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Bajaj Holdings & Investment Ltd.

BSE: 500490 Sector: Financials
NSE: BAJAJHLDNG ISIN Code: INE118A01012
BSE LIVE 11:48 | 08 Dec 2011.25 0
(0.00%)
OPEN

2030.00

HIGH

2030.00

LOW

2005.00

NSE LIVE 12:07 | 08 Dec 2019.30 9.60
(0.48%)
OPEN

2044.85

HIGH

2044.85

LOW

1999.05

OPEN 2030.00
PREVIOUS CLOSE 2011.25
VOLUME 180
52-Week high 2235.00
52-Week low 1310.85
P/E 9.53
Mkt Cap.(Rs cr) 22383.20
Buy Price 2011.05
Buy Qty 5.00
Sell Price 2019.75
Sell Qty 1.00
OPEN 2030.00
CLOSE 2011.25
VOLUME 180
52-Week high 2235.00
52-Week low 1310.85
P/E 9.53
Mkt Cap.(Rs cr) 22383.20
Buy Price 2011.05
Buy Qty 5.00
Sell Price 2019.75
Sell Qty 1.00

Bajaj Holdings & Investment Ltd. (BAJAJHLDNG) - Chairman Speech

Company chairman speech

BAJAJ AUTO LIMITED ANNUAL REPORT 2006-2007 CHAIRMAN'S REPORT To Dear Shareholder, Over two years have passed since I handed over the management of your Company to Rajiv rural as the Managing Director, Sanjiv Bajaj as the Executive Director, and their team. I am happy to say that the team has continued to perform well - as I expected they would. The management has unveiled a challenge that of being 'Distinctly Ahead', and their philosophy has been outlined in this year's Management Discussion and Analysis As always, I shall begin by highlighting the key elements of your Company's performance. * Bajaj Auto sold over 2.72 million vehicles in 2006-07 - a record in itself, and 19 per cent higher than the previous year. * Your Company sold 238 million motorcycles in 2006-07 - an increase of over 24 per cent compared to the previous year, versus an overall market growth of 14.5 per cent. * Consequently, For the seventh successive year, Bajaj Auto raised its market share in motorcycles this time from under 31 per cent in 2005-06 to over 33 per cent in 2006-07. * Gross sales increased by 24 per cent to an all time high in excess of Rs.106 billion. * Operating EBITDA (earnings before interest, taxes, depreciation and amortisation) increased from Rs.13.7 billion in 2005-06 to Rs.143 billion in 2006-07. Your Contrary's operating EBITDA margin of 15 per cent of operating income continues to be the highest in the industry * Profit after tax (PAT) increased by over 12 per cent to Rs.12.38 billion in 2006-07, and earnings per share (EPS) grew from Rs.111 in 2005-06 to Rs.122 in 2006-07 These are good results especially so in a market that was beset by high input costs in the first half and then slowed down considerably in the last quarter of the year. The first three quarters of 2006-07 showed buoyant growth, much in line with what the industry experienced over the last four years. Thereafter, because of the sharp tightening of non-food credit by the Reserve Bank of India and all commercial banks and non banking finance companies, demand growth slackened. I think of this slaw down as a temporary aberration India has grown in excess of 9 per cent over the last two years, the compound annual GDP growth over the last four is well over 8 per cent, and I expect the country to continue growing equally rapidly over the foreseeable future. Thus, as inflation eases off, non-food credit growth will perforce bounce back to its 30 per cent annual growth rates And your Company with its brand new 1 million motorcycles per annum capacity at Pantnagar (Uttarakhand) will be ideally placed to ride this growth. In my letter to you last year, I had outlined my vision for Bajaj Auto by 2010. It involved: * Mobilising India - by supplying 4 million motorcycles out of a projected market of 10 million * Globalising India by rapidly enhancing exports and international facilities to become among the three largest global players in two wheelers. * Financing India by ramping up Bajaj Auto Finance's operations * De-Risking India - by expanding the group's insurance business across the land. Let me share with you how far we have progressed on each of these In 2006-07, your Company sold over 238 million motorcycles. We have to, therefore, significantly ramp up sales Is achieve the 4 million target in the next few years. I believe that it can be done Bajaj Auto has an excellent portfolio of products - from the 100 cc Platina, to the 125 cc and 135 cc Discover, to the 150 cc, 180 cc, 200 cc and 220 cc Pulsar to name some. A new bike will be launched shortly which the management believes could well be a block-buster. My kudos to the R&D team for having created a portfolio of well accepted products that allows your Company to occupy key positions at all price points. And, with the Pantnagar plant, it now has the capacity to substantially increase production. I need to share with you my admiration for the management team in the way in which it has set up your Company's Pantnagar plant. With an investment of only Rs.1.5 billion (R5.150 crore), Real Auto set up a state-of the-art 1 million motorcycle per year unit in lust eleven months' time. Moreover, in a pioneering manufacturer vendor relationship, the Pantnagar plant is being supported by a cluster of 16 key vendors who are wholly integrated with the manufacturing process. Consequently, Pantnagar mill operate as a sees inventory plant. I compliment your Company's process engineering team to have conceived such an excellently integrated project, and to have implemented it in record time. Regarding 'Globalising India', I am truly proud of your Company's international achievements Exports, which formed a mere 4 per cent of sales in 1999-2000 have now grown to 18 per cent, or Rs.16.9 billion Your Company continues to be India's largest exporter or two - and three-wheelers. In volume terms, Bajaj Auto's motorcycle exports grew by 82 per cent to 300,656 In 2006 07, and three-wheelers increased by 87 per cent to 140,645 vehicles. There have been many firsts sales of over 150,000 two and three- wheelers in Sri Lanka, and of over 100,000 vehicles within a single financial year in Latin America. Moreover, in addition to an assembly plant in Nigeria, Bajaj Auto has established a 95 per cent owned joint venture in Indonesia which, in the coming years, will play a key role in expanding the Company's footprint in South-East Asia. Exports will continue to grow, and I am confident of the management achieving the target for 2010 that I had set out last year As far as 'Financing India' is concerned, I believe that the group is yet to adequately leverage the enormous business opportunities in the retail and consumer lending space. Towards the end of this letter, I will share with you how this value can be unlocked in the years ahead, and what is needed to enable Banal Auto Finance to substantially widen its operations in the country. Insofar as 'De-Risking India' goes, I am very happy with the performance of the group insurance companies. Both Banal Allianz Life and Bajaj Allianz General have grown rapidly, and occupy the number two position in the industry within the private sector Banal Allied, General has been earning profits. My compliments to the two CEOs for their excellent performance, along with my exhortation that they must do even better in the years to come. That brings me to something that I have been occasionally thinking aloud over the last few years - separation of your company's financial assets from its auto business. The case for doing so rests on three linked propositions. * First, that there is substantial additional value to be unlocked in having a lean and purely focused auto business. * Second, in today's economic environment, that there are significant Truces in having a pure play consumer finance bus new which, in addition to the traditional auto loans, also operates in other parts of the growing retail financing space. * Third, that the sum of the values of de-merged entities will be greater than that of the whole. On 17 May 2007, your Board of Directors concurred with all the three propositions and recommended a de-merger subject to the approval of shareholders and the Bombay High Court. The gist of the be merger is as follows: 1. The auto business with all its assets will be hived off as a separate listed entity. This pure play auto company will retain the name Bajaj Auto Limited 2. There will be a new financing business, which will have in its portfolio Bajaj Auto's holdings of the two insurance companies as well as Bajaj Auto Finance and few other assets like the wind power project. This company is going to be called Bajaj Finserv Limited 3. The existing company - minus its de-merged auto and finance assets -will coexist and retain most of your Company's surplus cash and investments to either financially support the auto and / or finance businesses, or explore newer business opportunities. The company will be named Bajaj Holdings and Investment Limited. Full details of the proposed de-merger and scheme of arrangement will be made available to you shortly, for you to express your opinions at the appropriate shareholders' meeting. On your behalf, allow me to once again congratulate your Company's management team and all its employees for achieving good results. But, as I always do, let me also remind them that their self stated task of being 'Distinctly Ahead' has just begun. Rahul Bajaj Chairman

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