I. Industry structure and development:
Growing demand for edible oil and rapid growth and expansion in the food sector is
expected to enhance the growth of the edible oil market. Also, the emerging application of
corn oil in industries is projected to provide immense market opportunities in the
upcoming period. Canola oil is a healthier and cheaper alternative to olive oil because of
its lowest fat content, around 6 percent among all other type of edible oils. As a result
of various benefits of edible oil, an increase in the demand for this oil ultimately
drives the market growth.
The edible oils market is expected to reach USD 190.88 billion by 2030, which is USD
102.37 billion in 2022, registering a CAGR of 8.10% during the forecast period of 2023 to
2030. In addition to the insights on market scenarios such as market value, growth rate,
segmentation, geographical coverage, and major players.
II. Strengths/Opportunities:
a. A well-established supplier in the edible oil segment, in operation and
manufacturing a diverse range of edible oils covering refined castor oil, rice bran oil,
palm oil, cottonseed oil, groundnut oil and other vegetable oils.
b. The promoters are having more than a decade of experience in the business of edible
as well as non-edible oils.
c. The Company has its extensive marketing and distribution network which reaches out
the customers in India.
d. The Companys focus is on Healthy edible oils which include rice bran oil and
vegetable oil as they are more preferred with increasing health consciousness in the
country edible oil segment is growing at a CAGR of 10% to 15% and as such health friendly
oils are growing at a CAGR of over 20% in India. This creates a big opportunity for the
company to make its existing local brands popular on a national scale.
III. Weaknesses / Risks and concern:
? Business Risk:
The Edible Oil Industry is exposed to significant threats that arise because of price
volatilities, regulatory uncertainties and raw material availability concerns. It also
faces stiff challenges in marketing its products since there is little product
differentiation, and assured off-take or long-term contracts are few and far between. The
industry also has a high credit risk, which arises from its widespread debtor base and the
trading nature of Its operations. Solvent extraction units face huge raw material
availability risks since oilseed imports are minimal and largely restricted. Hence, the
domestic extraction industry has to depend solely on the domestic crop, which, in turn,
depends on monsoons, crop yields, and area under cultivation, minimum support prices and
other financial incentives announced by the government. Apart from its highly seasonal
nature, oilseed production fluctuates widely because of these variables. Moreover, nearly
35 percent of domestic oil consumption is dependent on imports. Hence, global
demand-supply dynamics too have a key bearing on domestic realizations with domestic
prices increasingly aligning themselves to international ones. Since international oil
prices continue to exhibit highly volatile patterns, they affect domestic players.
Although the industry offers a natural hedge to some extent since input and output prices
are correlated, any adverse movement in prices could make the business unviable because of
the industry is extremely thin bottom-line. The domestic Edible Oil Industry also faces
significant regulatory risks as evident in the Governments increasing interventions
through frequent changes in customs and excise duty structures and international
trade-related regulations (import and export restrictions). These changes have a
far-reaching impact on players since the consumers high price sensitivity leads to shifts
in the demand pattern among various edible oils. As a result, one oil category often
expands at the cost of another. ? Government Policies:
The policies announced by the Government have been progressive and are expected to
remain likewise in future, and have generally taken an equitable view towards various
stakeholders, including domestic farmers, industry, consumers etc. Government policies
play an important role in the businesses of your Company.
? Risk Mitigation Practices
Availability Risk:
Industry players maintain adequate stocks to achieve optimal capacity utilization
during the offseason, making their operations highly working capital-intensive and raising
stockholding costs. This practice also increases price risk to some extent, since the
industry could face volatility between the procurement of the inputs and the sale of the
outputs, impacting margins. Companies also prefer to be located close to raw material
sources.
? Price Risk:
Companies use risk mitigation tools such as agro-commodity futures to manage price
risk. Globally, commodity exchanges like the Chicago Board of Trade (CBOT) have
significantly higher volumes than the equity exchanges in the country, but domestic
exchanges have low volumes and have traditionally been technologically inferior to their
international counterparts. Nationwide commodity exchanges have come up recently such as
the National Commodity and Derivatives Exchange (NCDEX) and Multi-Commodity Exchange
(MCX), which are trying to match international standards of connectivity and scalability.
Nevertheless, a significant proportion of domestic players still do not hedge their
positions, leading to high volatility in margins. Companies also use forward currency
covers for imports and exports to hedge against currency risks. Besides, big players are
looking at branding and retailing of edible oils since this offers higher realizations and
greater pricing flexibility than bulk oils. This, however, entails considerable
investments in a marketing and distribution network and requires a reasonable size of
operation, which small-unorganized players may not possess.
? Regulatory Risk:
Some of the Edible Oil players are diversifying their operations across more than one
oil category to insulate themselves from any demand substitution due to relative duty
changes. Also, some companies have set up import-based refining plants in areas that offer
tax breaks such as Kandla Port in Gujarat to save on customs duty, apart from enjoying
cost economies because of their proximity to the input source.
? Credit Risk:
On an average, players provide a credit period of 2 to 4 weeks. While this is specific
to a players internal credit policy, a high debtor turnover is desirable. Additional
incentives such as cash discounts are also a common feature in the business. Companies
also enter into letter of credit-based contracts for exports of DOC and other products.
? Risk Management Policy:
The Company, by adopting a Risk Management Policy, has ensured the awareness of its
standards for risk taking while conducting business. The aim of this policy is not to
eliminate risk. It is to assist personnel to manage the risks involved in all activities
to maximize opportunities and minimize adverse consequences.
IV. Outlook:
The Russia-Ukraine war has had an immense impact on the edible oil market and once
again highlighted Indias vulnerability to the global edible market vagaries. Even before
the war, global vegetable oil supplies had tightened due to a drought in South America
which resulted in the reduction of soybean yield.
Malaysias palm production, too, declined due to the impacts of Typhoon Rai in December
2021. Drought-impacted Canadian rapeseed production for 2021-22 declined 35 per cent from
the previous year.
The India edible oil market size reached 24.3 Million Tons in 2022. Looking forward,
IMARC Group expects the market to reach 26.7 Million Tons by 2028, exhibiting a growth
rate (CAGR) of 1.55% during 2023-2028. India currently represents the worlds largest
importer of edible oil in the world.
Imports:
Indias average monthly edible oil imports in the 2021/22 marketing year were 1.17
million tonnes, trade body Solvent Extractors Association of India (SEA) said. In June,
India imported 1.3 million tonnes of edible oils.
V. Internal Control System and its Adequacy:
DIL has well-established processes and clearly-defined roles and responsibilities for
people at various levels. This, coupled with adequate internal information systems
embedded in business automation software, ensures proper information flow for the
decision-making process. Adherence to these processes is ensured through frequent internal
audits. The Executive Committees monitors business operations through regular reviews of
performance vis-a-vis budgets. An extensive program of internal audit conducted by the
internal audit team, reviewed by the Audit Committee, and requisite guidelines and
procedures augment the internal controls. The internal control system is designed to
ensure that financial and other records are reliable for preparing financial statements
and other information. These procedures ensure that all transactions are properly reported
and classified in the financial records.
VI. Financial Performance with respect to operational Performance:
During the year under review, the management concentrated on the optimum utilization of
working capital resources and better financial management along with debtors as it could
save interest costs. However, non-availability of raw-materials timely affected the
margins severely. The Company continues to concentrate on better working capital
management as other overheads could not be controlled.
VII. Human Relations and Industry Relations:
The Company continued to make significant progress on strengthening HR Processes and
Practices to build organization for current as well as future sustainability during the
year. The Company focuses on providing individual development and growth in a professional
work culture that ensures high performance. The Company has concentrated on enhancing
capability of employees that ultimately helps achieving better standards of operations.
The Company organizes various Seminars for the up gradation of Employees. Moreover, to
enhance the skills of Employees various Training programs are also arranged by the Company
VIII. Ratio Analysis:
During the year under review, there have been no significant changes in the key
financial ratios in comparison with FY 2022-23.
IX. Cautionary Statement
Some of the statements contained in this report related to objectives, outlook and
expectations may be ‘forward looking statements within the meaning of applicable
laws and regulations. Actual results may differ from those expressed or implied. Factors
that could make significant difference to the Companys operations including economic
developments, government regulations, patent and tax laws and related factors.
The company assumes no responsibility to publicly amend, modify or revise any
forward-looking statements, on the basis of any subsequent developments, information or
events.
|
By order of the Board of Directors |
|
For DILIGENT INDUSTRIES LIMITED |
| Place: Denduluru |
|
| Date: 07.09.2023 |
|
|
Bhanu Prakash Vankineni |
|
Managing Director |
|
DIN: 00919910 |
|
Sd/- |
|
Phani Anupama Vankineni |
|
Director |
+91-9892691696
