Thank you very much. We will now begin the question -and-answer session. The first question is from the line of Ravi Swaminathan from Avendus Spark. Please go ahead.

Thanks a lot for taking my question and congrats on a very good set of numbers this quarter also. My first question is with respect to the order booking that we have done. Overall, we have seen robust growth during this quarter also. But if you see the domestic order booking, there was a bit of a decline this quarter. And probably for the first nine months, there was a marginal growth only compared to the exports, which had seen north of 50% growth. If you can throw more light on what is happening in the domestic market, a bit of outlook also on that, that would be great.

That's great question. Thank you. Thank you, Ravi. On the enquiry book, I'll ask Prasad to come in as we ll and to explain a little bit more on how he sees domestic product market. Of course, we have vagaries in terms of the aftermarket, which is while the spares and service business is more consistent based on our installed base, the refurbishment se gment is more opportunistic. But the product market gives you a real indication in terms of capital formation in the economy. As we see it and I think as we pointed out in the last couple of calls as well, firstly, you should view us in a nine-month period. The fact that it's flat for this nine-month period does not take away from the optimism that we are seeing both in terms of growth of the enquiry book in the domestic market, which is about 57%, and gives us good visibility into order booking coming int o not only Q4 but into the next financial year. The reason is that, as we pointed out that we saw a drop in the enquiry book, I think it was in Q2, which is just indicative of the general investment climate. As we currently sit now in the middle of Februa ry, we believe that private sector CapEx is well on track, is something that is very encouraging. But the absolute level of investment that is going in is also something that we believe is quite sustainable. We're not seeing any sudden huge s purt in investments, which is also very encouraging for us is something where we wish to see a more sustainable growth path. But Prasad, can you come in and give a little bit more clarity in terms of what you're seeing in the domestic market, both from a perspective of nine months as well as future?

Yes, for domestic market wise, the enquiry pipeline is quite strong. That is a very positive traction. When we are doing year -on-year comparison for nine months. So domestic market enquiry pipeline is quite strong, almost over 50% increase is there. But in the same way in the Q3, when we have seen the enquiry generation from domestic market is equally strong enquiry generation there from across the segment, whereas the order book 9M FY 24 wise, yes, a slightly improvement base, but a particular quarter, we cannot take a quarter wise because quarter wise sometimes some finali sations because of year -end in December, again October is festival time there is Dussehra, Diwali. Some customers postpone thei r finali sation, but we see that Q4 is going to be interesting in that quarter again from domestic, like in the enquiry pipeline.

Got it. My second question is with respect to the exports. Ye ah, we have seen some very strong numbers in th e first nine months. Can you kind of delve a bit deeper and give a sense on how much of it would have been some of the key subsegments like API, say, the large orders, 3 0-100 MW orders. And if you can give more colour on which geographies have contributed to this?.

Ravi, as you know, we have an installed base in about 80 countries globally. And so, we get enquiries from over 110 countries. In any given year, we are supplying turbines to anywhere between 25 to 30 countries. O f course, the larger the economy, the more prevalent the investments are going to be. And so therefore, the more impact would be for us. Part of the reason that why we're investing into the United States as well is because we see a very robust market ther e given incentives towards energy efficiency. We're seeing that already translating to orders for us. But we also see that subsidiary will be able to cater to the Americas for installed base of substantial number of turbines that already exist there. For the quarter in specific, we've seen orders both in the higher range of above 30 MW. As you know, we talked dema rcating the orders because ultimately, they fit into the industrial range of custom ised products that we manufacture. But the d emand that we ’ve seen is from the Middle East , from Americas. The one market segment, which has been slightly weak for us has been East Asia, but the rest seems to be quite robust. The United States and Americas seems to be doing quite well. Prasad, can y ou give a little bit more colour on the markets which you’re seeing activity in?

Yes. So, in the quarter as well as the nine months, our order bookings were basically from, as you rightly said, except East Asia, all other regions are performing quite well, starting from Middle East and North Africa, then Europe region, Turkey and Americas. And from different segments , from biomass industries to oil and gas, ab ove 30 MW and even sub-30 MW. That way traction is quite good from enquiry pipeline as well as order booking pipeline.

Thank you. The next question is from Amit Anwani from PL Capital. Please go ahead.

My question again pertains to exports. So, we did highlight that there's a robustness across countries barring East Asia. Just wanted to understand, you did highlight in previous calls that you'll be penetrating newer markets. Just wanted to understand any progress on any new markets, which can bring incremental growth? And second thing is the composition of exports as you did highlight, there is a strong robustness still you are seeing on order booking following the growth which we had in the past two years. So, will export will be the high-growth area ve rsus domestic? And what could be the composition of exports in the next two, three years?

The composition number is very difficult to say because, very frankly, our approach towards the domestic and export markets are slightly distinct. In the domestic market, we see every enquiry cross our desk so that's a market share question. So, the size of the market in India is something that Triveni Turbines can't control. But what we can control is our market share and it is something that we like to maintain. On the export market, it's more a question of visibility, and to get visibility into orders. And so, the strategy there is to build your enquiry pipeline because our conversion rate once enquiries hit our desk, is actually quite high. But I don't think we've talked about new markets. I think the fact is that we are already present in all the geographies that I've already spoken about. As far as our product specifications go and applicability into certain markets go, yes, there are newer se gments that open up to us. That is more of a technological question or a geographic question that we continuously try to invest into to see how we can open up greater newer markets, which allow for our product to be more relevant for our customers. These w ill include everywhere on the renewable energy side, everything from geothermal to biomass to waste heat recovery, etc. that we have spoken about. On the industrial side, we pretty much cover all the industrial spaces anyway. There will be further push in to the API , oil and gas segment, both from the drive turbine as well as the power turbine segment. And so, we see growth coming, we see appropriateness of our product profile. As we look forward in terms of exports, as we see exports will be as a percent age, it will definitely be a very strong growth market for us. And that's what we're investing into. We're investing into having physical presence close to our customers to have a certain degree of proximity to our customers so we can give them the confidence to not only provide us with orders, but then also for us to cater to their aftermarket needs. This seems to have worked in certain categories and that therefore, led us through this investment that we're going to make into the United States , which hopefully will be a model that we can replicate. The model in the United States itself is something that we will flesh out in the next couple of quarters and come back to you, but it will involve a physical infrastructure of a shed. We keep in mind the fact that we have a manufacturing base in Bangalore. So we will be close to customers with the appropriate type of infrastructure that's required. Ultimately, we are very cognizant of our return metrics and something that we wi ll always maintain much like we maintain ed on the P rofit Before Tax (PBT) side of above 20%. So, while exports as a % sales will rise, that gives us more flexibility in our margin structure because that is a higher margin, these are higher margin orders. But we do have a lot of investments going into people in the next couple of years. Therefore, we are cognizant of the costs that will go into helping build a more sustainable enterprise for Triveni Turbine s, and we are very fortunate that the order booking and the revenue growth that we will see in the coming years will be backed with high -margin orders, which would allow us to offset any additional costs that may come from the future planning of the business.

Sure. My next question on API Turbine , you witnessed a strong growth this quarter. Our sense is that the oil and gas market domestically , the CapEx is slightly getting deferred. How do you sense and what could be the growth in API Turbine and exports in domestic market? And how ha s been the contribution past 3-6 months?

We don't give the contribution number and a split. But I should tell you that from our perspective, as someone who had a relatively low market share in this space, we've had extremely good recept ion by both domestic and international clients. These are very large clients, as you know, and the registration process and getting part of their purchase reference is a very large and Herculean effort. So, once we were able to overcome that, the reception from customers has been very good, and that is translating into orders as well. Oil and gas is a large segment, because we are still not transitioning fully. Having said that, a majority of Triveni Turbines ’ orders do come from the renewable energy segm ent. So that is still the mainstay of what we see in terms of the capital investment in the market. Both in the domestic and international market, we see growth in the oil and gas segment. The enquiry levels from this space is higher. And we see investmen ts in the domestic space both by oil and gas as well as fertiliser majors, and we see this internationally as well.

Sure. Lastly, on gross margins. As we can see past four quarters, we have been clocking more than 50 -51% gross margin all the way picking up from 43%. So just wanted to understand what could be the sustainable gross margin. And second, on the other expenses, what was the charges for SADC this quarter? And third, you highlighted on the R&D spend going up. So, I just wanted to understand what was the R&D spend recently , as a percentage of sales? And what number we are looking for the upcoming years, yeah?

Okay. Many questions. On the SADC side, we don't g ive the split, but if you look at the gross margins, the raw material as a percentage of sales used to be somewhere in the region of about 5 2-53%. It's right now about 56%. Our attempt in terms of value engineering is to get this back down to about 52-53%. This is partly driven by two factors. One is certa in servicing contracts have slightly lower margin, and that ends up impacting the gross margin levels. Also, it's dependent quarter -to-quarter as a percentage of exports, as a percentage of sales. I would encourage you to look at our numbers for margin trend on an annual basis. It gives you a better idea. But what we see is there's no margin pressure. The commodity prices to a large extent ha ve stabilised. We have larger rate contracts with subcontractors and vendors. And we don't see volatility in raw material prices in the short term. Medium term, we may have some raw material variations in items such as copper. But we'll cater to that with long-term contracts. It's interesting that you point out about gross margins because actually our tax rate for the quarter has also come up quite high at about 27 %. But these w ill give better clarity when you look at it on an annual basis.

Sure. On R&D?

Last year, we spent a little bit over 1% in R&D. Attempt will be to take this up t o 3%+. Now this would be a mixture of CapEx as well OpEx. I think that this is required not only for our new diversification plans in R&D that we'll be doing. We've touched upon some of these elements in the past. But I think that it is important that when the Company has the cash flow and the flexibility to be able to internalise capabilities on R&D that we end up setting up infrastructure that we would be putting on a variable cost basis otherwise.

The next question is from Abhijeet Singh from YES Securities. Please go ahead.

Yeah, good afternoon. Congratulations on a very strong performance again. First question is on the API turbines side. Do we have a technical or technological collaboration with any foreign player or any players on the API turbines? Or do we own the technology in-house?

No, the Company has no technology collaborations on any product line or any technology with anyone for any lines, be it API or other.

Right. And the endeavour to increase the R&D expenditure as a percentage of revenue to 3%. Where will this expenditure be going and in which product segments are we targeting to increase our capabilities in?

The fact is these are capabilities, the capabilities that we have in structural on fluid dynamics and other aspects of science and engineering are somewhat spread and amortised over a wider set of products. And so, the fact is that we've been investing into certain capabilities and capacities. And I think ultimately, they will fall a part of what we bring to the market. We haven't announced any new product introductions at this curren t point in time, but the fact is that the Company is building a portfolio of new product releases and new technology releases as well.

Just wanted to understand, are we going to enter a new segment altogether? Or is that something that we are right now outsourcing?

No, it's partly both. It is partly what we are outsourcing to internalise and then to spend much more on what we were doing.

Right. In the U.S. market expansion now that we are also forming a sub sidiary there. So, is there any one particular product segment that we are targeting there? Or is this generic kind of push that we do as far as our capability concerned in U.S.?

So, I think we've said this in t he past that our attempt with our international expansion is to be closer to customers. Now we understand that as we're closer to customers, that will help bridge certain apprehension s that they may have in terms of placing orders on us. But they really do n't want to see a marketing office there because that's really not any capability that they can utilise once the product is installed, they want to see some servicing capabilities. So, the essence of this entity to be set up is on the aftermarket side. It will start with that enterprise only to be able to cater to our customers as well as third-party customers from that subsidiary. As you've seen, we've been quite successful in our South African venture. And margins are expanding. Everything is looking q uite good there. So, we seem to think that, that's a good model for us to adopt. And U.S., as you would know, is by far the largest market globally. And given the push they have for energy efficiency, not only is there a very distinct market for new produc t sales, but also on the refurbishment and replacement market presents a very unique and distinct opportunity.

Thank you. Next question is from Harshit Patel from Equirius Securities. Please go ahead.

Thank you very much for the opportunity. So, my first question is, you have mentioned that the overall domestic enquiry book has grown by around 57%, while the overall enquiry book has grow n only 14%, so this would imply a very sharp degrowth in the export enquiry book. Could you explain a little bit on this?

No, no. It's just the domestic market, enquiry book is not as large as an export enquiry book. So, the math doesn't work out the same way. The export market has also grown, but yes, it's grown by about maybe 7-8-10%. But having said that the entire enquiry book is somewhere in the region of about 7.5 to 8 GW. So, it's quite substantial, far more than both our order booking as well as sales in any given year. In fact, we may be 3x to 4x that.

Understood. My second question is on our EBITDA margin, and I'm talking about margins, excluding cash. So, if I compare the Company 's overall trajectory from let's say FY 17, FY 18 to today, so in the last six to seven years, we have almost doubled our sales, our gross margins have improved, the employee cost as a percentage of sales, even they have come down. Despite that, we are not at the similar EBITD A margin levels of the past, mainly because the other expenses have grown disproportionately. So, while I understand the expansion like SADC and what you would be doing in the U.S. market as of now? But this increase in other expenses seems to be quite disproportionate. So, could you think we can go back to those 21%, 22% kind of margin in the next 2-3 years? Or are the current margin levels would be a more appropriate extrapolation of the future margins?

No, no. I think there are some investments that we're doing in the short term, which have had the impact on the P&L the way that you've expressed it. The intent, of course, is to expand it going forward. There was a certain compromise in terms of how much growth we could take with margi ns. But I think that if I look 2-3 years down the line, we should only see expansion of margins. This will happen through multiple routes. One is the product configuration itself, we are quite optimistic that we will have a leaner and value engineered product, which genuinely will have more costs taken out, then the structure and the cost that we put in would obviously be amortised over a larger turnover. And so, you'll have operating leverage also kicking in. And then we believe that the contribution of higher margin aftermarket as well as export would end up aiding and assisting in these matters. So, there will be certain costs that we've taken in the short term. But that's why in the short term, I think the way that we see it, that our PBT level, including other income will be in any manner well above 20%. But to get back to an EBITDA number is at 20% as you are talking about without other income, it's something t hat our attempt will be on, of course.

Thank you. The next question is from the line of Chirag Muchhala from Centrum Broking. Please go ahead.

Thank you and c ongrats for a very good set of results. So, first question is more of a clarification. So, the U.S. entity that we are planning and written in the document that basically, we are in the process of investing for a lo cal facility. So just wanted to get a clarification that this is more like our South African venture, which is geared towards service, repairs as well as aftermarket or this is we are planning eventually full -fledged steam turbine manufacturing facility there like we have in Bangalore?

Chirag, you visited our facility in Bangalore, so you know the assets employed in the factory. So very frankly, actually, the intent is very clear to be able to be close to customers to cater to their servicing requirements. But if local assembly is required, it doesn't require in much CapEx. So, it's something that we have to be slightly opportunistic on. But the point is that the capital employed to that business is going to be relatively low. It will be v ery high from a manpower perspective. We are going to employ the best of best out there. That is an investment that we'll make which will pay off in the years to come. And I think that this is going to be a true step towards internationalisation of hiring predominantly, what I would say non -India workforce operating over there. The infrastructure itself is going to be something that will be appropriate for what our requirements are. If the investment is reasonable, I think that the approach is right. It will be from the aftermarket side is our approach, and that is what we cater to. Manufacturing is a relative concept, only 40-45% of our purchase order actually enters our factory anyway. So, the generator, the lubricating oil system, panels etc, don't enter our factory. So, are we manufacturing that or not.

Sure. And for the U.S. market, which one is end user sectors that we will initially be targeting, because I understand that geography is als o very large oil and gas market. So, from an API turbine point of view?

No, we will be approaching what has been our mainstay in our order book, which is renewable energy and now driven by a little bit in the oil and gas sector. So renew able energy cuts both across industrial installations, which have requirements from an energy efficiency perspective . A s you know, the United States has had some of the cheapest power globally or cheapest energy globally. And so therefore, capital investme nt in energy efficiency has never really been a priority. Capacity expansion was always a priority of incremental capital. And now with both the Inflation Reduction Act as well as a variety of different incentives as well as corporate consensus towards mo ving towards a greater decarbonisation, there is a substantial amount of investment across the industrial value chain as well as pure -play renewable energy companies. So, between those as well as API, it presents a very large market. The United States, as you know, is by far the largest economy in the world, and they have every industry that exists there. We believe that given the fact that over the last several years, the consolidation in the steam turbine space has meant that the industrial user base h as not been adequately service d. And so, we think that exist opportunity for us to come in and provide a comprehensive degree of offerings.

Sure. And because of that market you are also very high on product certification. So, are we through with all certifications?

Yeah, that's why like I told you in the last couple of quarters, we've been seeing orders from the market as well, and we've delivered orders into that space. So, certifications are part and parcel of what ever we do. Nothing is more stringent than the API 611 or 612 specifications that go into the oil and gas. So, I mean we sell everything from our defence forces requirements for steam turbines and those requirements for certification is far higher than anything else. We are also, as you know, AS 9001 certified company, which is an aeronautical standard. So, we have all the relevant quality parameters as well as documentation that is necessary to sell into any market both fr om an application perspective as well as geographically.

Sure. My last question. We have seen a very strong ramp -up in FY 23 and 24 and probably this year, end up with total dollar inflow close to around ₹2,000 crore or so. So, on this base, considering our global opportunities in enquiries as well as new growth drivers, over the next 2-3 years, will we still be able to grow at, let's say, a robust 20%+ kind of a number in inflows?

Actually, a couple of years ago, I gave outlook that the Company will grow at about a 35% CAGR and as we see, I think we're exceeding that. The capabilities that we're putting in place is to maintain a growth rate of that much. Now 35% may be high, but ou r attempt is to grow rapidly. We think that there's an ample market out there, which is un tapped and uncatered to, and there is a space of Triveni Turbine s to participate in t here with its current product lines. Our expanded product line will allow us grea ter confidence to be able to grow and maintain growth. So, the ending order book , well, of course, Q4 as we're in right now will be something that we think will be more robust than we've had in this current year already. So that will end the ye ar well. But it will also allow us to, because the performance of Q4 is completely dependent on the order book that we have in the past. In fact, our order book as it currently stands, provides us full visibility of growth into at least middle of Q3 of nex t year and a bit of order booking in Q4 and Q1 of next year will provide us the growth that is necessary based on our past precedents. So, FY 25 also seems to be quite well catered to from a growth perspective. The enquiry book that we have and the growth in the enquiry book gives us confidence in the order booking that we will get into in FY 25, which gives us visibility into FY 26, partly driven by the capabilities that we're setting up on the servicing side by being more local, but also the fact that there is a secular theme in terms of greater investment into energy efficiency from the industrial side, which is for both heating and cooling solutions as well as renewable energy, but as well as oil and gas.

Thank you. Next question is from Amit Mahawar from UBS. Please go ahead.

Hi, Nikhil. I just have two questions. First is , so in the last so many years, the way you've grown both in pr oduct and aftersales and especially in the global aftersales market. It's an opportune time that we understand from you the five- year roadmap on where do you see Triveni on the global aftersales market share and product share. If you can give that broad contour? That's my first question.

Amit, thank you. We don't really provide a five-year outlook. And we try to provide qualitative rather than quantitative numbers. The reason is we're a pure play steam turbine company. And you have to understand that that the competitors do look at our earnings call in a much more focused manner. But having said that, our approach is to be the most preferred turbine, also the heat and power solutions provider to our customers. And what do we need to get there? We need to provide the capabilities on the aftermarket side to be able to cater to them. Those infrastructures and the capability that you put up on the aftermarket side need to be able to validate their investment from a refurbishment side, which is to go out to third -party work. The market share there is, I think, a little bit difficult to calculate because it fully depends on the opportunities that sort of presented to you. If I look at it going forward, and we've discussed this, I think in the past, both you and I, that the refurbishment segment has presented a very unique opportunity for the Company to scale very rapidly with a technological solution. And I think that we're scratching the surface there. This business has the potential to grow very rapidly, but you need to have the infrastructure and the proximity to customers. So, I think the constraint to our growth is actually going to be people. It's going to be the physical presence that we have in local geographies. So, if we're able to then keep scaling this on a yearly or every couple of years, with a new large presence in certain areas. I think it will allow us to maintain the growth rate for many, many years to come. So, market share in India is something that we operate in a largely duopolistic market, there are other people who sell in, but it's a very price competitive market, and we're happy with that type of market share. We have a competitor who we deeply regard. They have an extremely good product range and they're very aggressive as well. They keep us on our toes and they are someone who we benchmark a lot against. On the global market, there also principal competition, but they have a near 75% plus market share. So, there is room for us to grow i n that market. There is room for us to expand our visibility. And so that ’s the way I ’d rather put it rather than give you any quantitative numbers. Suffice to say, we're catering to a substantial growth in the next couple of years. So, our plan is to maintain the growth that we've had in the last couple of years into the next couple of years to come.

Sure, Nikhil. I mean I will just summari se it maybe what you said, if I understand that you still significantly gained market share in FY 24 aftersales materially. And there are things that competition cannot copy from you that you are displaying. So, the second question quickly, is actually linked to first, I'm sorry for that, but maybe Prasad and Mr. Mote, if possible, can also c hip in and help you there. What is the kind of setup you are looking to create? You've invested in people 5-6 years ago, we can see fairly meaningful benefits of that already, right? And you're now again going beyond the number mandate, and it seem s that you are still going to significantly spend on people and go more closer to the market that you've been saying. So maybe next 4-5 years, how will the setup of Triveni both on product and aftersales transition to ? Qualitative assessment is welcome.

Yeah. I'll let Prasad answer that. That's a very good question. I'd actually like to hear his answer myself, but in terms of split between aftermarket and the product, the fact is as you know, a steam turbine product last with a customer anywhere between 20 to 40 years. So, it presents a yielding opportunity for the Company to be able to cater to our customers' aftermarket requirements, which is really a very sweet spot. This is something that if you do DCF and whatever cost of capital, y ou can do it, it comes out to be a great annuity for the business. To the extent that we're able to be extremely profitable on product sales which we know that a lot of our competitors aren't, it helps validate the fact that we can grow on the product side and continue to grow that. We have right now in excess of 65% of our sales coming from the product. While we see from our competitor’s viewpoint, in excess of 50% or 70% of their sales come from the aftermarket and in exces s of 100% of the ir profit comes the aftermarket. So, we think that we are looking at both a s distinct growth avenues, which is aftermarket and product. We think that both provide a good opportunity. But Prasad, why don't you give your views as to wha t you believe Triveni would look like?

Yes. So, as you rightly said, yes, we are seeing both product and aftermarket as a huge opportunity there . To start with the product side , yes, we have a strong presence in countries. We h ave a very strong market share in some countries that there is a scope for us to improve the market share in biomass, the renewable energy segment. And coming to APIs because our market shares are miniscule and the opportunity for us to grow in API. So, what we see the product followed by aftermarket because the API is one segment where we are establishing our references, so down the line the cycle of aftermarket starts for API segment. So, what we see, so in aftermarket side, like the ref urbishment opportunities, service opportunities are for any make turbines and our local presence in those countries, where we are establishing small workshops to be closer to the customers, that will open the big opportunity for us when it comes to afterma rket and that facilities are that, that local setup acts as springboard for the products team also to give a comfort to customers. Our local presence will help them when they are getting a final valuation call whether to buy a product from Triveni. That' s where we see we are in right market in the right time and a huge opportunity, both renewable as well as API segment. Based on our current market share as today, we are addressing over 80-85 countries, our fleet is there, and our enquiry pipeline is coming over 100 countries. So, we see a strong growth to come as the years ahead.

Thank you. The next question is from the line of Himanshu Upadhyay from Buglerock PMS. Please go ahead.

Congratulations on good set of numbers. This is a follow -up to question or to replies in previous call and today also. We are focusing more in geographical expansion and to be more near the markets local ly. Can you give an idea of what percentage of sales and technical manpower would be outside India currently vs. five years back? Also, the number of service centres, how they have increased currently vs. five years? And whatever growth we are seeing currently, is it all orders in -house or directly through our own sales team in exports or there is something like some consultants also who play a role in getting the business?

I'll start with the last question. We use a hybrid structure, all s ales technically you have to go through us, but we do have an agent structure, which allows us to be a little bit more conservative on overhead costs. And also, in our segment, which is a little bit more entrepreneurially driven from a customer purchase pe rspective, the relationships that agents have do end up, I think allowing us to make that inroad and break the barriers of Make In India, et c., which some customers in different geographies may have a hesitation towards. So that was your first question. The other question , people. So how many people are outside India . We have offices in the UAE, in Dubai, in South Africa in Johannesburg, in Europe and in Southeast Asia, and now in the United States. In terms of people and personnel placed outside the count ry, I would say there is no t more than 4% or 5% of the entire workforce. Our attempt would be to be much more international and as we go forward. But this would be in 2-3 different areas. Manufacturing, as we see it, will always be based in India. And that is there for a couple of reasons. It's because we think the ecosystem that we've created from both the supply chain basis as well as the capability of manpower is better for us to not spread it in different areas. International m anpower will consist sig nificantly of servicing personnel. And these are technical servicing personnel. These are people who are revenue earners in their own right. And so, the attempt there like we have created in South Africa, where directly, we may have 20 people on the book s, but we may have maybe a thousand people employed indirectly in servicing contracts gives us a roadmap in terms of where we wish to go. And as far as what I've been talking about in terms of growth of employee costs, it will be driven by hiring in these foreign geographies, which have a higher cost base than we would in India. So that's something that we cater to, and that's something that we're cognizant of as we go to execute these orders. But the attempt will be to have a greater internationali sation, which is exactly the point that you made, which is a percentage of employees that are outside the country.

Okay. And any ideal figure you think that service centres, these many service centres can help us?

I don't kno w the right answer to that. I think we have to take it as it comes. It will be a question as to , can all service cent res, what is the geography that it can cater to. And that's something that we have to discover going forward. The SADC region is limited in terms of the industrial base that it has. In the U.S., we'll get a better idea. There are significant other growth opportunities, be it in Latin America, Central America, Europe, North Africa, Middle East, besides all of Southeast Asia, which has its own distinct area. So, we were taking the growth in a way that what we can manage, but there's enough growth opportunities that are open to us geographically.

Thank you. The next quest ion is from the line of Teena Virmani from Motilal Oswal Financial Services. Please go ahead.

Hi, c ongrats on a good set of numbers. My question is, once again, on refurbishment where you've answered the previous participant's question. Who are your competitors in the refurbishment market? So basically, I want to understand how are Triveni's of ferings different in refurbishment for a client to choose Triveni and not choose any other player or over any other player? And how fast can this afte rmarket grow for the Company in terms of as a share of sales, the way it is for the global competitors?

Well, that's a great question, but there is no one answer to it. Every customer's requirement and their purchasing choice and pref erences are different. There are certain things that are somewhat common through, which is that they do want a local presence. They want to know the references that you have and are doing the work , they want to know what the capabilities that you have on the engineering side as well as the development side. What are the liabilities that you're going to be able to take? And what is the warranty on your balance sheet to be able to support anything that goes wrong. So, the competition stretches all the way from the OEMs if they're in business to local workshops. And so that is your spectrum of competition, and they vary from market to market. Like I said, some customers would only go to the OEM regardless of what you offer, which is their ris k aversion. As you can imagine, you can't approach a nuclear power corporation and say that you know I want to provide you spares for someone's turbine, they never let you in. So customer preference is customer preference. But on the other sid e, where there is opportunity for third parties to provide services, we distinguish ourselves as being an OEM. There are not many OEMs that offer refurbishment and third -party solutions. And so, we think that we operate in that space by having far in exc ess of the engineering resources and R&D resources than a local workshop may have. But more than that, the quality systems that are also necessary increasingly to provide robustness and reliability of offering for the refurbishment side is something that we consider . B ecause we've done refurbishments from everything from compressors to gas turbines as well. Having said that, a majority of focus is always on the steam turbine side. But the capabilities are quite common across all rotating equipments. An d as we move forward, we will try to leverage those with the focus being on steam turbines, of course.

Got it. And how much would you target to take this aftermarket share as a percentage of sales going forward over a longer period of time?

The constraints, like I said, is on people and proximity to customers for the growth of that business. As far as the product sales go, we are extremely profitable on the product sales. So, we would push that to the extent that we can. We see enormous growth opportunity still from the product side. You can see it from our order booking, which we aim to sustain in the coming years. And so very frankly, as we look at it right now, we are at currently maybe 65 35. I have to imagine the next couple of years despite the high growth in the product sales category, the refurbishment and aftermarket would be able to pick up market share on a relative basis. And so, we think that incrementally if that aftermarket as a percentage of sales is growing by 1% or 2% a year. That's something that is fine that we're happy with as long as the product sales also grow.

Okay. So, it won't be at the cost of the product sales?

No, I mean, the product sales provide you with a gre at annuity. The margins that you can get from the aftermarket for spares and service for your own product is far in excess of anything that you can get on the refurbishment side, as you would imagine.

Right, and if you're expanding more on the aftermarket side across different other geographies also the way you are now doing it in U.S. can it also have an impact on overall other expenditure or the locali sation cost in a way more than what you would have seen in SADC?

Not fully following the question, but having said that, if I look at it on the growth plans of the business in terms of investment of capital as well as operating expenses, these are all catered to. There will be certain investment costs. The fact is that the ent ity that we had in South Africa was smaller both in size and scope as well as the potential that the market could create. The potential of the U.S. market is higher. We have more confidence going in, so we're ready to sort of upfront the investmen t costs that may be necessary for a market like that. So, because we anticipate very high growth. But having said that, the entity, we will come up with some more clarity in the next quarter in terms of what the exact investments would be like. These are all very manageable in the entir e base of the Company . Having said that, we are cognizant, like I said in the beginning of our return metrics, and we wish to maintain those return metrics on the current capital side as well.

Thank you. The next question is from the line of Aditya Gupta from Tara Capital Partners. Please go ahead.

Hi, good afternoon. Thanks for taking my question. First, what's your capacity utilisation right now, both for our domestic and exports?

Largely capacity is not a constraint for us. We've disclosed in the past that we have the capacity to manufacture in excess of 250 odd turbines, and we're well within that capacity. We have the flexibility to expand that capacity on a variable basis by increasing shifts. So, capacity is not a constraint and neither this is a large capital cost for us.

Okay. So, let's say when you say capacity is n ot a constraint, and assuming you're saying you are going to grow or there's an aspiration to grow at the same pace of 30% or 35% plus for the next two years at least. For that, you're saying there is enough capacity?

I haven't said that. Please don't put words in my mouth.

No, I thought , sorry, maybe I got it wrong. I thought the aspiration was to maintain a healthy or the aspiration is to grow at that?

Our vision is to maintain, but like you're putting m y absolute terms in my mouth by saying like 30-35%.

No, no, no. Sorry about that. I was saying that maintaining the growth pace. So there's enough capacity to take you through.

Yes, yes, yes. And in fact, actually, i f you've heard our conference calls in the past, we expanded our capacity by 50% and then another 50% with a total investment, I think it was ₹20 crore and then ₹30 crore. So, the capital investment is also not that much and it took about nine months for it to come online. And so, which is well within our order visibility and enquiry visibility, so that's not a constraint for us. Another point which you bring up, which is very relevant from a capacity utilisation perspective is the capacity of our vendors and subcontractors. That is something that requires work and that's something that we continuously focus on to be a ble to enhance their capacity to ensure that it's well within the capacity utilisation figure so that we don't face constraints. So, this will happen through multiple routes, direct negotiation and conversations. Sometimes there's no capital that has to be provided to enhance capacity for certain subcontractors. And lastly is the fact that we have multiple sourcing strategy. So that is the way that we bridge that risk.

Got it. And second, if I look at the margins, even on a, let's say, nine-month basis, there is a gradual improvement that's come through . And this is happening in sync with the higher mix of export orders. Even though I think aftersales is down a little. So, is that you said commodity cost are benign, is there a mix element also in there? And in share of export products, do you think this trend is now going to continue?

Yes. So, our execution is just a reflection of our order book. And so certain order books have taken in at COVID time s were subject to the vagaries of raw material pricing at those points in time. There's much more stability now, there's much more visibility into what project margins could be and should be. We actually should have had higher export as a percentage of sal es in this quarter three, but we had too many goods in transit. So, these are all going to get reflected in Q4 and going forward. Our order book reflects our turnover in the years to come. So, it's along the lines of what you are talking about.

Got it. And since you mentioned longer transit times, is this something to do with the Red Sea issue? Or is this something completely different?

The Red Sea issue, I think most transporters are providing alternate routes. So that, I think is important for us to recognise. At this point in time, the goods in transit is just based on the fact of our plan ned turnover. As you can see, even in Q3, we had a record turnover. And that's something that we'd like to beat in Q4 again. But I do n't think the Red Sea is really the constraint. And those shipping challenges are not what the constraint is. It's just production planning and dispatch.

Got it. And any cost, I mean, I wouldn't have bought it up actually. Any cost escalation in Q4 because of shipping routes being changed or higher price shipping prices right now, which could be worth calling out for?

Prasad, do you want to answer that question?

Yes. So, majority of our international contr acts are on FOB Indian port basis. So, whatever these transportation costs are outside our contract values. And when it comes to raw material, so almost 95 -96% are sourced indigenously. So, at this point of time, we don't a nticipate any impact of those cost escalations.

Thank you. The next question is from the line of Bimal Sampat, who is an Individual Investor. Please go ahead.

Good afternoon. Now most of the questions have been answered, just two things. Now the new product, what you're doing R&D on, will it be capital intensive or it will be something similar to what we have in current ? Our business is negative at working capital. So new products will be similar or it is something different. And it is related to our product or and are we going to invest heavily, or it will be light CapEx, like our turbines?

No, I think that we very much like our technology -focused approach towards product development as well as catering to customer requirements. What that ends up doing is that when we put technology first, you have limited competition and therefore, payment t erms such as bigger advances, et c, and payments on dispatch end up helping your entire balance sheet such as working capital. So, I think the intent will be to sell the same way, sell as a technology product and manufacture as well as develop in the sam e way. But I wouldn't like to put too much focus on the new product development. This is something that we invest in. It will come through in a number of years, but the approach will be very similar to the way that we'd like to approach our current business.

Right. And second thing, U.S. thing also, it will not be very capital intensive, you're saying. Correct?

It will be very manpower intensive. The capital investment we'll come up with the exact numbers to give you in the n ext quarter, but it's something that that is very manageable for Triveni. Of course, you have to keep in mind that the cost of the United States is higher than they would be in India.

But I think it will be a huge market for you. I mean it will be more than what we are doing in all countries put together, something like that?

Yes, hopefully.

Thank you. We take the last question from the line of Prolin Nand u, who is an Individual Investor. Please go ahead.

Yeah, hi management. Thank you. Thanks a lot for taking my question. A few questions from my side. While you mentioned in the last answer itself that not to give much focus to the new products. But if I look at the journey of Triveni, right, I mean how we started was we were leaders in 0 to 30, then we moved to 30 to 100, then we also added API capabilities. So, when it comes to the aspirational target market that we want to cater to in, let's say, 3-5 years’ time, where are we right now? And how big can that aspiration al target market be in the context of what we are currently catering to? Can it be 1.5x to 2x of the existing size? Or I mean, what is the kind of aspirational target market that we want to get to in 3-5 years' time?

You see the market is changing quite rapidly. It's benefiting us also, but it's changing quite rapidly. Ultimately, what is it that we're providing. We're providing solutions for in dustrial heating and cooling as well as distinct renewable energy power generation solutions. So, each of those will have different applications from a product development and technology development perspective. It doesn't mean suddenly that we're going to start making air conditioners. That's not the objective of any product development. But the industrial heating and cooling market end requirements are quite distinct. Renewable energy has greater play in terms of the possibility that may come about. But having said that, the markets are quite large, as you can imagine. These are very, very large undefinable type of markets. I think it's better for us to just take it as what's applicable right now for steam turbines . There may be a certain degree of cann ibalisation in the products that we develop. But the aspiration level will be to pursuit on the customer side to be the most preferred vendor, so that means the product quality , reliability, r obustness, have to be quite consistent. Of course, efficiency levels have to be benchmarked globally. At the same point in time is to keep expanding the growth potential and opportunities to be able to be more impactful on the industries and communities that we serve. And I think that we will end up doing that in time to come.

Sure. So, if I understand it correctly, there would be some cannibalisation, because of the new product. But is it also fair to say that maybe we are moving out of just being a steam turbine player to more of a turbine player in a few years' time? Is that a fair way to look at it?

No, no, we're a steam turbine manufacturer, and I would encourage you to look at us as a predominantly steam turbine manufacturer for the next several years. And actually, it's not next several years. So whatever new products that we will start will happen at the incremental level. We find ample growth opportunity in our current market. We don't want to lose any focus on what is present in front of us, both from product side as well as a ftermarket, aftermarket including refurbishment.

Understood. Because from where I'm coming from is that from an investor point of view, it looks like you have covered most of the bases, right, in terms of the steam market opportunity, so to say. API was something we added a few years back in terms of capacity. Also, we have pretty much, now we have a full range of turbines from zero to 100, so to say. So, I mean, we were not very sure if there are decent white spaces, which are still left to be cater ed to b y our products. So that's where I'm coming from.

One is the product development, but the market itself is much larger. We see like the previous participant had also mentioned like we see ampl e growth opportunity to sustain the growth that we've had in the last couple of years. So, there's no reason for us to lose focus on that.

Fair point. And on this, you mentioned that there is an enquiry book of 7.5 to 8 GW right. I mean if I heard it correctly, can you help us understand that in last few years' time, how has our conversion rate moved like? And what is it right now? Are we looking at somewhere growth, I mean just to understand the quality of enquiry, is it like a 70 -80% kind of a conversion success that we have?

No, no, no. One is, conversion success within a year, regardless of it converts to us or not, I think that that would be somewhere in the region of about 40 - 50%. But then conversion within that to us is quite unique and distinct based on enquiry to enquiry. I don't think you can really read too much into that conversion directly to us because different levels of enquiry come at different stages of the ordering cycle. It provide s us a more macro number in terms of opportunities to target. It provides us focus in terms of where to dedicate manpower and it also talks a little bit about our relevance and the market movements. So that's how we track enquiries. But having said that, to extrapolate and take data from our conversion success, there are certain numbers that we have, which unfortunately, I don't want to share with you, which is in terms of the success that we have once we are in front of the customer, which are al l very encouraging. We find that there is competition, but there is enough space for us to enter once we are in front of the customer.

Sure. And lastly, on this U.S. subsidiary that you have set up, you mentioned that in next q uarter, you will come up with a detailed plan in terms of CapEx and some of the other expenses and it would be more manpower heavy. Does this mean that we rule out any acquisition that we did in South Africa of that nature in U.S. market? Does it mean that or that route is still open?

No, we have no new organic opportunities that we're evaluating.

Okay. No, I was thinking that from the point of view of aftersales, right? I mean, what you have done in South Africa maybe is this that kind of an opportunity?

We think organic is a better way to go right now. And we take every opportunity as it comes. But this is something that the team spent a lot of time on, Sachin and team have spent a good amount of time in being able to do this. We've already transferred manpower. And we're looking for sales to come in FY 25 itself. But of course, it's going to be more investment heavy.

Thank you very much. That was the last question in queue. I would now like to hand the conference back to the management team for closing comments.

Thank you very much. Thank you, ladies and gentlemen, for joining our call. We're very optimistic about the prospects of our company. We have a great management and management team in place, and we're looking to enhance our capabilities. Do spread the word that we're looking for good able people and getting good people is a lways the best part. So, we look at you as stakeholders in our growth. Thank you.

Thank you very much. On behalf of Triveni Turbine Limited, that concludes this conference. Thank you for joining us.

This transcript is the output of transcribing from an audio recording and has been edited for clarity, consistency with published information. Although efforts have been made to ensure a high level of accuracy, in some cases it may be incomplete or inaccurate due to inaudible passages or transcription errors. The Company takes no responsibility of such inaccuracies or errors. It is compiled as an aid to understanding the proceedings of the event but should not be treated as an authoritative record.