At BMWIL, we are a responsive secondary steel producer.

We evolve our product mix in line with customer needs. We evolve steel grades in line with marketplace preferences. We are perpetually engaged in strengthening our Balance Sheet. We are keenly engaged in strengthening our competitiveness.

This is how we have transformed our business model through one of the most challenging slowdown in India’s steel industry – without loss.

From asset-heavy to asset-light

  • We were an asset-heavy company at one time
  • We sweated our capacities extensively
  • We enhanced the proportion of value-added products
  • We may seek to lease manufacturing capacity, going ahead
  • We believe this will strengthen our Return on Gross Block

From conversion to proprietary

  • We enhanced stable tolling revenues during the sectoral downturn
  • 90% of ourrevenues were derived from tolling (2014-15)
  • As the sector revived, we re-balanced our revenues mix
  • We increased our proprietary revenues starting 2015-16
  • 11% of our revenues are now proprietary in nature

From debt-driven to debt-light

  • Our biggest expansion (Rs. 402 crore) was 70% funded by debt
  • Debt-equity ratio touched a peak 2.00 in 2014
  • BMWIL embarked on disciplined de-leverage thereafter
  • BMWIL repaid Rs. 214 crore in the four years ending 2017-18
  • Our debt-equity ratio strengthened to 0.91 as on 31 March 2018

From manufacturing focus to distribution-driven

  • Gross block accounted for 100% of our investments (until 2017)
  • BMWIL consciously re-balanced its investment direction
  • The re-balancing comprised a higher proportion of the proprietary business
  • The proprietary business warranted higher investments in distribution
  • Distribution investments accounted for 20% of total capital employed (2017-18)

From B2B to B2C

  • BMWIL selected to grow its proprietary business a few years ago
  • B2B revenues accounted for 89% of proprietary business (until 2016-17)
  • BMWIL began to rebalance its proprietary business mix
  • BMWIL increased the proportion of B2C revenues
  • B2C increased from 5% of proprietary revenues to 11% (2017-18)

From general to verticalised approach

  • BMWIL earlier focused on the tolling business
  • As the proprietary business grew, the company restructured within
  • BMWIL created two business verticals (one for each)
  • These businesses are now empowered to drive their own growth
  • This verticalisation has enhanced performance and profitability