Quick Ratios
Quarterly Results
Profit & Loss
Balance Sheet
Cash Flow
Ratios
Mkt Cap
Market Capitalization
₹55,278Cr
Rev Gr TTM
Revenue Growth TTM
-10.22%
Peer Comparison
Compare up to 10 companies side by side across valuation, profitability, and growth.

GODREJPROP
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% | 23.7 | 282.6 | 107.8 | 68.4 | -13.4 | -21.1 | 218.7 | 193.2 | 48.8 | -41.2 | -32.3 | -48.6 |
| 1,300 | 1,085 | 405 | 372 | 1,303 | 864 | 1,061 | 941 | 2,012 | 678 | 1,253 | 681 |
Operating Profit Operating ProfitCr |
| 21.0 | -15.9 | -18.0 | -12.6 | 8.6 | -16.9 | 2.9 | 2.8 | 5.2 | -56.0 | -69.3 | -36.7 |
Other Income Other IncomeCr | 284 | 379 | 228 | 193 | 526 | 899 | 250 | 253 | 524 | 1,159 | 1,127 | 500 |
Interest Expense Interest ExpenseCr | 54 | 30 | 48 | 43 | 31 | 41 | 45 | 42 | 46 | 33 | 22 | 31 |
Depreciation DepreciationCr | 7 | 7 | 7 | 14 | 16 | 17 | 18 | 18 | 21 | 22 | 26 | 32 |
| 570 | 193 | 111 | 95 | 601 | 716 | 219 | 220 | 567 | 861 | 566 | 255 |
| 116 | 59 | 39 | 32 | 123 | 197 | -115 | 62 | 188 | 262 | 163 | 61 |
|
Growth YoY PAT Growth YoY% | 75.5 | 208.7 | 8.4 | 11.2 | 5.3 | 288.1 | 359.5 | 152.2 | -20.8 | 15.3 | 20.7 | 22.6 |
| 27.6 | 14.3 | 21.2 | 19.0 | 33.5 | 70.2 | 30.5 | 16.3 | 17.8 | 137.7 | 54.4 | 38.9 |
| 14.8 | 4.6 | 2.4 | 2.2 | 16.9 | 18.7 | 12.1 | 5.7 | 12.7 | 19.9 | 13.4 | 6.5 |
| 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 |
|---|
|
| | 15.2 | -25.4 | 1.3 | 75.7 | -13.3 | -68.7 | 138.6 | 23.4 | 34.8 | 62.2 | -22.9 |
| 1,586 | 1,986 | 1,330 | 1,783 | 2,639 | 2,096 | 1,098 | 1,692 | 2,005 | 3,165 | 4,878 | 4,624 |
Operating Profit Operating ProfitCr |
| 14.0 | 6.4 | 16.0 | -11.2 | 6.3 | 14.2 | -43.6 | 7.3 | 11.0 | -4.3 | 0.9 | -21.8 |
Other Income Other IncomeCr | 83 | 146 | 150 | 462 | 419 | 388 | 452 | 572 | 746 | 1,326 | 1,926 | 3,309 |
Interest Expense Interest ExpenseCr | 5 | 41 | 104 | 150 | 234 | 220 | 185 | 167 | 174 | 152 | 174 | 131 |
Depreciation DepreciationCr | 10 | 14 | 15 | 16 | 14 | 21 | 20 | 21 | 24 | 45 | 74 | 101 |
| 326 | 228 | 285 | 117 | 348 | 493 | -86 | 516 | 795 | 1,000 | 1,723 | 2,248 |
| 90 | 68 | 78 | 30 | 95 | 219 | 104 | 166 | 175 | 253 | 333 | 674 |
|
| | -32.2 | 29.4 | -58.0 | 191.3 | 8.2 | -169.1 | 285.2 | 77.0 | 20.4 | 86.0 | 13.3 |
| 12.8 | 7.5 | 13.1 | 5.4 | 9.0 | 11.2 | -24.8 | 19.2 | 27.6 | 24.6 | 28.2 | 41.5 |
| 9.6 | 7.6 | 9.6 | 4.0 | 11.2 | 11.0 | -7.5 | 12.7 | 20.6 | 26.1 | 49.0 | 52.5 |
| 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 | 100 | 108 | 108 | 108 | 115 | 126 | 139 | 139 | 139 | 139 | 151 | 151 |
| 1,747 | 1,687 | 1,896 | 1,102 | 2,354 | 4,682 | 8,181 | 8,536 | 9,125 | 9,853 | 17,162 | 18,160 |
Current Liabilities Current LiabilitiesCr | 4,715 | 4,308 | 4,696 | 6,550 | 5,111 | 5,268 | 6,768 | 8,016 | 13,786 | 22,732 | 33,770 | 49,862 |
Non Current Liabilities Non Current LiabilitiesCr | 573 | 505 | 482 | 512 | 512 | 14 | 1,158 | 1,114 | 32 | 2,701 | 4,122 | 3,728 |
Total Liabilities Total LiabilitiesCr |
Current Assets Current AssetsCr | 6,970 | 5,853 | 6,309 | 6,321 | 5,520 | 7,645 | 13,074 | 15,096 | 20,173 | 32,450 | 51,144 | 66,505 |
Non Current Assets Non Current AssetsCr | 393 | 725 | 872 | 1,950 | 2,573 | 2,446 | 3,172 | 2,708 | 2,933 | 3,285 | 4,321 | 5,660 |
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 | -941 | 490 | -344 | 1,155 | 478 | -232 | -671 | -452 | -2,861 | -693 | -2,242 |
Investing Cash Flow Investing Cash FlowCr | -96 | 186 | -196 | -973 | -981 | -1,721 | -3,322 | 124 | 2,488 | -2,080 | -4,307 |
Financing Cash Flow Financing Cash FlowCr | 852 | -554 | 315 | -493 | 970 | 1,974 | 4,259 | 235 | 832 | 3,258 | 6,710 |
|
Free Cash Flow Free Cash FlowCr | -951 | 466 | -357 | 1,005 | 404 | -295 | -797 | -592 | -3,161 | -1,386 | -2,450 |
| -399.3 | 306.6 | -166.3 | 1,328.8 | 188.8 | -84.6 | 354.6 | -128.8 | -460.9 | -92.7 | -161.4 |
CFO To EBITDA CFO To EBITDA% | -365.7 | 358.4 | -136.1 | -645.3 | 268.5 | -67.1 | 201.3 | -339.2 | -1,155.2 | 534.1 | -5,055.0 |
| 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 | 5,008 | 6,408 | 8,342 | 15,714 | 18,675 | 15,191 | 39,144 | 46,482 | 28,652 | 63,923 | 64,073 |
Price To Earnings Price To Earnings | 27.4 | 40.4 | 40.3 | 181.0 | 73.8 | 56.2 | 0.0 | 131.9 | 50.1 | 88.1 | 45.8 |
Price To Sales Price To Sales | 2.7 | 3.0 | 5.3 | 9.8 | 6.6 | 6.2 | 51.2 | 25.5 | 12.7 | 21.1 | 13.0 |
Price To Book Price To Book | 2.7 | 3.6 | 4.2 | 13.0 | 7.6 | 3.2 | 4.7 | 5.4 | 3.1 | 6.4 | 3.7 |
| 29.6 | 68.9 | 48.3 | -106.7 | 122.7 | 51.8 | -129.2 | 378.0 | 133.5 | -552.8 | 1,607.9 |
Profitability Ratios Profitability Ratios |
| 157.0 | 106.4 | 102.7 | 84.4 | 42.2 | 97.0 | 432.0 | 148.7 | 331.4 | 264.0 | 273.5 |
| 14.0 | 6.4 | 16.0 | -11.2 | 6.3 | 14.2 | -43.6 | 7.3 | 11.0 | -4.3 | 0.9 |
| 12.8 | 7.5 | 13.1 | 5.4 | 9.0 | 11.2 | -24.8 | 19.2 | 27.6 | 24.6 | 28.2 |
| 6.4 | 5.5 | 6.5 | 5.4 | 9.7 | 8.9 | 0.8 | 4.9 | 6.2 | 5.6 | 6.3 |
| 12.8 | 8.9 | 10.3 | 7.2 | 10.3 | 5.7 | -2.3 | 4.0 | 6.7 | 7.5 | 8.0 |
| 3.2 | 2.4 | 2.9 | 1.1 | 3.1 | 2.7 | -1.2 | 2.0 | 2.7 | 2.1 | 2.5 |
Operational Ratios Operational Ratios |
Solvency Ratios Solvency Ratios |
Liquidity Ratios Liquidity Ratios |
### **Overview**
Godrej Properties Limited (GPL) is India’s leading real estate developer by sales value and booking volume, with a robust pan-India presence across 11 cities. A subsidiary of the diversified and trusted **Godrej Industries Group**, the company leverages the group’s legacy of innovation, sustainability, and consumer trust to maintain a dominant position in the residential real estate sector.
GPL operates under a **hybrid development model**, combining 100% owned projects, joint developments, and development management agreements. The company has emerged as a market leader through strategic land acquisitions, premium product offerings, operational agility, and digital innovation.
---
### **Strategic Focus & Market Expansion (2023–2025)**
#### **Geographic Expansion**
- **Core Markets:** Mumbai (MMR), National Capital Region (NCR), Bengaluru, Pune, and Ahmedabad remain the primary growth engines.
- **Emerging Markets:** Expansion into Tier-2 and high-growth cities including **Hyderabad, Indore, Raipur, Vadodara, and Panipat** through **plotted development projects** as a strategic entry point.
- **New Entrants (2024–2025):**
- **Raipur** (50 acres, ₹500 Cr revenue potential)
- **Vadodara** (34 acres, Ajwa Road)
- **Panipat** (43 acres, 100% owned plotted township)
- **Kharghar, Thanisandra, and Kukatpally (Hyderabad)** via competitive e-auctions.
#### **Micro-Market Penetration**
- Focus on **high-demand micro-markets** such as:
- **Sarjapur, Hoskote, Doddaballapur, and Yelahanka** (Bengaluru)
- **Worli, Mahalaxmi, Carmichael Road, Vikhroli** (Mumbai)
- **Golf Course Road and Sector 49 (Gurugram)**
- **Hinjewadi, Kharadi-Wagholi, Pimpri-Chinchwad** (Pune)
---
### **Key Land Acquisitions & Development Pipeline (2024–2025)**
| **Location** | **Size** | **Revenue Potential (INR)** | **Key Details** |
|-------------------------|------------------|------------------------------|-------------------------------------------------------------------------------------------------------------------------------------------------|
| **Kukatpally, Hyderabad**| ~7.825 acres | ₹3,800 Cr | E-auction win from Telangana Housing Board; near HITEC City; premium apartments. |
| **Thanisandra, Bangalore** | ~7 acres | ₹1,200 Cr | High-end residential; connectivity to Airport, ORR. |
| **Hoskote, Bangalore** | ~14 acres | ₹1,500 Cr | Premium project; 1.5 million sq ft; proximity to Whitefield and Aerospace Park. |
| **Doddaballapur, Bangalore** | 48 acres | ~₹X Cr (not specified) | Plotted development; near STRR; strategic corridor for future growth. |
| **Sarjapur Road, Bangalore** | ~26 acres | ₹1,100 Cr | Premium residential; strong fundamentals with Whitefield and Electronic City access. |
| **Upper Kharadi, Pune** | ~16 acres | ₹3,100 Cr | High-street retail + group housing; cumulative potential with other Kharadi projects at ₹7,300 Cr. |
| **Yelahanka, Bangalore** | ~10 acres | ₹2,500 Cr | NH-44 frontage; premium units + retail; near Kempegowda International Airport. |
| **Worli, Mumbai** | ~2.63 acres | >₹10,000 Cr | **Godrej Trilogy** – luxury redevelopment; ocean and racecourse views; MahaRERA approved (Oct 2025). |
| **Ashok Vihar, Delhi** | ~7.5 acres | >₹5,500 Cr (est.) | Pending approvals; expected to re-rate Delhi portfolio and command premium pricing. |
> **Notable Projects:**
> - **Godrej Trilogy (Worli, Mumbai):** Flagship redevelopment with ultra-luxury units and private decks.
> - **Barca @ Godrej MSR City (Devanahalli):** Sold over 1,450 units (₹2,000 Cr) in first phase; largest township in North Bengaluru (5.6 Mn sq ft total).
> - **Godrej Regal Pavilion (Hyderabad):** Achieved ₹1,000 Cr+ sales at launch; second such project in Hyderabad in FY25.
---
### **Financial Performance & Growth Metrics (FY2024–25)**
| **Metric** | **Value** |
|----------------------------------------|---------------------------------------------------------------------------|
| **Annual Booking Value** | ₹29,444 Crore (Record high, +31% YoY) |
| **Sales Volume** | 25.73 Million Square Feet |
| **CAGR in Bookings (3-year)** | **55%** |
| **Revenue Contribution by Region** | NCR (₹10,523 Cr), MMR (₹8,034 Cr), Bengaluru (₹5,089 Cr) – diversified |
| **Total Developable Area (India-wide)**| 229 Million Square Feet (114 projects ongoing/forthcoming) |
| **Highest Booking Share by Market** | MMR > NCR > Bengaluru > Pune |
| **Capital Raised (Dec 2024)** | **₹6,000 Crore** via QIP – Largest in Indian real estate history |
| **Net Gearing** | Reduced from 0.7x to **~0.2x**, reflecting strong balance sheet |
> **FY2025–26 Target:** Over **₹32,500 Crore** in residential bookings through new launches and sustained sales.
---
### **Business Model & Operational Strategy**
#### **Development Models**
- **100% Owned:** Increasing share of outright acquisitions for better margins (e.g., Worli Trilogy, Kharadi 2, Hinjewadi).
- **Joint Development Agreements (JDA):** Leveraging Godrej brand for partnerships (e.g., Vikhroli land bank with Godrej & Boyce).
- **Development Management (DM) Fees:** 10–12.5% of revenue, low capital risk (e.g., Godrej Tranquil).
- **Profit/Revenue Sharing JVs:** Common in Pune, NCR (e.g., 50% profit share in Hinjewadi).
#### **Product Diversification**
- **Residential:** Mid-income to ultra-luxury homes; group housing and plotted developments.
- **Commercial:** Selective focus via **Godrej Fund Management**; 20% stake retained to limit balance sheet exposure.
- **Retail:** Launch of retail component in **Godrej Golf Links, Greater Noida**.
#### **Innovation & Sustainability**
- **3D-Printed Villa (Pune):** Built in 4 months; faster, precise, and sustainable.
- **AI & Proprietary Tech:** Generative AI in design; digital labor management; app-based collections.
- **Water Management (Panvel):** 4-million-litre rainwater retention pond using gravity flow.
- **Net Zero Goals:** Embedded in design, construction, and operations.
---
### **Customer Engagement & Digital Transformation**
- **Godrej Properties App:** 4+ rating; integrated debit/credit card payments; **2x increase in app-based collections**.
- **WhatsApp Channel:** Real-time engagement with relationship managers (audio/video calls).
- **Virtual Site Visits:** Over 13,000 hosted (physical/virtual); enhanced transparency.
- **NPS Surveys:** Measured at key touchpoints—handover, launch, registration—to improve experience.
---
### **Growth Enablers & Competitive Advantages**
1. **Brand Power:** The **Godrej brand** enhances trust with buyers, lenders, and JV partners.
2. **Vikhroli Land Rights:** Binding agreement with **Godrej & Boyce** to develop all Vikhroli lands—a multi-billion-dollar opportunity.
3. **Agile Operating Model:** Zonal leadership; decentralized decision-making (70% employees at sites).
4. **Talent & Culture:** Hiring ~250 graduates annually from IITs/IIMs; leadership reshuffles (e.g., Gaurav’s success in North Zone).
5. **Cycle-Resilient Growth:** Eight consecutive years of booking growth, even during downturns.
---
### **Recent Trends & Strategic Shifts**
- **Exit from JVs:** Full acquisition of **Manjari, Mahalunge, Godrej Seven (Kolkata)**; exit from **Ahire, Wagholi, Kalyani Nagar** due to partner defaults.
- **Premiumization in Mumbai:** Focus on high-margin locations: Worli, Mahalaxmi, Carmichael Road, Bandra.
- **Plotted Development as Entry Strategy:** Used in Tier-2 cities (Indore, Vadodara, Raipur) to test markets before group housing.
- **Labor Productivity:** Digital tools to streamline construction; faster execution and reduced time to completion.
---
### **Sustainability & Recognition**
- **GRESB Score:** **98/100 (2023)** – Ranked **#1 globally** for 3 consecutive years (2020–2022).
- **Awards:** ~400 awards in 5 years for innovation, design, and sustainability.
- **Sustainable Practices:** Solar integration, smart water meters, wastewater recycling, green building certifications.