One additive tree — Geography → Division → Plant — scoped to your role, with live revenue, value-added & AMD revenue and the data-grain that says how far you can trust each number.
The footprint rolls up to 17 plants across 10 divisions & growth engines, but the transformation isn't finished: ~₹2,746 Cr of untapped margin is still locked in 4 mid-transformation engines and ₹1,130 Cr of value-chain cross-sell is in play. Point the org at capturing the margin and selling up the chain.
4 of 4 headline metrics improving vs prior · still off target: Total Revenue ₹9,303 Cr vs ₹9,500 Cr, Value-Added & AMD Revenue ₹3,494 Cr vs ₹3,800 Cr, Value-Added Mix % 37.6% vs 45.0%
4 growth engines are mid-transformation, led by Garments (programs) at ~₹1,082 Cr of untapped EBITDA — margin that only lands as the engine scales and savings capture finishes.
17 plants across 10 divisions rolled up additively
Tilt mix to Europe/Asia; accelerate value-added & garment-program share in the Americas book.
Export–Americas GM ~150bps below plan on tariff uncertainty + freight.
₹1,130 Cr of Fabric→Garment→Advanced-Materials attach sits in the customer base; H&M — multi-year recycled-fibre garment program (PAMI) (Garments + Sustainability, ₹320 Cr) leads the queue.
5 external demand signals tracked
Prioritize AMD capex & garment line ramp (37M→60M pieces) to compound margin.
Advanced Materials and multi-year garment programs lifting the value-added mix toward 38%.
The roll-up lens, made operable. Pick the role you're signed in as and the tree opens at your scope; every level sums additively from the plant grain. The Arvind twist: each plant is tagged plant-grain actual, SAP-allocated, or region-only estimate — so the headline isn't just the number, it's how much of it you can bank. Divisions carry their division, transformation state and GM straight from the registry.
Set an access level, drill the tree, rank plants within a cohort, and see who owns each unit — each plant links to its Plant 360, each division to its Division / Growth 360.
25% is plant-grain actual; the rest is SAP-allocated from area/region postings while the S/4 cutover completes — shown as an estimate, reconciled to the geography total.
| # | Plant | Plant-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Europe export desk, EU · Woven / Shirting | 70% | Allocated |
| Geography · Division · Plant | Revenue | Value-added | Gross ~49% | Machines | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (6)32% | ₹2,950 Cr | ₹2,505 Cr | ₹1,431 Cr | 296k | 9384% | 1/8 ⚠ | — |
| (2)9% | ₹870 Cr | ₹590 Cr | ₹422 Cr | 109k | 9749% | ✓ | Division 360 → |
| (2)8% | ₹760 Cr | ₹430 Cr | ₹369 Cr | 126k | 9895% | ✓ | Division 360 → |
| (1)6% | ₹560 Cr | ₹760 Cr | ₹272 Cr | 24k | 9400% | ✓ | Division 360 → |
| (1)4% | ₹330 Cr | ₹520 Cr | ₹160 Cr | 9k | 8200% | 1/1 ⚠ | Division 360 → |
| (1)3% | ₹250 Cr | ₹110 Cr | ₹121 Cr | 6k | 8000% | ✓ | Division 360 → |
| (1)2% | ₹180 Cr | ₹95 Cr | ₹87 Cr | 22k | 9500% | ✓ | Division 360 → |
| (1)19% | ₹1,750 Cr | ₹540 Cr | ₹849 Cr | 0 | 7000% | ✓ | — |
| (1)19% | ₹1,750 Cr | ₹540 Cr | ₹849 Cr | 0 | 7000% | ✓ | Division 360 → |
| (1)18% | ₹1,650 Cr | ₹430 Cr | ₹800 Cr | 0 | 6800% | 1/1 ⚠ | — |
| (1)18% | ₹1,650 Cr | ₹430 Cr | ₹800 Cr | 0 | 6800% | 1/1 ⚠ | Division 360 → |
| (1)12% | ₹1,150 Cr | ₹640 Cr | ₹558 Cr | 34k | 6900% | 2/3 ⚠ | — |
| (3)12% | ₹1,150 Cr | ₹640 Cr | ₹558 Cr | 34k | 6900% | 2/3 ⚠ | Division 360 → |
| (1)8% | ₹750 Cr | ₹180 Cr | ₹364 Cr | 0 | 7200% | ✓ | — |
| (1)8% | ₹750 Cr | ₹180 Cr | ₹364 Cr | 0 | 7200% | ✓ | Division 360 → |
| (2)8% | ₹703 Cr | ₹340 Cr | ₹341 Cr | 14k | 7147% | 1/2 ⚠ | — |
| (1)5% | ₹503 Cr | ₹280 Cr | ₹244 Cr | 14k | 8000% | ✓ | Division 360 → |
| (1)2% | ₹200 Cr | ₹60 Cr | ₹97 Cr | 0 | 5000% | 1/1 ⚠ | Division 360 → |
| (1)4% | ₹350 Cr | ₹110 Cr | ₹170 Cr | 0 | 4500% | 1/1 ⚠ | — |
| (1)4% | ₹350 Cr | ₹110 Cr | ₹170 Cr | 0 | 4500% | 1/1 ⚠ | Division 360 → |
The transformation isn't finished. Three queues that turn the org tree into a plan: engines still scaling, value-chain cross-sell, and the external signals pulling demand.