Timken India Limited is an India-based company, which is engaged in engineered bearings and industrial motion products. The Company is in the manufacture, distribution and sale of anti-friction bearings, primarily tapered roller bearings, other roller bearings, components, accessories, and mechanical power transmission products for a diverse customer base. It also provides maintenance contract and refurbishment services. The Company's manufacturing plants are located at Jamshedpur in Jharkhand & Bharuch in Gujarat and distribution centers are located in various parts of the country. Industrial motion products include augers, automatic lubrication systems, belts, brakes and clutches, chain, couplings & universal joints, gear drives / transmissions, linear motion, lubrication and lubrication systems, Timken maintenance tools, gearboxes overhaul, motor repair services, and up tower wind services. It offers various brands, such as Timken, Beka, Cone Drive, Diamond Drives and others.
Timken India Financial Highlights
- Revenue: Timken India reported revenue of ₹3,508.09 crore in FY26 vs ₹3,248.16 crore in FY25. It showed an increase of 8.00% on a yearly basis.
- Operating Profit: Timken India reported an operating profit of ₹552.63 crore in FY26 vs ₹572.68 crore in FY25. It showed a decrease of 3.50% on a year-on-year basis.
- Net Profit: Timken India reported a net profit of ₹414.89 crore in FY26 vs ₹462.19 crore in FY25. It showed a decrease of 10.23% on a yearly basis.
Timken India Quarterly Result Highlights
- Timken India reported revenue of ₹1,090.65 crore in Mar 2026, compared with ₹786.82 crore in Dec 2025, representing an increase of 38.61% on a quarter-on-quarter (QoQ) basis.
- Timken India reported an operating profit of ₹212.03 crore in Mar 2026, compared with ₹78.24 crore in Dec 2025, representing an increase of 171.00% on a quarter-on-quarter (QoQ) basis.
- Timken India reported a profit of ₹158.31 crore in Mar 2026, compared with ₹54.56 crore in Dec 2025, reflecting an increase of 190.16% on a QoQ basis.
