One additive tree — Geography → Segment → Site — scoped to your role, with live revenue, order backlog and the data-grain that says how far you can trust each number.
The footprint rolls up to 13 sites across 10 capability lines, but the build-out isn't finished: ~₹193 Cr of untapped margin is still locked in 4 mid-build capability lines and ₹1,920 Cr of order pipeline is in play. Point the org at capturing the higher-value scope and growing the order book.
4 of 4 headline metrics improving vs prior · still off target: Revenue (FY26) ₹2,792 Cr vs ₹3,200 Cr, Order Book ₹4,055 Cr vs ₹4,500 Cr, PAT (Net Profit) ₹27 Cr vs ₹45 Cr
4 capability lines are mid-build, led by 765 kV Transmission Lines at ~₹161 Cr of untapped EBITDA — margin that only lands as the capability scales and higher-value scope is won.
13 sites across 10 capability lines rolled up additively
Convert the ₹15,000 Cr bid pipeline; diversify beyond PGCIL into private / data-centre / international.
Order book dipped to ₹2,984 Cr (Mar-25) before recovering to ₹4,055 Cr (Jun-26) — inflow is lumpy, not straight-line.
₹1,920 Cr of cross-capability / order-book whitespace sits across the site base; PGCIL 765 kV D/C TBCB line package (Power Transmission (Lines & Substations ≤765 kV), ₹450 Cr) leads the queue.
5 external demand signals tracked
Execute on schedule and protect margin against commodity swings.
Order book +15% YoY; 82% transmission; book-to-bill ~1.45× — a strong forward-work runway.
The roll-up lens, made operable. Pick the role you're signed in as and the tree opens at your scope; every level sums additively from the site grain. The Bajel twist: each site is tagged site-grain actual, SAP-allocated, or region-only estimate — so the headline isn't just the number, it's how much of it you can bank. Capability lines carry their segment, build state and contribution straight from the registry.
Set an access level, drill the tree, rank sites within a cohort, and see who owns each unit — each site links to its Project Sites & Execution 360, each capability to its Segments & Capabilities 360.
42% is site-grain actual; the rest is SAP-allocated from area/region postings while the S/4 cutover completes — shown as an estimate, reconciled to the geography total.
| # | Site | Site-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Ranjangaon MIDC Plant (fabrication & galvanizing), MH · Galvanizing Services | 96% | Actuals | |
| 2 | Maharashtra T&D projects (Pune 765 kV AIS · Karjat / Lonikand), MH · 765 kV AIS Substations | 92% | Actuals | |
| 3 | Gujarat & MP transmission lines, GJ · 765 kV Transmission Lines | 82% | Allocated |
| Geography · Segment · Site | Revenue | Backlog | Contrib ~11% | Assets | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (3)32% | ₹900 Cr | ₹1,305 Cr | ₹99 Cr | 160 | 9004% | 1/3 ⚠ | — |
| (1)13% | ₹360 Cr | ₹520 Cr | ₹40 Cr | 40 | 9200% | ✓ | Segment 360 → |
| (1)10% | ₹280 Cr | ₹405 Cr | ₹31 Cr | 30 | 8200% | 1/1 ⚠ | Segment 360 → |
| (1)9% | ₹260 Cr | ₹380 Cr | ₹29 Cr | 90 | 9600% | ✓ | Segment 360 → |
| (3)26% | ₹720 Cr | ₹1,040 Cr | ₹79 Cr | 80 | 8369% | 1/3 ⚠ | — |
| (1)11% | ₹300 Cr | ₹435 Cr | ₹33 Cr | 35 | 9000% | 1/1 ⚠ | Segment 360 → |
| (1)9% | ₹250 Cr | ₹360 Cr | ₹28 Cr | 25 | 8000% | ✓ | Segment 360 → |
| (1)6% | ₹170 Cr | ₹245 Cr | ₹19 Cr | 20 | 7800% | ✓ | Segment 360 → |
| (3)20% | ₹560 Cr | ₹815 Cr | ₹62 Cr | 65 | 8607% | ✓ | — |
| (1)9% | ₹240 Cr | ₹350 Cr | ₹26 Cr | 28 | 9000% | ✓ | Segment 360 → |
| (1)7% | ₹200 Cr | ₹290 Cr | ₹22 Cr | 22 | 8500% | ✓ | Segment 360 → |
| (1)4% | ₹120 Cr | ₹175 Cr | ₹13 Cr | 15 | 8000% | ✓ | Segment 360 → |
| (2)16% | ₹452 Cr | ₹655 Cr | ₹50 Cr | 48 | 7598% | 2/3 ⚠ | — |
| (2)10% | ₹292 Cr | ₹425 Cr | ₹32 Cr | 32 | 7926% | 1/2 ⚠ | Segment 360 → |
| (1)6% | ₹160 Cr | ₹230 Cr | ₹18 Cr | 16 | 7000% | 1/1 ⚠ | Segment 360 → |
| (1)6% | ₹160 Cr | ₹240 Cr | ₹18 Cr | 8 | 6000% | ✓ | — |
| (1)6% | ₹160 Cr | ₹240 Cr | ₹18 Cr | 8 | 6000% | ✓ | Segment 360 → |
The build-out isn't finished. Three queues that turn the org tree into a plan: capability lines still scaling, order pipeline, and the external signals pulling demand.