JSW CEMENT EYES Growth Organic, keeps powder powder on acquisitions

JSW Center will firmly focus on organic growth and profitable expansion instead of chasing inorganic opportunities. With the support of the massive JSW group, the company has planned a clear road map preferring long -term sustainability over the aggressive scale at any cost. During his talk to the media before the public subscription, Parth Jindal, Managing Director, Managing Director, explained the company’s position on the acquisitions, saying: “If high -quality assets appear low in geography that fit our fingerprint, we will evaluate them. But we are not looking for a war of bidding with larger players.” He said that Gindall acknowledged that the attractive assets of JSW cement are likely to appeal to the largest players “We have no appetite at the present time to fight older boys,” adding frankly, “I do not want to go to my father for help in this work.”

JSW Center is a great growth of its current capacity of 20.6 million tons annually (MTPA) to 42 MTPA, with a final goal of reaching 60 MTPA. However, this expansion focuses sharply on the northern, central and northeastern regions of India, the areas where the power of pricing and the demand dynamics are positive. “We will not expand in southern or eastern India beyond what we have already we have. These are crowded markets with no pricing discipline,” said Jindal.

The company’s general subscription size was recently cut from 4000 rupees to 3600 rupees. “At the time of the DRHP file, the industry has been facing the opposite wind. But since then, our performance and market conditions have improved, allowing us to meet Capex needs with the collection of smaller donations.” Interior dues and group synergy will continue to play a major role in financing immediate expansion. “Gendall added

JSW Center has set a range of 139 and 147 rupees per share, evaluating the 17 -year -old company with 20,000 rupees at the upper end of the price range. The case, which includes a new version of 1600 rupees of shares and 2000 rupees of shares that will be sold by current shareholders through the offer for sale, will be open between 7 and 11 August.

When asked about profitability standards, Jindal refrained from providing specific guidelines, but emphasized the strength of the JSW brand and the group synergy. “Thanks to JSW Steel, JSW Energy, and JSW infrastructure, we have the ability to reach malice, energy, ports and railways. This helps us reduce costs and price competitively, and sometimes higher than the larger cement players in certain areas,” he said.

As for the group’s strategy, JSW places itself as a manufacturing power throughout the sectors. “Our faith is simple: we can build anything in India cheaper and better than anyone else,” said Gindall. The group expansion plans extend through cement, paints and EVS, and more, with subscriptions expectations every two years. After Infra and CEMENT, it can be the next in the JSW One line or JSW MG MG MOTORS.

In a broader note, Jindal expressed its confidence in the capabilities of manufacturing in India, despite the challenges facing land access and policy clarity. While Capex, the private sector in India is still slow despite the health public budgets, JINDAL said that the JSW group deceives the trend with about $ 50 billion in the investment pipeline over the next five years across companies.

He added: “With a medium to long -term goal to reach the market share by 10 % of the current cement by 3 % of JSW, the long game plays.” He added that we want to grow sustainable and profitable, and take advantage of our inherent strengths. The company is betting that in a dense capital period, it may end in patients with patients to exceed the first two materials.