One additive tree — Geography → Division → Site — scoped to your role, with live revenue, contracted / recurring supply revenue and the data-grain that says how far you can trust each number.
The footprint rolls up to 13 sites across 10 divisions & growth engines, but the transformation isn't finished: ~₹100 Cr of untapped margin is still locked in 4 mid-transformation engines and ₹1,230 Cr of cross-division whitespace is in play. Point the group at capturing the margin and cross-selling across divisions.
3 of 4 headline metrics improving vs prior · still off target: Total Revenue ₹4,529 Cr vs ₹4,800 Cr, Contracted / Recurring Supply Revenue ₹2,900 Cr vs ₹3,300 Cr, Recurring / Anchor Revenue % 64.0% vs 70.0%
4 growth engines are mid-transformation, led by Circular Economy & Recycling at ~₹49 Cr of untapped EBITDA — margin that only lands as the engine scales and savings capture finishes.
13 sites across 10 segments rolled up additively
Diversify into Maruti / other OEMs & non-auto; grow the recurring / anchor supply base beyond Toyota.
TKM ~₹1,650 Cr (~36% of revenue) — the origin & core relationship, but a single-customer concentration risk.
₹1,230 Cr of cross-division supply & new-business capture sits across the service-centre base; CleanMax Toyotsu renewable PPA (300 MW by 2028) (Machinery, Energy & Project, ₹300 Cr) leads the queue.
5 external demand signals tracked
Commission CleanMax capacity; scale MSTI/TTRI/CMRTA on the ELV Rules 2025 tailwind.
CleanMax Toyotsu (300 MW by 2028), TREI rare earths and ELV / metals recycling scaling the Machinery, Energy & Project engine (+8% growth).
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 site grain. The TTIPL twist: each site is tagged site-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 sites within a cohort, and see who owns each unit — each site links to its Service Centre 360, each division to its Divisions & Group Entities 360.
53% is site-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.
| # | Site | Site-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Bengaluru · World Trade Center (HQ), KA · Chemicals & Electronics (NEXTY) | 96% | Actuals | |
| 2 | Bidadi (steel service centre · logistics · near TKM), KA · Steel Service Centre (TTSS) | 95% | Actuals | |
| 3 | Chennai · Oragadam (parts & logistics · CMRTA), TN · Auto Parts & JIT Logistics | 92% | Actuals | |
| 4 | Bidadi (TTRI steel recycling · TTBIL logistics), KA · Circular Economy & Recycling | 82% | Allocated |
| Geography · Division · Site | Revenue | Contracted | Trading ~5% | Assets | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (4)32% | ₹1,450 Cr | ₹1,040 Cr | ₹70 Cr | 78 | 9369% | 1/4 ⚠ | — |
| (1)17% | ₹750 Cr | ₹560 Cr | ₹36 Cr | 34 | 9500% | ✓ | Division 360 → |
| (1)7% | ₹300 Cr | ₹200 Cr | ₹14 Cr | 12 | 9600% | ✓ | Division 360 → |
| (1)7% | ₹300 Cr | ₹210 Cr | ₹14 Cr | 18 | 9200% | ✓ | Division 360 → |
| (1)2% | ₹100 Cr | ₹70 Cr | ₹5 Cr | 14 | 8200% | 1/1 ⚠ | Division 360 → |
| (3)25% | ₹1,150 Cr | ₹800 Cr | ₹55 Cr | 48 | 8704% | 2/3 ⚠ | — |
| (1)14% | ₹620 Cr | ₹470 Cr | ₹30 Cr | 26 | 9000% | 1/1 ⚠ | Division 360 → |
| (1)8% | ₹380 Cr | ₹240 Cr | ₹18 Cr | 10 | 8500% | ✓ | Division 360 → |
| (1)3% | ₹150 Cr | ₹90 Cr | ₹7 Cr | 12 | 8000% | 1/1 ⚠ | Division 360 → |
| (3)24% | ₹1,080 Cr | ₹720 Cr | ₹52 Cr | 42 | 7847% | ✓ | — |
| (1)10% | ₹450 Cr | ₹330 Cr | ₹22 Cr | 22 | 9100% | ✓ | Division 360 → |
| (1)8% | ₹380 Cr | ₹220 Cr | ₹18 Cr | 8 | 6000% | ✓ | Division 360 → |
| (1)6% | ₹250 Cr | ₹170 Cr | ₹12 Cr | 12 | 8400% | ✓ | Division 360 → |
| (2)12% | ₹549 Cr | ₹240 Cr | ₹26 Cr | 22 | 6962% | 1/2 ⚠ | — |
| (1)8% | ₹349 Cr | ₹120 Cr | ₹17 Cr | 16 | 7800% | 1/1 ⚠ | Division 360 → |
| (1)4% | ₹200 Cr | ₹120 Cr | ₹10 Cr | 6 | 5500% | ✓ | Division 360 → |
| (1)7% | ₹300 Cr | ₹90 Cr | ₹14 Cr | 0 | 7000% | ✓ | — |
| (1)7% | ₹300 Cr | ₹90 Cr | ₹14 Cr | 0 | 7000% | ✓ | Division 360 → |
The transformation isn't finished. Three queues that turn the org tree into a plan: engines still scaling, cross-segment whitespace, and the external signals pulling demand.