| Periods | 1 Week | 1 Month | 3 Months | 6 Months | 1 Year | 3 Years | All Time |
|---|---|---|---|---|---|---|---|
| Primex-40 | |||||||
| Carol Info Services Limited |
|
Particulars |
31-03-2025 |
31-03-2024 |
|
Non-current Assets |
|
|
|
Property, Plant and Equipment |
24 |
26 |
|
Right of use assets |
1,781 |
1,817 |
|
Capital work-in-progress |
128 |
- |
|
Intangible assets - Goodwill on
consolidation |
1 |
1 |
|
Investment Property |
5,468 |
5,621 |
|
Investment in equity accounted
investees |
11,945 |
12,345 |
|
Other Investments |
87,125 |
95,782 |
|
Non-current tax assets (net) |
6,926 |
6,122 |
|
Other non-current assets |
57 |
99 |
|
Current Assets |
|
|
|
Investments |
504 |
- |
|
Trade receivables |
540 |
2,917 |
|
Cash and cash equivalents |
271 |
88 |
|
Bank balances (other than above) |
2,044 |
1,484 |
|
Loans Given |
30,238 |
25,681 |
|
Other current financial assets |
321 |
113 |
|
Other current assets |
183 |
185 |
|
Total Assets |
147,556 |
1,52,281 |
|
Equity |
|
|
|
Equity share capital |
3,544 |
3,544 |
|
Other equity |
84,525 |
85,696 |
|
Non-Current Liabilities |
|
|
|
Borrowings |
41,752 |
43,354 |
|
Lease liabilities |
509 |
506 |
|
Other non-current financial liabilities |
5,484 |
5,121 |
|
Non-current Liabilities |
260 |
460 |
|
Provisions |
2 |
2 |
|
Deferred tax liabilities (net) |
1,609 |
4,979 |
|
Current Liabilities |
|
|
|
Borrowings |
2,467 |
1,957 |
|
Trade payables: |
|
|
|
Due to Micro enterprises and Small
enterprises |
7 |
6 |
|
Due to Others |
269 |
282 |
|
Lease liabilities |
48 |
48 |
|
Other financial liabilities |
576 |
472 |
|
Other current liabilities |
396 |
352 |
|
Liabilities for current tax (net) |
6,108 |
5,502 |
|
Total Equity and Liabilities |
147,556 |
1,52,281 |
|
Particulars |
31-03-2025 |
31-03-2024 |
|
Revenue |
|
|
|
Revenue
from operations |
7,209 |
9,997 |
|
Other
income |
7,427 |
10,432 |
|
Total
Revenue |
14,636 |
20,429 |
|
Expenses |
|
|
|
Employee
Benefits Expenses |
50 |
52 |
|
Finance
costs |
5,066 |
5,340 |
|
Depreciation,
Amortization and Impairment Expense |
192 |
193 |
|
Other
Expenses |
12,036 |
1,355 |
|
Total
expenses |
17,344 |
6,940 |
|
Profit
before tax |
(2,708) |
13,489 |
|
Current
tax |
(1,650) |
(1,850) |
|
Deferred
tax credit/(charge) |
3,369 |
(461) |
|
Profit
after tax before other comprehensive income/Loss in associates |
(989) |
11,178 |
|
Share
of loss in associates |
(434) |
(3,336) |
|
Profit
after tax before other comprehensive income |
(1,423) |
7,842 |
|
Other
Comprehensive Income |
|
|
|
-
Share in the OCI of associates (charge)/credit |
34 |
-19 |
|
Total
Comprehensive income |
(1,389) |
7,823 |
|
Earnings
per equity share |
|
|
|
Basic
and diluted |
(2.79) |
31.54 |
|
Particulars |
31-03-2025 |
31-03-2024 |
|
Cash Flow from/ (used in) Operating
Activities |
|
|
|
Profit before tax |
(2,708) |
13,489 |
|
Adjustments for: |
|
|
|
Depreciation, amortization and
impairment expense |
192 |
193 |
|
Liabilities no more payable |
(1) |
|
|
Provision for doubtful
advances/balances |
117 |
417 |
|
Finance costs |
5,066 |
5,340 |
|
Interest Income |
(7,248) |
(7,436) |
|
Fair valuation of Optionally
Convertible Cumulative Redeemable Preference Shares |
4,100 |
(2,992) |
|
Loss on modification of terms of Bonds |
6,297 |
- |
|
Loss on conversion of Optionally
convertible debentures |
(162) |
- |
|
Guarantee commission expense |
218 |
176 |
|
Operating profit before Working Capital
changes |
5,871 |
9,187 |
|
Movement in working capital: |
|
|
|
(Increase) in Trade Receivables |
2,375 |
589 |
|
(Increase) in Loans and Advances and
Other assets |
(155) |
(158) |
|
Increase in Liabilities and Provisions |
220 |
161 |
|
Cash Generated from Operations |
8,311 |
9,779 |
|
Income taxes paid |
(1,889) |
(1,850) |
|
Net cash from Operating Activities |
6,422 |
7,929 |
|
Cash Flow from/(used in) Investing
Activities |
|
|
|
Purchase of Fixed Assets and Additions
to Capital work-in-progress |
(93) |
- |
|
Proceeds from sale of fixed assets |
- |
680 |
|
Purchase of Investments |
(500) |
- |
|
Proceeds from redemption of investments |
2,700 |
|
|
Short term loans given |
(4,395) |
(28,357) |
|
Loan given repaid |
1,726 |
18,955 |
|
Fixed deposits with maturity of more
than 3 months/other bank balances |
(561) |
(532) |
|
Interest received |
758 |
357 |
|
Net cash used in Investing Activities |
(365) |
(8,897) |
|
Cash Flow from/(used in) Financing
Activities |
|
|
|
Proceeds from borrowings |
- |
45,000 |
|
Repayment of borrowings |
(1,252) |
(39,276) |
|
Short term Borrowings (net) |
- |
(428) |
|
Repayment of Lease liabilities |
(52) |
(52) |
|
Finance costs paid |
(4,570) |
(5,307) |
|
Net cash from / (used in) Financing
Activities |
(5,874) |
(62) |
|
Net increase/(decrease) in cash and
cash equivalents |
183 |
(1,032) |
|
Cash and Cash Equivalents at the
beginning of year |
88 |
1,119 |
|
Cash and Cash Equivalents at the End of
the year |
271 |
88 |
Summary of
the Cash Flow Statement for the years 2025 and 2024:
Operating Activities
In
FY 2025, the company generated ₹6,422
lakhs from its core business operations, slightly lower than the ₹7,929 lakhs earned in FY 2024. The
decline is mainly due to a sharp fall in profit before tax (from a profit of
₹13,489 lakhs in FY 2024 to a loss of ₹2,708 lakhs in FY 2025). However,
several non-cash adjustments — such as high finance costs, losses on
modification/conversion of instruments, and fair valuation adjustments —
boosted operating profit. Working capital movement was broadly positive,
especially due to higher receivables realization and some increase in
liabilities. Overall, despite reporting a pre-tax loss, the company managed to
sustain positive operating cash flow, showing resilience in liquidity
management.
Investing Activities
In
FY 2025, the company used ₹365 lakhs
in investing activities, which is much better compared to the heavy outflow of ₹8,897 lakhs in FY 2024. The
improvement came from a smaller amount of loans given (₹4,395 lakhs vs ₹28,357
lakhs last year) and partial recovery of those loans (₹1,726 lakhs vs ₹18,955
lakhs). The company also redeemed some investments worth ₹2,700 lakhs,
offsetting outflows from fresh investments and fixed deposits. Unlike FY 2024,
where asset sales contributed ₹680 lakhs, FY 2025 saw minimal asset disposal.
Overall, the company has significantly reduced cash burn on the investment
side, turning a huge outflow into a relatively minor drain.
Financing Activities
The
company recorded a net cash outflow of
₹5,874 lakhs from financing in FY 2025, compared to a small outflow of ₹62 lakhs in FY 2024. The difference
lies in the prior year, where the company raised ₹45,000 lakhs through
borrowings and simultaneously repaid ₹39,276 lakhs, keeping financing nearly
neutral. In FY 2025, no fresh borrowings were raised, but repayments continued
(₹1,252 lakhs), along with lease obligations (₹52 lakhs) and finance cost
payments (₹4,570 lakhs). The absence of new funding coupled with consistent
repayment shows that the company is deleveraging, but this also increases
reliance on internal cash generation.
Net Cash Movement
Overall,
Carol Info Services ended FY 2025 with a net
increase of ₹183 lakhs in cash, reversing the previous year’s fall of ₹1,032 lakhs. Cash reserves grew from ₹88 lakhs to ₹271 lakhs, providing a
slightly stronger liquidity cushion. The improvement came primarily because
investing activities consumed far less cash compared to last year, while
operating cash flows remained positive despite accounting losses. However,
heavy financing outflows remain a drag, meaning the company will need to
carefully manage debt servicing going forward.
|
Particulars |
2025 |
2024 |
|
Current Ratio |
3.5 |
3.54 |
|
Debt Equity Ratio |
0.34 |
0.36 |
|
Debt Service Coverage Ratio |
1.97 |
0.32 |
|
Return on Equity |
5 |
8 |
|
Trade Receivables turnover ratio |
4.17 |
3.11 |
|
Trade payables turnover ratio |
4.93 |
481 |
|
Net capital turnover ratio |
0.29 |
0.46 |
|
Net profit ratio |
89 |
89 |
|
Return on capital employed |
7 |
9 |
Summary of
the financial of Carol Info Services Limited for the year
2025 and 2024:
Current Ratio
The
current ratio remained stable at 3.5 in
2025 compared to 3.54 in 2024,
which means the company continues to have more than three times the current
assets against its current liabilities. This indicates a strong liquidity
position, with enough short-term resources to cover obligations comfortably.
The marginal dip is not concerning, as the company is still well above the
ideal benchmark of 1.5–2.
Debt-Equity Ratio
The
debt-equity ratio improved slightly from 0.36
in 2024 to 0.34 in 2025. This
suggests the company has reduced its reliance on borrowed funds relative to
shareholders’ equity. The capital structure remains conservative, showing that
the company is not over-leveraged and has room to raise debt if needed.
Debt Service Coverage Ratio
(DSCR)
The
DSCR saw a sharp improvement, rising from a weak 0.32 in 2024 to a comfortable 1.97
in 2025. A ratio above 1 indicates that the company now generates
sufficient earnings to cover its debt servicing obligations. This shift
reflects a stronger ability to meet interest and principal payments, reducing
financial risk considerably compared to last year.
Return on Equity (ROE)
ROE
declined from 8% in 2024 to 5% in 2025, meaning shareholders earned
lower returns on their investment. This reduction may be linked to weaker
profitability or higher equity base with less efficient utilization. While
still positive, the trend indicates that the company’s ability to generate value
for its equity holders has weakened.
Trade Receivables Turnover
Ratio
The
trade receivables turnover ratio increased from 3.11 in 2024 to 4.17 in 2025.
A higher ratio indicates faster collection from debtors, showing improved
credit management and stronger cash flow efficiency. This is a positive
development, as the company is recovering dues more quickly than before.
Trade Payables Turnover
Ratio
The
ratio dropped sharply from an abnormally high 481 in 2024 to 4.93 in 2025.
The prior year’s figure was likely due to exceptional circumstances or
classification issues, as such a high ratio is unsustainable. At 4.93, the company now appears to be
paying its suppliers at a more normal pace, balancing liquidity with healthy
supplier relationships.
Net Capital Turnover Ratio
The
ratio declined from 0.46 in 2024 to 0.29 in 2025, indicating that the
company is generating fewer sales per unit of working capital employed. This
suggests inefficiency in utilizing working capital resources, which could be
tied to lower revenue or higher idle current assets.
Net Profit Ratio
The
net profit ratio remained constant at a very high 89% in both 2025 and 2024. This indicates that for every ₹100 of
revenue, the company retains ₹89 as net profit. Such an unusually high margin
could be due to significant non-operating income, such as interest or
investment-related earnings, rather than core business profitability. While the
consistency is good, it also signals that the business model is heavily
dependent on non-core income.
Return on Capital Employed
(ROCE)
ROCE
fell from 9% in 2024 to 7% in 2025, showing reduced efficiency
in generating returns from overall capital employed. This reflects weaker
profitability relative to the resources invested in the business. The decline
suggests that capital is not being used as productively as in the previous
year.
