Repco Home Finance Ltd

- Repco Home Finance Limited secured a Rs.600 Crores refinance facility from National Housing Bank (NHB) as approved in the recent Board meeting; this will help reduce the cost of funds by approximately 10 to 15 basis points. - The company issued commercial papers worth Rs.150 Crores, pass-through certificates, and NCDs totaling around Rs.125 Crores during the financial year. - Overall borrowings include ~6.2% from NHB, 85% from banking system, 5.39% from Repco Bank, 1.2% from CPs, and 2% from pass-through certificates and NCDs. - The management indicated no plans for large-scale inorganic loan book funding; only a small book buy of Rs.25-30 Crores may occur this financial year. - There is no mention of new equity fundraising in the disclosed dialogue.

The transcript pages do not mention any specific current or future capex (capital expenditure), capital investment, or strategic investment plans by Repco Home Finance Limited. Key points related to financial and operational strategies include: - Focus on increasing disbursements to drive growth rather than inorganic acquisitions (only small book buys of Rs.25-30 Crores planned). - Investment in team alignment and leadership, especially in markets like Andhra Pradesh and Karnataka. - Adding more grassroots-level sales personnel to boost direct sales. - Maintaining prudent underwriting standards, quality asset building. - Refinancing with National Housing Bank to reduce cost of funds. - No explicit mention of capital expenditure or strategic investment programs. Hence, no disclosed or announced large capital expenditure, strategic or capital investments are highlighted in the available pages.

- Expecting growth from Karnataka as e-Khata issues are resolving, leading to improved disbursements. - Andhra Pradesh saw recent leadership and team realignment; growth anticipated this year. - Maharashtra, Madhya Pradesh, and Rajasthan show promising "green shoots" for future growth. - Non-Tamil Nadu branches are being reorganized, focusing on high-performance branches. - Plans to increase "feet on street" with more grassroots-level employees and city sales managers to boost direct sales. - Disbursement per branch targets between Rs.1.5 Crores to Rs.2 Crores monthly, with 1 Branch Head and 1-2 sales staff per branch. - Strategy includes balancing cost control with productivity improvements before further increasing sales staff. - Aim to maintain quality by avoiding dilution of underwriting standards despite focusing on aggressive disbursement growth. - Target FY2027 disbursement of around Rs.5000 Crores, increasing AUM to Rs.18,000 Crores, and further towards Rs.25,000 Crores by FY2028.

- Repco Home Finance aims to increase disbursements to approx. Rs. 5,000 Crores in FY2027 (up from Rs. 4,148 Cr in FY2026), indicating strong growth focus. - They target AUM growth to reach Rs. 18,000 Crores in the current financial year and Rs. 25,000 Crores within two years (FY2028), implying profit and earnings growth. - Profit for FY2026 stood at Rs. 453 Crores with a stable NIM of 5.38% and ROA of 3%; operating efficiencies and cost-income ratio were balanced at 28.71%. - Management expects continued strong disbursement momentum with a plan for >Rs. 1,000 Crores quarterly to drive top-line. - Dividend payout trend to continue as per management’s comments, reflecting confidence in earnings. - Operating profitability is expected to improve as prepayment and BT Out pressures are managed and cost of funds reduce via new refinance facilities. - Credit quality improvements and reducing stage 2 assets below 5% will support stable operating profits.

The transcript from Repco Home Finance Limited's May 22, 2026 call does not specifically mention the current or expected order book or pending orders. The discussion primarily revolves around: - Loan book and disbursement targets (e.g., Rs.5000 Crores disbursement expected for the current year). - Asset under management (AUM) growth targets, with Rs.18,000 Crores expected by year-end and Rs.25,000 Crores AUM target in two years. - Focus on increasing disbursements and managing prepayments and repayments rather than pending order or order book details. No direct information on orderbook or pending orders was disclosed on pages 6 to 19 of the document.