Quick Ratios
Quarterly Results
Profit & Loss
Balance Sheet
Cash Flow
Ratios
Mkt Cap
Market Capitalization
₹23Cr
Construction - Civil/Turnkey
Rev Gr TTM
Revenue Growth TTM
412.10%
Peer Comparison
Compare up to 10 companies side by side across valuation, profitability, and growth.

KCLINFRA
VS
| Quarter | Mar 2023 | Jun 2023 | Sep 2023 | Mar 2024 | Jun 2024 | Sep 2024 | Mar 2025 | Jun 2025 | Sep 2025 |
|---|
|
Growth YoY Revenue Growth YoY% | -47.3 | 53.4 | -67.9 | -51.4 | -74.4 | -20.1 | -100.0 | -53.5 | 477.2 | -60.3 | | 920.6 |
| 6 | 2 | 2 | 2 | 4 | 2 | 0 | 2 | 10 | 0 | 2 | 13 |
Operating Profit Operating ProfitCr |
| -3.6 | 3.6 | -3.9 | 23.3 | -124.0 | -5.0 | | -53.2 | -8.0 | 40.9 | -64.7 | 2.5 |
Other Income Other IncomeCr | 0 | 1 | 1 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 0 | 1 |
Interest Expense Interest ExpenseCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Depreciation DepreciationCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 0 | 1 | 1 | 1 | -1 | 0 | 0 | 0 | 0 | 1 | 0 | 1 |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
|
Growth YoY PAT Growth YoY% | -73.9 | 135.3 | 218.8 | 27.5 | -1,000.0 | -52.5 | -86.3 | -51.0 | 101.8 | 252.6 | -571.4 | 340.0 |
| 1.0 | 17.9 | 25.1 | 18.8 | -34.2 | 10.6 | | 19.8 | 0.1 | 94.4 | -32.4 | 8.6 |
| 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | 0.1 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | TTM |
|---|
|
| 35.2 | 40.4 | 144.2 | 14.1 | -58.7 | 67.1 | -68.6 | 253.0 | 25.5 | -56.2 | 42.2 | 94.8 |
| 6 | 8 | 19 | 20 | 8 | 14 | 5 | 15 | 20 | 10 | 14 | 24 |
Operating Profit Operating ProfitCr |
| -9.2 | -11.8 | -6.2 | 0.4 | 1.6 | 2.0 | -5.0 | 4.5 | -2.1 | -15.6 | -14.7 | -3.3 |
Other Income Other IncomeCr | 1 | 1 | 2 | 1 | 1 | 1 | 1 | 1 | 2 | 3 | 3 | 3 |
Interest Expense Interest ExpenseCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | 1 | 1 |
Depreciation DepreciationCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| 0 | 0 | 0 | 0 | 0 | 1 | 0 | 1 | 1 | 1 | 1 | 2 |
| 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 |
|
| -36.2 | 9.6 | -18.6 | 55.2 | 14.9 | 72.2 | -80.5 | 393.2 | 63.5 | 10.9 | -40.2 | 178.5 |
| 3.5 | 2.7 | 0.9 | 1.2 | 3.5 | 3.6 | 2.2 | 3.1 | 4.0 | 10.2 | 4.3 | 6.1 |
| 0.0 | 0.0 | 0.0 | 0.1 | 0.1 | 0.1 | 0.0 | 0.1 | 0.1 | 0.1 | 0.0 | 0.1 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | Sep 2025 |
|---|
Equity Capital Equity CapitalCr | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 5 | 25 | 39 | 34 | 34 |
| 13 | 13 | 13 | 13 | 13 | 14 | 14 | 14 | 15 | 16 | 21 | 22 |
Current Liabilities Current LiabilitiesCr | 2 | 5 | 1 | 5 | 3 | 11 | 11 | 18 | 8 | 4 | 11 | 14 |
Non Current Liabilities Non Current LiabilitiesCr | 0 | 0 | 4 | 4 | 3 | 3 | 5 | 5 | 5 | 5 | 5 | 5 |
Total Liabilities Total LiabilitiesCr |
Current Assets Current AssetsCr | 4 | 7 | 9 | 11 | 9 | 17 | 21 | 21 | 31 | 51 | 34 | 30 |
Non Current Assets Non Current AssetsCr | 17 | 16 | 14 | 17 | 15 | 17 | 15 | 22 | 22 | 13 | 37 | 45 |
Total Assets Total AssetsCr |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Operating Cash Flow Operating Cash FlowCr | 13 | 0 | -6 | 2 | -1 | 1 | -3 | 9 | -12 | -1 | 10 |
Investing Cash Flow Investing Cash FlowCr | -13 | 2 | 3 | -2 | 2 | 0 | 2 | -7 | -7 | -19 | -12 |
Financing Cash Flow Financing Cash FlowCr | 0 | -1 | 3 | 0 | -1 | 0 | 1 | -1 | 19 | 23 | -1 |
|
Free Cash Flow Free Cash FlowCr | 13 | 0 | -6 | 2 | -1 | 0 | -3 | 9 | -12 | -1 | 10 |
| 7,176.0 | -180.9 | -3,684.7 | 687.4 | -458.3 | 141.0 | -3,504.3 | 1,770.4 | -1,527.0 | -132.6 | 1,891.6 |
CFO To EBITDA CFO To EBITDA% | -2,730.9 | 42.0 | 547.2 | 2,096.8 | -1,009.1 | 248.4 | 1,548.8 | 1,228.6 | 2,912.8 | 86.8 | -551.9 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Valuation Ratios Valuation Ratios |
Market Cap Market CapitalizationCr | 25 | 5 | 3 | 3 | 2 | 2 | 3 | 8 | 13 | 29 | 23 |
Price To Earnings Price To Earnings | 135.0 | 23.6 | 16.7 | 12.3 | 8.2 | 3.8 | 25.0 | 16.7 | 27.2 | 34.6 | 45.0 |
Price To Sales Price To Sales | 4.8 | 0.7 | 0.1 | 0.2 | 0.3 | 0.1 | 0.6 | 0.5 | 0.7 | 3.4 | 1.9 |
Price To Book Price To Book | 1.4 | 0.3 | 0.1 | 0.2 | 0.1 | 0.1 | 0.1 | 0.4 | 0.5 | 0.6 | 0.4 |
| -55.8 | -6.8 | -4.8 | 78.4 | 44.7 | 19.6 | -29.0 | 15.2 | -36.8 | -22.0 | -14.7 |
Profitability Ratios Profitability Ratios |
| 1.0 | 1.0 | 0.0 | 5.8 | 23.8 | 8.7 | 4.8 | 10.3 | 2.6 | -3.4 | 11.2 |
| -9.2 | -11.8 | -6.2 | 0.4 | 1.6 | 2.0 | -5.0 | 4.5 | -2.1 | -15.6 | -14.7 |
| 3.5 | 2.7 | 0.9 | 1.2 | 3.5 | 3.6 | 2.2 | 3.1 | 4.0 | 10.2 | 4.3 |
| 2.7 | 2.3 | 2.9 | 3.6 | 3.9 | 4.9 | 1.7 | 5.8 | 3.5 | 3.1 | 2.2 |
| 1.0 | 1.1 | 0.9 | 1.4 | 1.6 | 2.6 | 0.5 | 2.4 | 2.0 | 1.6 | 0.9 |
| 0.9 | 0.8 | 0.7 | 0.9 | 1.2 | 1.5 | 0.3 | 1.1 | 1.5 | 1.4 | 0.7 |
Operational Ratios Operational Ratios |
Solvency Ratios Solvency Ratios |
Liquidity Ratios Liquidity Ratios |
KCL Infra Projects Limited is an Indian infrastructure and construction conglomerate currently undergoing a strategic transformation. Historically focused on civil engineering and property development, the company is pivoting toward a high-growth, integrated model that combines **Healthcare Infrastructure**, **Smart Urban Solutions**, and **Media-driven Public Engagement**. By aligning its project pipeline with national initiatives such as **Ayushmaan Bharat** and the **Smart Cities Mission**, KCL Infra aims to address critical gaps in India’s rural and urban landscapes.
---
### **Core Business Verticals & Specialized Infrastructure**
The company’s operations are diversified across four primary pillars, designed to create a synergistic ecosystem of physical assets and digital services:
* **Healthcare Infrastructure & Rural Expansion:**
* A primary growth driver focused on increasing hospital bed density in underserved regions.
* Development of **C3 Multispeciality Hospital Limited**, targeting **Tier II and Tier III** cities.
* Strategic goal to launch **10 new healthcare centers** in rural India, utilizing **Public-Private Partnerships (PPP)** and sustainable funding models.
* **Smart Urban Solutions (MLCPS):**
* Specialization in **Multi-level Car Parking Systems (MLCPS)**, utilizing robotics and software to optimize vertical space in dense urban environments.
* Transitioning from traditional mechanical lifts to **fully automated smart ecosystems** integrated with **IoT** and **Data Analytics**.
* **Civil Infrastructure:**
* Construction of large-scale regional projects, including **roads and bridges**, aligned with India’s **US$ 1.4 trillion** national infrastructure pipeline.
* **Media, Advisory & Skill Development:**
* Operates a **wholly-owned news television channel** and has secured a **10-year license** from the Ministry of Information and Broadcasting for satellite rights.
* Operationalizing a non-news channel, **'BVG'**, in agreement with **VBB Broadcasting**, with a second channel, **'Yuvan'**, in the pipeline.
* Launching vocational courses under the **PMKVY** framework to support careers in health and media.
---
### **Technological Roadmap: The Smart Parking Ecosystem**
KCL Infra is positioning itself as a technology leader in urban mobility by modernizing traditional parking hardware with advanced software layers.
| Segment | Key Features | Objective |
| :--- | :--- | :--- |
| **Hardware** | Mechanized lifts, pallets, and stacking units | Space optimization and vertical scaling |
| **Software/IoT** | **Smart Parking** sensors and wireless tech | Real-time data tracking and user interface |
| **Analytics** | Data-driven parking management | Minimizing fuel wastage and improving traffic flow |
**Key Innovations:**
* **Real-time Navigation:** Implementation of sensor-based systems to help users locate available spaces, reducing transit time in high-traffic public areas.
* **Predictive Modeling:** Utilizing **Data Analytics** to forecast parking demand and optimize space allocation dynamically.
---
### **Financial Performance & Capital Restructuring**
The company has recently undertaken significant corporate actions to strengthen its balance sheet and fund its expansion into healthcare and technology.
#### **Comparative Financial Summary**
| Particulars (Rs. in Lacs) | FY 2023-24 | FY 2022-23 | FY 2021-22 |
| :--- | :--- | :--- | :--- |
| **Total Revenue** | **1,178.47** | **2,157.14** | **1,630.67** |
| **Profit Before Tax (PBT)** | **119.73** | **106.03** | **65.02** |
| **Total Borrowings** | **371.62** | **400.97** | **N/A** |
* **Profitability Resilience:** Despite a **45.37%** revenue contraction in FY24, PBT increased by **12.92%** due to aggressive cost-cutting and a sharp reduction in purchase expenses.
* **Capital Expansion:** Authorized Share Capital was increased from **₹55 Crore** to **₹85 Crore** in late 2024 to support new mandates.
* **Fundraising Strategy:** Following a **₹47.39 Crore** rights issue (2022-23), the Board approved a new Rights Issue in November 2024 to raise up to **₹49 Crore**, receiving in-principal approval from the **BSE** in January 2025.
* **Inter-corporate Support:** The company is authorized to advance loans to subsidiaries up to **60% of paid-up share capital and free reserves** to fuel principal business activities.
---
### **Governance & Operational Profile**
KCL Infra maintains a robust governance framework to oversee its transition into a diversified conglomerate.
* **Leadership:** Led by **Mr. Mohan Jhawar** (Chairman & MD), whose term was recently extended through **March 31, 2028**, to ensure continuity during the expansion phase.
* **Board & Audit:** Maintains an optimum mix of Executive and Independent Directors per **SEBI Regulation 17**. **M/s Scan & Co** serves as Statutory Auditors through **2029**.
* **Operational Shift:** The registered office was relocated from Thane to **Jogeshwari West, Mumbai** (effective Feb 2026), while maintaining a corporate hub at **KCL Business Park, Indore**.
---
### **Risk Management Framework**
The company operates in a high-competition, capital-intensive sector and utilizes a formal **Risk Management Committee** to mitigate systemic threats.
#### **Operational & Industry Risks**
* **Competitive Intensity:** The fragmented nature of the Indian construction industry leads to high pressure during the **Tender Allocation Process**.
* **Execution Hurdles:** Delays often stem from a **lack of coordination** among government authorities and a persistent **shortage of skilled labor**.
* **Media Forfeiture Risk:** For the **'BVG'** channel, the company must operationalize within one year of clearances or risk forfeiting a **₹1 Crore Performance Bank Guarantee**.
#### **Financial Risk Mitigation**
| Risk Category | Mitigation Strategy |
| :--- | :--- |
| **Credit Risk** | Strict credit limits, continuous monitoring of **Trade Receivable Ageing**, and specific allowances for doubtful debts. |
| **Liquidity Risk** | Managing the **availability and inducement of funds** to match long project cycles and high cost involvement. |
| **Market Risk** | Monitoring **Interest Rate Risk** on bank borrowings (currently **₹3.71 Crore**) and managing commodity price volatility. |
---
### **Future Outlook: FY 2025-2026**
KCL Infra’s strategic roadmap is focused on **Accelerated Implementation**. Key targets include the rapid execution of **Ayushmaan Bharat** aligned projects, the launch of **mobile applications** to integrate its health and infrastructure services, and the full operationalization of its satellite media assets. The company remains committed to transitioning from traditional mechanical systems to **fully automated smart ecosystems**, positioning itself as a key player in India's evolving urban and rural infrastructure.