The global economy remained resilient during FY 2025-26 despite a challenging external environment marked by persistent geopolitical tensions, trade-policy uncertainty, elevated public debt and uneven economic performance across regions. Economic activity was supported by resilient domestic demand, technological investment and the adaptability of businesses to changing global conditions. However, growth remained below the levels witnessed during the pre-pandemic period, with significant divergence across advanced and emerging economies. Inflation continued to moderate in several economies, although the pace of disinflation remained uneven and was affected by developments in energy and commodity markets.
Global trade and investment during FY 2025-26 were influenced by changes in trade policies, geopolitical developments and the continued restructuring of global supply and value chains. Businesses increasingly focused on supply-chain diversification and resilience, while investment continued to be directed towards technology, infrastructure, energy transition and strategic manufacturing capacities. At the same time, geopolitical conflicts, trade restrictions and volatility in commodity prices remained important risks to the global economic outlook.
Looking ahead to FY 2026-27, the global economy is expected to witness a gradual improvement in growth, although the recovery is likely to remain uneven across regions. The IMF projects global growth at 3.0% in 2026 and 3.4% in 2027. Inflation is expected to resume its downward trajectory in 2027 after a temporary increase in 2026, although energy prices and geopolitical developments remain important sources of uncertainty. Global trade is expected to strengthen as supply chains adjust and economic activity improves. However, risks remain from geopolitical tensions, renewed trade restrictions, financial-market repricing, commodity-price volatility and changes in economic policies across major economies.
The steel industry remained an important pillar of global industrial activity during FY 2025-26, supporting infrastructure development, construction, manufacturing, transportation, energy and other critical sectors. Steel continued to be an essential input for buildings, bridges, railways, automobiles, machinery, appliances and industrial equipment. Demand conditions, however, remained uneven across major markets, reflecting differences in economic growth, construction activity, manufacturing output and investment trends. The industry continued to face challenges arising from subdued demand in certain major markets, excess capacity, trade-policy developments, raw-material and energy costs and competitive pressures.
Looking ahead to FY 2026-27, the global steel industry is expected to move towards a gradual recovery in demand. According to the World Steel Association, global finished-steel demand is forecast to increase by 0.3% in 2026 to approximately 1,724 million tonnes, followed by stronger growth of 2.2% in 2027 to around 1,762 million tonnes. The anticipated improvement in 2027 is expected to be supported by strengthening economic activity, infrastructure investment and improving demand conditions across several regions.
The Indian steel industry continues to be a critical component of the countrys economic and industrial development, with strong linkages to infrastructure, construction, automotive, engineering, capital goods, energy and consumer durables. The industry is characterised by the presence of large integrated steel producers, secondary steel producers, electric arc furnace/induction furnace-based manufacturers, rolling mills and a wide network of downstream value-added product manufacturers. This diversified industry structure enables the sector to cater to a broad spectrum of applications and customer segments.
During FY 2025-26, the Indian steel industry remained supported by sustained economic activity, infrastructure development, urbanisation, construction and government-led capital expenditure. Continued investments in roads, railways, ports, power, renewable energy and other infrastructure projects supported domestic steel consumption. Demand from the automotive, engineering, machinery and consumer durables sectors also contributed to the overall market.
The industry, however, operated in an environment of global uncertainty, fluctuating raw-material and energy costs, changes in international trade flows and competitive pressures arising from global steel overcapacity. Developments in major steel-producing economies and changes in trade policies continued to influence domestic market conditions, prices and import-export dynamics. Steel producers also remained focused on improving operational efficiency, product quality and cost competitiveness in response to these challenges.
The Indian steel industry is also undergoing a significant transformation towards greater sustainability and technological efficiency. Increasing emphasis is being placed on energy efficiency, renewable energy, increased utilisation of steel scrap, process optimisation, digitalisation and reduction of greenhouse-gas emissions. The development of higher-strength and value-added steel products is also gaining importance as customers increasingly seek products offering improved performance, durability and resource efficiency.
Looking ahead, the Indian steel industry is expected to benefit from the countrys relatively strong economic growth, continued infrastructure spending, urbanisation and expansion of manufacturing activity. Indias steel consumption is expected to remain among the fastest-growing globally, supported by infrastructure development, housing, transportation, automotive and industrial investment. At the same time, the industry is expected to remain exposed to volatility in raw-material prices, global trade developments, capacity additions, imports, energy costs and the increasing cost of transitioning towards lower-carbon steel production.
Against this backdrop, companies with efficient operations, strong quality standards, diversified customer relationships, value-added product offerings and the ability to adapt to changing market and regulatory requirements are expected to be better positioned to capture emerging opportunities and maintain competitiveness.
Our Company was incorporated on March 31, 2017 as NewMalayalam Steel Private Limited, for taking over the entire business of M/s. Demac Steel along with its assets and liabilities in entirety, on a going concern basis (the Transfer). Our Company entered into an agreement to sell business undertaking executed dated August 7, 2017 with M/s. Demac Steel and undertook the transfer of the Assets and Liabilities for a total consideration of ? 532.39 lakhs.
Further, our Company was converted into a public limited company pursuant to a resolution passed by Board of Directors in their meeting held on December 15, 2023 and by our Shareholders in an Extraordinary General Meeting held on December 19, 2023 and consequently the name of our Company was changed to NewMalayalam Steel Limited and a fresh certificate of incorporation dated February 1, 2024 was issued by the Registrar of Companies, Central Processing Centre.
In 2018, our Company commenced manufacturing of galvanised pipes, tubes, and sheets by installing another electric resistance welding tube mill of an installed capacity of 3,500 MT in our manufacturing unit situated at Door No. 2/546/A & 2/546/B Mala, Pallipuram P O, Mala, Thrissur - 680 732, Kerala, India. Our products find extensive application in the general households of Kerala. Galvanised pipes and tubes are used for building the roofs to reduce heat and avoid leakage, further the galvanisation process offers an added advantage of increasing the life of the product and enhancing its quality by making it rust-free. Under the Demac Steel brand, the company delivers a wide spectrum of galvanised Square, Rectangular and Round pipes built to YST 210 and IS specifications, suited for versatile construction and everyday structural use. Demac Steel pipes are widely used across Construction, Roofing Frameworks, Interiors, Furniture Structures, Agricultural Implements and Solar mounting Frames. Our product is therefore manufactured to provide an effective solution to the continuous damage caused to houses in Kerala on account of inclement weather condition. Accordingly, our products experience a constant demand on account of being an indispensable raw material in the construction industry in Kerala. In order to capture the market and cater to the growing demand, in the year 2019, we increased our manufacturing capacity by installing another electric resistance welding tube mill of an installed capacity of 4,000 MT in our manufacturing unit.
i. Widespread distribution network and presence across various retail channels.
Our company has invested in establishing robust processes, teams, and technology to manage our distribution channels and retail presence, leveraging a unique business model to market and sell our products. We have engaged a network of dealers to ensure easy product availability, efficient supply chain, focused customer service, and short turnaround times. Our sales and marketing team periodically reviews new products, assesses market trends, and develops business relations, supported by an efficient sales team that makes our products available to retailers and wholesalers in Kerala. Through our distribution network, we stay connected with customers, perceive market requirements, and improve our products to meet their needs. With a focused approach to creating brand awareness, we target deeper penetration in small cities and towns, and have deployed a team of sales professionals in Kerala to provide guidance and assistance to our dealers, enabling us to identify market trends, connect with consumers, and gain their trust over the years.
ii. Diversified Product Basket
We are engaged in manufacturing and supply of steel tubes and pipes. We provide various products such as: a) Circular hollow sections, also known as round steel tubes. These are a common type of steel section that is used in a variety of formats over various industries in India. b) Hot rolled rectangular steel tube is ideal for structural applications, general fabrication, repairs and manufacturing. Its box-shape design allows for increased strength and rigidity over other shapes of hot rolled steel. Hot rolled rectangular steel tube is easy to cut, weld, form and machine. C) DEMAC square steel tubing is valued for its overall strength, durability and ability to withstand extreme temperatures, pressures and a wide range of elements. Square steel tubing is regularly used for domestic and industrial applications and is easily welded, formed and drilled. and many other products such as GP Pipes, GI Pipes, coil, sheet, slit and many others.
Owing to our wide range of products, our business and results of operations are less susceptible to price fluctuation or disruptions in market trends.
iii. Brand recall and established track record.
Our brand Demac Steel has established a strong reputation and quality, enabling us to build brand equity and cater to customer needs. With a deep understanding of the steel industry, weve developed home-grown brands, marketed through our dealers and sales teams. We focus on creating a diverse portfolio to gain market share, enhance brand visibility, and sustain demand with value-added products, ultimately enjoying considerable brand equity and reliability in the market.
iv. Existing client and supplier relationships
We prioritize addressing customer needs and fostering long-term relationships with our dealers and customers, resulting in repeat business and a strong retention strategy. Our existing relationships generate multiple repeat orders, representing a competitive advantage in acquiring new dealers and expanding our business. As a small to medium-sized organization, we leverage personal relationships to drive growth and believe our existing relationships will remain a core competitive strength.
v. Quality Assurance and Quality Control of our products.
We prioritize quality, with well-defined procedures guiding our manufacturing process from raw material procurement to product distribution. Our experienced Quality Division team ensures compliance with regulatory standards, conducting rigorous checks and inspections at every stage. Our in-house laboratory enables thorough testing of raw materials, semi-finished, and finished products. Our commitment to quality has earned us ISO 9001:2015 certification from Jas Global Certifications, demonstrating our adherence to international quality management standards.
i. Increasing our manufacturing capacity to focus on the growing demand of our core products ii. Strengthen our brand value and create awareness for our new products iii. Strengthen our marketing network iv. Improving operational efficiencies v. Leveraging our Market skills and Relationships vi. Value proposition for consumers
Growing Demand from Infrastructure and Construction Sectors: The rapid pace of urbanization and industrialization in India has led to a surge in demand for steel products, particularly in the construction of infrastructure projects such as roads, bridges, and buildings
Technological Advancements and Innovation in Steel Manufacturing Processes: Technological advancements such as electric arc furnaces, continuous casting, and automation have revolutionized the steel manufacturing process, leading to higher productivity, improved quality, and cost efficiency.
Sustainable Steel Production: The steel industrys future must prioritize responsible and sustainable growth, focusing on reduced carbon emissions and de-carbonization. To maintain self-sufficiency in steel, securing a sustainable supply of raw materials like iron ore and coking coal is crucial. While India has ample iron ore reserves, production must be increased by identifying and auctioning more captive and commercial mines, and adopting advanced technologies to boost output from existing mines
Supply Chain Issues: Disruptions in the supply chain can affect inventory levels and delivery times.
Economic Instability: Economic downturns can reduce business investment in new equipment.
Market Saturation: High competition and market saturation can drive down prices and reduce profit margins.
Customer Credit Risk: Issues with customers defaulting on payments can affect cash flow and financial stability.
Rising Imports and Costs: The industry faces challenges from increasing imports, high raw material prices, and geopolitical uncertainties.
High Energy Consumption: The steel industry is energy-intensive, with high specific energy consumption compared to global averages.
Demand Prediction and Fluctuations: The steel industry faces challenges in predicting demand, which can lead to delayed returns on investment. Demand fluctuations also affect production planning and capacity utilization
| Products | Amount (In Rs.) | Percentage of Revenue |
| GP Pipes | 2,98,51,05,347.24 | 93.30 |
| GI Pipes | 28,64,847.68 | 0.09 |
| Coil | 7,35,064.58 | 0.02 |
| Sheet | 13,70,13,999.95 | 4.28 |
| Others | 7,35,81,796.31 | 2.30 |
| Total | 3,19,93,01,055.76 | 100 |
Indias steel industry is currently positioned for strong and sustained growth, supported by infrastructure expansion, urbanisation, rising manufacturing activity, and continued government investment. As of 2026, India remains the fastest-growing major steel market globally, with steel demand projected to increase by 7.4% in 2026 and 9.2% in 2027. This growth is expected to be driven by infrastructure-led construction, the automotive sector, capital expenditure, railway expansion, and increasing demand for consumer durables.
The Government of India continues to target 300 million tonnes of crude steel capacity by 2030-31, with projected steel demand/production of around 255 million tonnes and per capita finished steel consumption of approximately 158 Kilograms. Going forward, construction and infrastructure will remain the principal demand drivers, accounting for a significant share of domestic steel consumption, while automotive, engineering, defence, and manufacturing will provide additional growth opportunities. At the same time, the industry is increasingly focusing on green steel, energy efficiency, technological modernisation, recycling, and lower-carbon production, in line with Indias broader climate and net-zero objectives.
High capital and operating intensity: The company operates in a capital-intensive industry requiring substantial investment in steel plants, machinery, maintenance, capacity expansion, and technology upgrades. Rising operating and employee costs can put pressure on profitability, particularly during periods of weak steel prices.
Fluctuations in steel demand and prices: The companys revenues and margins are highly dependent on domestic and international steel demand and market prices. Changes in demand from the construction, infrastructure, automobile, and manufacturing sectors can affect capacity utilisation, sales volumes, and profitability, making demand forecasting and production planning challenging.
Environmental and decarbonisation risks: Steel production is highly energy- and carbon-intensive, exposing the company to increasingly stringent environmental regulations and decarbonisation requirements. The company may need significant investment in energy-efficient technologies, renewable energy, waste management, emissions control, and low-carbon or green-steel production. Failure to adapt to these requirements could increase compliance costs and affect long-term competitiveness.
Technology and capacity-expansion risk: The company needs continuous investment in modern technology, automation, digital systems, and production efficiency to remain competitive. Delays or cost overruns in expansion and modernisation projects may affect expected returns and financial performance.
Global trade and competitive risks: The company is exposed to changes in international steel prices, import competition, export restrictions, tariffs, and trade policies. A surge in low-priced imports or weaker export demand could put pressure on domestic selling prices and profitability.
The Company has robust and comprehensive Internal Financial Control system commensurate with the size scale and complexity of its operations. The system encompasses the major processes to ensure reliability of financial reporting, compliance with policies, procedures, laws, and regulations, safeguarding of assets and economical and efficient use of resources.
The policies and procedures adopted by the company to ensures the orderly and efficient conduct of its business and adherence to the companys policies, prevention and detection of frauds and errors, accuracy and completeness of the records and the timely preparation of reliable financial information.
The Internal Auditor and the Management continuously monitors the efficacy of Internal Financial Control system with the objective of providing to the Audit Committee and the Board of Directors, an effectiveness of the organizations risk management with regard to the Internal Financial Control system.
Audit Committee meets regularly to review reports submitted by the Internal Auditors. The Audit Committee also meet the Companys Statutory Auditors to ascertain their views on the financial statement, including the financial reporting system and compliance to accounting policies and procedures followed by the Company.
Financial Performance during the year 2025-2026 are as follows: (in Rs. Lakhs)
| Particulars | Period ended 31.03.2026 | Period ended 31.03.2025 |
| Revenue from Operations | 31,993.01 | 30,416.43 |
| Other Income | 263.27 | 165.04 |
| Operating Profit (PBIDT) | 1,431.58 | 1,108.66 |
| Interest Cost | 261.49 | 342.98 |
| Profit before Depreciation (PBDT) | 1,170.09 | 765.68 |
| Depreciation | 201.14 | 164.04 |
| Profit/(Loss) before Tax | 968.95 | 601.64 |
| Tax Expenses \u2013 Deferred Tax | 261.20 | 160.66 |
| Profit/(Loss) after Tax | 707.75 | 440.98 |
The Companys human resources philosophy is to establish and build a strong performance and competency driven culture with greater sense of accountability and responsibility. The Company acknowledges that its principal asset is its employees. The expertise of the management team, the professional training provided to the staff, their personal commitment and their spirit of teamwork together enhance the Companys net worth. The Company has taken various steps for strengthening organizational competency through the involvement and development of employees as well as installing effective systems for improving their productivity and accountability at functional levels. Ongoing in-house and external training is provided to employees at all levels to update their knowledge and upgrade their skills and abilities. The effort to rationalize and streamline the workforce is a continuous process. The industrial relations scenario has remained harmonious throughout the year. The employee strength of the company was 119 permanent employees as on 31st March 2026.
| Ratios | As at 31.03.2026 | As at 31.03.2025 | Variance | Explanation for any change in the ratio by more than 25% as compared to the preceding year. |
| Current Ratio | 2.84 | 3.11 | (8.86) | The current ratio decreased due to an increase in trade payables and advances received from customers compared to the previous year. |
| Debt-equity ratio | 0.22 | 0.26 | (14.72) | The substantial decline in the debt-equity ratio is due to a significant decrease in Long term Debt. It shows company reduces its finance risk. |
| Debt service coverage ratio | 2.59 | 1.13 | 129.55 | Increase in Debt service coverage ratio indicate company reduced the principal repayments. |
| Return on equity ratio | 0.08 | 0.06 | 47.20 | An increase in Return on Equity (ROE) compared to the previous year is primarily driven by better net profitability. |
| Inventory turnover ratio | 10.90 | 8.31 | 31.17 | The improvement in the inventory turnover ratio indicates enhanced sales performance and more efficient inventory management during the year. This suggests the company has been able to convert its inventory into sales more frequently, reflecting strong demand and streamlined supply chain operations. |
| Trade receivables turnover ratio | 13.98 | 12.97 | 7.80 | The increase in the trade receivables turnover ratio indicates that receivables are being collected at faster compared to the previous year. There are better credit policies. |
| Trade payables turnover ratio | 32.46 | 33.87 | (4.15) | The decrease in the trade payables turnover ratio is primarily due to company followed negotiated longer payment terms. |
| Net capital turnover ratio | 5.58 | 5.58 | 0.02 | The decline in the net capital turnover ratio is due to a significant increase in average working capital. |
| Net profit ratio | 0.02 | 0.01 | 52.58 | Increase in net profit ratio indicates enhanced profitability compared to previous year. |
| Operating Profit ratio | 0.04 | 0.03 | 23.8 | Due to enhanced profitability compared to previous year. |
| Return on capital employed | 0.14 | 0.11 | 21.36 | An increase in Return on Capital Employed (ROCE) compared to the previous year indicates improved efficiency, driven by better operating profits. |
| Return on investment | 0.08 | 0.06 | 47.20 | An increase in Return on Investment (ROI) compared to the previous year is generally driven by better net profit, reduced investment costs. |
| Return on Net Worth | 0.08 | 0.06 | 47.20 | An increase in Return on Networth compared to the previous year is primarily driven by better net profitability. |
| For and on behalf of the Board of Directors of Newmalayalam Steel Limited |
| SD/- |
| Mr. Varghese Vazhappily Davis |
| Managing Director |
| DIN: 07763636 |
| SD/- |
| Mr. Mahendra Kumar Jain |
| Director |
| DIN: 01689078 |
| Place: Thrissur |
| Date: 02.09.2026 |
(Disclosure under Section 197(12) of the Companies Act, 2013 read with Rule 5 of Companies (Appointment & Remuneration) Rules, 2014)
The information required pursuant to Section 197 read with Rule 5 of The Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, in respect of Directors/ KMP of the Company are furnished as follows:
The percentage increase in remuneration of each Director, Chief Financial Officer and Company Secretary during the Financial Year 2025-26, ratio of the remuneration of each Director to the median remuneration of the employees of the Company for the Financial Year 2025-26 and the comparison of remuneration of each Key Managerial Personnel (KMP) against the performance of the Company are as under:
(Amounts in Lakhs)
| Name of Director/KMP | Designation | Remuneration for FY-2025-26 | Remuneration for FY-2024-25 | Ratio of Remuneration of director to Median Remuneration of employees | Increase/ (Decreases) in remuneration from previous year | % increase in remuneration from previous year |
| Varghese Vazhappily Davis | Managing Director | 24.00 | 24.00 | 6.39 | 0 | 0 |
| Mahendra Kumar Jain | Chairman & Executive Director | 24.00 | 24.00 | 6.39 | 0 | 0 |
| Divyakumar Jain | Executive Director | 24.00 | 24.00 | 6.39 | 0 | 0 |
| Cyriac Varghese | Whole-Time Director | 12.00 | 12.00 | 3.19 | 0 | 0 |
| Suman Jain | Director | - | - | - | - | - |
| Molly Varghese | Whole-Time Director | 24.00 | 24.00 | 6.39 | 0 | - |
| Jijo Maliyakkal | Independent Director | - | - | - | - | - |
| Veliyath Antony Davies | Independent Director | - | - | - | - | - |
| Rahul Mamman Abraham | Independent Director | - | - | - | - | - |
| Shravan Kannan Dev | Company Secretary | 3.00 | 2.80 | Not Applicable | 0.20 | 7.14% |
| Rahul Jain | Chief Financial Officer | - | 2.93 | Not Applicable | -2.93 | # |
#Resigned with effect from 29th October 2025
i. The median remuneration of employees other than the Whole-time directors/Managerial Personnel of the Company during the financial year was Rs. 31,31,380.50/-
ii. In the financial year, there was an increase of 1639.66% in the median remuneration of employees.
iii. There were 119 permanent employees on the rolls of Company as on 31st March, 2026;
iv. average percentile increases already made in the salaries of employees other than the managerial personnel in the last financial year and its comparison with the percentile increase in the managerial remuneration and justification thereof and point out if there are any exceptional circumstances for increase in the managerial remuneration
Average percentile increases already made in the salaries of employees - 5%. There was no increase in the remuneration of managerial personnel during the period under review other than 7.14% increase in salary of the Company Secretary. The additional 2.14% increase in remuneration of the Company Secretary is due to the change in job structure of the Company Secretary pursuant to listing of the company.
v. The key parameters for the variable component of remuneration availed by the directors are considered by the Board of Directors based on the recommendations of the Nomination and Remuneration Committee as per the Remuneration Policy for Directors, Key Managerial Personnel and other Employees.
vi. It is hereby affirmed that the remuneration paid is as per the as per the Remuneration Policy for Directors, Key Managerial Personnel and other Employees.
vii. Details of top ten employees of the Company in terms of remuneration drawn:
| Sr. No. | Name of the Employee and Designation of the Employee | Remuneration Received Annually (Rs.) | Nature of employment, whether contractual or otherwise | Qualifications and experience of the employee | Date of Commencement of employment/Resignation | The age of such employees | The last Employment held by such employees before joining the company | The percentage of equity shares held by the employee in the company | Whether any such Employee is a relative of any director or manager of the company and if so, name of such director or manager |
| 1. | Mathew G Thekkeara - Senior Sales Manager | 12,39,874 | Permanent Employee | MBA 30 Years | 07.08.2017 | 65 | Prime Metals | Nil | Nil |
| 2. | Pramod Kumar Singh - Mill Operator | 7,74,386 | Permanent Employee | Basic School 20 Years | 07.08.2017 | 38 | Chennai Nezone Tubes | Nil | Nil |
| 3. | Thomas K.T - Factory Manager | 7,31,198 | Permanent Employee | Diploma in operations, maintenance and security of signal equipment and communications 30 Years | 07.08.2017 | 60 | Indian Armed Force | Nil | Nil |
| 4. | Chandrahas Singh - Mill Operator | 6,55,582 | Permanent Employee | Basic School 21 Years | 07.08.2017 | 40 | Binjraka Steel | Nil | Nil |
| 5. | Peetham - Maintenance Head | 7,83,177 | Permanent Employee | Basic School 15 Years | 07.08.2017 | 33 | Smlash Ispat Pvt Ltd | Nil | Nil |
| 6. | Rajesh Prasad Mallah - Slitting Operator | 6,47,908 | Permanent Employee | Basic School 20 Years | 07.08.2017 | 39 | Apollo Tubes | Nil | Nil |
| 7. | Sanjaya Singh - Maintenance Head | 7,33,569 | Permanent Employee | Basic School 19 Years | 07.08.2017 | 37 | Apollo Tubes | Nil | Nil |
| 8. | Vasant Kumar - Mill Operator | 6,93,086 | Permanent Employee | Basic School 23 Years | 07.08.2017 | 41 | Inframat Alloys | Nil | Nil |
| 9. | Shambhu Ram - Mill Operator | 6,32,157 | Permanent Employee | Basic School 23 Years | 07.08.2017 | 41 | Sufi Structural Tubes | Nil | Nil |
| 10. | Arun Kumar - Electrical Engineer | 8,61,536 | Permanent Employee | B Tech 10 Years | 01.08.2018 | 32 | Rama Steel | Nil | Nil |
Directors of the Company have been paid remuneration in excess of the limits prescribed under section 197 of The Companies Act, 2013 read with Rule 5 of The Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 for which the company has taken Board and Shareholders approval.
No employee is in receipt of remuneration exceeding in aggregate of Rs. 1,02,00,000/- if employed throughout the year 8,50,000/- per month if employed for a part of the year.
| For and on behalf of the Board of Directors of Newmalayalam Steel Limited |
| SD/- |
| Mr. Varghese Vazhappily Davis |
| Managing Director |
| DIN: 07763636 |
| SD/- |
| Mr. Mahendra Kumar Jain |
| Director |
| DIN: 01689078 |
| Place: Thrissur |
| Date: 02.09.2026 |
A brief outline of the companys CSR policy:
At Newmalayalam Steel Limited (NMSL), we are constantly aware of our role in society, as that of a mentor and a builder of the lives of the people of our society, and therefore, its future. Hence, as a corporate entity, we at NMSL strive at every stage to integrate the larger economic, environmental and social objectives with our core operations and growth. We endeavor to evolve our relationship with all our stakeholders for the common good, and validate our commitment in this regard by adopting appropriate business processes and strategies.
Our vision is to actively contribute to the social and economic development of the communities in which we operate. In so doing build a better, sustainable way of life for the weaker and marginalized sections of society and raise the countrys human development index.
Arising from this our focus areas that have emerged are Education, Health care, Sustainable livelihood, Infrastructure development, and espousing social causes. Our activities are in line with Schedule VII of the Companies Act, 2013.
Your Company has framed a CSR Policy in compliance with the provisions of the Companies Act, 2013.
| Sl. No. Name of Director | Designation/ Nature of Directorship | Number of meetings of CSR committee held during the year | Number of meetings of CSR Committee attended during the year |
| i. Mr. Vazhappily Davis Varghese | Managing Director | 2 | 2 |
| ii. Mr. Rahul Mamman Abraham | Independent Director | 2 | 1 |
| iii. Mr. Mahendra Kumar Jain | Chairman & Executive Director | 2 | 2 |
Provide the web-link where Composition of CSR committee, CSR Policy and CSR projects approved by the board are disclosed on the website of the company:
Provide the executive summary along with web-links of Impact Assessment of CSR Projects carried out in pursuance of sub-rule (3) of rule 8 of the Companies (Corporate Social responsibility Policy) Rules, 2014, if applicable: N.A
| a. Average net profit of the company as per sub-section (5) of section 135 | Rs. 6,57,91,000/- |
| b. Two percent of average net profit of the company as per sub-section (5) of section 135 | Rs. 13,16,000/- |
| c. Surplus arising out of the CSR Projects or programmes or activities of the previous financial years. | NIL |
| d. Amount required to be set-off for the financial year, if any. | NIL |
| e. Total CSR obligation for the financial year [(b)+(c)-(d)]. | Rs. 13,16,000/- |
| a. Amount spent on CSR Projects (both Ongoing Project and other than Ongoing Project) | 13,16,000 |
| b. Amount spent in Administrative Overheads. | 0 |
| c. Amount spent on Impact Assessment, if applicable. | 0 |
| d. Total amount spent for the Financial Year [(a)+(b)+(c)]. | 13,16,000 |
| e. CSR amount spent or unspent for the Financial Year: |
| Total Amount Spent for the Financial Year. (in Rs.) | Amount Unspent (in Rs.) | ||||
| Total Amount transferred to Unspent CSR Account as per sub-section (6) of section 135. | Amount transferred to any fund specified under Schedule VII as per second proviso to sub-section (5) of section 135. | ||||
| Amount. (In Rs.) | Date of transfer. | Name of the Fund | Amount. | Date of transfer. | |
| 13,16,000 | - | - | - | - | - |
Excess amount for set off, if any:
| Sl. No. Particular | Amount (in Rs.) |
| a) Two percent of average net profit of the company as per section 135(5) | 13,16,000 |
| b) Total amount spent for the Financial Year | 13,16,000 |
| c) Excess amount spent for the financial year [(ii)-(i)] | NIL |
| d) Surplus arising out of the CSR projects or programmes or activities of the previous financial years, if any | NIL |
| e) Amount available for set off in succeeding financial years [(iii)-(iv)] | NIL |
Details of Unspent CSR amount for the preceding three financial years:
| Sl. No. Preceding Financial Year. | Amount transferred to Unspent CSR Account under section 135 (6) (in Rs.) | Balance Amount in unspent CSR account under sub-section 6 of section 135 (in Rs.) | Amount spent in the reporting Financial Year (in Rs.). | Amount transferred to a fund specified under Schedule VII as per second proviso section 135(5), if any. | Amount remaining to be spent in succeeding financial years. (in Rs.) | Deficiency, if any | ||
| Name of the Fund | Amount (in Rs). | Date of transfer. | ||||||
| 1 24-25 | 15,19,000 | 15,19,000 | 15,19,000 | - | - | - | - | |
| 2 23-24 | 17,80,000 | 17,80,000 | 17,80,000 | - | - | - | - | |
| 3 22-23 | 14,00,000 | - | - | - | - | - | - | |
| Total | 46,99,000 | 32,99,000 | 32,99,000 | - | - | - | - | |
Whether any capital assets have been created or acquired through Corporate Social Responsibility amount spent in the Financial Year: NO
If Yes, enter the number of Capital assets created/ acquired: NA
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