One executive screen — KPIs, smart alerts, the exhibits, the operations heatmap, and what's on track. Every figure live off the governed dataset.
Revenue ₹2,361 Cr (▲4.3%) and ₹281 Cr EBITDA at 11.9% margin keep the plan on track — but 3 of 7 product lines are still scaling the premium & synthetic engines and DSO sits at 38d. Compound the +₹208 Cr of EBITDA already built in those lines by finishing the Switch-to-Synthetic premiumisation shift.
7 of 8 headline metrics improving vs prior · still off target: Total Revenue ₹2,361 Cr vs ₹2,650 Cr, EBITDA ₹281 Cr vs ₹340 Cr, EBITDA Margin 11.9% vs 13.5%
3 of 7 product lines (SynPower & MaxLife synthetics, Ultramax industrial) are still scaling; the +₹208 Cr of EBITDA built so far is the prize that compounds as the Switch-to-Synthetic shift completes.
DSO at 38d (plus the base-oil & finished-goods inventory cycle tying up working capital) ties up cash that funds growth capex; the balance sheet is net-debt-free (net debt/EBITDA 0x).
Accelerate premiumisation + distribution reach + OEM pull to close the gap.
VCPL holds ~single-digit (3-5%) of India's ~5.6 bn-litre lubricants market; public target is double-digit over ~5 years.
Sequence the 120→150 ML expansion to demand; protect service levels.
Sole plant (Ambernath ~120 ML/yr) runs >80%; headroom to ~150 ML; expansion decision is demand-linked.
Automatically detected and persona-routed — click any alert to open the 360 that owns it and act.
Consolidated, all divisions (₹ Cr) · ₹2,361 Cr revenue · 11.9% margin
Retail & Aftermarket · OEM & Genuine Oil · Industrial Lubricants · Coolants, Specialties & Exports
Click into Org Roll-up 360 to drill geography → segment → site
| Region | Sites | Revenue | Share | Status |
|---|---|---|---|---|
| North India | 1 | ₹720 Cr | 30.5% | On track |
| West India | 2 | ₹660 Cr | 28.0% | On track |
| South India | 2 | ₹561 Cr | 23.8% | On track |
| East India | 1 | ₹420 Cr | 17.8% | Watch |
+₹208 Cr EBITDA built as engines scaled
Green = integrated · amber = in progress. Products & Brands 360 →
Board-approved targets; current values auto-calculated from live data
| Objective | KPI | Current | Target | Progress | Status |
|---|---|---|---|---|---|
| Lift the premium / synthetic revenue mix | Premium / synthetic mix | 33% | 40% | 83% | On track |
| Grow premium & synthetic revenue | Premium & synthetic revenue | 780₹Cr | 980₹Cr | 80% | On track |
| Expand EBITDA margin to peer level | EBITDA margin | 11.9% | 13.5% | 88% | Behind |
| Grow mechanic & channel loyalty | Mechanic & channel loyalty (NPS) | 62 | 70 | 89% | On track |
| Deepen distributor / OEM repeat retention | Repeat retention | 106% | 110% | 96% | On track |
| Improve on-time dispatch to channel | On-time dispatch | 96% | 98% | 98% | On track |
| Grow the OEM & industrial order book | OEM & industrial order book | 520₹Cr | 640₹Cr | 81% | On track |
| Raise Ambernath capacity utilization | Capacity utilization | 84% | 90% | 93% | Behind |
| Realize Aramco sourcing & synthetic programs | Program realization | 72% | 100% | 72% | On track |
| Maintain the net-cash balance sheet | Net debt / EBITDA | 0x | 0x | NaN% | On track |
Each dot is a plant or unit. Colour = operational health (green = healthy · amber = watch · red = at risk). Hover for detail; open Plant 360 to act on one.
The four pillars, board targets vs live current — same scorecard as Exhibit 5, owned.
The team's live queue — assign, snooze, resolve.
Action items are managed in Today — your role-filtered decision queue, each with an owner and an action that persists to the audit trail.