Borosil Renewables Share Price Target Forecast 2022, 2023, 2025, 2030

25 November 2021

Borosil Renewables is up for the third day; it has gained over 108 percent in the last six months.

Borosil Renewables increased its gains for the third day in a row, posting a 5% gain on the upper circuit of Rs 590.15. From its last closing low of Rs 510.20 on November 22, 2021, the stock has gained 15.75 percent in three sessions.

The stock has increased by 108.57 percent in the previous six months, while the benchmark Sensex has increased by 16.05 percent. The stock’s RSI (Relative Strength Index) was 74.610 on the technical front. The RSI fluctuates between zero and one hundred. When the RSI is over 70 and below 30, it is traditionally considered oversold. The stock was trading at 411.73, 355.06, and 310.74, respectively, above its 50-day, 100-day, and 200-day moving averages (DMAs).

Photovoltaic panels, flat plate collectors, ultra transparent patterned glass, and low iron solar glass for greenhouse applications are all manufactured by Borosil Renewables. For the quarter ending September 2021, the company’s net profit increased by 142.60 percent to Rs 34.11 crore, up from Rs 14.06 crore in the previous quarter. In the second quarter of FY22, sales increased by 40.70 percent year on year to Rs 160.52 crore. is the source for this information.

22 OCTOBER 2021

In January 2022, Borosil Renewables will begin construction on the next SG4 furnace.

The shares of Borosil Renewables has skyrocketed. In the previous 16 months, it has climbed 12 times. The firm is India’s sole maker of solar glass. In an interview with CNBC-TV18, Pradeep Kheruka, President of Borosil Renewables, discussed his company’s future plans. He went on to say that they are not just India’s sole solar glass company, but also the world’s largest non-Chinese owned solar glass factory.

Kheruka elaborated on the second quarter numbers, stating that it was a dynamic quarter with robust demand. Prices dropped between Q1 and Q2, but by the end of September, they had recovered. Prices had plummeted by roughly 18%, but had recently risen by around 18-20%.

“Demand isn’t going down; it’s going up. In comparison to previous year, our exports have nearly quadrupled this year. Our primary export destinations are EU or EU-supplied countries such as Turkey and Russia. As a result, our glass is well-liked all around the world. He said that they are already manufacturing approximately 450 tonnes per day, which is roughly comparable to 2.5 gigawatts (GW) of panels, and that they are competitive.

We’re going to continue with our growth, which is currently happening, and we expect see glass in commercial production in the second quarter of next fiscal year, he added, bringing our total output up to roughly 120 percent of what it is now. We’ll begin work on our new furnace in January. SG3 is now under construction, while SG4 is the next similar-sized furnace, which will begin construction in January 2022, according to Kheruka.

“We now have a very strong manufacturing base in India, with roughly 11 GW of solar modules compared to our 2.5 GW capacity, and 5 GW forward,” he continued. As a result, there is more than adequate module production in the nation.” is the source of this information.

21 October, 2021

In the September 2021 quarter, Borosil Renewables’ standalone net profit increased by 142.60 percent.

Sales increased by 40.7% to Rs 160.52 crore.

Borosil Renewables’ net profit increased by 142.60 percent to Rs 34.11 crore in the third quarter of 2021, compared to Rs 14.06 crore in the preceding quarter. Sales increased by 40.70 percent to Rs 160.52 crore in the quarter ending September 2021, compared to Rs 114.09 crore the previous quarter. During the most recent quarter, which concluded in September 2020. is the source for this information.

25 August, 2021

The board of directors of Borosil Renewables has approved a capital increase of up to Rs 500 crore.

On the 25th of August, 2021, a meeting was convened.

The Borosil Renewable Board authorised Rs. 500 crore in any of the following ways at its meeting on August 25, 2021: (a) Public Offer, (b) Rights Issuance, (c) Issuance of American Depository Receipt or Global Depository Receipt, (d) Issuance of Foreign Currency Convertible Bonds, (e) Qualified Institutions (d) by way of preferential issue, or (e) a combination of the foregoing. is the source for this information.

05 AUGUST 2021

Borosil Renewables forecasts 30-35 percent margins in the next quarters; the solar glass price rise had an impact in Q1CY21.

According to Pradeep Kheruka, chairman of Borosil Renewables, the company’s margin might be around 30-35 percent in the future.
“We’re witnessing a constant growth in output, and there was a spike in solar glass pricing in the first quarter of the calendar year or the last quarter of our previous financial year, and this spike was a significant jump, over a 90% increase.” But it’s gone down as quickly as it went up,” Kheruka remarked.
“Going ahead, the margin might be around 30% to 35 percent, and the income will be about Rs 550 crore,” he added. is the source of this information.

3 August, 2021

Borosil increases its stake in a wholly-owned subsidiary; the stock finishes higher.

On Tuesday, Borosil Limited told the stock markets that it had made an additional investment of Rs 4,63,40,430 in a fully owned subsidiary of Borosil Technologies Limited’s rights issue.

On the BSE, the company’s stock finished at Rs 223.75 a share, up Rs 3.95, or 1.80%. During intraday trade on Tuesday, Borosil’s stock hit a new high of Rs 226.35 per piece. is the source for this information.

16 May, 2021

According to Borosil’s MD Shreevar Kheruka, the company’s overall income is around Rs 1,100 crore.

The declaration by Borosil Managing Director Shrivar Kheruka of business support and two years’ income to families in the event of employee death due to COVID-19 has gone viral. Shrivar Kheruka explains his ambitions to join a family-owned firm after studying at an Ivy League university in the United States, overcoming numerous hurdles and steadying the ship with his focus on customer-centricity and empathy, in his own words. I didn’t make the trip.

When Borosil Limited Managing Director Shrivar Kheruka pledged the company’s assistance and two years’ income to families if employees died as a result of COVID-19, the news went viral. Many companies have followed suit after his poignant letter on LinkedIn grieving the loss of four colleagues and pledging to stand with their families, but his action remains groundbreaking.

“I try to keep my ear near to the ground,” Kheruka, 39, explains.

When I spoke with my staff, I saw a significant drop in excitement between April 10 and April 25, as they all tried to cope with the negative environment. I discovered that, while he was terrified of contracting COVID, he had no fear of dying. ‘What will happen to my family?’ was their main concern. I was under the impression that I had no influence over COVID, but I believe I can help families.

In the terrible event of death due to COVID, we agreed to provide each employee’s family two years’ income. In addition, the employee’s children will be funded for their education in India until they graduate. Kheruka conducted a Zoom town hall meeting to inform staff of the decision, and the word quickly spread throughout the internet. around 1

Shrivar Kheruka has written a personal account of his travels thus far.

I attended Campion High School and later Cathedral High School in Mumbai. Then I proceeded to the University of Pennsylvania, where I obtained a bachelor’s degree in economics and a bachelor’s degree in international relations. My goal was to have a better understanding of the environment, as well as individuals – what drives them, and why people behave differently in similar situations. As a result, I studied sociology and psychology in conjunction with international relations and human behaviour.

When I started working for Monitor Group, a Boston-based consulting firm, I received a call from my father, telling me that he wanted me to return to Borosil, the family business. I was hesitant at first, but I returned to Borosil in 2006. It was a little firm at the time, and I had to figure everything out on my own and learn on the job, which was quite perplexing for me.

So the business element was not tough, but the people component presented numerous difficulties – how would senior workers regard me, given my age and lack of experience; should they report me, and so on. I had no idea.

Three Verticals in Borosil

Kitchen Storage, Tableware, Kitchen Appliances, and Cookware are examples of consumer goods. Borosil is a glass and steelware company, while Lara by Borosil is a dinnerware company.

Scientific items include laboratory glassware, laboratory equipment such as shakers, stirrers, centrifuges, and other similar items, as well as glass vials and bottles for medication packing (currently being used for remdesivir as well as COVID vaccines).

Solar Products: India’s sole solar panel glass manufacturer.

overcoming obstacles

We were sliding sideways throughout the first 2-3 years. By 2008, we were dealing with a series of crises, including rising power prices, customer complaints about our inability to scale up production on schedule, and personnel shortages. Margins were negative as a result of rising input prices and fierce competition, and cash flow was tight. Our site was in a tough position in Mumbai, and we didn’t have authorization to expand, so scaling up production was problematic.

Debt was piling up for a time, and it seemed like an inflection moment for me emotionally and professionally. By that time, I had gained a deeper understanding of the industry and had a large number of clients. Had gone and figured out what they were saying. The Borosil brand was strong, our distribution partners were committed to us, and we placed a high value on quality. It became evident to me that we needed to adjust our focus from being a production-driven firm to one that was customer-driven. We discovered a huge lot of young individuals who were willing to question the existing quo among much older folks who were determined in their own way.

In the meanwhile, I’ve been to many regions of the globe to learn more about our rivals’ activities and business models. Things came together in the end. We created a slew of new goods while ramping up manufacturing. We opened a new facility in Bharuch, Gujarat, and expanded into new product categories, investing more in R&D. We began investigating other sales channels, such as large format stores and, eventually, e-commerce.

After that, we established a marketing department to study client behaviour and determine what they desired. We began with the first production evaluation, and then moved on to the sales review. Around 2009-10, this shifted everything in the company, and it established the foundation for what Borosil is now. Our scientific, industrial, and consumer goods are all covered by Borosil Limited, a publicly traded corporation.

Borosil Renewables is in charge of solar goods. Our income for our consumer and scientific businesses was around Rs 70-75 crore at the time; now it’s over Rs 600 crore. Solar items now bring in an additional Rs 500 crore, bringing overall income to roughly Rs 1,100 crore, up from Rs 120 crore previously. We are not trying to expand into any other verticals because our brand development potential is quite high across our three sectors.

the journey ahead

While COVID has had an impact on all three divisions of the company, the broad product portfolio has experienced a rebound. We didn’t sell any lunchboxes, but we did get some new equipment. We lost money in traditional business, but made money in e-commerce. In fact, there was a rise in the third quarter of 2019 compared to the third quarter of 2018. Sales of COVID-related items such as remdesivir and vaccination vials have increased. As a result, our Scientific Division has grown over the previous year and is expected to continue to develop in the future. Because COVID has nothing to do with it, the solar system has developed as well.

I believe Borosil has the potential to grow into a multibillion-dollar corporation. Personally, I’ve been fortunate to have a decent education and a wonderful family. I need to do everything I can to contribute to both my firm and society. Every day, I speak with my grandma, and she always tells me the same thing: “Wherever you go, leave it in a better place.” So it was something I pondered.

It inspires me to attempt new things all of the time. Experimentation is a natural aspect of my personality. When you try something new, you run the risk of failing. But I’m not buying it. So I can keep trying new things and it won’t let me down if they don’t work out. It makes me delighted to see innovative approaches to problems. is the source.

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