One additive tree — Geography → Division → Plant — scoped to your role, with live revenue, machined & value-added revenue and the data-grain that says how far you can trust each number.
The footprint rolls up to 10 plants across 10 divisions & growth engines, but the transformation isn't finished: ~₹67 Cr of untapped margin is still locked in 5 mid-transformation engines and ₹960 Cr of value-chain cross-sell is in play. Point the org at capturing the margin and selling up the chain.
4 of 4 headline metrics improving vs prior · still off target: Total Revenue ₹2,477 Cr vs ₹2,700 Cr, Machined & Value-Added Revenue ₹545 Cr vs ₹700 Cr, Machined & Value-Added Mix % 22.0% vs 30.0%
5 growth engines are mid-transformation, led by Rico Jinfei Wheels (94.8%) at ~₹43 Cr of untapped EBITDA — margin that only lands as the engine scales and savings capture finishes.
10 plants across 10 divisions rolled up additively
Accelerate Maruti / BMW / Renault / Toyota + export ramp to cut Hero share 26%→<20%.
Hero MotoCorp ~26% of revenue (₹645 Cr); single-customer exposure above board comfort.
₹960 Cr of Casting→Machined→Assembly content-up attach sits in the OEM base; Toyota — hybrid SUV lightweight castings (multi-year) (Aluminium HPDC + Machining, ₹280 Cr) leads the queue.
5 external demand signals tracked
Prioritize machining/value-add capex (pumps, EV housings) to compound margin 9%→12%.
Machined/assembled & EV/new-mobility content lifting the value-added mix toward 22%.
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 plant grain. The Rico Auto twist: each plant is tagged plant-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. Divisions carry their division, transformation state and GM straight from the registry.
Set an access level, drill the tree, rank plants within a cohort, and see who owns each unit — each plant links to its Plant 360, each division to its Division / Growth 360.
46% is plant-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.
| # | Plant | Plant-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Gurugram (HQ · Aluminium HPDC), HR · Aluminium HPDC (core) | 100% | Actuals | |
| 2 | Dharuhera (Aluminium HPDC), HR · Aluminium HPDC (core) | 98% | Actuals | |
| 3 | Manesar (Powertrain & Machining), HR · Aluminium HPDC (core) | 96% | Actuals | |
| 4 | Bawal (Aluminium & Ferrous), HR · Ferrous Castings | 95% | Actuals |
| Geography · Division · Plant | Revenue | Value-added | Gross ~34% | Machines | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (2)46% | ₹1,150 Cr | ₹330 Cr | ₹385 Cr | 1k | 9716% | ✓ | — |
| (3)37% | ₹920 Cr | ₹280 Cr | ₹308 Cr | 900 | 9770% | ✓ | Division 360 → |
| (1)9% | ₹230 Cr | ₹50 Cr | ₹77 Cr | 260 | 9500% | ✓ | Division 360 → |
| (1)15% | ₹360 Cr | ₹120 Cr | ₹121 Cr | 320 | 8800% | ✓ | — |
| (1)15% | ₹360 Cr | ₹120 Cr | ₹121 Cr | 320 | 8800% | ✓ | Division 360 → |
| (1)12% | ₹290 Cr | ₹95 Cr | ₹97 Cr | 180 | 8000% | 1/1 ⚠ | — |
| (1)12% | ₹290 Cr | ₹95 Cr | ₹97 Cr | 180 | 8000% | 1/1 ⚠ | Division 360 → |
| (2)11% | ₹280 Cr | ₹115 Cr | ₹94 Cr | 230 | 6945% | 1/2 ⚠ | — |
| (1)7% | ₹185 Cr | ₹55 Cr | ₹62 Cr | 140 | 8200% | ✓ | Division 360 → |
| (1)4% | ₹95 Cr | ₹60 Cr | ₹32 Cr | 90 | 4500% | 1/1 ⚠ | Division 360 → |
| (1)10% | ₹250 Cr | ₹110 Cr | ₹84 Cr | 0 | 7000% | ✓ | — |
| (1)10% | ₹250 Cr | ₹110 Cr | ₹84 Cr | 0 | 7000% | ✓ | Division 360 → |
| (1)6% | ₹147 Cr | ₹55 Cr | ₹49 Cr | 0 | 5000% | 1/1 ⚠ | — |
| (1)6% | ₹147 Cr | ₹55 Cr | ₹49 Cr | 0 | 5000% | 1/1 ⚠ | Division 360 → |
The transformation isn't finished. Three queues that turn the org tree into a plan: engines still scaling, value-chain cross-sell, and the external signals pulling demand.