investors should avoid over-concentration and treat recent record inflows as both a trend signal and a volatility warning.

Conclusion
The record weekly inflows into gold funds in late October 2025 reflect a structural shift: gold is being adopted both as portfolio insurance by institutions and an accessible investment by retail in markets such as India. For Indian investors, the takeaway is pragmatic—gold deserves a place in diversified allocations, but instrument choice, allocation sizing, and a disciplined entry strategy are essential to manage valuation and timing risks. The scale of recent flows reinforces gold’s strategic role but also warns of heightened short-term price swings.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Sustainable transition and energy security: investment implications for Indian utilities and grid players

Sustainable transition and energy security: investment implications for Indian utilities and grid players

Sustainable transition and energy security: investment implications for Indian utilities and grid players

Sustainable transition and energy security: investment implications for Indian utilities and grid players

India’s energy landscape is in simultaneous transition and tension: record renewable additions are reshaping the generation mix even as thermal fuel volatility and rising peak demand keep energy security squarely on policy and corporate agendas. For utilities, grid owners and institutional investors (including pension funds), the practical question is how to balance exposure to high-growth renewable cash flows with the capex, liquidity and tariff risks that come from managing a grid still dependent on coal and peaking fuels. This article analyses the current facts, financial metrics to monitor and investment implications as of 24 October 2025.

The facts: capacity, demand and fuel prices
India added a record quantum of renewables in 2025: JMK/industry tallies show about 34.4 GW of renewables (≈29.5 GW solar, ~4.96 GW wind) installed in January–September 2025, taking total renewable capacity to roughly 247 GW and lifting the renewable share of installed capacity to about 48.3% by Q2 2025. At the same time, seasonal demand remains material: peak demand around Diwali 2025 was reported near 180.1 GW (mildly below 2024 peaks), and several states forecast further increases into winter. Thermal fuel costs are elevated versus historical averages — API2 thermal coal futures traded in the low-to-mid $90s/tonne in October 2025 — keeping generation costs and short-term procurement bills sensitive to global coal moves.

Investment-relevant metrics to watch
1. Capacity utilisation/ PLF (for thermal fleets): NTPC reported coal-plant PLFs around 76.3% in H1 (notably above the national average of ~70.6%), showing residual reliance on coal for baseload and system balancing. Declining PLFs squeeze fixed-cost recovery on thermal assets and pressure margins for merchant plants.
2. Transmission and distribution capex: POWERGRID and other transmission players are scaling capex to handle renewables-led flows; PGCIL’s FY26 capex guidance is in the range of ₹28,000 crore (revised budgets and project pipeline), which will factor into regulated asset bases and future tariff determinations. Capital intensity and regulated returns dictate investor returns in transmission.
3. Fuel cost pass-through/ tariff design: Regulators’ willingness to permit fuel cost pass-through (short-term power purchases, coal/gas price adjustments) directly affects utilities’ margin volatility. Recent CERC orders and state filings show active use of pass-through mechanisms for specific cases. Where pass-through is limited, distributors face margin squeeze and higher working-capital needs.
4. Project capex per MW and financing mix: Large renewable developers (for example, Adani Green targeting 5 GW additions in FY26 with ~₹31,000 crore capex guidance) show the scale of investment required; financing costs and availability of low-cost long tenor debt materially change project IRRs. Investors should model project level DSCRs and refinancing risk.

Short- and medium-term tradeoffs for utilities and grids
Fast renewable growth reduces average generation cost over time but increases intra-day volatility and the need for firming capacity (storage, gas peakers, pumped hydro) and stronger transmission (HVDC links, regional reinforcements). That in turn lifts near-term capex needs for transmission owners and raises operating complexity for discoms that must manage higher ramping and scheduling costs. Where coal prices spike or shipping/logistics disrupt supplies, short-term procurement bills rise — often visible in costly short-term power purchases by states (MSEDCL estimated spot procurements under ₹5.5/unit ceiling in some emergency procurements). These dynamics affect working capital, tariff petitions and receivables cycles.

Financial implications and ratios investors should monitor
* Regulated Asset Base (RAB) growth and allowed RoE for transmission: For transmission investors, look at capex-to-RAB conversion timelines and allowed returns; rising capex should ideally be matched with clear tariff schedules.
* PLF and heat-rate trends for thermal producers: A falling PLF with the same fixed costs reduces EBITDA margin and raises leverage ratios (Net Debt / EBITDA). NTPC’s relatively high PLF is a buffer, but merchant and smaller thermal players may see Net Debt/EBITDA stress if utilisation declines.
* Working capital days and receivable turn for discoms: Higher short-term purchases and seasonal peaks can blow up payables/receivables; monitor Days Sales Outstanding (DSO) and state government support lines.
* Project-level IRR sensitivity to interest rate shifts: With sizeable capex (Adani Green’s FY26 capex guidance ~₹31,000 crore/ US$3.6bn), even modest increases in finance costs reduce levered returns; track debt mix (project loans vs. bonds) and hedging.

Allocation ideas for institutional investors (pension funds/ long-term investors)
1. Core regulated transmission exposure: Transmission utilities with clear capex pipelines and tariff visibility (e.g., POWERGRID/PGCIL) can offer low-volatility, regulated cash flows; monitor RAB growth and regulatory lag.
2. Brown-to-green transition plays: Integrated utilities/IPP groups that pair renewables capacity with storage and merchant offtake contracts can capture premium returns but need careful project and counterparty credit analysis. Adani Green and other large renewable platform rollouts illustrate scale but also execution and funding risk.
3. Distressed-to-restructuring opportunities in thermal: If thermal capacity faces structural demand declines, there may be selective value in assets with repowering/retrofitting optionality or in firms with strong balance-sheet flexibility. Model residual value and environmental compliance capex.

Conclusion
India’s clean-energy rollout has reached a scale that changes the investment calculus: renewables now account for nearly half of installed capacity and are driving large-scale capex in generation and transmission. But coal-price volatility, persistent peak demand and distributional stresses mean energy security and grid investment remain critical. Institutional investors should combine regulated-asset exposure (for stability) with selective project-level renewable investments (for yield), while rigorously modelling fuel, tariff and financing sensitivities.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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The growing role of private equity in defence: a $150bn rethink for the U.S. Army

From Mumbai to the World: Equity Right’s Climb to the Global Top 3

The growing role of private equity in defence: a $150bn rethink for the U.S. Army

The growing role of private equity in defence: a $150bn rethink for the U.S. Army

In September-October 2025 the U.S. Army began formal talks with major private-equity groups to help finance an estimated $150 billion programme to modernise infrastructure and fast-track defence-technology capabilities. Facing a large funding gap (reported as roughly $135 billion shortfall against initial plans), Army leaders and Treasury officials have openly courted buyout and infrastructure investors to design public-private partnership (PPP) structures, asset swaps and concession models that could accelerate delivery while transferring some execution risk to private owners.

Why private equity — and why now?
Three converging forces explain the Army’s pivot. First, political momentum in Washington has delivered large appropriations and high-profile defence bills — including packages that free up procurement and investment levers — increasing the scale of planned programmes but exposing financing gaps. Second, private capital sits on tens to hundreds of billions of “dry powder” and faces mounting pressure to deploy: buyout dry powder alone is estimated at about $1.2 trillion, while broader private-markets liquidity measures point to over $2 trillion available for deployment across private equity, credit and infrastructure. That capital is searching for yield and durable cash flows—characteristics many defence infrastructure projects can provide. Third, a shift in procurement models at the Pentagon toward faster, outcome-oriented contracting (e.g., pilot programmes, concession arrangements and “asset monetisation”) lowers political and legal friction for PPPs.

What forms might private capital take?
Private capital can plug into defence modernisation through several structures:
* Concession deals where private investors fund, operate and maintain bases, logistics hubs or data centres under long-term contracts.
* Build-to-suit and availability-payment models that shift upfront capex to the private partner in exchange for a stream of government payments.
* Joint ventures for critical manufacturing (for example, magnet or semiconductor fabs) where private equity provides capex and industrial partners supply know-how.
* Structured financing and asset swaps, where under-utilised military land or facilities are exchanged for services or outputs. Army leaders have explicit interest in creative proposals that deliver capability rather than simple cash injections.

The economics for private investors
Defence infrastructure projects can deliver predictable, inflation-linked cashflows—an attractive profile for private funds that face low public bond yields and compressed return prospects in some sectors. For buyout and infrastructure funds, the appeal is twofold: the prospect of long-dated, indexed revenue streams that match institutional investor liabilities; and potential government credit enhancement (guarantees, concessional loans or availability payments) that improve project leverage economics. With buyout dry powder estimated at ~$1.2tn, large managers (and consortia) have both the scale and the incentive to pursue multi-billion dollar mandates. At the same time, private capital typically demands higher hurdle rates than public borrowing — investors will price in political and regulatory risk, pushing the need for contractual clarity on revenue mechanics and termination rights.

Strategic and governance risks
Bringing Wall Street into national security invites scrutiny. Key risks include operational security (safeguarding classified activity on leased sites), foreign-ownership sensitivities, long-term political risk (contract renewals and policy reversals), and reputational exposure if private owners prioritise returns over readiness. Equally important is competition policy: concentrated ownership of key defence suppliers by large PE houses could raise antitrust and national-security questions. Policymakers are therefore discussing guardrails — transparency, approved-vendor lists and retained sovereign control over critical functions — as prerequisites for larger deals.

Market signals and private-markets appetite
Private-markets specialist commentary and recent fund activity indicate a rising appetite for defence: several buyout houses have publicly signalled interest and deployed record European capital this year, while specialist funds targeted at defence and critical supply-chains are raising dedicated pools. That said, fundraising across private markets slowed in 2024–25 compared with the boom years, increasing emphasis on win-rate, operational value-add and sponsor-LP alignment. The basic arithmetic — abundant dry powder versus attractive, government-backed cashflows — explains why PE is now a central part of the Army’s funding conversation.

Investment implications and what to watch next
For investors and advisers the development creates two avenues: Direct private-markets exposure via infrastructure and defence-focused funds or co-investments that bid for Army projects; and Public-market plays through contractors and suppliers that could benefit from faster project execution and private-sector capex (watch revenue guidance, backlog growth and margin outlooks). Critical near-term indicators to monitor include the legal frameworks Congress adopts for PPPs, the Army’s shortlist of project types (barracks, datacentres, industrial plants), and the structure of any credit enhancement (guarantees or availability payments) that improves project bankability. Also watch how major firms (Apollo, Carlyle, KKR, Cerberus) position capital and disclose allocations to defence or national-security infrastructure.

Conclusion
The Army’s outreach to private equity over a $150 billion programme marks a material shift: budget shortfalls, political will for faster modernisation, and abundant private capital have aligned to create a plausible public-private financing paradigm for defence. The promise is faster delivery and off-balance-sheet mobilisation of resources; the peril is a complex governance and security landscape that requires carefully designed guardrails. For investors, the opportunity is significant but contingent on contractual clarity, acceptable risk-adjusted returns, and the willingness of policymakers to enshrine protections for national security while harnessing private finance.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Oil market on edge: Surplus builds, trade talks loom — how energy markets are responding

Air India’s Mega Aircraft Deal: Financing India’s Largest Fleet Expansion via GIFT City and Global Leasing Hubs

Air India’s Mega Aircraft Deal: Financing India’s Largest Fleet Expansion via GIFT City and Global Leasing Hubs

Air India’s Mega Aircraft Deal: Financing India’s Largest Fleet Expansion via GIFT City and Global Leasing Hubs

Air India’s reported discussions with Airbus and Boeing to buy up to 300 aircraft — including as many as 80–100 wide-body jets — mark a strategic inflection point for the carrier and for India’s aviation sector. The scale of the contemplated programme would materially increase seat capacity, route flexibility and long-haul competitiveness, but also raise financing, leasing and balance-sheet questions. How these jets are funded — outright purchase, operating or finance leases, or structured loans routed through hubs such as GIFT City — will determine Air India’s capital ratios, cash-flow volatility and return on invested capital over the next decade.

The context: why buy so many aircraft now?
Two drivers explain the timing. First, demand recovery and international growth have created urgent capacity needs for long-haul routes as India seeks deeper connectivity and tourism growth. Second, Air India’s modernisation under Tata ownership includes an explicit fleet-renewal agenda that started with large orders announced in 2024 and continued through 2025, positioning the airline to reclaim global market share. The proposed 300-aircraft talks build on earlier 2024/25 orders and would accelerate replacement of older frames and the launch of new routes.

Financing choices: loans, leases and the GIFT City innovation
Airlines typically use a mix of funded debt, finance leases, and operating leases to acquire aircraft. Operating leases preserve balance-sheet flexibility and reduce near-term capital outflow, while purchases (debt-funded or cash) lower lifecycle unit cost but increase leverage and depreciation charges. Structured loans — including those routed via IFSCs — offer another route to secure competitive pricing and foreign-currency financing. In late September 2025, Air India’s leasing arm (AI Fleet Services IFSC Ltd) secured a $215 million seven-year loan from Standard Chartered and Bank of India for six Boeing 777-300ERs via GIFT City, signaling a willingness to pioneer local structured financing for widebodies. That transaction demonstrates how GIFT City is emerging as a conduit for aircraft finance and could be used at scale if Tata-backed Air India opts to keep financing domestic.

Balance-sheet impact: a simple leverage read
Air India reported consolidated revenue of about ₹78,636 crore for FY25 and carried gross debt of roughly ₹26,880 crore at year-end. On a headline basis, that implies a debt-to-revenue ratio near 0.34x, which is moderate compared with some peers but does not capture off-balance-sheet lease exposure. Additionally, Air India (with Air India Express consolidated) reported a combined FY25 pre-tax loss of around ₹9,568 crore, underscoring that near-term profitability remains fragile even as revenues grow. Any large-scale aircraft acquisition will therefore either raise absolute debt (if purchased) or increase lease commitments (if leased), with direct implications for interest cover and leverage metrics such as debt/EBITDAR — the industry standard for airline gearing. Investors should therefore focus on post-deal debt/EBITDAR guidance and the mix of operating leases versus owned fleet.

Lease vs. buy: trade-offs quantified
* Buy (loan finance) — Pros: lower lifecycle per-seat cost, asset ownership (residual value); Cons: higher upfront capex, increased leverage, and greater exposure to residual-value risk. Loan pricing for aircraft can be competitive (GIFT City deals show margins around SOFR + ~168bps in recent transactions), but currency and interest-rate mismatches must be managed.
* Lease (operating/finance lease) — Pros: flexibility to scale capacity up or down, lower initial cash outflow, and off-balance flexibility (though accounting standards increasingly bring many leases onto balance sheets). Cons: higher long-term unit cost, less control over configuration, and dependence on lessors’ appetite. The global lessor base is deep — but narrowbody lease rates had been rising through 2024–25 amid supply constraints, making long-term lease economics sensitive to lessor pricing.
For Air India, an optimal structure could involve a core owned fleet for high-demand trunk routes (to lower per-seat cost) combined with leased capacity for seasonal, experimental or route-scaling needs.

Comparative capital structures: Indian carriers vs global peers
Indian carriers present varied capital profiles. As of FY25, IndiGo reported materially higher gross debt (~₹67,088 crore) compared with Air India’s ₹26,880 crore, reflecting a high fleet-ownership model and aggressive expansion. Globally, flag carriers and low-cost carriers manage mix differently: legacy carriers often rely on a blend of owned aircraft and bank/lessor financing, while ultra-low-cost carriers favour ownership to reduce unit costs. The choice depends on network strategy, yield profile and access to capital markets or export credit agencies. Air India’s Tata backing gives the airline noticeable strategic depth, but commercial lenders and lessors will still require clear traction to finance a multi-hundred-aircraft order without diluting credit metrics.

Investment and risk implications
A sizeable fleet order could boost revenue potential via capacity-led growth and improved per-seat economics, but will also increase fixed costs and require sustained demand to justify return on capital. Key investor watch-items include: (1) the firm/option split in any order, (2) the financing mix (owned vs leased), (3) expected impact on debt/EBITDAR and interest coverage, and (4) timelines for deliveries and expected yield improvement on new routes. The GIFT City loan demonstrates an appetite among Indian and international banks to support aircraft finance domestically — a structural positive — but execution and macro sensitivity remain primary risks.

Conclusion
Air India’s potential commitment to up to 300 jets could transform India’s long-haul connectivity and Air India’s market position, but the financing blueprint will decide whether the expansion is a profitable scaling or a leverage risk. Investors should treat the announcement as a strategic positive for capacity and network, conditional on disciplined financing (a balanced buy/lease mix), clear delivery schedules, and demonstrable improvement in unit economics.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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The FII turnaround: What’s behind the ₹3,000-crore inflows into Indian equities?

The FII turnaround: What’s behind the ₹3,000-crore inflows into Indian equities?

The FII turnaround: What’s behind the ₹3,000-crore inflows into Indian equities?

The FII turnaround: What’s behind the ₹3,000-crore inflows into Indian equities?

In the first half of October 2025, the Indian equity markets witnessed a sharp reversal in foreign institutional investor (FII / FPI) flows. Over just seven trading sessions, FIIs flowed in more than ₹3,000 crore into Indian equities, reversing a protracted, multi-month selling spree. On 16 October, this inflow served as a key catalyst for a rally: the Sensex jumped more than 500 points and the Nifty crossed 25,450. This sudden pivot begs several questions: what has changed in sentiment, macro or valuation? How does this compare with earlier cycles of FII exits and returns? And finally, what does it imply for volatility, valuations, and the balance of power between foreign and domestic investors?

Background: The Outflow Phase & Historical Context
* Persistent Outflows Earlier in 2025: FIIs had been net sellers for much of 2025. As per reports, by early October, cumulative foreign outflows from Indian equities had touched ₹1.98 lakh crore (i.e. ~ ₹198,103 crore) in the calendar year to date. In September alone, FIIs exited about ₹27,163 crore from equities. Between July 1 and early September, FIIs sold shares worth over ₹1 lakh crore, driven by stretched valuations, profit booking, uncertainties over U.S. tariffs and weak corporate earnings. That said, domestic institutional investors (DIIs) often offset the sell pressure, acting as contrarian buyers.
* Past Cycles of Exit and Return: Historically, FII flows in India have been volatile and procyclical: in favorable global conditions, FIIs pour in capital; but when risk aversion or external shocks appear, they rush out. Academic studies (e.g. in “Trading Behaviour of Foreign Institutional Investors”) suggest that FII equity flows display a mean-reverting nature, and are more volatile than local flows. Periods of sharp FII withdrawal often coincide with global rate hikes, tightening liquidity, or geopolitical stress. On the flip side, rebounds in FII flows have marked past equity market bottoms or renewals of optimism — especially when valuations have corrected, macro data improves, or the global liquidity regime turns favorable again.

What’s Fueling the Current Turnaround?
Several triggers appear to be aligning, making foreign investors more comfortable re-entering India. Below are some of the key factors:
1. Macro stability, easing inflation & policy room: The latest Reserve Bank of India (RBI) minutes show that inflation in India has softened, giving the central bank room for potential rate cuts. The RBI left the repo rate unchanged at 5.50% in its latest meeting but maintained a neutral stance; some members advocated shifting to accommodative. Lower inflation expectations, improved growth forecasts (GDP seen ~6.8% in 2025) and a more benign global rate environment are helping reduce the risk premium for emerging market allocations.
2. Strong IPO momentum and fresh primary market interest: October 2025 is shaping up to be a blockbuster month for new listings in India, with expectations of ~$5 billion in IPOs. Notably, the Tata Capital IPO raised ₹15,512 crore, the largest in 2025 so far. Some of the FII inflows may be directly tied to participation in these IPOs or anticipation of liquidity recycling from primary markets into secondary markets. When IPOs succeed and funds return, some capital naturally flows into blue-chips or adjacent equities.
3. Valuations cheaper after earlier correction: The extended FII selling had taken some pressure off valuations. Some key large-caps had corrected and were increasingly seen as attractive entry points for global funds looking for emerging market exposure. When valuations become reasonable relative to global peers, FIIs tend to rotate back.
4. Improved global risk appetite & policy tailwinds: Signs of stabilization in global markets, easing of inflation in the U.S., and expectations of central bank pivots abroad have allowed riskier assets to regain favor. Moreover, international institutions like ADB have urged India to unlock investment through reforms and liberalization measures. Also, as geopolitical and macro uncertainty softens, capital that had been parked on the sidelines is finding its way back.

Risks & Questions: Can the Inflow Trend Sustain?
While the inflows are encouraging, several caveats and risks warrant attention.
* Fragile global backdrop & external shocks: Any resurgence of U.S. rate hikes, renewed inflation, or trade wars could spook foreign investors again. Because FIIs are sensitive to global liquidity cycles, they can quickly reverse course.
* Earnings disappointment & valuation stress: If corporate earnings in India underperform expectations, or input costs and margins are squeezed, the optimism might reverse. The rebound in flows needs to be backed by tangible earnings momentum.
* Currency volatility: The Indian rupee has already seen pressure, dipping to a record low of ₹88.81 per USD on 14 October. Currency depreciation can erode returns for foreign investors, especially if hedging costs rise.
* Role of DIIs & domestic flows: Even though FIIs are making a return, DIIs remain the stabilizing force. In 2025, DIIs have posted significantly larger cumulative inflows relative to FIIs, helping mitigate volatility from external flows. The balance between FII and DII will shape how durable this uptrend is.
* Technical correction potential & volatility: Sharp inflows may trigger short-term reversals or profit booking. The sharpness of the reversal could exacerbate volatility, especially if institutional positioning is heavily skewed.

Implications for Markets & Investors
* Valuation multiple expansion: Renewed foreign capital inflow can support multiple expansion, particularly for mid- and large-cap names. Sectors that had been shunned (like financials, utilities, infrastructure) may see rotation.
* Volatility moderation: Periodic selling pressure from FIIs had contributed to higher volatility in 2025. If inflows are sustained, volatility could recede, providing a more stable environment for institutional and retail investors.
* Rebalancing the influence pendulum: For a long time, FII flows had an outsized impact on market direction. This reversal could re-establish foreign investors as active drivers of returns, reducing the purely domestic bias.
* Strategically selecting sectors & names: Investors may want to tilt toward sectors that are historically favorites of FIIs (financials, large-cap private banks, capital goods) while monitoring undervalued re-rating plays.

Conclusion
The ₹3,000 crore FII inflow over a brief span in October 2025 marks a sharp and welcome shift in investor sentiment. After months of heavy exits, the return indicates that global risk appetite, valuation recalibration, and India’s macro stability are aligning in favor. Yet, sustainability depends on earnings support, global conditions, and currency stability. For now, equities may enjoy a tailwind, but investors must remain alert to rapid reversals in the FII cycle.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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BRICS-backed bank plans first Indian rupee-denominated bond by end-March