COMMODITIES major Vedanta Ltd reported a 58 per cent jump in its annual net profit, riding on a surge in metal and energy prices.
Shareholders of the Anil Agarwal-led company are set to receive a windfall of Rs 117.10 billion (£1.22 bn) as it declared a first interim dividend of Rs 31.5 (33p) per share.
Its profit after tax (PAT) rose to Rs 237.09 bn (£2.47 bn) for the financial year ended on March 31 against Rs 150.33 bn (£1.57 bn) a year ago, reflecting the company’s focus on volume growth as commodity prices boomed.
The income from operations shot up 51 per cent to Rs 1.3 trillion (£13.66 bn) during the year under review from Rs 868.63 bn (£9.05 bn) in the previous year, while the earnings per share improved to Rs 50.73 (53p) from Rs 31.32 (33p), the company said in a filing to stock exchanges.
However, the company’s PAT for the January-March quarter declined five per cent year-on-year to Rs 72.61 bn (£760 million) from Rs 76.29 bn (£790m) but went up 36 per cent compared to the October-December period. Its net debt declined by Rs 65.90 bn (£690m) to Rs 209.79 bn (£2.18 bn) since the end of December.
For the full year, the company reported an all-time high EBITDA (earnings before interest, taxes, depreciation and amortisation) of Rs 453.19 billion (£4.72 bn), up 66 per cent compared to the previous year.
Vedanta CEO Sunil Duggal attributed the performance to its “relentless focus on volume growth and operational efficiency, underpinned by structural integration and technology adoption”.
He said the pre-capex free cash flow of ₹27.54 bn (£290m) allowed the company to reinvest for growth.
Vedanta signed an agreement for 580 MW renewable power distribution in its bid to become a net zero-carbon organisation.
The company’s stock has been on an upswing since an attempt by Agarwal to take it private fell through in 2020. Its shares gained 59 per cent in the past year but declined by about half a per cent on the Bombay Stock Exchange on Friday (29) to Rs 409.4 (£4.26) when the general sentiment in the market was bearish.
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How the Iran conflict became a £3bn problem for Toyota
May 08, 2026
- Toyota says the Iran conflict has triggered a financial hit of around £3bn.
- Raw material costs alone rose by nearly £1.9bn during the year.
- The company expects profits to fall again as supply chain disruption spreads across the auto sector.
Toyota Motor Corporation has warned that the conflict in Iran is driving up costs across its global operations, dealing a financial blow of roughly £3bn to the world’s largest carmaker.
The Japanese automotive giant said rising prices for materials, fuel and logistics, combined with weaker sales in the Middle East, had significantly damaged earnings. The warning is among the clearest signs yet of how the conflict in West Asia is rippling through global manufacturing and trade networks.
Toyota said operating profit for the financial year ending March fell to 3.8 trillion yen (£19.5bn), while it expects profits to decline again in the coming year as the disruption continues.
The company estimated the direct impact linked to the Middle East conflict at around 670bn yen (£3.4bn or $4.3bn), including a 400bn yen (£1.9bn) rise in material costs and another 270bn yen (£1.3bn) from lower sales volumes and operational disruption.
From aluminium to tyres, costs are climbing
The biggest pressure appears to be coming from supply chains.
Asian manufacturers have been hit particularly hard because many rely heavily on imports and shipping routes linked to the Gulf region. The closure of the Strait of Hormuz following the conflict has disrupted cargo flows and pushed up prices for key industrial materials.
Japan’s automotive lobby group has reportedly said around 70 per cent of the country’s aluminium imports come from the Middle East, leaving manufacturers exposed to supply shocks and price spikes.
Toyota also pointed to rising transportation expenses, higher fuel prices and increasing costs for industrial materials used in vehicle production, including paint and tyres.
“We do not believe we can fully offset negative 670bn yen Middle East impact,” Takanori Azuma said, as quoted in a news report.
According to Reuters, Azuma also said the impact of the war was being felt across “fuel costs, transportation expenses, and the cost of paint and other materials used at vehicle assembly plants”.
At the same time, the company is still dealing with the fallout from tariffs introduced under US president Donald Trump, which reportedly cut Toyota’s operating profit by 1.38 trillion yen (£7.1bn) during the last financial year.
Hybrids helping, but not enough
Toyota sold 9.6 million vehicles globally during the year, with hybrid cars making up roughly half of total sales. Global sales rose 2 per cent overall, supported largely by strong demand in North America.
The company expects hybrid sales to cross 5 million units for the first time during the current financial year, as higher fuel prices push more consumers towards fuel-efficient vehicles.
Still, Toyota suggested that stronger hybrid demand alone would not be enough to offset mounting operational costs and slowing conditions in key regions.
Sales in the Middle East reportedly dropped sharply in March after shipments into the region were disrupted by the conflict.
The outlook also marks one of the first major earnings forecasts issued under new chief executive Kenta Kon, who is now tasked with steering the company through a difficult period for the global automotive sector.
Alongside supply chain disruption and higher energy costs, Toyota is also facing increasing pressure from fast-growing Chinese electric vehicle makers and a slower-than-expected global shift towards fully battery-powered cars.
Toyota has largely focused its electrification strategy on hybrid vehicles rather than fully electric models. During the year, it sold around 600,000 battery electric vehicles — more than double the previous year, but still a relatively small share of its overall sales.
Kon reportedly said the company’s approach was not about “stepping on the brakes completely” but about gradually changing structures and cutting waste piece by piece.
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