Raymond Lifestyle Limited reported its highest-ever quarterly revenue of INR 1,883 crores in Q3 FY26, with EBITDA growing 23% YoY to INR 271 crores and margins expanding to 14.4%. For the nine-month period, revenue grew 9% to INR 5,223 crores, and EBITDA increased 18% to INR 652 crores. The company highlighted strong domestic demand, particularly from Tier 2 and Tier 3 markets, and strategic investments in brand building, product innovation, and retail rationalization. Despite global headwinds and US tariff uncertainty impacting the garmenting segment, the company is diversifying its export markets and focusing on cost rationalization.
vs Q4 FY26
Notable Quotes from the Call
Most Confident Moment
Raymond Lifestyle today is not just participating in India's consumption growth, we are shaping it and strong brands, premium products and disciplined execution, and a clear path to long-term value creation.
Least Confident Moment
And it would take another two years to really see a decent growth in this ethnix business.
| Metric | Value | YoY |
|---|---|---|
| Revenue | ₹1.9K Cr | — |
| EBITDA | ₹271 Cr | +23.0% YoY |
| EBITDA Margin | 14.4% | — |
| 9M Revenue | ₹5.2K Cr | +9.0% YoY |
| 9M EBITDA | ₹652 Cr | +18.0% YoY |
| 9M EBITDA Margin | 12.5% | — |
| Metric | Latest | Trend |
|---|---|---|
| Revenue(crores) | 1883 | |
| EBITDA(crores) | 271 | |
| EBITDA Margin | 14.4% | |
| Net Cash(crores) | 90 | |
| Net Working Capital Days(days) | 105 | |
| Net Debt(crores) | 15 |
| Category | Target | Priority |
|---|---|---|
| Environmental | Reduction in Scope 1 & 2 GHG emissions→15% | High |
| Environmental | Renewable energy mix→25% | High |
| Environmental | Waste management→Zero waste to landfill | High |
| Environmental | Water discharge→Zero liquid discharge | High |
| Working Capital | Working capital reduction→— | Medium |
| Garmenting Capacity | Revenue generation from current capacity→50% more revenue | Medium |
| Online Sales | Online revenue contribution→>10% | Medium |
| Ethnics Segment Growth | Decent growth→— | Medium |
| Store Rationalization | Completion of rationalization→— | Medium |
| Severity | Risk |
|---|---|
high | Global headwinds and US tariff uncertainty impacting garmenting performance. US tariffs of 50% create a disadvantage compared to other countries with 20-25% tariffs, leading to lack of volume and gross margin in garmenting exports. Management |
medium | Input cost volatility, specifically nearly 25% increase in wool prices and Australian currency appreciation. This has a huge negative impact, though margins remained resilient due to product mix, pricing discipline, and cost control. Management |
medium | Slow conversion of FTA announcements (like UK FTA) into actual volume. While FTAs create positive sentiment, it takes 12-24 months for new customers/orders to convert into significant volume. Management |
medium | Difficulty in fully substituting large US orders with smaller European/Japanese orders. European orders are much smaller than typical US orders (5,000-10,000 pieces vs 40,000-50,000 pieces), making complete substitution challenging. Management |
Raymond Lifestyle Limited reported its highest-ever quarterly revenue of INR 1,883 crores in Q3 FY26, with EBITDA growing 23% year-on-year to INR 271 crores. The EBITDA margin expanded from 12.3% to 14.4%. For the nine-month period, revenue increased 9% to INR 5,223 crores, and EBITDA grew 18% to INR 652 crores, with margins improving from 11.6% to 12.5%. This performance was attributed to strong volume growth in textiles and apparel, margin expansion through premiumization, and operating leverage from higher capacity utilization, supported by robust domestic demand and the festive/wedding season.
The company is actively pursuing premiumization and product innovation to cater to evolving consumer preferences. New techno-series fabrics offering stretch, wrinkle-resistant, and stain-resistant features were launched, alongside distinctive brands like Spectra and Royal Soft with 100 shades. The super-premium suiting portfolio was strengthened with collections like Regio Italia and Super Luxe. Ethnics and premium casuals are also strategic focus areas, with the company adapting to casualization trends by offering fusion wear that blends comfort and craftsmanship.
The garmenting segment's performance was impacted by global headwinds🌐, particularly the 50% US tariffs, which put Indian exports at a disadvantage compared to countries with 20-25% tariffs. This led to a lack of volume and gross margin, offsetting benefits from currency depreciation. Management is proactively reducing dependency on the US market (from 50% to 35% of exports), diversifying to UK, Europe, and Asia-Pacific, and shifting to higher value-added finished apparel. The India-EU FTA is seen as a structural positive, though conversion to volume takes time.
Raymond Lifestyle is implementing a calibrated retail expansion strategy, differentiating store formats for Tier-2 and Tier-3 markets with asset-light franchise models. Concurrently, the company is rationalizing its network by exiting low-performing stores, having shut many unprofitable outlets. Further rationalization is expected in the next six months, after which careful store expansion will resume, aiming for stores to become profitable within 36-42 months. The company currently operates over 1,500-1,600 stores across various formats, including 1,700+ MBOs and 1,600+ LFS doors, ensuring broad distribution reach.
Management emphasized significant investment in brand building and product innovation for its branded apparel segment (including Colorplus and Park Avenue), acknowledging a short-term hit on margins. This is viewed as a strategic, long-term investment to drive higher revenue and profitability growth. Additionally, the company is strengthening back-end capabilities through analytics, supply chain systems, store-level inventory planning, and auto-replenishment to improve responsiveness and efficiency.
The company maintains a strong balance sheet with net debt effectively at INR 15 crores and net operating cash at INR 155 crores. Working capital investment is attributed to growth initiatives rather than stress. Raymond Lifestyle also highlighted its commitment to ESG, operating with 100% independent directors for strong governance. Environmental targets for 2030 include a 15% reduction in Scope 1 & 2 GHG emissions, 25% renewable energy mix, and zero waste to landfill and zero liquid discharge.