OUR STRATEGY ROADMAP
KBL’s strategy and business model lies at the heart of our capacity to create and sustain
value over time. Our holistic approach to creating value is underpinned by our strategy,
objectives and targets. Each of our business units have specific strategies that align with
the organisation’s overall business goals.
Strengthening our offerings, enhancing our geographic presence, increasing market share,
focussing extensively on our smart and innovative solutions and setting new standards in
product innovation, efficiency, reliability and sustainability are some of our key
priorities.
To operate in a challenging environment and to make the organisation even more competitive in
the global business landscape, we have devised our strategies and key priorities, aimed at
unlocking our full potential and delivering increased value to all our stakeholders.
OUR STRATEGIC OBJECTIVES AND ENABLERS
Performance measures
- Leveraging global presence and focus on high growth segments
- Developing new products
with simultaneous thrust on
enhancing existing products
- Expanding channel partner
network
Progress in FY 2024-25
- Recorded a significant 49% growth in
opening export order board
- Launched new products across key
segments including Buildings & Construction
(B&C), Industry, Power, Agriculture and
Domestic.
- 52% of business revenues contributed by
channel partners and has shown 10.3%
growth
Key Risks
- Financial performance
risk affecting margins
- Delay in
commercialisation of
new technologies/
products
- Geopolitical risk
Capitals Impacted
S2
IMPROVING OPERATIONAL EFFICIENCY
Performance measures
- Increasing overall revenue
through introduction of
new products, value-added
offerings and by providing
aftermarket sales and
service
- Optimising margins with
competitive and value-based pricing and product
upselling
- Improving cost and
processes, optimising
workflow and eliminating
inefficiencies and optimising
generation of green energy
- Continuous financial
analysis, cost control and
working capital management
Progress in FY 2024-25
- 7.7% Increase in Net Profit
- 7.68% Increase in Net Margin
- 5.8% growth in EBITDA
- 243 variants of new products including
energy-efficient models developed
- 13% increase in revenues from after-market
- Implemented a forecasting model for
the Kirloskarvadi stock pump business,
enabling proactive production planning,
improving on-time delivery performance and
significantly enhancing customer satisfaction
- AGILE methodology was developed
and adopted for meeting the fluctuating
market demand with optimal utilisation of
resources and capacity
Key Risks
- Talent management
- Financial performance
risk affecting margins
- Cyber and information
security risk
- Delay in
commercialisation of
new technologies/
products
Capitals Impacted
Performance measures
- Implementing advanced
engineering softwares
and Augmented Reality
for product research and
development
- Increasing operational
efficiency and employee
productivity with intelligent
automation of software
- Manufacturing innovative
solutions
Progress in FY 2024-25
- Digitisation projects implemented
in Procurement function (Procurement
dashboards, Procurement Analytics,
Go Live of Phoenix portal)
- AI-powered security deployed and endpoint
encryption enabled real-time threat detection,
cyber attack prevention and secure
data transmission
- AI Roadmap - projects started in the area of
customer service, Quality, HR
- Strategic investments in Virtual Reality (VR),
Augmented Reality (AR), Artificial Intelligence
(AI), Internet of Things (IoT) and 3D Printing
significantly impacted product quality and
created additional revenue streams
- Launched KirloSmartTM 2.0 and KirloSmartTM 2.1
– advanced version of IoT-based solution
Key Risks
- Talent management
- Cyber and information
security risk
- Financial performance
risks affecting margin
- Rise in procurement
cost
Capitals Impacted
Performance measures
- Developing energy-efficient
and lowest lifecycle cost
products
- Conserving biodiversity at
plants
- Acquiring Environmental
Management System (ISO
14001:2015) and Energy
Management System
(ISO 50001:2018) for all
manufacturing plants
- Monitoring and measurement
of energy, water, waste,
emissions and biodiversity
across plants
Progress in FY 2024-25
- Signed a solar Open Access Power Purchase
Agreement (PPA) for supply of 13.5 MWp solar
energy to Company’s manufacturing facility at
Kirloskarvadi and at TKSL’s Kolhapur facility,
significantly reducing carbon footprint
- 437 nos. BEE-certified star-rated products
including 4-star and 5-star ratings
- Dewas plant achieved “Approaching to Zero
Waste to Landfill Facility” status and Sanand
plant achieved “Aspiring to Zero Waste to
Landfill Facility” status under the CII Zero
Waste to Landfill Guidelines
- Successful sustenance of GreenCo certification
for plants (Kirloskarvadi, Dewas, Sanand and
Kaniyur) through annual assessment by CII
- ISO 14001:2015 (Environmental Management
System) certification and compliance for
9 of our plants
- ISO 50001:2018 (Energy Management System)
certification and compliance for 5 plants
- ESG initiatives like water feasibility study,
zero waste to landfill assessment, biodiversity assessment conducted
across plants
- Mass tree plantation drives undertaken at
Kirloskarvadi and Dewas plant to promote
biodiversity and enhance green cover
Key Risks
- Financial performance
risk affecting margins
- Rise in procurement
cost
- Geopolitical risk
- Environmental risk
Capitals Impacted
S5
TALENT MANAGEMENT AND COMPETENCY DEVELOPMENT
Performance measures
- Employee engagement
- Diversity and inclusion
- Skill upgradation
- Leadership development
Progress in FY 2024-25
- 8.76% Female Workforce (increased
gender diversity)
- 72% Employee Engagement Score
- 100% women-driven manufacturing
plant at Kaniyur
- 30% women representation on the Board
- Continuous skill development programmes
conducted for employees throughout the year
- Various programmes launched aimed at
improving overall employee experience
and increasing engagement (revision in
employee policies, car policy, flexi working
hours, optional holidays and range of
activities through previously established
employee clubs)
Key Risks
- Talent management
– recruitment and
retention
- Financial performance
risk affecting margins
Capitals Impacted
S6
IMPROVING PLANT PRODUCTIVITY
Performance measures
- Deploying TPQM as
foundation for lean
transformation
- Eliminating inefficiencies in
manufacturing processes
- Integrating autonomous
maintenance to improve
equipment reliability
Progress in FY 2024-25
- Implemented a specialised Foundry ERP
version at the Kirloskarvadi Plant’s CI foundry
thereby enhancing production planning, quality
monitoring and metal accounting processes
- Commissioned new robotic weld overlay
machine for all types of valves at Kirloskarvadi,
improving product quality and reduce
dependency on external vendors
- Replaced the conventional cupola furnace
with a 1.5-tonne induction furnace at the
Kirloskarvadi CI foundry, resulting in lower
operating costs and increased productivity
- Multiple initiatives under the TPQM pillars
have resulted in reduction of machine
downtime/break down losses, thereby
improvement of productivity and OEE of our
manufacturing plants
- Automated pump testing facilities at Dewas
and Kaniyur plants to increase testing
efficiency and accuracy
- Dewas Plant recognised with award for
Excellence in “Consistent in TPM Commitment
2024’ by the Japan Institute of Plant
Maintenance (JIPM)
Key Risks
- Talent management
- Financial performance
risk affecting margins
- Delay in
commercialisation of
new technologies
Capitals Impacted
Performance measures
- Enabling continuous supply
chain assessment
- Monitoring quality, cost and
delivery of procurement
categories
- Automation and digitalisation
of related processes
- Vendor Engagement
programmes
- Implementing ESG initiatives
in supply chain
Progress in FY 2024-25
- Procurement cost saving of 3.6%
achieved in FY 2024-25
- Vendor meet (participation by 400+ vendor
delegates) and supplier perception survey
(for 244 vendors) conducted which helped to
strengthen supplier relationship and improve
supply chain performance
- Enhancement in on-time delivery and
reduction in process time achieved through
the implementation of auto PO for B-class and
C-class items (4,500 items covered)
- Go Live of Phoenix portal, procurement
dashboards, procurement analytics
improved efficiency, data transparency, cost
savings, faster retrieval of data and better
supplier management
- Enhanced focus on sourcing raw materials that
are recyclable, biodegradable or made from
renewable sources
- 43% of sustainable sourcing
- ESG assessment completed across the value
chain, covering 62.93% of total business spend
- 8.45 Supplier Perception Score
(on scale of 1 to 10)
Key Risks
- Rise in procurement
cost
- Financial performance
risk affecting margins
- Cyber and information
security risk
- Geopolitical risk
Capitals Impacted
