Presentation Overview

The presentation outlines Autoline Industries' FY26 performance and FY27 growth outlook, focusing on scale, discipline, governance, and cash conversion.

FY26 Performance Highlights

  • FY26 demonstrated that scale can translate into profitability and investor confidence
  • The company moved from recovery orientation to disciplined scale-up with stronger customer relevance, operational leverage, and governance-led execution
  • Key changes in FY26 included:
  • Successful execution of new customer programs and platform ramp-ups
  • Higher utilization at Sanand facility and capacity actions creating a stronger FY27 base
  • Strengthened design-to-manufacturing interface enhancing customer confidence
  • Balance sheet improvement through Autoline Industrial Park Ltd. monetization and cash discipline

Manufacturing Capabilities

  • Six manufacturing units across Maharashtra, Uttarakhand, Karnataka, and Gujarat
  • Sanand and Pune facilities are Industry 4.0 enabled
  • Equipped with state-of-the-art in-house design and engineering services
  • Automated transfer lines, HPS and LPS Press Lines, Robotic welding infrastructure
  • Commercial tool room for complex sheet metal parts
  • Expanded facilities expected to generate significant revenue and align with customer demands

Product Portfolio

  • BIW parts, pedals, hinges, silencers for Passenger Vehicles and Commercial Vehicles
  • Specific products include: Longitudinal, Rear Vertical, Rear Floor, Pedals, Battery Tray, Hinge Reinforcement, Front Bumper
  • Suspension Tower, Tail Gate Hinges, Pedal Box, Radiator Support
  • All Door Assemblies, Roof & Floor, Body Side Outer, Firewall
  • Stylized Load Body – Autoline Design
  • Export portfolio includes Full Skid Assembly, Bracket Support, Shell, Air Cleaner

Customer Base

  • Services major OEMs including Ashok Leyland (Dost, Partner), Tata – Hitachi EX220, Sany SY220, Hyundai – R140 LC9, Daimler (Bharat Benz)

FY27 Execution Framework

Pillar 1: Growth Drivers

  • Capacity creation and launch readiness for new customer programs
  • Industry volume growth across PV, CV and EV-linked segments
  • Dynamic business mix across auto and capability-adjacent areas
  • Better purchasing power and price elasticity supporting demand and margins

Pillar 2: Operational Excellence

  • Quality manpower and plant accountability
  • Material productivity, VA/VE, scrap and yield control
  • Cash-flow, balance-sheet and working capital management
  • Systems, governance, data discipline, compliance and social sensitivity

FY27 Growth Drivers

  • Industry volume growth driven by PV and CV demand, model refreshes, SUV/EV traction, and infrastructure activity
  • Customer program ramp-up with sustained platform participation across leading OEM programs
  • Dynamic business mix expanding from core automotive to EV-linked platforms and focused industrial adjacencies
  • Improved end-customer affordability and better model acceptance

Capacity Creation Focus

  • Press capacity augmentation, robotic welding, hydraulic press and automation-led throughput improvement
  • Plant-wise bottleneck identification and commissioning discipline tied to customer validation
  • Capex gated by customer visibility, OEE, margin protection, payback and cash discipline
  • Non-auto expansion to be capability-adjacent and commercially disciplined

Customer Platform Expansion

  • Passenger Vehicle: Higher-complexity sheet-metal assemblies, model refreshes, and platform extensions
  • Commercial Vehicle: CV ramp-up, export-linked opportunities, and capacity readiness
  • EV-linked & future mobility: EV and new-energy platforms for lightweighting, assemblies, and design-engineering solutions
  • Strategy to balance existing large OEM relationships with M&M, exports, and capability-adjacent opportunities

Non-Auto Expansion Strategy

  • Enter only where Autoline's sheet-metal, welding, tooling and quality strengths create clear right-to-win
  • Build repeatable business lines with clear costing, credit terms, dispatch readiness, and collection discipline
  • Avoid unrelated diversification and protect management bandwidth for core auto execution
  • FY27 non-auto contribution treated as execution-led aspiration subject to customer order confirmation

Operational Excellence Initiatives

  • Quality manpower building in plant operations, design, programme management, BD, costing and finance
  • Material productivity through yield improvement, RM pass-through, scrap control, VA/VE and alternate sourcing
  • Group consolidation to address value leakage or structural burden
  • Asset rationalization of less-performing assets
  • Cash-flow discipline through tight receivables, tooling recovery, inventory turns, and finance-cost reduction
  • Balance-sheet management including Capex phasing, debt optimization, and current ratio improvement

Governance and Systems

  • Data discipline: Single source of truth for budget vs actual, receivables, capex, quality, dispatch and compliance dashboards
  • Corporate governance: Board/Audit Committee oversight, stock-exchange first disclosure, no selective communication
  • Compliance: LODR discipline, internal controls, audit-trail readiness, cybersecurity
  • Social sensitivity: Safety, responsible supply chain, employee welfare, community mindset, ESG/customer audit readiness

Forward-Looking Statements

The presentation contains forward-looking statements subject to demand, customer schedules, commodity prices, regulatory changes, financing availability, capacity ramp-up and operational risks. FY27 outlook represents management estimates/business outlook and not a guarantee of future performance.