Waaree Energies: Promoter Chimanlal Doshi acquires 45.93% equity stake through gift transfer
By Aditya Bhagchandani Published on June 27, 2025, 10:12 IST
Waaree Energies disclosed a major promoter group transaction on exchanges today as Chimanlal Tribhuvandas Doshi, a member of the promoter group, has acquired 45.93% equity stake in the company through an off-market gift transfer.
According to the stock exchange filing, Doshi received 13.19 crore equity shares on June 24, 2025, taking his holding to 45.93% of Waaree Energies' total paid-up share capital. Before this transaction, Doshi did not hold any shares in the company.
The company clarified that the transaction falls under inter-se promoter transfers as per SEBI (SAST) Regulations and was executed between immediate relatives.
Waaree Energies' total equity capital remains unchanged at Rs 287.28 crore, comprising 28.72 crore shares with a face value of Rs 10 each. The filing confirmed that there is no change in the total voting capital post this acquisition.
Disclaimer: The information provided is for informational purposes only and should not be considered financial or investment advice. Stock market investments are subject to market risks. Always conduct your own research or consult a financial advisor before making investment decisions. Author or Business Upturn is not liable for any losses arising from the use of this information.
Ahmedabad Plane Crash
Aditya Bhagchandani serves as the Senior Editor and Writer at Business Upturn, where he leads coverage across the Business, Finance, Corporate, and Stock Market segments. With a keen eye for detail and a commitment to journalistic integrity, he not only contributes insightful articles but also oversees editorial direction for the reporting team.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Business Upturn
8 hours ago
- Business Upturn
Understanding financial ratios: Different types and how to use them
Whether you're an investor, a business owner, or simply someone curious about how companies evaluate their performance, financial ratios offer a quick way to assess business health. They act like performance indicators on a company's financial report card. Let's break down the most important types of financial ratios, with simple examples for each. Advertisement 1. Liquidity Ratios (Can the company pay its short-term bills?) These ratios measure a company's ability to meet short-term obligations. Current Ratio: Formula: Current Assets / Current Liabilities Example: If a company has Rs 50 lakh in current assets and Rs 25 lakh in current liabilities, Current Ratio = 2.0 (which means it can cover its short-term dues twice over) Quick Ratio (Acid-Test Ratio): Formula: (Current Assets – Inventory) / Current Liabilities Example: Same company with Rs 10 lakh worth of inventory: Quick Ratio = (50 – 10) / 25 = 1.6 2. Profitability Ratios (Is the company making enough money from sales?) These show how efficiently a company converts sales into profits. Gross Profit Margin: Formula: (Revenue – Cost of Goods Sold) / Revenue Example: If revenue is Rs 1 crore and COGS is Rs 60 lakh: Gross Profit Margin = 40% Net Profit Margin: Formula: Net Profit / Revenue Example: If Net Profit is Rs 8 lakh on sales of Rs 1 crore: Net Profit Margin = 8% Return on Equity (ROE): Formula: Net Profit / Shareholder Equity If Net Profit is Rs 10 lakh and equity is Rs 50 lakh: ROE = 20% 3. Leverage Ratios (Is the company taking too much debt?) These measure the extent of financial leverage. Debt-to-Equity Ratio: Formula: Total Debt / Shareholder's Equity Example: If Debt = Rs 40 lakh and Equity = Rs 50 lakh: Debt-to-Equity = 0.8 (A ratio below 1 is usually seen as conservative) Interest Coverage Ratio: Formula: EBIT / Interest Expense If EBIT is Rs 15 lakh and Interest Expense is Rs 3 lakh: Interest Coverage = 5 times (Meaning it earns 5 times more than its interest obligations) 4. Efficiency Ratios (How well is the company using its assets?) These indicate how effectively the company uses its resources. Inventory Turnover Ratio: Formula: Cost of Goods Sold / Average Inventory Example: If COGS = Rs 1 crore and Avg Inventory = Rs 20 lakh: Inventory Turnover = 5 times (Meaning inventory cycles 5 times a year) Asset Turnover Ratio: Formula: Revenue / Total Assets If Revenue = Rs 2 crore and Assets = Rs 1 crore: Asset Turnover = 2 times 5. Valuation Ratios (Is the stock expensive or cheap?) Used mostly by investors. Price-to-Earnings (P/E) Ratio: Formula: Share Price / Earnings per Share (EPS) If share price is Rs 200 and EPS is Rs 10: P/E = 20 times (Means investors are paying Rs 20 for every Re 1 of earnings) Price-to-Book (P/B) Ratio: Formula: Market Price per Share / Book Value per Share If Market Price = Rs 300 and Book Value = Rs 150: P/B = 2.0 Summary: Ratio Type Example Ratio Why it matters Liquidity Current Ratio Can the company pay bills soon? Profitability Net Profit Margin How much is it earning from sales? Leverage Debt-to-Equity Ratio Is it over-borrowed? Efficiency Inventory Turnover Is it using assets well? Valuation P/E Ratio Is the stock cheap or expensive? Final Tip: Always compare ratios against industry averages and historical company data. One ratio alone never tells the full story.
Yahoo
15 hours ago
- Yahoo
Finland optimistic of building icebreakers for US
Finland is optimistic that it will be able to get around long-standing regulatory barriers to build icebreakers for the US as part of
Yahoo
a day ago
- Yahoo
Beyond the ESG Label: From Metrics to Meaning
As ESG scrutiny intensifies, Marco Carlizzi, Partner Lawyer at RSM Italy, explores the challenges and opportunities ahead, from tightening regulations to measurable impact, and why integration is now the real differentiator. The ESG landscape is undergoing a quiet transformation. While headlines focus on regulation or greenwashing scandals, many firms are recalibrating their environmental, social and governance (ESG) strategies to move beyond compliance and toward credibility. The partner lawyer at RSM Italy, shares how investors and institutions are responding to this shift, and where the next wave of ESG innovation lies. The pressure to quantify ESG is now coming from multiple angles, regulators, stakeholders, and internal leadership. 'While regulatory expectations around ESG metrics continue to grow, the picture on investor demand is more nuanced,' Carlizzi explains. 'Compared to a year ago, we've seen a degree of hesitation among some investors – particularly in response to the political and international situation (tariffs battles and war). In that sense, demand isn't rising uniformly; in some areas, it's stabilising or becoming more cautious.' Nonetheless, environmental indicators remain front and centre. 'The push for measurability remains strong, particularly from regulators and supervisory authorities. Environmental metrics are still the most widely adopted, especially carbon emissions, energy use and water consumption, because they are more easily quantified.' In parallel, sustainability-linked KPIs are gaining ground inside organisations themselves. 'Increasingly, firms are also using sustainability-linked KPIs to align leadership incentives with environmental outcomes including Managing Directors. So even in a more restrained climate, the emphasis on rigour and transparency is very much here to stay.' But turning ESG intentions into metrics isn't easy, especially for small and mid-sized companies. 'The core issue is data – not just the collection of ESG data, but its quality and reliability,' Carlizzi says. 'Many small and middle market businesses are unable to provide the detailed data that banks or asset managers request.' Even on the institutional side, accuracy can be elusive. 'Investors typically depend on a small number of ESG ratings agencies and data providers – such as MSCI, Sustainalytics, or ISS – to assess thousands of companies across global markets. Because so many asset managers use the same sources, there's a risk of overreliance on standardised, and sometimes inconsistent, datasets.' The consequence? 'It's difficult to benchmark performance accurately or uncover meaningful distinctions between companies, especially when methodologies lack transparency or comparability.' In Europe, ESG regulation is quickly catching up with industry practices. 'Regulatory scrutiny around ESG labelling has intensified in Europe,' Carlizzi notes. 'The European Securities and Markets Authority (ESMA) recently issued guidance on how terms like 'green,' 'sustainable,' or 'impact' can be used in product naming. While not yet law, the guidance is already prompting changes in how firms describe their products.' The implications for private banks and asset managers are significant. 'Many asset managers are re-evaluating product labels and marketing language. We've seen clients having to rename certain products to remain aligned with new expectations – not because the strategies changed, but because the language needed to be clearer and more defensible. This shows just how seriously the market is taking the risk of overstatement.' As scrutiny increases, so too does the spotlight on greenwashing. Carlizzi believes credibility must be built from within. 'Avoiding greenwashing starts with building internal credibility. That means ESG strategy can't be delegated to a single board member or compliance officer. It must be understood across leadership – just like finance, marketing, or corporate governance.' He recommends concrete, preventative steps: 'Practical steps include regular board education, external legal review of ESG claims, and ensuring that communications reflect actual outcomes, not just intentions. The simplest advice is often the most important: be transparent, be cautious with language, and only promise what you can prove.' When it comes to impact investing, performance and transparency are no longer optional. 'There's been a clear shift toward measurability and accountability in impact investing,' Carlizzi says. 'It's no longer enough to talk about positive intentions – investors now expect evidence of tangible outcomes.' This has implications for both institutional and private clients. 'Both are asking tougher, more technical questions: How is impact defined? How is it measured? And how does it relate to financial performance?' This shift is reengineering product design. 'Managers need to integrate impact into the structure of the investment strategy, not just the marketing,' he explains. 'Increasingly, this includes setting portfolio-wide targets – such as emissions reductions or social outcomes – and linking them to financial mechanisms like hurdle rates, carried interest, or sustainability-linked fees. In the current environment, impact must be treated not just as a value, but as a measurable, reportable obligation tied to both returns and accountability.' Looking ahead, Carlizzi points to two EU policy developments that will reshape reporting obligations across the corporate landscape: the Corporate Sustainability Reporting Directive (CSRD) and the Corporate Sustainability Due Diligence Directive (CSDDD). 'Both will increase the depth and scope of required ESG disclosures in Europe. Even businesses not directly affected will see expectations rise through their commercial relationships.' And while AI is emerging as a tool to handle complex data, he urges caution. 'There is also growing attention on how AI will be used to support ESG – particularly in data analysis and risk screening. But it's essential to remember that AI must support, not replace, professional judgement. As I often say to my clients: artificial intelligence may be fast, but legal responsibility remains human.' Finally, Carlizzi sees innovation blooming where ESG is embedded into strategy, not tacked on. 'Innovation is happening across all three – but the most exciting developments are in integration,' he says. 'For example, sustainability-linked loans and ESG covenants in financing structures are becoming more sophisticated.' On the reporting front, technological advances are starting to bite. 'The use of AI and blockchain to trace data through complex supply chains could significantly improve transparency.' Ultimately, success will depend on mindset. 'The firms that will lead in ESG are those who treat it as a core strategy – not as a compliance exercise,' Carlizzi concludes. 'The next wave of ESG leadership will be defined not by who has the best disclosure, but by who can act on it.' "Beyond the ESG Label: From Metrics to Meaning" was originally created and published by Private Banker International, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Sign in to access your portfolio
