Five-year plans
At Motherson, we like to commit to our five-year targets by communicating them through our annual reports of Motherson Sumi Systems Ltd. We’ve done so since the year 2000, and although top-line accomplishments will never be pursued at the expense of healthy bottom-line, we have managed to achieve mostly all of the targets of our five-year plans ever since.
2020 - 2025
We remain committed to building a robust and sustainable future, leveraging our core competencies to deliver exceptional value across diverse industries. Motherson achieved Net Sales of USD 25.7 Bn and the largest customer contribution to its 3CX10 target is 9%.
We continue to strengthen our foundation, expand into new industries, and build a resilient, globally diversified business that creates sustainable value for all stakeholders.
| * on consolidated basis | |
| Consolidated net sales with ROCE | USD 36 billion with 40% ROCE |
| Diversification | 3CX10 |
| New Divisions | 75% of revenues from automotive industry, 25% from new divisions |
| Dividend Payout Ratio* | 40% |
| *This figure includes the pro forma impact of Atsumitec Co., Ltd., which was finalised on March 26, 2025. For FY2025, the reported gross revenue stands at USD 25.3 billion, reflected on a constant currency basis of USD 70.89 to INR, as per our Vision Plan 2025. | |
| Consolidated net sales with ROCE | USD 25.7 Bn* with 17.2% ROCE at a consolidated level |
| Diversification | Largest Customer Contribution:9%, Largest Component Contribution: 25%, Largest Contributing Country: 20% |
2015 - 2020
Consolidating our position as a globally preferred solutions provider, by strengthening our global product offering. Focussed approach to product and market expansion helped Motherson move forward and achieve USD 8.9 billion consolidated net sales in FY 2019-20. The company expanded to 16 new countries and stayed true to its business philosophy of 3CX15. The largest customer contribution was 14% in 2020.
| * On consolidated basis | |
| Consolidated net sales | USD 18 billion |
| Diversification | 3CX15 |
| ROCE* | 40% |
| Dividend Payout Ratio* | 40% |
|
# including revenues netted on implementation of Ind AS 115 wef 1.4.2018 *on consolidated basis ** on consolidated basis (excluding greenfield and acquisition) *** on Standalone basis |
|
| Consolidated net sales | USD 8.9 billion# |
| Diversification | Largest Customer 13.9%, Contributing Country 21.9%, Component 25.3% |
| ROCE | 10%*, 24%**, 31%*** |
| Dividend Payout Ratio | 49%* |
2010 - 2015
Providing full system solutions and expanding globally through large size acquisitions at the request of customers. Making MSSL a 5 billion dollar company, with presence in 26 countries, major targets were surpassed, making Motherson a truly global entity.
| * On consolidated basis | |
| Consolidated net sales | USD 5 billion |
| Sales from outside India | 70% |
| Geographical presence | 26-27 countries |
| ROCE* | 40% |
| Dividend Payout Ratio* | 40% |
| * On consolidated basis, ** On standalone basis | |
| Consolidated net sales | USD 5.5 billion |
| Sales from outside India | 85% |
| Geographical presence | 25 countries |
| ROCE | 26%* and 41%** |
| Dividend Payout Ratio* | 37%* and 62%** |
2005 - 2010
Moving towards modules and developing a global support structure through midsize acquisitions. The target was to make MSSL a billion dollar company and further reduce dependence on any single customer.
| Consolidated net sales | USD 1 billion |
| Sales from outside India | 60% |
| Largest customer | < 20% |
| ROCE | 40% |
| Dividend Payout Ratio | 40% |
| *On consolidated basis, ** On standalone basis | |
| Consolidated net sales | USD 1.5 billion |
| Sales from outside India | 70% |
| Largest customer | 15% |
| ROCE | 22%* and 37%** |
| Dividend Payout Ratio | 32%* and 44%** |
2000 - 2005
Charting our global footprint through small acquisitions and joint ventures. The targets reflected a transformational approach, aiming for a tenfold growth and de-risking of geographical and customer dependence. The ROCE (Return on Capital Employed) target of 40% and dividend policy of 40%, declared in this plan, have continued in every plan ever since.
| * 229 Million USD based on the exchange rate for 31st March 2000 | |
| Consolidated net sales | INR 10 billion* |
| Sales from outside India | 30% |
| Largest customer | < 25% |
| ROCE | 40% |
| Dividend Payout Ratio | 40% |
|
* 235 Million USD based on the exchange rate for 31st March 2005 # taking full turnover of joint ventures |
|
| Consolidated net sales | INR 10.29 billion**# |
| Sales from outside India | 29% |
| Largest customer | 27% |
| ROCE | 39% |
| Dividend Payout Ratio | 43% |
1995 - 2000
Our first plan was about growth in India, through vertical integration and joint ventures for product additions. The target was to achieve a turnover of 1 billion INR in 5 years, which was ambitious for a small company at that time.
| * 28.7 Million USD based on the exchange rate for 30th November 1995 | |
| Consolidated net sales | INR 1 billion* |
| Sales from outside India | 1% |
| * 35.1 Million USD based on the exchange rate for 31st March 2000 | |
| Consolidated net sales | INR 1.53 billion** |
| Sales from outside India | 0.1% |
