Fin Cascade

Prices as of 9 Oct 2026 close · Not investment advice

Imagicaaworld Entertainment Limited

NSE: IMAGICAAAmusement Parks/ Other Recreation

Share price

₹46.86

-0.53% close of 9 Oct 2026

Market cap ₹2,652 CrP/E 204.0

Price-based ratios (P/B, dividend yield, EV/EBITDA) are as of 8 Oct 2026, the close above is 9 Oct 2026.

Business score

How strong the business is, in one number. The parts behind it are in Pro.

36

out of 100 · worked out 9 Oct 2026

How the business score works

Your ratios

The numbers you want to see first. Tap Edit to change them.

Market cap

₹2,652 Cr

P/E ratio

204.0

P/B ratio

2.1

ROCE

1.8%

ROE

-0.1%

Dividend yield

0.0%

Price & valuation chart

How the share price and its valuation have moved. Hover over the chart to see any day. Prices as of the last close.

Prices as of 9 Oct 2026 close52-week high ₹60.2152-week low ₹37.46

Answers

Simple answers to the questions investors ask most, from the company's own numbers.

How fast it has been growing

Our sales figures for this company step up at Dec 2021 and we hold nothing that says why, so we cannot honestly quote a growth rate across it.

Whether it grew faster than its sector

Our sales figures for this company step up at Dec 2021 and we hold nothing that says why, so there is no honest growth rate of its own to set against its sector.

Room to re-rate, or risk of de-rating

Too little price history yet to compare it with its own past.

Whether growth justifies the valuation

Its earnings are falling, so growth cannot justify the price.

Profit growthPrice per ₹1 profitPer 1% growth
Imagicaaworld Entertainment Limited — this one-88%/yr204.0×—
Avenue Supermarts Limited8%/yr75.0×₹9.4
Trent Limited71%/yr85.1×₹1.2
Lenskart Solutions Limited110%/yr178.7×—
Meesho Limited6%/yr——
The Indian Hotels Company Limited22%/yr52.3×₹2.4

Compared with companies filed under the same label. That grouping comes from the exchange's filing category, so some of them may not be real rivals.

How it compares with its peers

Against companies across the whole Consumer Services sector, it ranks 103 of 130 on returns, 45 of 120 on growth, 35 of 129 on margin. That grouping comes from the exchange's filing category, so some of them may not be real rivals.

What makes it hard to beat — and is that still true?

No durable advantage shows in the numbers: it earns 1.8% on capital, ahead of 21% of companies across its whole sector. That grouping comes from the exchange's filing category, so some of them may not be real rivals.

Whether its growth pays for itself

Yes — Over the last five years it made ₹483 crore of cash from the business and spent ₹312 crore on plant and equipment, with ₹171 crore to spare; it still raised ₹419 crore from shareholders — borrowings did not rise. It has not made a profit over 12 years.

Profit reality check

Is the profit real cash? Simple checks on the accounts. Facts only, not advice.

7 of 10 checks clear · 70%

How the profit check works

Latest result · Q1 FY27

What the last results showed. Whether management kept its word is in Pro.

Announced 7 Aug 2026 · Consolidated · Unaudited

Revenue

₹178 Cr

Revenue vs last year

+19.9%

Revenue vs last quarter

+93.3%

Net profit

₹58 Cr

Profit vs last year

+29.9%

Profit vs last quarter

+14293.6%

Net margin

32.4%

EPS

₹1.02

Earnings call transcript · 10 Aug 2026

Checklist before you investPRO

Points for and against, in one list.

Key numbers & peers

The main numbers grouped by topic, and how the company compares with similar ones.

Price

Market cap
₹2,652 Cr
Prev close
₹46.86
52w High
₹62.0
52w Low
₹36.8
Enterprise value
₹2,968 Cr
Beta
1.1
Price CAGR 1y
-13.0%
Price CAGR 3y
-1.0%
Price CAGR 5y
31.0%
Price CAGR 10y
-7.0%

Ratios

Return on assets
0.1%
PEG ratio
-2.4
P/E ratio
204.0
P/B ratio
2.1
EV / EBITDA
22.3
Industry P/E
30.6
ROCE
1.8%
ROCE 5y average
6.0%
ROE
-0.1%
Debt / Equity
0.3
Interest coverage
1.4
Dividend yield
0.0%
ROE 3y average
4.0%
ROE last year
0.0%

Annual P&L

Annual revenue
₹374 Cr
Annual profit
₹1 Cr
Operating margin
31.0%
Net profit margin
0.3%
EBITDA margin
31.0%
Sales growth 3y
14.2%
Sales growth 5y
76.2%
Profit growth 3y
-88.0%
Profit growth 5y
15.0%
EPS
₹0.0
Sales growth TTM
8.0%
Profit growth TTM
-78.0%
Dividend payout
0.0%

Quarter P&L

Sales latest quarter
₹178 Cr
Profit latest quarter
₹58 Cr
YoY quarterly sales growth
19.9%
YoY quarterly profit growth
31.8%
OPM latest quarter
50.7%

Balance Sheet

Book Value
₹22.2
Face Value
₹10.0
Total debt
₹343 Cr
Total cash
₹27 Cr
Borrowings
₹343 Cr
Reserves / Equity
1.2

Cash Flow

Operating cash flow
₹110 Cr
Free cash flow
₹62 Cr
FCF yield
1.6%
Net cash flow
-₹21 Cr

Shareholding

Promoter holding
74.0%
FII holding
0.2%
DII holding
1.8%
Public holding
24.1%

Peer comparison

CompanyPrice ₹P/EMkt cap ₹ CrDiv yield %Profit qtr ₹ CrProfit var %Sales qtr ₹ CrSales var %ROCE %
Wonderla Holiday519.6031.23,2980.3872.838.5242.644.26.2
Imagica. Enter.48.72225.42,8710.0057.626.2177.619.91.8
Delta Corp82.3714.32,2060.61-212.6219.6168.6-8.55.1
Complete Sports and Management189.1021.73890.0065.0
Nicco Parks76.9160.93601.635.568.819.1-27.513.5
Silverstorm Parks123.8514.82810.004.213.116.2
Ajwa Fun World40.950.5260.00-0.075.00.2700.0-0.9
Median103.1126.41,2970.195.553.7168.65.79.9

Competes with: Delta Corp Limited, Nicco Parks & Resorts Limited, Wonderla Holidays Limited

Quarterly results

Sales and profit for each of the last 13 quarters. Newest on the right. ₹ crore.

Consolidated · to 30 Jun 2026
Line itemJun 2023Sep 2023Dec 2023Mar 2024Jun 2024Sep 2024Dec 2024Mar 2025Jun 2025Sep 2025Dec 2025Mar 2026Jun 2026
Sales100366857184409294148429292178
Expenses50324239744362547651706288
Material Cost7.72103.619.788.1113
Change in Inventories-0.44-0.340.630.200.300.42
Purchases of Stock-in-Trade2.133.320.301.891.132.61
Employee Cost121214141313
Other Expenses335032444058
Operating Profit5042517110-3304073-9223090
OPM %5012373060-8.71324349-22243351
Other Income571-421-1-132324223
Exceptional items (within Other Income)0.59-0.990.400.400.390.45
Interest0000024444567
Depreciation23231816212223232626232425
Profit before tax597-617-088-2441645-35-4361
Tax %1-740-12,50025-7429311220856
Net Profit589-574566-631644-39-5058
EPS in Rs12-1.190.090.101.21-0.120.060.280.78-0.69-0.090.011.02
Diluted EPS in Rs0.290.78-0.69-0.090.011.02

Profit & loss

Yearly sales, costs and profit for 12 years, plus the last 12 months (TTM). ₹ crore.

Consolidated · to 31 Mar 2026
Line itemMar 2015Mar 2016Mar 2017Mar 2018Mar 2019Mar 2020Mar 2021Mar 2022Mar 2023Mar 2024Mar 2025Mar 2026TTM
Sales1892342392362402002272251269410374403
Expenses1691941781741932045740165164235258270
Material Cost3232
Change in Inventories0.030.79
Purchases of Stock-in-Trade8.626.64
Employee Cost4652
Other Expenses148166
Operating Profit2040616347-4-353285106175116133
OPM %1117252620-1.90-159453439433133
Other Income2501612437851971011
Exceptional items (within Other Income)-1.680.19
Interest115111121128134152163188532112023
Depreciation808895931022439691-5179899897
Profit before tax-172-154-154-156-182-397-269-24416154383925
Tax %-38-33-23091000-1220793
Net Profit-107-104-118-156-348-397-269-24435754177114
EPS in Rs-13-13-15-18-39-45-31-288.68111.360.010.25
Diluted EPS in Rs1.430.01
Dividend Payout %000000000000

Compounded growth

Average yearly growth over different spans, as stored. A span can cross a demerger or an acquisition.

Compounded sales growth

10 years
5%
5 years
76%
3 years
14%
TTM
8%

Compounded profit growth

10 years
7%
5 years
15%
3 years
-88%
TTM
-78%

Stock price CAGR

10 years
-7%
5 years
31%
3 years
-1%
1 year
-13%

Return on equity

10 years
—
5 years
—
3 years
4%
Last year
0%

Balance sheet

What the company owns and what it owes, at the end of each year. ₹ crore.

Consolidated
Line itemMar 2015Mar 2016Mar 2017Mar 2018Mar 2019Mar 2020Mar 2021Mar 2022Mar 2023Mar 2024Mar 2025Mar 2026
Equity Capital8080808888888888412482566566
Reserves629524406306-42-439-706-949-416258687688
Borrowings1,1731,0081,0651,0741,0731,0761,0781,0781,046340167343
Other Liabilities128688610018330347565666114468158
Total Liabilities2,0101,6801,6371,5691,3021,0299358731,1071,1941,8881,754
Fixed Assets1,3441,3221,2331,1561,1469168227317886911,4481,428
CWIP131619587300011119326
Investments100000006106613
Other Assets535297308326152113113142302374342307
Total Assets2,0101,6801,6371,5691,3021,0299358731,1071,1941,8881,754

Cash flows

Real money coming in and going out each year — from the business, from investments and from loans. ₹ crore.

Consolidated
Line itemMar 2015Mar 2016Mar 2017Mar 2018Mar 2019Mar 2020Mar 2021Mar 2022Mar 2023Mar 2024Mar 2025Mar 2026
Cash from Operating Activity34578538482244117105147110
Cash from Investing Activity-137-85-434-8-10-2-0-9-130-461-287
Cash from Financing Activity465-343-53-46-41-11-2-1-5366251156
Net Cash Flow362-371-11-4-10135540-63-21
Free Cash Flow-108-324027401324100-253062

Ratios

How fast customers pay, how long stock sits, and how well capital earns — year by year.

Consolidated
Line itemMar 2015Mar 2016Mar 2017Mar 2018Mar 2019Mar 2020Mar 2021Mar 2022Mar 2023Mar 2024Mar 2025Mar 2026
Debtor Days1165814933177696
Inventory Days3411,6381,7061,6181,7391,40110,698196204178183
Days Payable6444654663904093764,203300398367242
Cash Conversion Cycle-2911,1781,2461,2351,3441,0346,52817-98-189-181-53
Working Capital Days-40033-54-210-1,683-2,320-24,025-8,109-907-347-196-126
ROCE %-2-2-2-4-27-18-1735372

Shareholding pattern

Who owns the company — founders (promoters), foreign funds, Indian funds and the public. In %.

Consolidated · to 30 Sep 2026
Line itemDec 2023Mar 2024Jun 2024Sep 2024Dec 2024Mar 2025Jun 2025Sep 2025Dec 2025Mar 2026Jun 2026Sep 2026
Promoters717174747474747474747474
FIIs0.080.570.560.860.530.550.570.400.400.590.360.17
DIIs4.532.862.492.512.512.402.412.422.141.981.881.77
Public252623232323232323232424
No. of Shareholders59,83273,54675,71285,16286,64085,70085,07784,60582,04981,21379,99378,949

Price trend

The price as a Renko brick chart: small moves drop out so the bigger path stands out.

Change over 1 year -14.5% (₹54.82 → ₹46.86)Brick size ₹2.41 (fixed)Bricks 25
₹40.00₹50.00₹60.00₹46.86Nov '25Feb '26May '26Sep '26
Price moved up one brickPrice moved down one brickLast close ₹46.86 on 9 Oct 2026

Every brick is the same size, about one typical day's move. A new brick needs a full brick's move; turning the other way needs two. Bricks show where the price went, not where it will go.

Open interestPRO

Where option traders are positioned on this stock.

Industry numbers

The numbers that matter most in this industry, from the company's own filings.

1 when an audit qualification is filed as repetitive

0.00flag

2026-03-31

the company's own unlisted debt securities in default at period end

0.00cr

2026-06-30

the company's own loans / revolving facilities in default at period end (standalone filing)

0.00cr

2026-06-30

net debt from the filed balance sheet at the newest year end: Borrowings − Cash Equivalents − Investments (Current); negative = net cash

316inr_cr

2026-03-31

guarantees / comfort given for promoter, promoter group, directors and KMP

0.00cr

2026-03-31

loans outstanding to promoter, promoter group, directors and KMP (governance filing)

0.00cr

2026-03-31

security given for the borrowing of promoter, promoter group, directors and KMP

0.00cr

2026-03-31

FY revenue / permanent employees + workers, same basis (calc)

48,64,593inr

2026-03-31

volume growth %

22.00pct

2026-06-30

News

News and filings about Imagicaaworld Entertainment Limited. Open one to see why it matters.

Supply chain

Who it buys from, sells to and competes with — as recorded in our map of company links.

About

What the company is, from our own records: where it sits, where it makes things, and what it is made of.

Sector
Consumer Services
Industry
Amusement Parks/ Other Recreation
Classification
Consumer Services › Amusement Parks/ Other Recreation
ISIN
INE172N01012

Business segments

  • Parks Division · 85%
  • Hotel Division · 15%

Plants

  • Aqua Imagicaa Water Park Indore · Indore, Madhya Pradesh
  • Aqua Imagicaa Water Park Surat · Surat, Gujarat
  • Imagicaa Khopoli (Theme Park, Water Park, Snow Park and Novotel Imagicaa)
  • Sai Teerth Devotional Theme Park Shirdi
  • Wet'nJoy Water Park Shirdi · Shirdi, Maharashtra
  • Wet'nJoy Water Park and Amusement Park Lonavala

News impact

Big market events that reach Imagicaaworld Entertainment Limited, and how the effect spreads.

16 Sept, 21:03 IST · Market event · high impact

Juniper Hotels to acquire Novotel Imagicaa for ₹248 crore

Juniper Hotels is buying a 287-room hotel near Mumbai for Rs 248 crore in cash from Imagicaaworld, which gains funds for its theme parks; both shares may rise, but the deal only closes by March 2027.

Consumer Services

Who it hits first

  • Juniper Hotels pays Rs 248 crore in cash for a working 287-room hotel near Mumbai, adding about 15% more rooms that start earning from day one.
  • Imagicaaworld Entertainment receives Rs 248 crore in cash but gives up the hotel's earnings and the stay-plus-park ticket bundles that pulled visitors in.

Who may gain

  • Imagicaaworld Entertainment (IMAGICAA): gets Rs 248 crore cash to fund its theme parks, manage debt and grow, and becomes a sharper parks-only business.
  • Juniper Hotels (JUNIPER): gains scale, day-one cash flows and a property it can push into the higher-priced upper-upscale bracket.

Along the supply chain

Downstream

No disruption for guests or travel sellers — the hotel keeps operating under its current brand until Juniper takes over and rebrands it.

Upstream

No listed supplier is affected; only unlisted hotel vendors and refurbishment contractors could gain small orders if Juniper spends on the planned upper-upscale repositioning.

Where demand moves

Business

Leisure, wedding and conference guests who stay at the Khopoli hotel now fill a Juniper-owned property, so their room spending flows to Juniper instead of Imagicaaworld; Imagicaaworld keeps the park ticket spending and will need a commercial pact to keep selling combined stay-plus-park packages.

Capital

No sector-wide money rotation — a single 287-room deal is far too small to move hotel-sector funds; only the two parties' own shares should reprice on deal arithmetic and closure risk.

How it spreads across sectors

Consumer Services

A small consolidation and asset-recycling signal for hotels and leisure: operating properties with ready cash flows are attracting buyers, but 287 rooms cannot change room supply, rates or demand for anyone else.

When it plays out

Immediate

In the next few days both parties' shares reprice on the deal news — Juniper on whether Rs 86 lakh per room is fair and how it will pay, Imagicaaworld on the Rs 248 crore cash unlock.

Medium term

Over 1-6 months closure mechanics dominate: shareholder, lender and regulatory approvals, then integration and the start of the upper-upscale rebrand, which decides whether Juniper overpaid.

Short term

Over the next few weeks the market watches for the funding plan, the definitive agreements and early approval progress; any silence or renegotiation talk can unwind the first move.

Who it hits first

  • EaseMyTrip faces ~10% pledge-supply overhang plus forced-sale risk on any margin call.
  • Small travel peers (Yatra, Ixigo, TBO) derate on sentiment contagion despite clean holdings.
  • Consumer-services small-caps broadly soften as promoter-finance headlines spook the tape.

Who may gain

  • Zero-pledge travel peers (Ixigo, Yatra, TBO) may attract rotation once the dust settles.

Along the supply chain

Downstream

Travelers and agents see zero impact; bookings, refunds and service run normally.

Upstream

No direct supply-chain link — a promoter-financing event, not an operations event.

Where demand moves

Business

No business-demand impact — travel bookings do not change on promoter financing; this is purely a share-supply event.

Capital

Money exits EaseMyTrip on overhang fears; trims small travel broadly; rotates to clean-holding peers on dips.

How it spreads across sectors

Consumer Services

Online-travel sub-segment derates on pledge contagion; wider consumer-services mood softens.

When it plays out

Immediate

EaseMyTrip down 3-6% on overhang; travel peers dip 1-3% on association.

Medium term

Pledge stays an overhang until released; company must grow into a derated multiple.

Short term

Shareholding filings confirm the final pledged tally; any release filing reverses part of the fall.

Who it hits first

  • 8th Pay Commission expected to retain fitment factor ~2.57x (same as 7th CPC); incremental disposable income of ~1 cr central govt employees + pensioners is capped, moderating the consumption windfall markets had hoped for from a larger multiple

Who may gain

  • Fiscal-discipline counter-ripple: lower revenue-expenditure pressure preserves room for govt capex, supporting Capital Goods/Infrastructure order visibility (LT, SIEMENS, KEC)

Along the supply chain

Downstream

Organised retail and consumer-finance distribution (durable financing, personal/two-wheeler loans, housing finance for salaried buyers) capture a smaller incremental ticket as the disposable-income uplift is moderated.

Upstream

Capped discretionary demand at consumer-durables and retail brands feeds back to their suppliers — building-products/tiles, appliance components, apparel sourcing and packaging vendors see softer incremental order growth than a larger pay hike would have driven.

Where demand moves

Business

A capped pay windfall trims the incremental discretionary demand that consumer-durables, jewellery/watches, value-fashion retail, leisure and entry-level autos hoped to capture from ~1 cr govt employees/pensioners; the marginal big-ticket and aspirational upgrade orders that a larger fitment factor would have triggered do not fully materialise.

Capital

Money rotates away from premium-valued discretionary consumption names (Trent, Titan, Eternal) whose multiples priced in a consumption-and-savings boost, toward fiscal-discipline beneficiaries — public-capex-linked capital goods/infrastructure — and defensive staples that are less dependent on a salaried-windfall narrative.

How it spreads across sectors

Automobile and Auto Components

entry two-wheeler/car upgrade demand uplift capped

Consumer Durables

big-ticket appliance/jewellery upgrade demand uplift capped

Consumer Services

discretionary apparel-retail, QSR and leisure spend uplift capped

Fast Moving Consumer Goods

muted urban discretionary uplift

Realty

affordable/mid housing demand uplift from salaried buyers capped

codex additions

  • Banks and Retail Credit
  • NBFCs and Consumer Finance
  • Housing Finance Companies
  • Jewellery and Watches
  • Apparel, Footwear and Lifestyle Retail
  • Travel, Hotels and Leisure
  • Quick Service Restaurants and Eating Out
  • Capital Goods and Infrastructure
  • Cement and Building Materials
  • Asset Management and Capital Markets

When it plays out

Immediate

Limited price reaction — report-stage expectation, not a decision; consumption names with rich multiples may see mild sentiment drag

Medium term

Final 8th CPC notification is the real catalyst; a confirmed 2.57x caps the FY-windfall thesis, while preserved fiscal room is a mild positive for public-capex plays

Short term

Brokerage consumption-recovery estimates that baked in a larger fitment-factor windfall get trimmed; valuation-sensitive discretionary names most exposed

Other sectors it reaches

  • {"causal_chain":"Lower incremental pay hike -\u003e weaker-than-hoped salaried consumption and loan demand; offset by lower fiscal-slippage risk supporting rates and bank treasury books","direction":"mixed","example_tickers":["SBIN","HDFCBANK","ICICIBANK"],"magnitude":"medium","notes":"Retail loan growth disappointment for consumption-linked lenders, but bond-yield relief can partially offset.","sector":"Banks and Retail Credit","time_horizon":"1_to_4_weeks"}
  • {"causal_chain":"Capped disposable-income windfall -\u003e slower demand for personal loans, consumer durable financing, two-wheeler loans and small-ticket credit","direction":"negative","example_tickers":["BAJFINANCE","CHOLAFIN","MUTHOOTFIN"],"magnitude":"medium","notes":"Most relevant for lenders with high exposure to discretionary consumption or salaried borrower upgrades.","sector":"NBFCs and Consumer Finance","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Muted salary revision -\u003e lower affordability boost for government employees -\u003e weaker incremental demand for mortgages in affordable/mid-income housing","direction":"negative","example_tickers":["LICHSGFIN","PNBHOUSING","AAVAS"],"magnitude":"medium","notes":"Closely linked to the realty effect but distinct via loan origination and balance-sheet growth.","sector":"Housing Finance Companies","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Lower-than-hoped arrears/salary uplift -\u003e capped discretionary purchases of gold jewellery, watches and wedding-linked upgrades","direction":"negative","example_tickers":["TITAN","KALYANKJIL","SENCO"],"magnitude":"medium","notes":"Government employee windfalls have historically supported high-ticket discretionary purchases.","sector":"Jewellery and Watches","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Smaller income shock -\u003e weaker upgrade cycle in apparel, footwear, accessories and organized retail discretionary baskets","direction":"negative","example_tickers":["TRENT","BATAINDIA","METROBRAND"],"magnitude":"medium","notes":"Second-order hit from lower aspirational urban and semi-urban spending.","sector":"Apparel, Footwear and Lifestyle Retail","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Capped salary/pension uplift -\u003e less incremental leisure travel, hotel stays, holiday packages and rail/air travel upgrades","direction":"negative","example_tickers":["INDHOTEL","LEMONTREE","IRCTC"],"magnitude":"small","notes":"Impact is plausible but diluted because sector demand is also driven by corporate travel and broader tourism trends.","sector":"Travel, Hotels and Leisure","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Lower incremental disposable income -\u003e weaker frequency of eating out, delivery orders and premium food-service consumption","direction":"negative","example_tickers":["JUBLFOOD","DEVYANI","SAPPHIRE"],"magnitude":"small","notes":"More relevant in urban centers with concentrated salaried government employment.","sector":"Quick Service Restaurants and Eating Out","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Lower pay-commission fiscal burden -\u003e more room to preserve government capex -\u003e better order visibility for infrastructure, EPC and capital goods companies","direction":"positive","example_tickers":["LT","SIEMENS","KEC"],"magnitude":"medium","notes":"This is the fiscal-discipline counter-ripple: less revenue expenditure pressure can support public capex allocations.","sector":"Capital Goods and Infrastructure","time_horizon":"1_to_6_months"}
  • {"causal_chain":"If lower salary burden helps protect government infrastructure spending, public works demand can offset some weakness in salaried housing demand","direction":"mixed","example_tickers":["ULTRACEMCO","SHREECEM","AMBUJACEM"],"magnitude":"small","notes":"Negative housing-affordability channel but positive public-capex channel.","sector":"Cement and Building Materials","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Smaller income/arrears windfall -\u003e lower incremental SIPs, insurance-linked investments and retail market flows from salaried households","direction":"negative","example_tickers":["HDFCAMC","NAM-INDIA","CAMS"],"magnitude":"small","notes":"Effect is indirect and likely modest, but relevant if markets had priced a consumption-and-savings boost.","sector":"Asset Management and Capital Markets","time_horizon":"1_to_6_months"}

Who it hits first

  • Tourism/hospitality footfall in Delhi & Uttarakhand (temples, Char Dham circuit) softens near-term as travellers defer discretionary trips
  • Rail travel/IRCTC bookings face cancellation and security-delay risk (railway stations explicitly named as targets)
  • Delhi IGI airport (GMR) passenger sentiment and air-travel demand soften
  • Leisure/amusement and hotel demand in the affected zones dips on crowd avoidance

Who may gain

  • Private security & facility-management providers (SIS) on heightened manned-guarding demand at temples, stations, hotels and government offices

Along the supply chain

Downstream

Online travel agents (IXIGO, EASEMYTRIP) and rail/airport-linked services see reduced transaction volumes near the affected hubs as end-traveller demand falls.

Upstream

Hotels and airlines trim variable F&B, fuel and contract-staffing orders if occupancy/loads soften during the alert window; travel-food and in-station catering suppliers see lower offtake.

Where demand moves

Business

Hotel, rail and air bookings near Delhi/Uttarakhand soften and travel-linked F&B/contract-staffing orders ease; in parallel, demand for private security guarding and screening manpower rises at temples, stations, hotels and offices.

Capital

Money rotates out of footfall-sensitive discretionary travel/leisure names (hotels, OTAs, airlines) into defensives and security-services beneficiaries until the alert lifts; positioning reverses on confirmation of no incident.

How it spreads across sectors

Consumer Services

Hotels, OTAs and leisure see a near-term demand dip on threat perception

Infrastructure

Heightened security deployment and capex around transport hubs and public sites

Services

Airport/aviation passenger footfall risk in Delhi

codex additions

When it plays out

Immediate

Brief negative price reaction in Delhi/Uttarakhand-exposed tourism, hotel, rail and airline names; small positive for security-services; VIX/volatility ticks up

Medium term

No structural change absent an actual attack; only a sustained security deterioration would re-rate tourism/aviation demand

Short term

If no incident, sentiment normalises within days-to-weeks and footfall recovers; persistent alerts would extend the booking softness

Other sectors it reaches

  • {"causal_chain":"Higher perceived terrorism/security risk can lift inquiries for travel, event, property and personal accident cover, while insurers may face marginal claims/reserving sensitivity if disruption materializes.","direction":"mixed","example_tickers":["ICICIGI","STARHEALTH","NIACL"],"magnitude":"small","notes":"Likely modest unless threat escalates into an actual incident. | Suggested by Codex Layer 5.5","sector":"Insurance","time_horizon":"1_to_4_weeks"}
  • {"causal_chain":"High-alert situations raise demand for resilient connectivity, surveillance backhaul, emergency coordination, cell-site uptime and government/security communication capacity.","direction":"positive","example_tickers":["BHARTIARTL","INDUSTOWER","TEJASNET"],"magnitude":"small","notes":"More operational than earnings-material unless alerts persist or procurement accelerates. | Suggested by Codex Layer 5.5","sector":"Telecom \u0026 Network Equipment","time_horizon":"immediate"}
  • {"causal_chain":"Security alerts drive higher news consumption, live updates and regional coverage, potentially boosting short-term viewership and digital engagement.","direction":"positive","example_tickers":["ZEEL","SUNTV","NETWORK18"],"magnitude":"small","notes":"Ad monetization impact is uncertain; engagement uplift may not fully translate to revenue. | Suggested by Codex Layer 5.5","sector":"Media \u0026 Broadcasting","time_horizon":"immediate"}
  • {"causal_chain":"Threats to temples, stations and public locations can reduce discretionary footfall in high-density markets, malls, food courts and quick-service restaurants in affected cities.","direction":"negative","example_tickers":["TRENT","JUBLFOOD","DEVYANI"],"magnitude":"small","notes":"Impact should be localized to Delhi/Uttarakhand unless public anxiety spreads. | Suggested by Codex Layer 5.5","sector":"Retail, Malls \u0026 QSR","time_horizon":"immediate"}
  • {"causal_chain":"If consumers avoid crowded public areas or travel, spending can rotate toward at-home consumption, packaged staples and convenience foods.","direction":"positive","example_tickers":["HINDUNILVR","BRITANNIA","DABUR"],"magnitude":"small","notes":"Defensive sector; effect is more mix-shift than demand surge. | Suggested by Codex Layer 5.5","sector":"FMCG \u0026 Packaged Foods","time_horizon":"1_to_4_weeks"}
  • {"causal_chain":"High alert typically increases emergency preparedness, trauma readiness, ambulance coordination and hospital security protocols near sensitive urban centers.","direction":"mixed","example_tickers":["APOLLOHOSP","MAXHEALTH","FORTIS"],"magnitude":"small","notes":"Preparedness costs may rise; demand impact only becomes material if an incident occurs. | Suggested by Codex Layer 5.5","sector":"Hospitals \u0026 Emergency Healthcare","time_horizon":"immediate"}
  • {"causal_chain":"Tighter checks around railway stations, government offices and state borders can slow movement of parcels and business logistics, while some passenger movement may shift to couriering documents or goods.","direction":"mixed","example_tickers":["DELHIVERY","TCIEXP","VRLLOG"],"magnitude":"small","notes":"Operational friction is plausible but likely temporary. | Suggested by Codex Layer 5.5","sector":"Courier, Express \u0026 Logistics","time_horizon":"1_to_4_weeks"}
  • {"causal_chain":"Security around government offices, markets and transport hubs can affect branch/ATM footfall, cash logistics and merchant transactions in affected zones, while digital payments may see substitution demand.","direction":"mixed","example_tickers":["HDFCBANK","ICICIBANK","SBIN"],"magnitude":"small","notes":"Large banks are diversified, so market impact would likely be limited. | Suggested by Codex Layer 5.5","sector":"Banking, ATMs \u0026 Payments","time_horizon":"immediate"}
  • {"causal_chain":"Heightened threat perception can temporarily reduce office attendance, mall visits and leasing-showcase activity in sensitive districts, while increasing tenant demand for building security upgrades.","direction":"mixed","example_tickers":["DLF","PHOENIXLTD","OBEROIRLTY"],"magnitude":"small","notes":"Negative footfall effect is near term; security-capex angle is longer dated. | Suggested by Codex Layer 5.5","sector":"Commercial Real Estate \u0026 Malls","time_horizon":"1_to_6_months"}
  • {"causal_chain":"Hotels, offices, malls, stations and public venues may require additional screening staff, housekeeping support, crowd control and temporary manpower during sustained high-alert periods.","direction":"positive","example_tickers":["QUESS","TEAMLEASE","SIS"],"magnitude":"small","notes":"SIS overlaps with security, but broader staffing/facility-management demand is a separate ripple. | Suggested by Codex Layer 5.5","sector":"Staffing \u0026 Facility Management","time_horizon":"1_to_4_weeks"}

Dividends, splits & big trades

Money paid out, share splits and buybacks, and big buys or sells by funds and insiders.

Splits, bonuses & buybacks

  • daily-prices repair: 12 rows from NSE's archive (replace 4, delete 1, insert 7), 2016-10-30..2026-02-01 (docs/flat_day_repair.md)1× · 30 Oct 2016

Insider trades

DisclosedWhoTypeSharesValue ₹ Cr
25 Sep 2026Malpani Parks Private Limited · PromoterBUY1,70,06,800125.00

Documents

Annual reports, results presentations and earnings calls, straight from the source.

Facts from company filings and exchange data. Not investment advice: nothing here tells you to buy or sell.