Economic Overview
Global Economy1
The global economy continues to navigate a dynamic landscape, marked by both challenges and promising opportunities. Despite weathering a confluence of economic headwinds such as supply chain disruptions, geopolitical uncertainties, increasing protectionism, and inflationary pressures, the global economy demonstrated remarkable resilience, with an estimated growth rate of 3.3% in CY 2024. While advanced economies registered a growth rate of 1.8% and Emerging Markets and Developing Economies (EMDEs) achieved a more robust growth rate of 4.3% in CY 2024.
Despite slower than anticipated growth in China and persistent challenges to manufacturing and goods exports in Europe, the US economy, in stark contrast, maintained its robust performance, driven by strong consumer spending.
A decrease in global inflation from 6.6% in CY 2023 to 5.7% in CY 2024 contributed to price stabilisation and stimulated economic activity. This decline was facilitated by the timely monetary policies by central banks worldwide, the resolution of supply chain bottlenecks and strong consumer demand.
Looking ahead, global economic growth is projected to reach 2.8% in CY 2025 and 3.0% in CY 2026. While emerging markets are expected to sustain their momentum in CY 2025, advanced economies may record a mild degrowth to 1.4%. Further, global inflation is expected to decline to 4.3% in CY 2025 and 3.6% in CY 2026, improving household purchasing power. It is also anticipated that advanced economies are set to reach inflation targets sooner than EMDEs. Despite geopolitical uncertainties, continued Government investments, prudent fiscal policies and robust consumer activity are expected to lead to a more balanced global economic outlook.
Indian Economy
India has firmly established itself as the worlds fastest-growing major economy, with an estimated Gross Domestic Product (GDP) growth of 6.5% for FY 2024-25.2 According to IMF, Indias current per capita income has doubled to USD 2,880 from USD 1,438 in FY 2013-14. This rapid expansion is fuelled by strategic Government initiatives, robust capital expenditure and increased exports in high-value sectors, including pharmaceuticals, electronics, semiconductors and defence equipment.
Inflation has declined from 5.4% in FY 2023-24 to 4.6% in FY 2024-25, resulting in a more stable economic environment and improved consumer sentiment.3 Government supported structural reforms, deregulation efforts and substantial infrastructure investments have significantly created a conducive environment for businesses.
With sustained investments in critical sectors such as agriculture, healthcare, infrastructure and education, coupled with prudent fiscal management and sound monetary policies, India is set to maintain its impressive growth trajectory in the coming years.
Indias GDP is projected to grow between 6.3% and 6.8% in FY 2025-26, supported by healthy rabi prospects and an expected recovery in industrial activity.4 Further, this positive outlook is driven by strategic measures and reforms outlined in Indias FY 2025-26 Union Budget. Recognising the agriculture sector as the ‘First Engine of Development?, the Government is focused on strengthening it through initiatives aimed at achieving self-reliance in pulses, boosting cotton productivity, launching a National Mission on High-Yielding Seeds, implementing a comprehensive program to improve the fruits and vegetables value chain, enhancing credit access, and building rural prosperity5.
With the Government hiking income tax rebate and implementing a 25-basis point cut6 & 7 in repo rate, it is expected to increase disposable income and consumer spending. As structural challenges are systematically addressed and the ease of doing business improves, India?s economic landscape will become increasingly suitable for investments, ensuring long-term stability and prosperity.
Agriculture Sector Overview
Global Agriculture
Globally, the agriculture sector, including forestry and fishing, contributes 4.1% to global GDP as of CY 2023, with notable regional variations.
CY 2025 was a mixed year for global agriculture, marked by unfavourable weather conditions, economic pressures, and shifting crop dynamics. Lower maize planting in the US and Brazil, erratic monsoons in India, and extreme weather in Europe, Australia, and China have disrupted agricultural productivity. Additionally, droughts in southern Brazil delayed soybean harvests, while poor weather in Russia necessitated significant replanting. These global dynamics highlight the industry?s need for innovation, adaptability, and sustainable practices to ensure food security and resilience.
Domestic Agriculture
The agriculture sector in India contributes around 15% to GDP while supporting nearly 42% of the population, playing a crucial role in the country?s economy.
In FY 2024-25, the Indian agriculture sector witnessed a strong recovery, demonstrating resilience amid evolving challenges and opportunities. Favourable monsoon conditions supported record foodgrain production, estimated at 164.7 million tonnes during the kharif season, while rabi sowing maintained steady growth across 55.88 million hectares. This contributed to a projected 3.5%-4% agricultural GDP growth, up from 1.4% in the previous year.
However, weather irregularities persisted, with erratic rainfall, localised droughts and cyclones affecting some regions. Anticipated heatwaves before the harvest posed risks to wheat yields.
Despite these challenges, the agriculture sector remains a promising sector. The Union Budget 2025 lays a strong foundation for long-term resilience, with a focus on rural empowerment. It announces a mission to achieve self-reliance in pulses, promote cotton productivity, and extend the Kisan Credit Card loan limit to _ 5 lakh. The Prime Minister Dhan Dhanya Krishi Yojana aims to transform 100 agricultural districts.
Agricultural Exports
In FY 2024-25, India?s agriculture exports grew by 6.5% year-over-year, reaching $37.5 billion by December 2024. Key drivers included strong demand for basmati and non-basmati rice, spices, fruits, vegetables, and millet, supported by global market trends and Government policies. However, export restrictions on staple crops like wheat, sugar, and select rice varieties were imposed to manage domestic food inflation and ensure availability.
Mega Trends in Agriculture Sector
The agriculture sector is undergoing transformative changes driven by innovation, sustainability, and adaptability to challenges such as climate change, resource scarcity, and shifting food preferences. With a growing global population and limited scope for expanding arable land, advanced solutions such as precision farming, Internet of Things (IoT), Artificial Intelligence (AI) and automation are becoming increasingly critical—driving the digital agriculture markets projected CAGR of approximately 9.17% between 2025 and 2030. Emerging markets like India and Brazil are spearheading these advancements, leveraging modern farming practices and strong Government support. Farmers are diversifying into high-value crops, organic produce, and exotic varieties to meet rising domestic and export demands.
Digital based AgriTech solutions are offering online tools for farm inputs, weather forecasting, and pest predictions, empowering farmers with data-driven decision-making. Sustainable practices, including organic farming, water conservation, biofertilisers, and regenerative farming, are mitigating environmental impacts and enhancing soil health. Digital penetration in rural areas is transforming agriculture through increased access to digital payments, crop insurance, and agricultural credit. Additionally, changing food habits and urbanisation, along with a growing female workforce, are driving demand for frozen and processed foods.Byadoptingadigitalecosystem,promotingbiologicalinputs, and focusing on climate-resilient crops, the industry is addressing productivity, sustainability, and food security challenges.
Agrochemical and biotech innovations, coupled with Government subsidies supporting ~50% of sustainability efforts, underscore agriculture?s transition towards greener solutions and smarter farming practices.
Agriculture is a primary sector, and the above trends and factors collectively bode well for its growth. Rallis is optimistic and committed to adapting to evolving Agriculture sector dynamics. Its diversified portfolio of crop protection, Soil & Plant Health, and hybrid seeds, combined with an extensive market reach, is designed to address the emerging needs of the farming community. The Company is embracing digital transformation to enhance operational efficiency, customer experience, and market accessibility. By leveraging a digital ecosystem, Rallis aims to revitalise customer-centricity with greater transparency and improved engagement. Additionally, the Company focusses on sustainability by prioritising environment friendly products such as biologicals and greener chemistry, while developing climate-resilient crop traits to support long-term agricultural growth and resilience.
Market Overview
Global Agrochemical Market
After two successive years of flat/negative growth in global crop protection market, the global market outlook is expected to improve marginally and gradually during the next year. While the Company expects continued price and margin pressures particularly for generic products, volume growth is projected especially during the during the second half of the next year. This volume growth is expected to be driven by good demand outlook (based on improved weather conditions and cropping area in key crops & markets) and normalisation of inventory levels. However, significant uncertainties regarding the market outlook persists due to several factors including any changes in trade policies and shifts in supply chain.
Furthermore, adverse weather conditions have significantly impacted agricultural output in key regions, including winter cereal losses in Europe, hot and dry conditions in Australia and China, and poor weather in Russia requiring extensive replanting. Brazil faced delayed soybean harvests in its southern regions, while maize acreage in the US and Brazil also declined.
Segment-specific trends reveal that the herbicides market is heavily affected by low prices for widely used products such as Glyphosate and Glufosinate, while insecticides have seen mixed results with low pest pressure in India but higher pest pressure in China, Brazil and Argentina. Fungicides have struggled due to dry conditions in Brazil and unfavorable weather in Europe?s cereal-producing regions.
Overall, the global agrochemical market in CY 2025 reflects the combined impact of pricing challenges, high inventories, unfavorable farm economics, and adverse weather conditions. On a depressed base, the market is expected to gradually show signs of recovery. While short-term pressures persist, the industry?s focus on biological products, sustainable practices, and precision agriculture tools offers opportunities for long-term recovery and growth.
Domestic Agrochemical Market
Domestically, India?s low agrochemical consumption (0.4 kg/ha vs. the global average of 2.6 kg/ha) offers immense growth potential, with the market valued at _ 40,000 crore. With the advancement of economy, there is scarcity of agricultural labour, which is prompting farmers to use herbicides as the cost-effective alternate to high cost manual weeding. In the FY 2024-25 domestic agrochemical industry is likely to recover to post a better growth over FY 2023-24. The growth figures would have been higher but some crops that are amongst the higher consumers of agrochemicals, like cotton (down almost 10%) and chilli declined in acreage due to poor crop economics. The greater demand for herbicides was offset by poor fungicide demand during the Rabi season as night temperatures stayed higher than normal and the crops remained disease free.
In FY 2024-25, the Indian agrochemical sector experienced demand recovery due to broadly favourable monsoon conditions, driving a projected volume growth of +5%. However, lower agrochemical prices limited revenue growth. The industry widely utilises over 400 formulations in crop protection agrochemicals. Introduction of combination product formulations is a trend. However, new active ingredients always have prioritised acceptance.
Insecticides
Insecticides are the chemical substances used to kill insect pests that cause economic damage to the crops. Overall the insecticides segment has estimated a de-growth of 3% this year. FY 2024-25 was not good for industry, as erratic rainfall and low pest incidence caused loss of 2-3 sprays. During Rabi season, lower chilli commodity prices caused farmers to refrain from using premium products.
Herbicides
Herbicides are used to kill or control unwanted plants that compete with the main crop. Overall the Herbicides segment has estimated growth of 5% - 6% this year. A drop in cotton crop acreage, along with erratic rainfall and a cyclone, affected herbicide spraying. Additionally, price pressure had a negative impact on herbicide sales.
Fungicides
Fungicides are the chemical substances, that specifically kill or inhibit the growth of fungi and their spores, which grow on the crop. Overall the fungicides segment has estimated growth of 2% - 3% this year. During the year, Fungicides sprays in paddy were skipped due to continuous rains in Kharif. Poor market sentiment in chilli, driven by low production prices, significantly impacted fungicide consumption in the crop.
Soil & Plant Health
Regenerative agriculture is essential for promoting sustainability by restoring soil health, enhancing biodiversity, and improving water retention. The Indian Soil & Plant Health market is divided into bulk and non-bulk fertilizer segments. The non-bulk segment, valued at _12,000 crore in FY 2024-25, includes specialty products like bio-fertilisers, biostimulants, and micronutrients, which are gaining traction among farmers for improving productivity and addressing abiotic stress caused by erratic weather. Biologicals, such as neem-based bio-pesticides and microbial solutions, are driving sustainability by reducing reliance on synthetic chemicals and meeting consumer demand for organic produce.
However, increasing farmer awareness, rising demand for quality agriculture produce, high value crops, precision agriculture, technology adoption and Government programmes are accelerating the adoption of Soil & Plant Health, sustainable agricultural practices across India.
Domestic Seeds
Seed is a fundamental input for agriculture, and seed technology has the potential to address agricultural challenges, including climate change. The approximate value of organised domestic seeds market is _16,000 crore. In FY 2024-25, the Indian seed industry remained nearly flat. This is attributed to the reduction in seed markets of Cotton, Bajra and Mustard. Year 2024 was the year of the seed shortage. The industry continued to grapple with seed productionissuesstemmingfromintensecompetition.Additionally, unseasonal rains further impacted production costs and seed availability. However, the Indian seed industry is poised for steady growth, driven by increasing food demand, tech innovation, climate resilience requirements, changing cropping patterns, increased farmer awareness of special seed traits, favourable Government initiatives and private investments. Companies focusing on agililty, innovation, sustainability and farmer-centric approach will be optimally positioned to benefit from these factors. Emerging seed technologies remain vital for tackling agricultural obstacles and adapting to changing climate conditions, underscoring the importance of innovation in this sector.
Company Overview
About Rallis
Rallis India Limited, a subsidiary of Tata Chemicals Limited and a part of the over $165 billion Tata Group, has established itself as a prominent player in the agri-input industry. With a rich history spanning over 77 years, Rallis offers a wide array of high-quality agricultural solutions, including crop protection products, SPH as well as seeds. The Company?s extensive distribution network covers 80% of India?s districts and serves over 70 countries worldwide.
Rallis is renowned for its deep understanding of Indian agriculture, strong branding, and marketing expertise. Its comprehensive product portfolio in crop protection, SPH, and seeds is supported by a vast distribution network of dealers and retailers across India. The Company?s manufacturing capabilities adhere to international EHS standards and stringent quality parameters, enabling it to meet global registration requirements. Rallis combines these capabilities with advanced marketing expertise, positioning itself as a preferred partner in the global agrochemical market.
Business Overview
Domestic Crop Care and Seeds
Rallis provides Indian farmers with a wide range of Crop Care and Seed solutions designed to enhance farm productivity. The Companys portfolio includes Crop Protection chemicals, SPH and Seeds tailored to address evolving agricultural challenges, including climate resilience and soil health. While the Crop Protection business caters to both B2C and B2B markets, SPH and Seeds are focussed exclusively on the B2C segment.
Supported by a robust distribution network of around 6,900 dealers and over 93,000 retailers across India, ensures its solutions reach farmers nationwide. With a dedicated field force working closely with farmers and leveraging cutting-edge R&D, Rallis continues to empower the farming community, driving prosperity while contributing to sustainable agricultural practices.
Exports Crop Protection
Rallis is a reputed name for its quality agrochemical products world-wide with global access to 70+ countries. Rallis combines its robust process development and manufacturing capabilities in adherence to global EHS standards to deliver high-quality technical-grade agrochemicals, bulk formulations, and small-pack formulations catering to farmers worldwide. Focussed on the expansive $70+ billion Global Crop Protection Industry, Rallis actively exports active ingredients and bulk formulations to its B2B partners in key international markets. The Company also extends Custom Synthesis Manufacturing (CSM) services for active ingredients, formulations, and specialty chemicals, reinforcing its position as a preferred partner for global clients.
Manufacturing facilities
Rallis Crop Care business has five state-of-the-art manufacturing facilities in Maharashtra and Gujarat enabling the production of technical-grade agrochemicals and formulations. The Company has three technical plants are located in Ankleshwar, Lote and Dahej and two Formulation plants are located in Akola and Dahej CZ 44. To further ensure quality, Rallis? NABL-accredited Quality Assurance Laboratories at each manufacturing site, along with the Rallis Innovation Chemistry Hub (RICH) in Bengaluru, meticulously analyse raw materials, packaging, in-process materials, and finished goods.
Rallis? Seed business operates its own maize cob drying plant near Hyderabad, a recognised hub for seed processing in India. To ensure efficient processing, packing, and storage, Rallis strategically collaborates with third-party partners in the region. Our commitment extends to collaborating with approximately 28,000 farmers across ten (10) Indian states – Telangana, Andhra Pradesh, Karnataka, Tamil Nadu, Maharashtra, Chhattisgarh, Orissa, Madhya Pradesh, Rajasthan and Gujarat. Rallis has created the first NABL- accredited seed processing lab in India, equipped with best-in-class testing equipment and staffed by a qualified team, upholds rigorous quality standards to deliver high-quality seeds to the market.
Innovation Centres
Rallis? commitment to agricultural advancement is evident in their two dedicated Innovation Centers in Bangalore. The Rallis Innovation Chemistry Hub (RICH) focusses on the development of crop care solutions. Here, scientists work on crucial tasks like designing synthesis routes for active ingredients, scaling up production processes, formulating single and multi-ingredient products, and having analytical research lab. Additionally, the Rallis Bio-Tech R&D Center explores both transgenic and non-transgenic approaches to address agricultural challenges. Rallis also operates 13 research stations to support seed R&D across different agroclimatic zones.
Business Performance
Rallis? revenue from operations for FY 2024-25 was _ 2,663 crore, compared to _ 2,648 crore during FY 2023-24, reflecting a increase of 1% from the previous year. Profit after tax was _ 125 crore during the year, compared to _ 148 crore in the previous year. The business impact was primarily attributed to a decline in exports, caused by low agrochemical prices and an oversupply situation.
Domestic Crop Care
The Domestic Crop Care business experienced demand recovery due to a favourable monsoon following an El Ni?o year, leading to volumetric growth. However, this growth was tempered by high trade inventory, erratic rainfall amid El Ni?o conditions, and low prices. During the year, the Domestic Crop Care business recorded a revenue of C 1,700 crore as against C 1,594 crore during FY 2023-24, a growth of 7% over last year. Under brand business, the Company successfully launched six (6) products in the Crop Protection portfolio and three (3) products in SPH portfolio.
Insecticides:
Rallis? insecticide revenue were depressed at C 584 crore. The insecticide business was impacted by low pest incidents and loss of sprays due to erratic weather conditions. During the year, the Company had launched a new Insecticide for Paddy Leaf folder segment.
Fungicides:
Fungicides revenue has increased by 9% compared to last year, reaching H 422 crore. Fungicides sprays were relatively low in paddy and other relevant crops due to erratic weather conditions and low disease incidence. During the year, the Company launched a fungicide for seed treatment segment.
Herbicides:
Rallis Herbicides revenue recorded _ 308 crore, reflecting a 24% growth over FY 2023-24. During the year, the Company launched one 9(3) product, Mark Plus (Diclosulam 0.9% + Pendimethalin 35% SE), for groundnut and soybean crops, along with three additional herbicides, aligning with its strategy to strengthen the portfolio and meet the increasing demand for herbicides.
Soil and Plant Health
Rallis is expanding its horizons to offer a comprehensive suite of Soil & Plant Health solutions that support regenerative agriculture. SPH includes Bio-Fertilisers, Bio-Stimulants, Specialty Micro-nutrients, Organic Fertilisers, Water Soluble Fertilisers and Bio-pesticides. In FY 2024-25, Rallis launched three (3) products, in which two products are water-soluble fertiliser and one Carrier based NPK consortia product. The Company has commissioned a fully automated 8,000 MT Water-Soluble Fertiliser (WSF) plant in Akola, Maharashtra. The segment registered a revenue of H 218 crore, reflecting a 23% growth over the previous year.
Exports Crop protection
The Exports business recorded a revenue of C 545 crore during the year as against C 639 crore, with 15% de-growth over last year. During the year, the Company successfully conducted pilot-scale production of Flavocide? within the Custom Synthesis & Manufacturing (CSM) business. We have commercialised a new active ingredient "Metalaxyl-M" and are confident of the long-term potential of the product both for domestic and international markets. During the year, the Company has gained four (4) new registrations in overseas markets and added three (3) new products under CSM business.
Seeds
The Seeds business continued to perform well, with notable brands like Diggaz in North India, despite the reduced cotton crop acreage. Seeds business revenue is _ 418 crore in FY 2024-25 as against _ 416 crore in the previous year. The Management initiatives focusing on optimising operating cost to drive profitable growth are being settled. During the year, the Company launched eight (8) products across cotton, millet, and paddy, and nine products in vegetable crops.
Innovation Turnover Index
The revenue share of new products (launched within the past four years) stood at 14% for the B2C Crop Care business, with 18% attributed to Insecticides, followed by 20% in Herbicides, 14% in SPH and 5% in Fungicides. For the Seeds business, the revenue share of new products was 8%.
Customer Engagement
Customer centricity is one of the stated values at Rallis. The Company has established a process to engage farmers aimed at enhancing farm prosperity. To serve vast reach of 80% Indian districts Rallis has a strong Channel partner base.
Farmer and Channel Engagement
Farmer Engagement
A robust farmer engagement process is followed passionately at Rallis to enhance farm prosperity. This includes crop seminars, village meetings, demonstrations, field visits, and individual farmer interactions, keeping the Company connected with farmers nationwide. Our advisory services are supported by the ‘Dr. Vishwas? toll-free helpline and various digital platforms, having 2.2 lakh Facebook followers, 24 k Instagram followers, and 40 k YouTube subscribers by March 2025. The recently launched WhatsApp chatbot improves efficiency for Crop Care, SPH and Seeds businesses, operating 24/7 in 10 Indian languages. It allows farmers to raise complaints and connect with Rallis through the Dr. Vishwas toll-free number (1800-258-2595).
Crop Care Engagement with Farmers
Rallis undertakes various initiatives to enhance farmer knowledge and productivity. This is based on analysis of farmer needs by crop stage and geography. These efforts include crop seminars, village-level meetings, field demonstrations, and field days across the country. The Company leverages digital platforms like the Rallis Krishi Samadhan app, Dr. Vishwas helpline, and social media channels for seamless farmer interactions. Tools such as QR codes, missed-call facilities, vernacular landing pages, and a WhatsApp-based chatbot provide farmers with easy access to product information and support. Annual Focused Group Discussions (FGDs) and customer feedback surveys ensure a deeper understanding of farmer needs, market trends, and product effectiveness, helping refine the Companys approach to customer-centric solutions.
Seeds Engagement with Farmers
Rallis Seeds business emphasises trust-building and knowledge sharing through its Dhaanya Progressive Farmer initiative. This programme engages progressive farmers, providing them with early access to new seed launches and empowering them to act as advocates within their communities. During pre-season, the Company conducts farmer group meetings to guide them in selecting the best seeds for local conditions. While the crop is standing, the Company conducts Product Differentiation Activities (PDAs), such as field demonstrations showcasing seed performance and traits, to further strengthen farmer confidence. Rallis also plans to expand this initiative with additional training, agronomic support, and feedback mechanisms, ensuring sustainable growth in the Seeds business and fostering long-term farmer relationships.
The Company aims to scale and structure customer centricity with the following vision, while leveraging digital technology:
Leverage Peer-to-peer farmer influence, Strengthen brand loyalty and build trust to boost market presence
Enhancing training programmes and providing agronomic support
Developing robust feedback and communication channels to ensure immediate response and quick remedial actions.
Seed Production Programme: Ensuring High-Quality Seed Supply through a Growing Network
The Seed division runs a robust and expansive seed production programme, engaging over 28,000 dedicated seed growers across ten states. This vast network forms the backbone of the Company?s seed supply chain, ensuring a consistent and high-quality seed supply.
Key Highlights
Collaboration with local seed production organisers, who coordinate between growers and the Company to ensure smooth operations.
Deployment of ‘Seed Sure?, a digital platform that provides real-time visibility into production, tracking progress, quality and resource optimisation.
Dedicated supply chain and quality assurance teams maintain active engagement with growers and organisers through regular field visits and technical consultations.
Focus on Grower Empowerment
Comprehensive guidance on agronomic best practices, seed management and quality control to improve both productivity and profitability.
By acknowledging the importance of growers in long-term growth of Rallis, the Company is committed to establishing long-term, mutually beneficial relationships.
Channel Engagement
The Company has a strong and loyal channel partner base, united by the shared value of serving farmers to enhance farm productivity. With a robust channel partner network spanning over 80% of Indian districts, the Company is focussed on geographic and crop coverage connectivity, collaboration, enhancing loyalty, mutual growth, and sustainable success in the marketplace. The Anubandh Edge app, a recently launched unified retailer management tool, will further enhance engagement by streamlining loyalty management and enabling seamless communication and collaboration.
Crop Care Channel Partners Engagement
Rallis leverages strong partnerships with its channel network to build long-term loyalty and mutual growth. Initiatives such as the MD Elite Club and Anubandh Retailer Club strengthen relationships with distributors and retailers. The Anubandh Edge app enhances retailer engagement by enabling seamless loyalty program enrollment. Annual FGDs and Bhagidhari Sabhas provide valuable insights from channel partners, shaping business strategies. Digital tools like e-Bandhan and Dealer Management apps support real-time communication and efficient engagement, ensuring channel partners remain aligned with the Companys Vision and Goals.
Seeds Channel Partners Engagement
Rallis Seed channel engagement initiatives focus on fostering long-term relationships and mutual growth with retailers and distributors. Programmes such as Milan, Arohi, Milaap, and Regal cater to different partner segments, offering tailored support, incentives, and recognition. Milan targets village-level retailers, Arohi helps emerging small distributors expand, Milaap rewards distributors contributing significantly to core categories, and Regal honors top-performing distributors. These programmes provide a growth pathway for partners, supported by digital tools for seamless communication and collaboration. Initiatives like Milaap also emphasise family involvement, reinforcing commitment, loyalty, and the Company?s core values.
Digital Integration
Rallis has made significant strides in leveraging digital technologies to enhance customer engagement, improve operational efficiency and streamline data-driven decision-making.
Customer Engagement Platforms
The Company utilises CRM platforms such as e-Bandhan, e-Sparsh, and Sampark to digitise and streamline interactions with dealers and customers.
Key features include
End-to-end digitised dealer appointment and onboarding
Real-time tracking of field activities and complaint management
Sales order tracking and monthly dealer inventory monitoring.
The Company has achieved 100% utilisation of critical modules, driving efficiency, accuracy and improved responsiveness.
Supply Chain and Demand Planning
The deployment of SAP Integrated Business Planning (IBP), branded as PlanGuru, has transformed demand planning, production, procurement, and logistics processes.
Key outcomes
Real-time data access and enhanced collaboration
Automated reporting, reducing manual effort and errors, saving over 10,000 person-hours
Improved data accuracy and decision-making.
Future focus on advanced MIS, dashboards, and KPI tracking to unlock further value.
Retailer Engagement and Traceability
FY 2024-25 marked a key milestone with the launch of Anubandh Edge, a unified retailer management solution for both crop care and seed retailers. This platform enhanced visibility, traceability and engagement.
Anubandh Edge has replaced the earlier Dhaanya Edge, ensuring a consolidated digital interface for all retailers
Seed Production and Forecasting Solutions
SeedSure: This platform has been fully implemented for hybrid seed production, specifically maize and paddy. It has been established as a benchmark for operational excellence within the Hybrid Seed Production (HSP) ecosystem
SeedSay: An analytics-driven demand forecasting tool, this enables precise seed placement planning and provides data-backed decisions.
ERP Backbone Strengthening
Implementation of SAP S/4 HANA to modernise and streamline enterprise operations
Embedded AI, ML and RPA for automation and real-time insights
SAP Fiori enhances mobility and user experience
Simplified data models in finance and logistics drive faster transactions and better controls.
Through these integrated digital initiatives, Rallis has significantly advanced its customer-centric approach, enhanced operational agility, and improved data intelligence, positioning the Company for sustained growth.
R&D Crop Care
The team focuses on developing synthetic processes that align with green chemistry principles and adhere to the greening index parameters for product formulation. In the pursuit of novel products, the Company has been collaborating with Indian and international partners to bolster its capabilities and serve farmers through science.
The development of novel formulation has been a focus area for Rallis, resulting in the successful commercialisation of formulation types such as Zeon Capsules (ZC), Oil Dispersible (OD) and Capsule Suspension (CS). Strong scientific principles, including the combination of active ingredients with adjuvants, underpin the process of product development. The Company identifies the needs of the farmers and gathers insights from scientific interactions at multiple academic and industry stakeholder gatherings.
Going forward, the Company?s investment focus centres on SPH, with special emphasis on categories such as bio stimulants, bio-pesticides and combination products. With the widespread adoption of fluorinate molecules in new-age agrochemicals, the Company is developing its capabilities in flow chemistry, enhancing efficiency and driving fluorination chemistry.
The current Stage Gate process for product advancement (New Solution Development & Introduction framework) has undergone a comprehensive revision to incorporate previously uncovered factors into overall processes and enhance cross functional engagement. Some of the key areas include increasing access to new active ingredients while safeguarding business interests. Further, the inclusion of AI/ML as a focus area will further strengthen the capabilities of the team, enabling the discovery of high-performing products. Further, rapid early testing methods have been incorporated to gain more critical insights.
R&D Seeds
Molecular marker technology is being extensively deployed in product development to ensure the delivery of products with desirable traits and to improve commercial hybrids to identify any potential gaps. The Company believes that genomic selection which predicts the performance of the maize hybrid has the potential to redefine the paradigms. Further, advanced technologies such as doubled haploidy and gene editing are being utilised to accelerate product delivery.
Rallis aims to improve product development timelines using tools such as doubled haploidy, speed breeding, mutagenesis and gene editing, among others. To improve the confidence in advancement from Multi-location Trials (MLTs) to Product Development Trials, the number of trial locations will be increased in consultation with the category leads and the market enablement team.
The Product advancement process has been made more stringent to improve the product success rate. Further, the introduction of new products is generating enthusiastic response from farmers. The feedback received from the business team helps in ensuring proper resources are being allocated to maximise the impact. With the adoption of advanced technologies, Rallis is steadily boosting product delivery.
Performance for the year ended March 31, 2025
Note: Figures are rounded off to the nearest crore
Key Accounting Heads
Income
During FY 2024-25, total income of the Company increased 1.2% from _ 2,664 crore in FY 2023-24 to _ 2,695 crore in FY 2024-25. This comprises revenue from operations and other income
Revenue from operations is slightly higher during the year from _ 2,648 crore in FY 2023-24 to _ 2,663 crore in FY 2024-25. Other income increased by 103% from _ 16 crore in FY 2023-24 to _ 32 crore in FY 2024-25, which was mainly due to higher level of current investments during the year.
Expenses
The Company?s total expenses increased by 1.6% from
_ 2,469 crore in FY 2023-24 to _ 2,509 crore in FY 2024-25. Major expense items comprise the cost of materials consumed, purchase of stock-in-trade, power and fuel, freight, handling and packing, employee benefits, finance costs, depreciation and amortisation expenses
Cost of materials consumed (including purchase of stock-in-trade and changes in inventories of finished goods, stock-in-trade and work-in-progress) increased by 0.2% from _ 1,578 crore in FY 2023-24 to _ 1,581 crore in FY 2024-25 resulted in slight reduction in gross margin
Power and fuel expenses decreased 5.9% from _ 86 crore in FY 2023-24 to _ 81 crore in FY 2024-25 due to reduction in natural gas price
Freight, handling and packing expenses increased by 13.0% from _ 80 crore in FY 2023-24 to _ 90 crore in FY 2024-25 due to increase in domestic volumes and increase in sea freight
Employee benefit expenses increased 5.1% from _ 262 crore in FY 2023-24 to _ 275 crore in FY 2024-25. This increase was on account of regular increment
Depreciation and amortisation expenses increased by 5.6% from _ 114 crore in FY 2023-24 to _ 120 crore in FY 2024-25. This is on account of full year depreciation of capitalised assets.
Profitability
EBITDA margins decreased from 11.7% in FY 2023-24 to 10.8% in FY 2024-25. Gross margins were flat during the current year. Decrease in EBITDA margin was mainly on account of lower margins in Crop Care B2B and B2C business and increase in other expenses. The increase in other expenses was largely attributed to the freight cost, selling and insurance expenses
Profit After Tax (PAT) decreased by 15.4% from _ 148 crore in FY 2023-24 to _ 125 crore in FY 2024-25.
Analysis of Performance – Balance Sheet Non-Current Assets
| Particulars | As at March 31, | As at March 31, | Change |
| 2025 (Rs crore) | 2024 (Rs crore) | (%) | |
| Property, plant and equipment | 623 | 661 | -6% |
| Right-of-use asset | 57 | 127 | -55% |
| Capital work-in-progress | 25 | 19 | 30% |
| Investment property | 1 | 1 | -3% |
| Goodwill on amalgamation | 196 | 196 | 0% |
| Other intangible assets | 27 | 23 | 21% |
| Intangible assets under development (IAUD) | 27 | 42 | -36% |
| Financial assets | |||
| I. Investments | 4 | 4 | 0% |
| II. Other financial assets | 16 | 16 | 4% |
| Income tax assets (net) | 98 | 97 | 1% |
| Other non-current assets | 35 | 38 | -6% |
| Total | 1,109 | 1,223 | -9% |
Note: Figures are rounded off to the nearest crore
Non-current assets decreased by 9% from _ 1,223 crore as on March 31, 2024 to _ 1,109 crore as on March 31, 2025.
The 6% decrease in property, plant, and equipment was primarily due to the regular depreciation.
Decrease in IAUD by 36% was on account of capitalisation during the year.
Working Capital
| Particulars | As at March 31, | As at March 31, | Change |
| 2025 (Rs crore) | 2024 (Rs crore) | (%) | |
| Current Assets | |||
| Inventories | 751 | 808 | -7% |
| Financial assets | |||
| I. Investments | 408 | 247 | 65% |
| II. Trade receivables | 541 | 579 | -7% |
| III. Cash and cash equivalents | 28 | 27 | 5% |
| IV. Bank balances other than (iii) above | 3 | 5 | -32% |
| V. Other financial assets | 14 | 6 | 129% |
| Other current assets | 120 | 106 | 13% |
| Assets classified as held for sale | 0 | 3 | -87% |
| Total current assets | 1,866 | 1,780 | 5% |
| Current Liabilities | |||
| Financial liabilities | |||
| I. Borrowings | 0 | 0 | 0% |
| II. Trade payables | 541 | 600 | -10% |
| III. Other financial liabilities | 173 | 200 | -13% |
| IV. Lease liabilities | 12 | 20 | -40% |
| - Provisions | 12 | 11 | 4% |
| - Income tax liabilities (net) | 3 | 2 | 88% |
| - Other current liabilities | 227 | 185 | 23% |
| Total current liabilities | 969 | 1,018 | -5% |
| Working capital (Net Current Assets) | 897 | 762 | 18% |
Note: Figures are rounded off to the nearest crore
Working capital (net current assets) of the Company increased by 17.7% from _ 762 crore as on March 31, 2024 to _ 897 crore as on March 31, 2025. The working capital cycle increased to 114 days in FY 2024-25 as against 98 days in the previous year. The current ratio was at a comfortable level of 1.93.
The key elements of current assets comprise investment, inventory, trade receivable, cash and cash equivalent, and bank balance. Current investments stood at _ 408 crore as on March 31, 2025 compared to _ 247 crore as on March 31, 2024.
Inventory
Inventory decreased by 7.0% from _ 808 crore as on March 31, 2024 to _ 751 crore as on March 31, 2025. Inventory cycle was at 180 days vis-?-vis 185 days in the previous year.
Trade receivables
Trade receivables decreased by 6.5% compared to the previous year and debtor turnover increased from 75 days as on March 31, 2024 to 77 days on March 31, 2025. This was due to delay in collection in few markets.
Trade payables
Creditors decreased by 9.8% during the year mainly due to increased share of purchase from domestic markets having lower credit period and change in MSME regulatory changes. Creditor turnover ratio decreased from 137 days to 132 days.
Net cash flows
Net cash flows from operating activities were _ 295 crore in FY 2024-25 against _ 269 crore in FY 2023-24
Capital Employed
| Particulars | As at March 31, | As at March 31, | Change |
| 2025 (Rs crore) | 2024 (Rs crore) | (%) | |
| Equity | |||
| Equity share capital | 19 | 19 | - |
| Other equity | 1,885 | 1,810 | 4% |
| Total equity | 1,904 | 1,829 | 4% |
| Financial liabilities | |||
| I. Non-Current Borrowings | 1 | 1 | -44% |
| II. Non-Current Lease Liabilities | 50 | 112 | -55% |
| III. Current Borrowings | 0 | 0 | 0% |
| IV. Current Lease Liabilities | 12 | 20 | -40% |
| Total Debt | 63 | 134 | -53% |
| Deferred Tax Liabilities | 6 | 1 | 944% |
| Total | 1,973 | 1,964 | 0.5% |
Note: Figures are rounded off to the nearest crore
Capital employed increased by 0.5% to _ 1,973 crore as on March 31, 2025. Return on Capital Employed (ROCE) stood at 10.1% as on March 31, 2025 as against 10.9% as on March 31, 2024. Capital employed comprises net worth and, non-current borrowings, current borrowing, non-current lease liabilities, current lease liabilities and deferred tax liabilities (net).
Net worth increased by 4% from _ 1,829 crore as on March 31, 2024 to _ 1,904 crore as on March 31, 2025. It comprises equity share capital divided into 19,44,68,890 equity shares of _ 1 each and other equity of _ 1,885 crore. Return on Net Worth (RONW) as on March 31, 2025 decreased to 6.7% in FY 2024-25 from 8.3% as on March 31, 2024 due to reduction in profitability during the year.
The Company?s debt decreased by 53% as on March 31, 2025. The Company?s Debt-Equity ratio as on March 31, 2025 stood at 0.03 as compared to 0.07 as on March 31, 2024.
Key Financial Ratios
| Type of Ratio | FY 2024-25 | FY 2023-24 | % Variance | Reason for variance greater than 25% |
| Current ratio | 1.93 | 1.75 | 10% | N.A. |
| Debt Equity Ratio | 0.03 | 0.07 | -55% | Variance on account of reduction in lease liability |
| Debt Service Coverage Ratio | 5.59 | 2.00 | 179% | Favourable variance on account of no external borrowing during the current year. Balance appearing primarily pertains to lease liabilities |
| Return on Equity (%) | 6.7% | 8.3% | -19% | NA |
| Inventory Turnover | 2.03 | 1.97 | 3% | NA |
| Debtors Turnover | 4.71 | 4.89 | -4% | NA |
| Trade Payables | 2.67 | 2.66 | 0% | NA |
| Turnover | ||||
| Net capital turnover ratio | 3.18 | 3.71 | -14% | NA |
| Interest Coverage ratio | 15.85 | 12.03 | 32% | Variance on account of decrease in finance costs |
| Operating Profit Margin (%) | 10.8% | 11.7% | -8% | NA |
| Net Profit Margin (%) | 4.7% | 5.6% | -16% | N.A. |
| Return on Capital employed (%) | 10.1% | 10.9% | -7% | N.A. |
| Return on investment (%) | 6.7% | 8.3% | -19% | N.A. |
Opportunities and Outlook
Rallis believes in capitalising on emerging opportunities within the domestic agricultural sector. It focuses on key areas such as market share expansion, product portfolio diversification, operational efficiency and sustainability.
Exports
Rallis is undertaking multiple focused initiatives to enhance the performance and profitability of its B2B business in the upcoming years.
1. Enhanced Key Account Management
Focussing on improving demand forecasting, order fulfilment processes and deepening customer wallet share.
2. Acquisition of New Customers
Registration of key products in new geographies by adding new customers.
3. Increased Active Ingredients Volume Outlets
Driving higher sales in priority markets such as LATAM, Africa, and Southeast Asia (SEA).
Going forward, the B2B segment?s topline is expected to grow in line with B2C Crop Care business. This profitability is anticipated to be driven by volume growth, new product launches, customer acquisition and cost optimisation.
Crop Care Business: Strategic Direction for FY 2025-26 and Beyond
Rallis seeks to capitalise on emerging opportunities and address market challenges through a multi-pronged strategy:
1. Portfolio Expansion and Innovation
Refreshing agrochemical portfolio with differentiated products to address market gaps
Pursuing collaborations to gain access to new products and technologies, including biologicals
Tapping into new markets through recent product launches.
2. Strengthening Manufacturing and R&D Capabilities
Investing in manufacturing and R&D to support growth of both current and new portfolios
Optimising processes and upgrading pilot plants to accelerate introduction of new products
Diversifying product portfolio for both domestic and export markets.
Expansion in Soil & Plant Health
Scaling up SPH, including: o Bio-fertilisers, bio-pesticides and bio-stimulants
o Organic fertilisers, specialty micronutrients and water-soluble fertilisers.
Aligning with regenerative and sustainable agriculture trends.
3. Digital Integration and Customer Engagement
Using digital tools, including digital influencer models and WhatsApp, to enhance customer engagement and reach
Aiming to scale these initiatives nationwide.
4. Focus on Cost Competitiveness and Operational Efficiency
Optimising overhead costs through portfolio rationalisation, territory realignment and supply chain simplification
Enhancing operational efficiency and profitability to maintain competitiveness in a dynamic market.
Conclusion
Through these focussed initiatives, Rallis is well-positioned to drive sustainable growth in both B2B and B2C Crop Care businesses. The Company is striding towards gaining competitive edge, improving profitability and boosting customer engagement in the coming years.
Risks and Concerns
Rallis has established a robust risk management policy and framework. Major risks and concerns are subjected to periodic review and mitigation strategies are formulated along with the identification of opportunities. The risk assessment process takes into account the potential impact and likelihood of risks, as well as the time period over which they might materialise. Mitigation plans are tracked periodically, incorporating key monitoring elements such as measures and milestones to assess progress and measure if residual risks remained within the defined risk appetite and tolerance levels. Furthermore, the Company considers both current and emerging risks that could affect its ability to achieve its strategic objectives.
Safety, Health and Environment
Commitment to Sustainability, Safety and Employee Well-being
Certifications and Recognitions
Rallis holds several prestigious certifications that reflect its commitment to sustainability, quality and safety:
ISO 14001 (Environmental Management)
ISO 45001 (Occupational Health and Safety)
ISO 9001 (Quality Management)
ISO 50001 (Energy Management)
ISO 17025 (NABL) (Laboratory Competence)
Responsible Care? Logo – Symbolising responsible chemical management and sustainability.
Workplace Safety and Process Safety Management
Rallis ensures high safety standards through structured initiatives, including:
10 Golden Rules and 2 Principles to reinforce a strong safety culture
Contractor Safety Manual and Safety Leadership Workshops
Collaboration with DuPont DSS+ for advanced safety practices
Key 3 Action Points for maintaining a safe factory
Daily BSO rounds, Safety Software and Global Safety Audits
Process Safety Risk Management (PSRM):
14-element framework aligned with Responsible Care and OSHA guidelines.
PSRM Gap Assessments, External Consultant Implementation and Monthly Reviews at all key sites (Ankleshwar, Dahej SEZ and CZ, Lote, Akola)
Road Safety Guidelines and Awareness Sessions for employees and contractors.
Sustainability Initiatives
Zero Liquid Discharge (ZLD) and Water Recycling
ZLD Compliance: The Akola and Dahej CZ facilities have achieved full ZLD compliance; the Ankleshwar facility is ZLD capable
Water Recycling: Dahej SEZ recycles 85% of treated water; Company-wide, the recycling rate is 60–65% in FY 2024-25
Future Upgrades: Planned RO system installations at Dahej SEZ and Akola, aiming for 6–10 KLD water recycling at Akola
Energy Conservation: Bio-Briquette Boilers (Green Fuel) at Dahej SEZ, Dahej CZ, and Lote
Solar Projects:
4.3 MW Sunshine Solar Project
Rooftop solar panels at Akola and Dahej CZ, promoting renewable energy.
Industrial Hygiene and Workplace Health
Rallis emphasises industrial hygiene through:
Regular health and hygiene assessments
Individual movement monitoring in sensitive zones
Illumination, noise and ventilation surveys to ensure optimal working conditions
Outcomes used for corrective and preventive actions to maintain a safe and healthy workplace.
Community Awareness and CSR Programmes
Rallis extends its commitment to safety beyond its operational sites to the wider community through several initiatives such as:
Home and Road Safety programmes under its CSR initiatives to raise public awareness
Emergency Preparedness programmes to develop community resilience
Safety Awareness WhatsApp Group for associates families that shares weekly videos and messages to promote safety at home.
Through global certifications, robust safety practices, sustainability efforts, and community programmes, Rallis reinforces its commitment to fostering excellence, responsibility and care for people and the environment.
Human Resources
People Strategy: Enabling Growth and Engagement
Organisational Snapshot (as on March 31, 2025):
Employee Strength: 1,677
Gender Ratio % (M:F): 96:4
Management Mix: 7% Leadership 18% Mid Management
Average Age: 38 years Average Tenure: 7.6 years
Function Spread: Support 8% R&D 11% Manufacturing 43% S&M 37%
Commitment to Promoting Employee Retention
The Company maintains a strong focus on building a positive and engaging workplace through:
1. Inclusive and Respectful Work Culture
2. Competitive Compensation and Benefits
3. Continuous Growth and Development Opportunities
4. Enriched Roles and Responsibilities
5. Focussed Development of Critical Talent with Clear Career Paths
6. Strong Onboarding Experience.
Throughout the year, employees were provided with numerous opportunities to participate in various training programmes, either virtually or in person. The online integrated training platform enabled employees to choose functional or behavioral programmes according to their individual preferences, with unlimited access.
Additionally, employees actively participated in annual picnic programmes, Family Day celebrations, CSR activities, the Annual Sports Competition, Tata Group-sponsored sports programmes, festival celebrations, and dedicated well-being programmes. These activities have contributed to enhancing employee engagement while reinforcing the Company?s culture of care, trust and excellence.
In today?s highly competitive environment, retaining top talent is crucial. To this end, several focussed initiatives have been undertaken to retain and nurture the Company?s existing talent pool. These initiatives include providing opportunities for exposure to cross-functional improvement projects, role enrichment and nominations for high-value training programmes.
Additionally, employees were nominated for various Tata Group-sponsored initiatives, which helped introduce new perspective to their roles and supported the Company?s efforts to retain and develop talent.
Approach to People Development
At Rallis, employee development is structured, targeted and multilayered, comprising:
1. TMTC and TCL Programmes (Leadership, Behavioral, Soft Skills)
2. Mandatory Compliance Learning
3. Online Platforms (Global Gyan, LinkedIn Learning)
4. Rallis-Curated Functional and Technical Programmes (Internal/External).
Aim
To build a future-ready workforce, enhance organisational capability and foster a workplace where employees grow and succeed.
Corporate Social Responsibility
Since 2007, Rallis has been associated with Tata Affirmative Action Programme (TAAP), focussing on the inclusion of socially disadvantaged communities in its operations. A core principle of TAAP involves working around five key ‘Es?. Since 2013, Rallis has actively engaged with these five (5) Es to cater to the underserved communities:
1. Employment
2. Entrepreneurship
3. Employability
4. Education
5. Essential Enablers
The Company?s overarching CSR and AA programmes demonstrate its commitment to the integration and empowerment of socially disadvantaged groups.
Highlights of the Key Programmes
Unnat Gram
The Unnat Gram programme is specifically designed to support the most marginalised tribal villages. From socio-economic assessments to designing a comprehensive transformation plan, the programme focuses on poverty alleviation, education, livelihood support and directly addresses key sustainable development goals. Notable achievements include a complete reduction (100%) in migration for women and a significant decrease (30%) for men. Further, the programme has supported tribal families in building Pakka houses and facilitating access to higher education. In partnership with the Jal Jeevan Mission, the Company has enhanced water accessibility, thereby improving lives through the development of long-term infrastructure.
Jal Dhan
Jal Dhan addresses the critical issue of water scarcity prevalent in rural India, with a particular focus on the state of Maharashtra. The Company?s rainwater harvesting initiative focuses on increasing water storage for both domestic and agricultural purposes. In the year under review, this programme has positively impacted 13 new villages, resulting in the harvest of 4.76 MCM of water and the creation of a 5.2 MCM water storage capacity. This ensures a 15 month water supply to villages. This initiative has garnered widespread appreciation from local communities and Government authorities for its innovative approach to water conservation.
TaRa
The TaRa program (Tata Rallis) is dedicated to empowering women and socially disadvantaged communities through skill development and self-enterprise programmes. The Company?s Annual Reward and Recognition event serves to celebrate successful entrepreneurs, inspiring them to become catalysts for change within their respective communities. Notably, 20 of the programme?s trainees have transitioned into ‘Job creators?, collectively providing employment to 20-25 people. In the reporting year, 78% of students graduating from the programme have secured employment earning overH 1.20 lakh per annum.
C-Safe (Centre for Safe Agriculture and Farm Excellence)
C-Safe is focused on enhancing farming sustainability and boosting the income of small and marginal farmers. The initiative strengthens the agricultural value chain by supporting Farmer Producer Organisations (FPOs) and advocating for the convergence of Government schemes to maximise benefits for farmers. Through this programme, the Company aims to improve agricultural productivity, thereby ensuring long-term sustainability for farmers. In the current year, over 3,000 farmers have benefitted from the C-Safe programme.
RUBY
The RUBY (Rallis Ujjwal Bhavishya Yojana) programme works towards ensuring the continuity and quality of education for students attending Government schools. The programme aims to improve academic performance through targeted interventions in key subjects such as English, Science and Math, as well as through programmes designed to build the capabilities of teachers. Special initiatives within RUBY include providing support for special children and developing essential infrastructure such as science laboratories and computer facilities. To date, more than 13,700 students across 87 schools in four states have been impacted by the programme, and more than 45 teachers have been provided to teach various subjects.
Future Impact of CSR
In the coming years, Rallis aims to positively impact over 3,00,000 beneficiaries through focused efforts on water conservation, tribal development, rural women entrepreneurship and educational initiatives.
Information and Communications Technology
Migration to S/4HANA RISE: Migrating to SAP S/4HANA RISE offers an improved user experience, better real-time analytics and streamlined data models. This transition also provides scalability, reduces costs via cloud solutions and ensures readiness for AI and IoT innovations
Re-defining Information and Application Landscape: In line with customer-centric approach, the technology landscape was thoroughly reviewed to identify gaps. Proper market research was conducted to explore new technologies and potential partners
Identifying Right Geographies: Remote sensing crop data is being used to identify potential villages, optimise market centers and improve routes for Crop Advisors
Field Force Mobile App: Upon a market study of similar agri-apps, the Sampark app is currently under review to enhance its features.
Tracking Product Usage: A pilot programme is underway, utilising QR codes and missed call options to facilitate easier engagement with farmers and track product usage
Content Repository: SharePoint has been selected as the Document and Content Management System for campaigns and advocacy efforts
Anubandh Edge: Anubandh Edge is a mobile designed app for retailer onboarding and loyalty tracking, creating a central database of retailer performance
Track & Trace: In partnership with Bar Code India, Track & Trace is a QR code-based product tracking system to ensure supply chain visibility and prevent counterfeiting
WhatsApp BOT: A BOT is being developed for WhatsApp to enable personalised farmer interactions and streamline post-engagement follow-ups.
Cybersecurity Initiatives
Rallis is strengthening cybersecurity across the enterprise. This includes:
Zscaler Security: A cloud-based ‘Zero Trust? platform is being implemented to secure all traffic and provide protection against cyber threats
Endpoint Security: The adoption of tools for patch management ensures that all devices are up-to-date and secure
Data Privacy Officer (DPO): The General Counsel has been appointed as DPO, leading a council to promote drive data privacy awareness and develop a robust strategy
Advanced Firewall and VPN: Fortinet?s next-gen firewall and VPN solutions are deployed to provide secure access to both SAP and non-SAP systems.
Business Excellence
The journey of Rallis upholds a rich legacy anchored in sustainable practices. The Company has embraced the Tata Business Excellence Model (TBEM) as a framework to scale to new heights of performance excellence. This model evaluates processes and provides parameters to gauge the maturity and progress of the Company. As a result, Rallis has been on the right track toward continued success.
For Rallis, the journey is more important than the destination. The Company acknowledges the importance of able leadership. Over the years, the Company has focused on developing leadership capabilities, with its leaders actively engaging with various teams to enhance operational efficiency while maintaining a strong emphasis on innovation and excellence.
In FY 2024-25, Rallis has been part of Enterprise level assessment and was evaluated under the ‘Industry Leaders? category. The external assessment team appreciated the Company?s efforts in customer-centricity, digitalisation and social outreach through affirmative action programmes, strong process orientation and high employee engagement.
In addition to this, Ralliites on Continuous Karma (ROCK) stands out as a key initiative that has further strengthened the Company?s commitment to excellence. The Company has been consistently recognised by various professional organisations bodies for its efforts. It has won several coveted awards such as the prestigious Kincentric Best Employer Award, Tata Group JRD QV Award, CII Exim Bank BE Award,CII HR Excellence Award, Tata InnoVista and National Safety awards.
Internal Control Systems
The Company has established robust internal control systems by instituting adequate policies and procedures covering all financial and operating functions. These controls have been developed and designed in a manner consistent with the maintenance of accounting records for ensuring the reliability of financial information, monitoring of operations, protecting assets from unauthorised use or losses and compliance with regulatory requirements. The Company has digitised key process controls through the ERP systems to maximise automation, enable expeditious management reporting and reduce the risk of fraudulent transactions. The internal audit team reviews these controls through a risk based audit plan. The Company has an audit charter which defines the internal audit plan and methodology for executing the reviews. The scope of audits comprises reviews and reporting on key process risks, adherence to operating guidelines and statutory compliances. The progress of the audit plan and the findings and recommendations are placed before the Audit Committee which monitors the adequacy and reliability of financial reporting, internal controls and risk managment processes.
CAUTIONARY STATEMENT
Statements in the Management Discussion & Analysis describing the Company?s objectives, projections, estimates and expectations may be ‘forward-looking statements? within the meaning of applicable laws and regulations. Actual results could differ materially from those expressed or implied. Important factors that could make a difference to the Company?s operations include among others, climatic conditions, economic conditions affecting demand-supply and price conditions in the domestic and overseas markets in which the Company operates, changes in the Government regulations, tax laws and other statutes and other incidental factors.
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