Questions we should ask to management in AGM and concalls
- capital allocation strategy first they were telling they have 3000cr capital in NBFC will use in insurance and asset management to scale up Now they will use it to reduce debt (1200cr)and remaining to scale credit businesses2500cr( I don’t know why they are really after credit business not have any upper hand high cost of funds credit cost)
- when will we start lending in nbfc according investor relation we are still in the process doing tie ups ?
3)why we are not doing or not showing aggressive in Bancassurance partnerships limited to only 2 banks that to not disclose in IR ? - guidance for protection products mix VNB margins for life insurance business ?
- are we prepare for the consolidation phase for insurance and asset management business as the new competition will come ?
6)why there is a debt on alternatives business what we using it for ? - guidance for GI business GP (I Think if management able to scale this business to 10000cr by FY26 I am assuming they will partner someone so 50-60% share holding comes to 5000cr valuation then it will look some good i dont it can happen with 100cr per annual strategy they really need capital
- why we are not aggressive in investing in insurance businesses other businesses have taken our share?
- what is the capital allocation strategy for insurance businesses can we go aggressive in it?
- can we improve are disclosures in IP like revenue mix, distribution mix, segment mix, product mix like are peers and do regular concalls as we have five businesses and help us what’s going under each business it give comfort for long term investors
- can we demerger the credit business from EFSL as done by piramal enterprises limited to get value to it pharma business
- to look if there is the possibility can our ARC business can be demerge with asset management business as a subsidiary like now ARC business is indirect listed as subsidiary in EFSL
Guys Any other questions pls suggest
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