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Annual Report 2015-16

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Annual Report 2015-16 ANNUAL REPORT 2015 -16 Contents 02 About VRL 04 Chairman's Statement 06 Financial Highlights 07 Strategies KPIs & Goals 08 Major Milestones 09 Review of Business Segments 13 Board of Directors 15 Corporate Social Responsibility 16 Awards & Events 17 Year on Year Growth 18 Company Information 19 Directors’ Report Management 47 Discussion and Analysis Report on 53 Corporate Governance 84 Financial Statements Vision To become the Premier Company that cuts across various segments and emerges as the torchbearer of each segment that it ventures into. Mission To provide the highest quality service to our customers by continuously increasing cost efficiency and maintaining delivery deadlines. To encourage our workforce to continuously strive for quality and excellence in everything they do. To promote team work and create work environment that encourages talent and brings out the best in our employees. Quality Policy We are committed to provide quality logistics services consistently at reasonable price and to continually improve the same to achieve customers delight on a sustainable basis. KA25 AA6371 KA25 AA6370 About VRL Established in 1976 by Dr. Vijay Sankeshwar, VRL Logistics (VRL) is one of the leading pan- India surface logistics and parcel delivery service provider. VRL is currently the largest fleet owner of commercial vehicles in India's private sector. The company mainly provides less than truckload services (LTL) for general and priority parcels and caters to a broad range of industries like FMCG, textiles, apparel, furniture, metal and metal products, automotive parts, etc. The company operates through a network of 1024 branches and franchisees and this network is complemented by 48 strategically located transhipment hubs. Other service verticals in the goods transportation space include full truck load (FTL), car carrying, priority cargo and courier services. VRL also provides luxury bus services across high density urban commuter cities like Bengaluru, Mumbai, Pune, Ahmedabad, Hyderabad and Panjim and also connect tier-II and tier- III cities. The VRL bus service network covers Karnataka, Maharashtra, Goa, Andhra Pradesh, Telengana, Tamil Nadu, Gujarat as well as Rajasthan. 02 KA25 KA25 AA6380 AA6379 KA25 AA6377 KA25 AA6378 KA25 AA6376 KA25 KA25 AA6374 AA6375 KA25 AA6373 KA25 AA6372 3872 381 48 19194 Trucks Buses Logistics Hubs Employees Key Advantages § Extensive network across the country with last mile delivery even in remote locations § Largest fleet of owned vehicles further complemented by outside vehicles § Integrated hub-and-spoke operating model which enables effective consolidation and distribution of consignments and transport various parcel sizes across the country § Optimal aggregation of LTL and FTL parcels to maximize asset utilization § Diverse customer mix of corporates, SMEs and smaller traders § Wide customer base with revenue from top 10 clients in goods transport business contributing 6.5% Only § Diversified Customer base from multiple industry sectors § Own body building and fleet maintenance facility at Hubballi § In House IT development § Own fuel stations at key locations and tie up with IOC § Own highway resting points/restaurant to facilitate VRL bus passengers § Sustainability and Social initiatives 03 Chairman's Statement Dear Shareholder focused on existing verticals and aim to increase freight tonnage in the goods transportation division as also improve occupancy levels in the VRL Logistics Limited has completed one year since bus operation segment. The company's top its successful listing. The year gone by presented management continues to engage extensively with many challenges and we had to work hard to the senior and middle level management of the overcome these. I take great delight on the company across India to guide and mentor these company crossing Rs.100 crores in net profits, a individuals as also set a tone for inclusive decision first in its history. making and the same has extensively benefited the The overall economy remained sluggish during the company in the past. Regaining the erstwhile year. Reality at the ground level is that the business business growth would be the focal point in all such volume across sectors struggles to sustain interactions. preceding levels. Our company has had a long GST would soon be a reality and after overcoming history of sustained growth even during similar t h e h i c c u p s a s s o c i a t e d w i t h t h e i n i t i a l tough times in the past. We managed to post a implementation this law will provide a big boost to nominal growth in the overall business volume but organized players in our industry. VRL today is GST remain satisfied that we have not compromised on ready and eagerly awaits the stabilization of the the quality of our business for the sake of growth. new GST regime. I am confident that the share of The erosion in margin was predominantly on Less than Truck Load (LTL) business would go up account of a significant increase in employee costs. post implementation. I hope however that this law We divided our business operations into metro, is implemented in right earnest and would actually mid sized cities and smaller towns and have affixed bring in the benefits being anticipated by my fellow a minimum salary scale for each of these to ensure transport brethren. I sincerely hope that the a decent pay package for our staff, especially the government would also play equal emphasis in lower level cadre and the same has resulted in speeding up the passage and implementation of salary correction. This is a one-time measure and I the impending Road Safety and Transport Bill. do not envisage something similar in the near Coupled with GST this would bring in a seamless medium term. movement of goods vehicles across the country, reducing transit times and bring in more economy On the capex front, we would continue to add to to the end users. The other developmental our fleet. Such fleet addition should not be linked schemes and initiatives being announced by the to the immediate performance but would be present government are also expected to fuel undertaken with a long term perspective. Addition growth in the days to come. of vehicles would reduce dependence on outside vehicles, ensure vehicle availability during festive At the Board level, the directors remain aware of seasons and peak periods, lead to better service their obligations to the business operations more levels as also would be necessary to remain specifically in respect of setting up internal controls compliant with environmental regulatory and ensuring that these continue to operate in a requirements in certain pockets of the country. I satisfactory manner. The Board is committed to am confident that we would complete the pending maintain the highest standards of Corporate utilization of IPO proceeds earmarked for fleet Governance and integrity. The Board also opines addition in the coming year. that more executive representation is warranted at the Board level and there could be some changes On the business front we will continue to remain on this front in the near future. 04 On the business front we will Lastly, I wholeheartedly complement all the employees of VRL for their continue to remain focused on individual contribution at all levels. I also thank all the stakeholders – existing verticals and aim to increase Bankers, Investors, Customers, Suppliers, Government authorities, freight tonnage in the goods Regulators and the management team including the Co-Directors on the Board for their continued association with VRL. I look forward to transportation division as also regaining our growth in the days to come. improve occupancy levels in the bus operation segment. The company's top management continues to engage extensively with the senior and middle level management of the company across India to guide and Sincerely, mentor these individuals as also set DR. VIJAY SANKESHWAR a tone for inclusive decision making and the same has extensively CHAIRMAN & MANAGING DIRECTOR benefited the company in the past. 05 Financial Highlights Turnover (` in Crores) EBITDA (` in Crores) 1729.43 1678.86 280.45 274.63 1503.78 1335.32 223.22 1135.28 205.05 196.81 FY12 FY13 FY14 FY15 FY16 FY12 FY13 FY14 FY15 FY16 Networth (` in Crores) PAT (` in Crores) 102.31 513.54 91.22 80.29 356.19 306.39 289.41 57.01 41.05 152.73 FY12 FY13 FY14 FY15 FY16 FY12 FY13 FY14 FY15 FY16 Debt/Equity Ratio RoACE - Post Tax (%) 3.2 20.8 18.6 17.0 14.6 13.3 1.7 1.6 1.2 0.5 FY12 FY13 FY14 FY15 FY16 FY12 FY13 FY14 FY15 FY16 06 Stratagies KPIs & Goals Achievements during Key Performance Strategies Future Plan the year Indicators (KPI) Consolidation of EBITDA at peak in The company has not Considering the EBITDA Bus Operations comparison with the past replaced the buses for achieved in the segment which the operating we will concentrate and permits have expired. On may be enhance the fleet account of this the size gradually company operated with in the coming days while lesser number of vehicles also strive to balance the and achieved better same with increased occupancy levels as well as occupancy level and better realization per improved realization per passenger. passenger. Adopted best practices in Usage of bio-diesel The company gained on Company will its operations for cost resulted in reduction of an average Rs. 4-5 per continuously concentrate saving. cost of Fuel as a litre when the bio-fuel to adopt the best percentage to the revenue. was used. During the year practices in its operations the 26.69% of the total through its own Owing to internal best fuel consumption was bio maintenance facility as practices, the company diesel. The same cannot well as through its was recognized as the be used throughout the Research and “Best practice adopter of year though.
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