Thank you very much. We will now begin the question-and-answer session. Anyone who wishes to ask a question, may press * and 1 on their touchtone telephone. If you wish to remove yourself from the question queue, you may press * and 2. Participants are requested to use handsets while asking a question. Ladies and gentlemen, we will wait for a moment while the question queue assembles. The first question is from the line of Chandramouli from Goldman Sachs. Please go ahead.

Hi, good evening and thank you for taking my question. My first question is on the electric 2 - wheeler product line. Nice to see the market share pick up there. So just wanted to understand what are some of the key factors that have helped the market share, improvement there over the past few month s? And also going forward, if you could also help us with understanding what the product pipeline is looking like for the next 12 months?

The key factors which are driving the growth of Chetak is, number one, of course, the widening footprint. Once the supply chain issues get sorted out, 2 things will have happen. One is assurance of supply, and the second is to right price the product. We'v e done both these –and with the network now going to almost 160 cities , we have got a wider geography on which to play. Second is that Chetak has become competitive, in the sense that, it is now at almost equivalent pricing to key competitors and it's getting a whole lot of traction. We are going to continue both these. Now, the third factor, which is going to come in play is the new variant, which we have introduced very, very recently. What we were picking up from customers that while the customers are really liking the classic design, the ergonomics of the scooter and some features like very nice tail lamp . One constant issue was around certain connectivity features. The new Chetak combined with its Tec Pac, which further elevates the performance, plus this gap as well. So, besides the metal body, the classic and elegant styling, various features, standout design, the performance, particularly in terms of top speed has improved, there is a TFT display, very elegant TFT display and offering a lot of c onnectivity features. And our very initial sort of feedback in the last 2, 3 weeks is that it is being very well appreciated. So, we have 2 versions now, Urbane & premium, they are going to drive sales. The network exercise will continue. By early Q1 of next year, we will expand our range with one more product offering, which I think will further boost our sales and market share growth in 3, 4 months’ time.

Got it. That's helpful. And if you could just clarify the export revenue and the spares revenue for the quarter, please?

Yes. So, the spares revenue in totality was close to about INR1,300 crores. Then domestic was close to about INR1,000 crores to INR1,050 crores. And exports revenue is close to about $450 million.

Got it. Thank you very much and all the best.

Congratulations for a very good set of numbers despite the adverse mix that we were seeing. First question is on the electric vehicle side. You talked about 15,000 volumes in Chetak reaching in this quarter. Do you think that will be manageable despite the fact that your competition is offering quite aggressive discounts today.

I agree that there's a lot of discounting going on. But based on the momentum which we are generating, as things stand now, if I'm not mistaken, our bookings have hit 11,000 units already in January, while this discounting is going on, and there's still a few days to go. So that's why we're saying that. And the expanding network, we're getting into about 200 cities is quite a bit. This year, we have opened stores at the rate of one new store every 2.5 days. And if you have visited some of these stores, they are quite elegant, offering a very nice retail environment to the customer. And now all this is going to be leveraged. So, we feel that, yes, 15,000 bits of a stretch given the circumstances, but certainly something which is within the grasp.

Certainly, linked to that, I think you made a comment about another launch coming up. So, let's look 2 years out. How many EV 2-wheeler models in the portfolio are you working on, including KTM, Bajaj broadly give us a number -- like how many product offe rings will be there 2 to 3 years down the line, just to get a sense on direction.

See a lot of this depends on how the industry moves at the end. Today, the industry is at 75,000 units per month, right? And just launching more and more products does not actually increase your share at all. You must be able to subsegment this and launch meaningful and relevant products, which are meaningful to that particular subsegment. At 75,000, it is not as if there are too many segments which exist over there. So, we have some scenarios in our mind. We are work ing with consultants and as well as there is a very focused product development team and an exercise which is taking place, which is trying to imagine the different scenarios on how the industry will shape up and what kind of subsegment will grow. So, our strategic approach is to identify the nascent segments and launch products which are specific to those segments rather than just keep on launching variants. We had an issue with the existing Chetak, which we have resolved, which I just described. There's a new one which is coming. And then let us see how the segments go, and then we will position our products over there. So, I can't give you an exact number. I mean, there are many, many products but they will be put into the market based on the maturity of the development.

And will it be fair to say that even the profitability point will be largely linked to scale up because if you see there is scale, there is supply chain and there's battery prices. The battery prices have started to come down. In fact, I think, there's a lot of excess battery supply today in the industry. So that should be a tailwind in '24. So , will the EV profitability then more rely on scale build - up and then other EV component localization?

Yes. So, it will be a combination. Like you said, there are certain efficiencies which come with scale. There is a certain forecast of the way cell costs are moving. And so that will add to it. There is also the opportunity with the portfolio expanding. We can sor t of try and improve the blended ASP, but a lot also depends on how competition plays. We obviously can't take the pricing decisions in isolation. We will have to balance competitive position, growth, and profitability as we go forward. This is a very dynamic balance, which we will have to maintain and of course, then there is this whole factor of the FAME availability and competitive response to how the FAME scenario unfolds, whether it will be maintained, whether it will be reduced or whether it will vanish. So, all these things go into the pot and from that, profitability situation will emerge.

And second, just on Triumph. Rakesh, you mentioned 20% market share. I'm sorry, I couldn't catch, 20% market share was where, for Triumph?

So, we are overall in 41 cities . Of this , 10, 11, we have entered I think, only in Novembe r, December. We are doing, let's say, 2,800, 3,000 units in a classic 250cc - 500cc industry of about 70,000 units. So, we can say that we have 4%, 5% market share. So, to really understand the performance, look at all those markets where we are there for 3, 4 months now, how are we doing over there? So, let's take Bangalore. Bangalore is a very important market because as you know its early mover market, people are very open to new introductions, etcetera. Just for Bangalore City, we have reached a 20% market share. Let's take Kerala. Kerala is a heartland of classic bikes 250cc to 500cc. We are in 2 cities now for 2, 3 months, that is Trivandrum and Kochi. We are somewhere between 15% to 20% market share there. So, we are looking at market share ach ievement city by city to understand the reception of the product. And that's what I meant. So, when I gave you those markets, th at were retail market share specific to those cities.

And lastly, order book number on Triumph now.

No, it's no order book now. That phase is over. Now it is available off-the-shelf. People come in and they buy, and they get delivered. Supply chain has caught up with it. So, including exports, it's available off the shelf.

And just one last question, Rakesh. I can't resist myself. What will be the big risk in 2024 because your exports are, in a way, coming off on a low base. Indian 2-wheeler market is just starting to turn. So, what do you think will be the big risk to 2024 versus 2023 that we sho uld monitor, downside risk?

See, frankly speaking, there is exports due to geopolitical and macroeconomic reasons, where we are going through a more difficult scenario , is certainly something which we keep thinking about and which we keep mon itoring. And even when it comes to domestic, let's see how the elections behave, however we're not seeing any dark clouds on the horizon at this point of time. All things are manageable, like Dinesh had said there are some costs which are going up. There is no major dislocation, which is expected. But yes, one very important event to watch is how the elections shape up and what kind of implications are there. So those are the 2 things I would sort of single out at this point of time.

Thank you.

Thank you. Next question is from the line of Gunjan from Bank of America. Please go ahead.

Hi, Thanks Team for taking up my question. I have 2 follow-ups. Firstly, on the export business. You mentioned that LatAm & Middle East are some of the markets which have done very well. Can you talk about how the geographic mix looks like now on the exports in terms of Southeast Asia & Africa. And, if you can talk a little bit more about Nigeria. I mean, has there been any change in the trend on the ground? And if not, what really changes the sentiment back in the market or you see it's going to be slow grind up and can take much longer.

Approximately the mix is, Africa, which was thrusting at 55% or so is now 45% and Latin America used to be 16%, 17%, it has now crossed 20% and becomes 25%. South Asia is about 15%, -16%. Middle East and North Africa is 9%-10%. So that's the kind of shift. Africa is, like I said, about at 50% of its peak rate. South Asia is at 70% of its pea k rate. Latin America is at 107% of its peak rate. And Southeast Asia is also, I think, about 103% of its peak rate. But obviously, you would have totalled up the figure, the ones which are crossing their previous peak rates are adding up to only 35% rate. But still South Asia and Africa, which is down either 50% or 30%. So that is what is dragging it down. Nigeria, we used to do a good sell 5 0,000 units per month of Boxers. And now we are doing 20,000, 25,000. So, it's still 45%, 50%. Basically, the issue is the devaluation, which has been very, very sharp if you know. The government there is playing for the longer term, and it's not so easy to correct all these excesses of the past. The street rate and the official rate is narrowing down and they're going down that path. But it's taking time for them to come to grips with that. They don't have that kind of a control where all the fiscal and monetary levers are in full control. So that is why it is taking a lot of time for this thing to get corrected and for people to start to feel better about the economy. But the customer is very resilient and has continued to purchase. Hopefully, the resilience will lead to better acceptance of the rate and normalcy will return. And there is no singular event to watch out for, like you also mentioned. It will be a grind up. It will be slow and steady movement up. I certainly don't think that any one silver bullet or a lightning rod, which will just change the whole thing in Nigeria. It will be a progressive improvement.

We have got a 3 -pronged approach or a 3 -horizon approach. There are markets we have identified for sort of entry within the next 9 months or so. We have a cluster of countries where we have to prepare a few things because you have to deal with the new telemetry, telecom, data management with the customer, etcetera, all these things. We have a cluster of countries which we think we should enter in by year, let's say, beyond 9 to 18 months, and then there is a horizon 3 which is beyond 18 months. But for which some of the actions we have to take now, even if we have to enter a country 18 months later. So, we've got these clusters grouped. I think in the new fiscal year, maybe in the first half, we will see some solid entries. We have shipped out some products, but they are more on a sampling and market test basis. But in terms of proper rigorous launch, I would say it will be in the first half of next year.

Okay. Just last question from my side. We keep hearing this CNG bikes over and over again in the press. If you can sort of run us through the thought process and how viable it is? Is it something that we should think about coming through in next 2, 3 years? Any thoughts around that?

The fundamental thing is that for some inexplicable reason, the fantastic work which has happened on the development of the CNG network across the country has been quite underwritten and under-talked about. From almost next to nothing, we have 4,000 pumps in 335 cities, which are serving industrial, household, and transport sector. This is a very important infrastructure on which we can build things. We have already leveraged this. We've been able to leverage this with our 3 -wheeler business. Today 60% of the 3-wheelers are based on CNG. And the reason for that is, that compared to diesel the operating economics for a driver, are extremely beneficial. The payback for our CNG 3-wheeler is 6 to 9 months' time. So, it's a win- win. It's a win for the driver. It's win for the country because it's using the network and its pollutant price is less and it's a win for Bajaj Auto, because we've got 85% market share of CNG. And I'll tell you one thing, compared to CNG 3-wheeler, the proposition for an electric 3-wheeler is that much diluted. But of course, when you compare electric 3 -wheeler to diesel or to petrol, there is a very, very compelling reason to shift, but not so when it comes to CNG. The requirement of a motorcycle to travel longer distances and not be bothered about the charging and all that, are far simpler when it comes to CNG. So, we get the question then why not a CNG motorcycle. And therefore, we are working on a CNG motorcycle. I cannot tell you the precise time. But you will definitely see it in FY '25, not in 2, 3 years' time, but in the next fiscal.

Got it. Thank you.

Thank you. Next question is from the line of Amyn from JPMorgan. Please go ahead.

Thank you for the opportunity and the detailed commentary. I just want to go back to the exports. Around 6 to 9 months back when you were discussing exports, I think the main issues were inflation, which was impacting demand and obviously, currency, which was impacting supply. Today, we have the additional issue of the Red Sea. So , looking at it right now, which out of these 3 is the most important one in terms of driving demand. And b, given that we have this additional issue coming up, should we temper our expectations on near -term export recovery? Or you'd still think that despite this the quarter -on-quarter recovery, which we have been seeing and which you have been talking about is somethi ng that is still achievable?

See, if you mean the near term to be , current month and one-plus-one, if that is your definition of near term, certainly, the Red Sea imbroglio is casting a shadow because there are shipping line interruptions, etcetera. But I'm hoping that it doesn't move into a war zone or something. What happens whenever the shipping cycle gets interrupted; the issue is not just the liner. The issue is that the container locations get imbalanced. And it is not e asy to find containers. That takes a little bit time to resolve. This happened in a massive way during COVID. You know that most of the containers stuck in San Francisco and Los Angeles, and there was nothing available in Bangladesh and all that. So, people find the container mismatched over here. To some extent, that is what has happened because suddenly, the shipping times have increased from 3 weeks to 6 weeks for LatAm, let's say. But it is isolated, so it's not as severe as the COVID time. So therefore, we are hoping that the container availability resolves itself. The other 2 impacts of Red Sea are the shipping duration increasing and the costs going up, right? The freight rate will increase. Both those can be adjusted on pricing and on adjusting ordering patterns to deal with the delays. So, if the conflagration does not widen and become more serious, we should be able to get out of in 2 to 3 months. But fundamentally, if government gives me a magic wand, I would say, please get me rid of this inflation and the availability of the dollars. The whole process of letters of credit being opened and then after that, they've been confirmed and all that, the whole financial system is in quite a bit of a pressure. That is taking longer than we had expected. So, we had thought that every quarter will be a 10% improvement. Now we saw that this quarter is only a 2% improvement. Maybe the next quarter will be also thanks to the Red Sea, will be a 2% to 5% improvement. We'll have to see with each month, I cannot give you an exact number now. But it will be in that kind of a zone. So , our thing is that, okay, maybe not 10%, but let's try to improve quarter 4 over quarter 3.

Sure. That's helpful. It's good to know that you're still lookin g at an improvement even if it's a low-end improvement. My second question is just on the profitability. I mean, historically, if you look at the pecking order of different segments, I mean your commentary has indicated in the past that the domestic 2 -wheeler business was at the bottom of the pecking order of profitability. Would it be fair to say that because of the way your mix has changed, and your market share has improved in the 125cc plus category, the domestic 2-wheeler profitability has improved? And is it now equal to that export 2-wheeler? Or would it still lag? Some colour would be helpful.

Well, our profitability over 2 years, the biggest swing which we have seen is actually in domestic motorcycles. I'm talking of not profitability. I'm talking of the profit, the EBITDA, the absolute EBITDA. The biggest swing which we see, the delta is actually in domestic motorcycles. And that like you said, entirely because of the makeover in the portfolio and the mix change. Compared to overall exports, overall export is still higher. Dinesh, you may like to add.

Yes. I think to add to what Rakesh has just said. Clearly, if you go to look at the margin improvement on 2 counts. One is, of course, the fact that commodity bene fits and operating leverage have really benefited all business lines. So, the rising tide on that has benefited each of the businesses. But clearly, from a mix movement standpoint, domestic motorcycles have clearly gained during this period of time. Export s, your question very simply answered. Exports continues to remain more profitable at this point of time because it been bolstered by improved dollar realizations.

Understood. That's helpful. Thank you.

Thank you very much. Next question is from the line of Hitesh Goel from CLSA India. Please go ahead.

Sir, my questions have been asked. Thank you.

Thank you. We move on to the next participant. Next question is from the line of Kapil Singh from Nomura. Please go ahead.

Hi, good evening. On Triumph, I wanted to check what are the volume targets here and the 100 cities that you're trying to reach by Q4, what percentage of the market would they cover?

These 100 cities would then cover 50%+ of the market for Triumph.

And on the volume target, what is the aspiration to reach by end of the year or next year?

We've not worked out the exact target. Capacity wise, including exports, we are planning to go up to 20,000 and then 30,000 during the course of the year. Then we will see how this rollout goes. Because in the case of Triumph, it is also a host of customer engagement activities, which we feel that we have to start to open up th e moment. We have reached a critical mass in about 50, 60 cities so that we can start to make brand also a reason for the customer to start with. Our plan for Triumph is not really driven by volumetric goal on the sales side month -after-month. We right now have a capacity of 10,000, it will be increased to 20,000 and then progressively 30,000 in the first half of the next year. This, of course, also includes exports. A very important target now for the team is to start to make the Triumph brand very, very r eal for potential customers for them to experience this very authentic, classic heritage brand through direct engagement. So , we are trying to win these enablers of growth, which is a very nice shopping environment, good product portfolio, right now 2, slowly will be increased to 3 and a great engagement in line with the brand position.

Sir, and also on the domestic 2-wheeler market, could you give us an update on the new launch plans? Also, would like you to reflect on the strong success we're seeing in the 125cc segment. Maybe what really has worked in the last 1 or 2 years for us? And there is more competition coming as well. So how do you think about this segment? And also, the 100cc segment, basically trying to understand whether you're comfortable with the way things are going right now. Because 100cc still forms, almost half of the motorcycle market. So, are you going to look at it more aggressively or not?

One thing which really work in the 125cc segment is we were very early to spot the rise of the 125cc segment when the BS-VI related costs went up, we knew that the 150cc costs were going up much more because of the ABS, et cetera. And therefore, the combined effect of ABS and BS-VI would increase the prices of 150 and create an opening for 125. So, we have spotted this segment early. This segment has got customers who are wanting to be a pure commuter, slightly elder in age profile to very sporty and youthful customers. Now if you see, we're only one, who straddled the whole spectrum. So , we have got a Pulsar 125 for a person who is purely commuting based, and we g ot a Pulsar NS125 with upside down fork, LED headlamps, very, best in class power and all these features for the very youthful college-going youngsters. Now this coverage of different subsegments within the 125 segment is about 260,000, 270,000 units now. The coverage of this segment puts us in a very, very good position to be able to continue to drive growth. And that is the reason why we are outstripping the industry growth. I mean if you take us out and like Dinesh said, if you compare rest to the industry with our performance, and we are 6x faster than the rest of the industry. And that is because we've got a Pulsar for each type of customer over there. And that is the campaign we've said, there's Pulsar for every maniac. And then you've got all these go-to-market issues. So that strategy has really worked out for us. Early movers, sub segmenting and putting a Pulsar, which is very good with brand name, putting a relevant Pulsar for each segment. And nobody has that kind of a spread if you see. I think we've got 7 to 9 models from 125cc to 200cc compared to others, 3 or 4.

Yes. And sir, can you also talk about the relaunch plan? And any thoughts on the 100cc segment?

Yes, we've got plans, is that every month, you will see 2 or 3 upgrades between now and April, May, and we are hoping to present a bigger Pulsar in the first quarter, hopefully of next year. It's a breath-taking pace. It's a non -stop mania as our team is calling it. And nothing like ne w products and upgrades to excite the upper half of the industry. In the 100cc segment, the issue is that we are constantly seeking a right balance between the triad of growth and volumes and market share and profitability. We are not wanting to approach this only from the lens of price as we did 3, 4 years back and then we have seen that it is in the red ocean out there, if you just want to go purely on a price basis. While we have a good play in the 100cc segment through our Platina, which is giving us a 10%, 12% market share in the 100, 110cc segment. But given the fact that the economic drop is improving, and even this segment has emerged from the shadows of COVID. We feel that it is a better strategy to invade the segment from outsider's segment to pull up the people into 125cc. And some of it is happening with the Pulsar. We are looking at programs where we will be able to offer a very appealing product to people who are in 100cc to and migrate them upwards, instead of matching the product and price of a leader. We want to stay away from that kind of a strategy from being a Me Too, you can see recently some competitors have launched Me Too 100cc they go nowhere. And they're not prepared to get into the red ocean just for volumetric gains. And it may be just 50% in volumetric terms but is much smaller in terms of the profit pool, which it offers. And because it's much smaller in terms of profit pool it offers , we are not ready to bleed to just get some volumetric gains. We will invade this segment from outside the segment, from adjacent to the segment. And you will see as the new fiscal unfolds, our attempt of that.

Thank you very much sir. Look forward to that and wish you all the best.

Thank you. Next question is from the line of Aditya Jhawar from Investec. Please go ahead.

Thanks for the opportunity. Congratulation on scaling up the 2-wheeler volumes. It will be great if you can help us understand that how are we thinking on profitability on E 2 -wheelers considering lithium prices have been coming down and with improving scale and PLI benefit, any milestones on profitability on gross margin level and EBITDA, you would like to share.

I think Rakesh answered this in part earlier. But you're right that we're seeing lithium prices coming off. Also, I think the full effort on the R&D front and on product is starting to show up some savings. So, we are definitely sitting on a better margin profile relative to where we might have been about 6 to 9 months back, right? Having said that, there is still some amount of work to do before we start to reap the full benefits of the battery cost savings. So that's one piece, which is there. Obviously, with growing volume, we are getting some amount of operating leverage, but you realize that as Bajaj Auto, we don't have an excessive amount sunk into fixed cost this time because we're clearly lev eraging the wider organization as far as establishment is concerned. So, it's really on specific facilities that we've put up for Chetak and the E 2-wheelers on which we need to really manage the fixed cost base. But that's not really the highest amount. I think much of the profitability will go behind product, how we play a fuller portfolio and try and drive better ASP, whilst we really reap the benefits of falling lithium prices. I think the big element on the horizon for us to watch for is what will happen to industry pricing as indeed our own pricing because we will want to remain very competitive given our aspiration. And so, what will happen to industry pricing as FAME gets reset and whichever way it gets reset. We saw what happened in June, when FAME subsidy was paired down and what it led to on pricing. So very mindful of that. We will retain competitiveness, and that could mean that there might be an impact on pricing and therefore, margin. But that's something to be watched for. In the meant ime, the big levers of margin improvement will be, of course, growing scale, deferring fixed cost over larger volume, product benefits coming out, work that is happening on R&D and really benefiting from falling lithium prices on the battery.

That's helpful, Dinesh. Final question is on PLI certification. Where are we on that? Any timeline that you can share and how many products we plan to get in this fiscal year?

So PLI certification applications have been made to the testing agency. In our case ARAI is the relevant testing agency. Applications have been made for the electric 2-wheelers and the electric 3-wheelers and they are at fairly advanced stages of engagement with the te sting agency for certification. We are hoping that all going well, it should see the light of the day in the course of the current quarter, but there is a process that we need to follow. And so, one is only hoping that it happens sooner than later. But all applications for both the electric passenger 3-wheeler, the electric cargo 3-wheeler and on Chetak are already in and at the moment with the testing agency.

Ok. All the best.

Thank you very much. Ladies and gentlemen, we will take that as a last question. I will now hand the conference over to Mr. Anand Newar, for closing comments.

Thank you, everyone. Thank you for joining us for the call. With this, we can take the pending questions that we have, maybe after half an hour from now. Thank you.

Thank you.

Thank you, everyone.

Thank you very much. On behalf of Bajaj Auto Limited, that concludes this conference. Thank you for joining us. You may now disconnect your lines. Thank you. This transcript has been edited for readability and does not purport to be a verbatim record of the proceedings.