Ruby Mills Ltd P/E Ratio

The P/E Ratio of Ruby Mills Ltd is 17.5 as of 26 Jul 9.00 AM .a1#The P/E Ratio of Ruby Mills Ltd changed from 26.6 on March 2019 to 14.2 on March 2023 . This represents a CAGR of -11.80% over 5 years. a1#The Latest Trading Price of Ruby Mills Ltd is ₹ 232.25 as of 26 Jul 15:30 .a1#The PE Ratio of Textiles Industry has changed from -477.5 to 21.1 in 5 years. This represents a CAGR of NaN%a1# The PE Ratio of Automobile industry is 18.9. The PE Ratio of Finance industry is 23.0. The PE Ratio of IT - Software industry is 29.1. The PE Ratio of Retail industry is 143.1. The PE Ratio of Textiles industry is 24.3. In 2024a1#The Market Cap of Ruby Mills Ltd changed from ₹ 474.35 crore on March 2019 to ₹ 500.76 crore on March 2023 . This represents a CAGR of 1.09% over 5 years. a1#The Revenue of Ruby Mills Ltd changed from ₹ 62.63 crore to ₹ 78.47 crore over 8 quarters. This represents a CAGR of 11.93% a1#The EBITDA of Ruby Mills Ltd changed from ₹ 16.02 crore to ₹ 23.57 crore over 8 quarters. This represents a CAGR of 21.30% a1#The Net Pr of Ruby Mills Ltd changed from ₹ 9.73 crore to ₹ 16.2 crore over 8 quarters. This represents a CAGR of 29.03% a1#The Dividend Payout of Ruby Mills Ltd changed from 16.44 % on March 2019 to 11.86 % on March 2023 . This represents a CAGR of -6.32% over 5 years. a1#

The Ruby Mills Limited (TRML), incorporated in 1917, is a composite Textile Mill engaged in manufacture of Cotton/Blended Yarn and Fabric. It has 3 plants at Mumbai, Village Dhamni & Village Kharsundi, at Khopoli, Taluka Khalapur, Dist. Raigad. The Company's entire Spinning & Weaving plants are at Village Dhamni and fabric processing activity at Mumbai which is being shifted at Village Kharsundi, Khopoli. Ruby Impex is the wholly owned subsidiary of the company. The operational performance of the company in 1994-95 was adversely affected on account of the steep increase in the prices of polyester staple fibre (PSF) (which increased by 22%), viscose staple fibre (VSF) (by 41%) and cotton (by 60%). The production was adversely affected for 5 months due to the acute shortage of VSF. As a modernisation plan, the company purchased 30 Sulzer looms and replaced its 50 Cimmco autolooms and 36 wider Picanol looms. In order to achieve deeper market penetration, TRML shifted from exclusively wholesale marketing to direct marketing by establishing a nationwide network of distributors and agents. During 1994-95, the government permitted the import of fabrics which adversely affected the demand for the company's products.