Ladies and gentlemen, good day and welcome to the conference call of Motherson Sumi Systems Limited. As a reminder, all participant lines will be in the listen-only mode, and there will be an opportunity for you to ask questions after the presentation concludes. If you need assistance during the conference call, please signal an operator by pressing star and zero on your touchtone phone. Please note that this conference is being recorded. I now hand the conference over to Mr. VC Sehgal. Thank you. Over to you, Mr. Sehgal. Thank you. Good evening, ladies and gentlemen. Welcome to our special conference on the acquisitions that have been done. I hand it over now to Rajat, who is the hero for the Chinese acquisition, and also later to Kunal Bajaj, who is the hero for the aerospace one. So over to you, Rajat. Go ahead. Thank you so much. Good afternoon, good evening, everyone. The first acquisition we're talking about is basically a mirror business in China that currently is a joint venture MEKRA Lang and JMCG, Jiangling Motors Company. It's a MEKRA Lang and 40% JMCG-owned joint venture. With this acquisition, we would be buying out the stake MEKRA Lang and it will become a joint venture between SMR NBHX and Jiangling. This is a business which is basically supplying mirrors to all the joint venture companies of JMC. JMC has a joint venture with Ford, and they have another joint venture with Isuzu, and they are into manufacturing of SUVs, pickups, LCVs, and FCVs in the China market. They have about 6%-7% of market share in commercial vehicle in China. This company would be then captively supplying all the mirror requirements for these automakers, which are basically JV companies of JMC. That's in brief, and maybe I can now hand over to Kunal Bajaj to talk about the next acquisition that we made. Sure. Thank you, Rajat. Good afternoon, ladies and gentlemen. Really pleased to, as you would have read, Motherson has entered into an agreement to acquire 55% stake in CIM Tools, which is based in Bangalore. This is our foray, as we had promised you back a year ago. This is our foray into aerospace. CIM is regarded as one of the top five machining companies in India. It is vertically integrated. It has a state-of-the-art surface treatment facility in Bangalore. Also has a joint venture with one of the leading machining and sheet metal companies called Lauak. It's been present for the last 25 years, started from very humble beginnings. Today is a major producer of detailed parts, machine parts for aircraft doors, wings, tails, and fuselage. Three state-of-the-art facilities in the Bangalore region h as order book of about $200 million over the next five years. Works with the two primes in aerospace as well with a number of OEMs and Tier ones. Thank you. Thanks, Kunal. We are open for question and answer, so please go ahead. Thank you. Thank you very much. We will now begin the question and answer session. Anyone who wishes to ask a question, you press star one on the touchtone telephone. If you wish to remove yourself from the question queue, you will press star two. Participants are requested to use headsets while asking a question. Ladies and gentlemen, we will wait for a moment while the questions are assembled. The first question is from the line of Siddhartha Bera from Nomura. Please go ahead. Hi, sir. Thanks for the opportunity. I had a short question on this aerospace business and basically steps in [9 trillion by 2025]. I had a question on this. We highlighted that we have close to $200 million of business potential. Is it that this is the order book as of now? Second is that we have reported close to INR 200 crore of revenues for this entity in FY 2020. If you can just broadly indicate how to understand the ramp-ups, or within how many years this order book will be executed for the company. Some thoughts and if you can share some highlights about the potential which this company can deliver over the years. Hello. Sorry, I think we lost the question. Could you please repeat it quickly? Sorry. I was saying that this company has INR 15 billion+ of book business potential. Does this mean this is the order book? Second is, because it reported revenue of INR 200 crores in FY 2020, how to think about execution of this order book? Does it mean every year 1/5 of this will be booked as revenues? How to think about revenue ramp-up of this entity over the next three to four years? Kunal, can you answer that? Yeah, sure. Siddhartha, you're right, the potential of the order book is $200 million+. A lot of this, over 80% of this is firm. The order book is firm, it's backed by long-term agreements, anywhere between four and eight years, depending on the agreement. On top of that, there's a lot of RFQs that CIM Tools has received in the recent past, which some we have already responded to, some we are in the process of responding to. We see an uptick to this. Revenue, of course, will come as we start executing the order book. The idea of Motherson coming into the capital structure of CIM is to accelerate the execution of the orders. We are seeing a big uptick in the manufacturing and the bill rates that have been given to us by Airbus and Boeing. These are publicly mentioned by Airbus and Boeing, and that is resulting in a much bigger order book. All eyes on focus on execution and making sure we convert this into revenue as quickly as possible. Does that answer your question? Yeah. To an extent. Yeah. Any color on the margin side, and how much did we pay to acquire this 65% stake? Kunal Malani, maybe you could take that. Yep. Look, I think it has high double-digit margins greater than 20%. If you apply that to $420 million, you would be hitting somewhere in the 7.5x-8x region in terms of EV/EBITDA. What you may also want to note is, looking at the order book, there is a significant ramp-up expected going forward, the order book is clearly much in excess of where the existing turnover reflects on it. Okay, sir. sir. Got it. Thanks. Thank you. Reminder to the participants, to ask a question, you may press star and 1 now. Ladies and gentlemen, to ask a question, you may press star and one. Participants, just to ask a question, please press star and one. The next question is from the line of Chirag Shah from Edelweiss. Please go ahead. Yeah, thanks for the opportunity. First a very broader question. Congratulations for this acquisition on the aerospace side. How should we look at the strategy in aerospace? This is one of the smaller size capability acquisitions or this was a specific acquisition at the behest of customer? How should one look at the aerospace space as far as inorganic activity is concerned over the next two, three years? Because it is one of the identified areas for Motherson going ahead. A very good question, Chirag. Of course, if you want more details, Kunal is going to tell you about that. You're very right. It is the first stepping stone, which has been happened. We want to continue with this particular joint venture acquisition that we have. It is very difficult to get the approvals and all that. This company has all of that, and Kunal Bajaj will talk about that. If you don't have this vehicle, you cannot deliver the kind of target that we have for aerospace in about two and a half, three years, which is to go to about close to $1 billion+ per year for this. It's a very important step in the right direction. A lot of people were asking us what is it that we are going to see about aerospace and all that. Kunal, can you just very quickly talk about it without giving too much away on the strategy? Chirag is very keen on the strategy, but don't give the strategy away. Hi, Chirag. If you were part of the investor presentation last time, I think we talked about where our play would be in aerospace. We talked about detailed parts as an area where we want to play in aerostructure. I'll stop there. This acquisition fits very well into that strategy. It actually gives us a head start, as Chairman had just said. It's got 60+ qualifications and certifications. These are prerequisites to work in aerospace. The barriers to entry in aerospace are very high. With this, we are able to come in very quickly and help scale this business, which is what we want to do. The idea is to create a strong foundation, which CIM Tools gives us. Of course, we are looking at other organic and inorganic ways to build on top of this. There are other stuff that we're doing organically, in plastics, in thermoplastics, plastics which plays to the strength of Motherson. Of course, inorganically, we're looking to create more synergies around CIM Tools. Yeah. Thank you very much. Chirag. Oh, okay. Go ahead. No, sir. Please go ahead. Yeah. I think the key thing is that one thing that you should read in what Kunal just mentioned, the scalability of this company is not just in India. We're in 41, 42 countries globally. At least in 41 more countries, we can scale up this particular business because the CIM company has the capability to deliver it in different places. Please keep that in your imagination. It's not just an India story. I hope I'm clear in trying to explain to you this opportunity. Yeah. Thank you. Thank you very much. Just an housekeeping question, and it's probably, so both these acquisitions, this one and the Chinese JV which you have acquired, I presume the accounting of that Chinese JV would come as a share of associates, right? This is for Kunal, if probably he would be able to address. This company would be as a part of our subsidiary list. Is it the right way of looking at it? Yes, that is right. Kunal go ahead. The right way of looking at it. Yeah. Great. Thank you. Thank you very much, sir. Thanks. A reminder to the participants to ask a question, you must press star and one. The next question is from the line of Prashant Kothari from Pictet. Go ahead. Congratulations on this acquisition and you have poured into the aerospace business that we all are kind of waiting for. I just wanted to understand maybe the addressable opportunity for CIM itself and how should we think about that? Sorry to interrupt you. May I request you, Mr. Prashant, to please speak a little louder? Yeah. I just wanted to understand the addressable opportunity for CIM, just their own kind of business. How do you see that in terms of maybe more number of customers that you can reach to or maybe, as you mentioned, more number of geographies, and how would that help? Because these businesses usually have global supply chains, so I'm not sure I'm kind of understanding that proposition properly. Definitely, a lot more would be in public domain soon, but I think it is important to understand the opportunity of the company. It cannot be tomorrow morning, but it is an opportunity because we have plants in 277 facilities in 42 countries. I am just giving you the expanse of it. Is it going to happen tomorrow morning? Certainly not. The customers, one of the reasons why Motherson has been selected to look at this particular or take over this company, the fact is that we are globally applicable. That's the thing. Kunal, you can talk a little bit more. Kunal Bajaj, sorry. Yeah. Sure. In terms of the market size, Boeing and Airbus have just come out with what the addressable market is till 2040, and it's about a $9 trillion market based on 40,000 aircrafts. This is post-pandemic. We're not talking pre-pandemic numbers. We're talking post-pandemic numbers. 32,500 single-aisle aircrafts and 7,500 wide-body aircrafts. If you look at where CIM plays, CIM plays in materials and aerostructures, which is about 25% of that market. You're looking at about $2 trillion+ market size that CIM has an ability to play in. Will CIM get all of it? Probably not. I hope so, but probably not. The supply chain has changed. We said this again back last November that we are expecting the supply chain to dramatically change. That is exactly what has happened. A lot of the small companies, the weaker companies globally have backed up because of the pandemic. It's unfortunate. The ones that have survived have become stronger and bigger. The good companies who performed well, like CIM, are getting a lot more packages. Packages that are coming from, A, the companies that didn't exist, or that backed up, packages are moving to strategic low-cost countries like India. We are seeing a lot of pressure on American and European companies, the existing supply chains of Airbus and Boeing. There's a lot of pressure on them to start outsourcing or to partner with companies in countries like India. Of course, like Chairman said, right? That there is a whole synergy around this. Motherson is very strong in wiring harness and thermoplastics. When we start talking to our customers, they are interested in knowing about these solutions. One of the primes, as an example, one of the two primes, we have agreed with them on a thermoplastics package. This is the first time that this company, this prime will be giving a thermoplastic outside the United States. First time in the history of this company. Similarly, in wiring harnesses, again, one of the primes has reached out to us. They're looking to diversify from their two major suppliers in wiring harnesses. Now we are in discussions with them. All of this is connected. We have an opportunity to grow the machining and the aerostructures business and then bring the best of Motherson. Kunal. Kunal, wait. We're in a silent period here, so please. Focus on the acquisition. Let us focus on the acquisition and how that gets this. Let's not talk about outside the thing. Sorry, Kunal. Please take care of it. Okay. Thanks. All right. Okay. Thank you very much. Thank you. Ladies and gentlemen, to ask a question, please press star one. Participants who ask a question, please press star one. The next question is from the line of Nishit Jalan from Axis Capital. Please go ahead. Hi, sir. Thank you for the opportunity. Sir, I have two questions. Firstly, on CIM Tools, you have a big order book. Just wanted to understand what kind of capacity does CIM Tools have to execute this order, or we will need to make CapEx over the next couple of years. Secondly, on the Chinese acquisition, what I have understood is Ford and Isuzu will be the main customers on both passenger vehicle side and commercial vehicle side. Is that correct? We will have more OEMs to start with? Obviously, we can add more OEMs as we go, but to start with, we will have Ford and Isuzu as our two main customers, or do we have more customers as well? Thank you so much. Can we have the mirror first, Rajat? Yeah. To start with, yes, you're right. This is basically Jiangling Motors who has two JVs. One is this JV that they have with Isuzu, and then there is another JV which they have with Ford, in which CHANGAN Automobile also is a part of it. These are the two JVs which are then manufacturing LCVs and FCVs. Yes, these will be the customers to begin with. As I said, this opens up the door for us to get into commercial vehicles in the whole market. This is just the beginning, and I think as we go in and we bring in the technology that SMR has, we would then have the opportunity to get into a lot of other customers in the commercial vehicles. As I said earlier in the introduction, JMC is about 6.57% of the total market. There's still another 93% addressable market which is available for growth in the future. Yeah. Regarding CIM, Kunal, can we answer that please, about if there is a CapEx required or whatever and the growth? Yes. If you look at this year and next year, we have sufficient capacity to be able to address the order book. But looking at the bill rates, again, the guidance given by our customers, and our ambition, yes, we will have to invest in two years' time. We will need to put in CapEx. I can understand that probably you will be assessing the CapEx requirement and all. Any rough indication as to what kind of a broad range also is this? I just wanted to understand what kind of asset turns are there in this business, what kind of capacity in terms of revenue potential CIM already has, and what will be the broad range of CapEx that you would need to incur to take up this capacity? Kunal Malani, can you take this? Number one, I think the capacity that exists right now is capable of delivering at least 1.5x more. There seems to be enough headroom to begin with. Whatever additional that have to come in, mind that this is largely a machining business, you don't need to set up your machining outfits. The design engineering/IT related stuff is already embedded. The more machining you do, you end up actually leveraging the same, let's say, base R&D that exists. To that extent, the expansion CapEx required is much less. If I can put a guesstimate right now, it will be low-middle digits kind of CapEx to meet at least the existing order book that is there. A bit from my side to help you understand, Motherson is a manufacturer of cutting tools, and I think we can definitely add to their competence by increasing the productivity. We manufacture diamonds and CBN and many other different things. I don't know. I think we'll come to know as we get deeper into the company, we'll come to know. We are absolutely positive that this particular strength also is a big strength for CIM and other parts of Motherson, which increase the productivity dramatically. Okay. Thank you. Thank you so much. Thank you. The next question is from the line of Nishant Vass from ICICI Securities. Please go ahead. Yeah. Thanks for the opportunity. Congratulations on the acquisition. Just a quick question. Can you say what will be more profitable to profile at JV? Well, it's a positive cash flow business. That's what I can say. I think the synergies that we have with the rest of the SMR business and the know-how that we bring to the company, I think there is huge possibilities and improvements. There are also opportunities to vertically integrate the business more as we go in. As it stands today, they are sourcing most of their parts from outside, which is going to change as we step in. I see a huge opportunity there to increase the profitability as we go forward. Okay. Thanks for this. Second question is on the CIM Tools side. I think you briefly mentioned about the portion of vertical integration that you can do from a tool side. Can you give us a sense as to, you said that it's already doing 20%+ margin. What kind of vertical integration does this company have on the machining side? Do they build their own machines or they are still purchasing it from some external vendors in Germany or Japan? Something on that side, in terms of where it is on the capability side, because you also say that it's 25-year-old and a long history of relationships. I'm sure they will have some meaningful share of business with existing customers. Just trying to understand where the vertical integration level is and where you can push it forward. A great question, you must take into account that we are, at this moment, in the process of understanding where the synergies lie and things like that. I'm sure Kunal Bajaj is going to give you some inputs on that. Just remember that the capability of over 270+ facilities of Motherson will become extra huge advantage to CIM. We make our own machines, we make our own even the raw material supply. I mean, you name it, we do it ourselves. Cutting tools, et cetera, we are already doing it ourselves. A lot of things are happening, and I'm sure it's going to get better and better. Kunal, would you want to give a little bit of thing to them, but be careful about. I'll stick to the asset. Yeah. S tick to the asset. Yeah, in terms of vertical integration, as you may or may not know, there are a lot of processes that machine part has to go through in aerospace, they're very stringent processes. First of all, a lot of the machines are from Japan, they're Japanese machines doing aerospace work. They're new because the facilities are new. If you look at what they've created in SEZ, which is a few years ago, it's new state-of-the-art. The joint venture that there is with Lauak is also very recent. Again, the machines are state-of-the-art. Vertical integration, CIM, as we had mentioned in the brief, owns or has a subsidiary called ATPL. This is a surface treatment facility, which is very critical in the aerospace industry. Typically, what companies do is they machine then they outsource the treatment. In CIM's case, the treatment is done in-house. That allows CIM to control quality. It allows CIM to do on-time delivery, and the customer really appreciates that, which is why these are approved by both the primes. This creates a lot of synergies for the asset. Looking at this, there is room for more vertical integration, and as we get into the asset, we will look at how we get more vertically integrated. Kunal, if I can just ask a follow-up question here. With the primes, without putting the revenue number, I don't know if you're comfortable sharing that, but where do you think the share of business lies in the opportunity that's been playing at? You think that can dramatically change by obviously whatever you have highlighted from a global footprint standpoint, as well as getting into a larger business forward. Can that share of business dramatically improve across programs with the primes? I think so. That's the reason why we're doing this acquisition. We've got very positive feedback from the customer base, and they've welcomed this. We are expecting large packages to be given to their existing supply chain. We are sitting in a very good position to take advantage of that. The idea will always be to grow, right? We, as Motherson, are very excited to come into CIM at this part in their journey. I hope as investors you are too. Understood. Thanks a lot. Over to you. Thank you. The next question is from the line of Joseph George from IIFL. Please go ahead. Hi, thank you. Am I audible? Yeah. Thank you. First of all, congratulations on these acquisitions. I had couple of questions. One was an extension of what Prashant had asked earlier about the size of the opportunity. Of course, you gave out numbers running into trillions of dollars, that sounds good. If you specifically look at the components that the company makes, how big is the realistic opportunity size, maybe go globally. Can you give us some practical guidance with respect to the industry size instead of running into trillions of dollars? George, in all humility, our target for Motherson Group is INR 36 billion. Definitely the trillions won't get covered in that. It'll go much more than that. Kunal, both Kunal, if you can help Joseph George, then that'd be good. Definitely, really we're looking forward looking, so we don't want to be there. Just please understand our situation, but we are in a quiet period. As much as Kunal KM and KB, if you can help, great. Sure. George, sorry, I was trying to paint the full potential of the market size. Of course, for us it's a much smaller subset of that. I think the important thing to note is that we are in the beginning of a growth cycle in aerospace. Again, everything has to do with bill rates. The primes issue a bill rates to their supply chain, bases that bill rate that they give and the kind of components that a company does, we start prepping for it. The bill rates that they've given us, and they give us five year bill rates, in the current year it'll be month by month, they are very promising. The growth that they've given us is tremendous, and that is resulting in the packages that we have seen, which is resulting in the order book. What we want to do is work with our customer base to see if we can do more. That will be the endeavor. KM, I don't know if you want to add something. Yeah, look, the one other way to think about it is, when you also say the addressable market, the addressable market is significantly increasing. There is an overall market, but there is an important part of where is this production shifting. With the whole aircraft purchasing power coming, let's say eastwards, the production is also shifting towards the [ACCs], and that's where the interplay lies in terms of having a presence in here and then being able to, whether it's on an offset basis, whether it's on totally being able to supply these at better cost terms, is where part of that shift is expected to occur and then provide a much larger addressable base to play off from. Sure. Thank you. Okay, if I were to ask you a very specific question, as analysts we always grapple with the addressable market assessment. If I were to ask you a very specific question, in a regular aircraft, say A320, the value of components that this company makes, what will be the value on a per aircraft basis? If you can share that, we can do the rest of the assessment ourselves. Would that be possible? That's very granular, but, again, so that you understand it. Kunal KM, are you going to take this or are you going to leave it for Kunal Bajaj? I can give you a little bit of flavor around it. The reason why the addressable market is very large is because anything, for example, it does stuff on wings, doors, et cetera, which will all be metal products, which will all be machined. There are certain parts of these that they're doing now, but it's not to say that they don't have the capability of doing the other parts. The other parts to some extent has not come in as what KB was mentioning earlier in terms of larger packages, et cetera, which is where the shift is occurring towards the ACC construct in the current, let's say, supply chain rejig that is occurring now. That's why the addressable market is that large. From a capability, it's there to tap into. You would appreciate that these are often critical parts, which take some time for the customers to get comfortable with, take some time for customers to feel that you can provide the same quality, et cetera, consistently, which is what we like about CIM. Clearly the objective would be to try to get larger and larger packages. KB, do you want to add? No, I think you've covered it. Sure. Thank Thank you. I think, just take the example of what Motherson did with the automotive side of things. When we started off, we started off with a simple wiring harnesses, and then today we are making over 20,000 components for the automotive industry. Really sky's the limit. I think, if you appreciate the level of involvement, is that the customer has asked us to take over this particular thing. It has been facilitated together with the customer. You can read into that, you can take advantage of that, just to get an imagination of where we will be. Very difficult to quantify it at today's date. Sure. Thank you, sir. The second question that I had was with respect to how the aerospace big targets that you have with respect to revenues that fit into the INR 33 billion number, et cetera, will be structured. The direct question there is, will a large part of the aerospace business? INR 36 billion, not INR 33 billion. Motherson very clear, it is INR 36 billion. It's in our annual report. Yeah. What were you asking? Yeah, sorry. I thought I said INR 36 billion. The question that I had was, the non-auto piece, which includes aerospace, I think the target for that was INR 9 billion. I'm guessing that aerospace would be a big chunk of that INR 9 billion. In that context, the growth that you're targeting in the aerospace business, which is captured in this big addressable market that you talked about, will most of that be captured through this entity, or is there an option for you to make similar products outside this entity? In a sense, the question is, does this 55% stake restrict you from making similar products outside this entity? No. We have cleared this thing. We are not going to stop because of this acquisition. Definitely, this and multiple other things are happening all across the world, but we are not at liberty to talk about that just now. All we can say is just watch this space, and this is a very important acquisition that we are doing because it tells you how serious we are about what we are talking. Rest, I would leave it, we have 1 November 2022, we are going to come back to all of you in the mid-point report we are going to give you, and I think you will get much more clear at that time also. This is not the only one, and it does not restrict us from doing whatever we want to do across the world. Understood, sir. Thank you. Thank you. The next question is from the line of Jinesh Gandhi from Motilal Oswal Financial Services. Please go ahead. Mr. Jinesh, please go ahead with your question. Yeah. Can you hear me? Yeah. Yes. Yes, sir. My first question pertains to CIM. The $200 million order book which you're talking of, is that based on five year build rate which we have, or based on the longer build rate? Kunal Bajaj? Yeah. The guidance that we again get from the primes is on five year build rates. That's how they give their guidance. Okay. Second question from CIM perspective is the new products which we can do based on the material technology they have. What could be the validation cycle for that and from day zero to actual commercialization, would it take what, about three to four years or what's your indication on that? Thanks. The answer is it depends on what exactly are they doing. The core is machining. They've got the certifications, they've got the qualifications. They're doing a broad variety of different specialty metals. It's not just aluminum. We don't think there are additional qualifications with our certifications they already have. Those stay. Yes, if we are looking to vertically integrate even more, then yes, we will require qualifications and certifications for that. A typical certification takes three to six months. If you are an old hand at it, then three months, if new hand, 6-12 months. Then qualifications is something you work with the OEMs to get qualified. Qualification can take anywhere from 10 days to two months, depending on the OEM's availability. There's a lot of preference given to existing suppliers, so that reason is in a good position. Right. For a new component, the validation of component could be longer gestation period, right? Again, I said it depends on the component, right? If you already have done similar components and played with that kind of metal before, then the cycle time is much shorter than if you do something that's very different. Okay, got it. Thanks a lot. Thank you. The next question is from the line of Mythili Balakrishnan from Alchemy Capital. Please go ahead. Hi. Thanks for taking my question. I'm wondering if you can speak to a little bit on CIM. What's the kind of customer concentration that we have? Are we equally exposed to both the big guys, or is there a higher exposure towards one or the other? Huh? I'm sorry, there's some background noise, so I didn't catch that question very clearly. Sure. I'll try again. I was wondering what kind of customer concentration that we have at CIM. Do we have more exposure to one of the big guys, both, or is it between the two also? Kunal you got it. It's about concentration of clients, I think. She wants to know more about the customer spread. Sure. Hello. Yeah. I got your question. I got it. No. They have a diversified customer base. As you know, there are two clients. One is American, one is European. They are working equally with them either directly or indirectly through the Tier 1 OEMs. It's a good mix, it's diversified, and there's an opportunity to grow that even further. Got it. In terms of are we a Tier 1 as far as both the suppliers are concerned, as the European and the American side of things? We are a Tier 1 and a Tier 2, both. Got it. Also wanted a clarity on the Chinese acquisition. Could you help me understand whether it was also customer-led or was it driven by our own sort of going after this particular piece of the business? Also could you sort of help me understand the synergies which are there with our existing business in China? Yeah, I think it's a mix of both. Obviously, the current MEKRA Lang, wanted an exit. Our partner in China, that is NBHX, also has a very good relationship with this group, Jiangling Motors. We already have two other JVs with them. There was, of course, a discussion with them as well, and Jiangling was very happy that SMR can step in. Yeah, it is going to be a very good partnership going forward because we have good experience with Jiangling already for last many, many years. Got it. In terms of our own presence in China, does it also include an existing major facility we can sort of maybe build on further synergies or nothing as such? Yeah. We already have five other facilities in China. Got it. Yes, definitely there's going to be a lot of synergy. As I said, there is a huge scope of increasing vertical integration. There is engineering setup that we have, which can help this new company to scale up in terms of technology that we can offer to the customer. There is going to be synergy in all aspects of the business. Also, where the plant was just. Yeah. You were not there in that [summer]. That is right. That also is a both way. That's right. Even the manufacturing footprint, if you see, we are there in the Shanghai area and we are also in the northern Beijing area. We are also in Central China, in Chongqing area, but we are not there in south and southeast. This is in southeast, which then also augments our footprint. As you know, China is a very large country. We have to cover that with new plants. This also then complements our existing footprint. Got it. My last question in terms is CapEx indication that you had given for CIM, and I didn't understand. You said something like a low middle digit CapEx. I'm sorry, what does that mean exactly? Sorry, low double digit CapEx. Like INR 100 crore, INR 200 crore type? Low double digit. Sub INR 100 crore. Okay. Something like that. Okay. Thanks a lot. Thanks. Thank you. The next question is from the line of Arvind Sharma from Citi. Please go ahead. Good evening, sir. A question on CIM. Within the enterprise value, what will be the cash outflow for CIM out of this INR 4 billion? CIM. Sorry, what do you mean by cash outflow? What is the total acquisition price? Sorry. The enterprise value would also have some debt built into it, right? If you could give some idea on the debt which will be there. The debt, there are obviously things to be done between signing and closing, some of that will be a little moving number. It will lie somewhere in that INR 150 crore-INR 175 crore at an estimate level. It obviously depends how the closing situation looks like. Got it. Thank you, sir. That's all from my side. Thank you. Thank you. Ladies and gentlemen, this was the last question for the day. I would now like to hand the conference over to Mr. VC Sehgal for closing comments. Thank you very much. Ladies and gentlemen, these are COVID times, and hence acquisitions are not easy. Our teams take a lot of pride that they remain safe and yet cover up these particular acquisitions in as much details as they can. Thank you very much, and I hope you guys stay safe and healthy, and catch up with me soon, probably at the next acquisition. I don't know. Thank you all very much. Bye-bye. Thank you. On behalf of Motherson Sumi Systems Limited, that concludes this conference. Thank you for joining us, and you may now disconnect your telephone.