Sumitomo Chemical India Limited has informed the Exchange about Investor Presentation
SUMITOMO CHEMICAL INDIA LTD. Corporate Identity Number (CIN) – L24110MH2000PLC124224
Corporate Office: 13/14, Aradhana IDC, Near Virwani Industrial Estate, Goregaon (East), Mumbai – 400 063, Maharashtra, INDIA. Tel. : +91-22-4252 2200 / Fax : +91-22-4252 2380 URL http://www.sumichem-india.co.in
SCIL/SEC/2025 27th October, 2025
To, BSE Limited, Listing Department, Phiroze Jeejeebhoy Towers, Dalal Street, Mumbai-400001
Dear Sirs,
The National Stock Exchange of India Listing Department, Exchange Plaza, Bandra Kurla Complex Bandra East, Mumbai - 400 051
Sub: Investor Presentation on Financial Results for the quarter and half year ended 30th September, 2025
Pursuant to Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, we enclose herewith investor presentation on the Financial Results of the Company for the quarter and half year ended 30th September, 2025.
Kindly do the needful to display the same on your website.
Thanking you,
Yours faithfully, For Sumitomo Chemical India Limited
Deepika Trivedi Company Secretary
Encl: a/a
Registered Office: Building No. 1, Ground Floor, Shant Manor Co-op. Housing Society Ltd., Chakravarti Ashok ‘X’ Road, Kandivli (East), Mumbai – 400 101, Maharashtra, INDIA.
A YEAR OF RESURGENCE
Sumitomo Chemical India Limited
Investor Presentation - September 2025
Safe Harbour
SCI 2.0
This presentation and the accompanying slides (the “Presentation”), which have been prepared by Sumitomo Chemical India Limited (the “Company”), have been prepared
solely for information purposes and do not constitute any offer, recommendation or invitation to purchase or subscribe for any securities, and shall not form the basis or be
relied on in connection with any contract or binding commitment what so ever. No offering of securities of the Company will be made except by means of a statutory offering
document containing detailed information about the Company.
This Presentation has been prepared by the Company based on information and data which the Company considers reliable, but the Company makes no representation or
warranty, express or implied, whatsoever, and no reliance shall be placed on, the truth, accuracy, completeness, fairness and reasonableness of the contents of this
Presentation. This Presentation may not be all inclusive and may not contain all of the information that you may consider material. Any liability in respect of the contents of,
or any omission from, this Presentation is expressly excluded.
Certain matters discussed in this Presentation may contain statements regarding the Company’s market opportunity and business prospects that are individually and
collectively forward-looking statements. Such forward-looking statements are not guarantees of future performance and are subject to known and unknown risks,
uncertainties and assumptions that are difficult to predict. These risks and uncertainties include, but are not limited to, the performance of the Indian economy and of the
economies of various international markets, the performance of the industry in India and world-wide, competition, the company’s ability to successfully implement its
strategy, the Company’s future levels of growth and expansion, technological implementation, changes and advancements, changes in revenue, income or cash flows, the
Company’s market preferences and its exposure to market risks, as well as other risks. The Company’s actual results, levels of activity, performance or achievements could
differ materially and adversely from results expressed in or implied by this Presentation. The Company assumes no obligation to update any forward-looking information
contained in this Presentation. Any forward-looking statements and projections made by third parties included in this Presentation are not adopted by the Company and the
Company is not responsible for such third party statements and projections.
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Financial Performance & Key Highlights
Performance Highlights – Quarter & YTD
SCI 2.0
Revenue (Rs Crs)
-6%
988
930
Gross Profit (Rs. Crs) & Gross Profit Margin (%)
-5%
421
42.6%
401
43.1%
EBITDA (Rs. Crs) & EBITDA Margin (%)
-11%
245
218
24.8%
23.4%
PAT (Rs Crs)
-8%
193
178
19.5%
19.1%
Q2FY25
Q2FY26
Q2FY25
Q2FY26
Q2FY25
Q2FY26
Q2FY25
Q2FY26
Revenue (Rs Crs)
Gross Profit (Rs. Crs) & Gross Profit Margin (%)
+9%
1,827
1,987
747
+7%
803
EBITDA (Rs. Crs) & EBITDA Margin (%)
+8%
406
437
PAT (Rs Crs)
+11%
356
319
40.9%
40.4%
22.2%
22.0%
17.5%
17.9%
5 2 Y F 2 Q s v 6 2 Y F 2 Q
5 2 Y F 1 H s v 6 2 Y F 1 H
H1FY25
H1FY26
H1FY25
H1FY26
H1FY25
H1FY26
H1FY25
H1FY26
Given the seasonality in the business, it is best monitored on an annual basis
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Performance Highlights – Q2FY26
SCI 2.0
✓ The South-West Monsoon, though strong overall, turned challenging during the key consumption period. After a brief dry spell in early July, persistent and
widespread rains from mid-July through September disrupted normal agronomic activities, impacting pesticide applications across several regions.
▪
Farmers missed a few scheduled spray cycles in major kharif crops due to prolonged wet conditions and restricted field access. Excess moisture also caused localized crop damage in cotton, groundnut, soybean, rice, and chillies, leading to reduced pest incidence and subdued agrochemical consumption.
✓ The quarter witnessed a softer performance, largely reflecting the adverse weather impact. While price realization remained stable, lower volumes led to moderated
operating leverage and margins.
✓ Despite this, the company’s disciplined channel management and prudent working capital practices ensured business continuity without material sales returns or
collection delays — in contrast to broader industry trends marked by inventory build-up and payment stress.
✓ Export performance was impacted by softer offtake in select markets such as Africa and Latin America, though demand in the U.S. and Europe remained steady. The
decline was primarily due to shipment deferrals and product-specific factors in certain geographies.
✓ The newly launched rice herbicide ‘Lentigo’ continued to gain encouraging traction, while ‘Excalia Max’ and other key molecules maintained strong market acceptance. Core brands across insecticides and herbicides sustained leadership positions and contributed to resilience in the overall mix. In the Environmental Health Division, branded and custom solution products registered healthy growth off a low base.
✓ On a cumulative H1FY26 basis, SCIL maintained growth momentum with both revenue and profitability improving versus the corresponding period last year. The
company’s strong portfolio, field connect, and supply discipline helped offset the transient seasonal headwinds.
✓ Reservoir levels across key agri-belts remain healthy, providing a favourable base for the upcoming rabi season, supported by adequate soil moisture, good
groundwater recharge, and sufficient labour availability. The company expects improved rural sentiment and steady recovery in agri-input demand in H2FY26.
✓ SCIL remains focused on portfolio differentiation, deepening farmer engagement, and operational agility, positioning itself to capture seasonal recovery and sustain
long-term growth in India’s evolving agri-input landscape.
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Monsoon Wrap-up 2025
SCI 2.0
Subdivision-wise monsoon rainfall during June-September 2025
Cumulative normal vs. actual rainfall (Mm) in Monsoon season 2025
Distribution of rainfall over 36 sub-divisions in June-September 2025
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Innovate Nurture Grow
Source: IMD; CEIC; ICRA Research
www.sumichem.co.in
Key Launches of Last 3 Years
SCI 2.0
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FY25-26 Launches
SCI 2.0
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New Product Launches
SCI 2.0
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New Product Launches
SCI 2.0
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'Every Day Farmers’ Day' Campaign - Highlights
SCI 2.0
Campaign Overview
Impact
A structured Demand Generation campaign conducted in Kharif and Rabi seasons respectively, aimed at creating sustained field and market momentum.
Total Meetings
1,336
EDFD Mega Week 2025 - 26
Total Farmers + Channel Partner Connects
45,317
Total Meetings
1,472
EDFD Mega Week 2024 - 25
Total Farmers + Channel Partner Connects
61,044
Big Leap in EDFD Mega Week (14th to 19th July 2025) – from 2024
✓ We recorded a 35% increase in farmer + Channel Partner connects compared to 2024 Mega Week. ✓ Meetings rose by 10%, showing better planning and stronger execution.
✓ Focus on Demand Generation: Drove consistent market pull through direct farmer engagement.
✓ Farmer-Centric Engagements: Meetings with 25+
farmers ensured scale and impact.
✓ Weekly Planning & Execution: Weekly execution plans with rigorous follow-up for field consistency.
✓ Leadership-Driven Participation: Involvement across
all levels, including top management.
✓ Frontline Ownership: Frontline managers lead with
strong focus on crop segment engagement.
✓ Gap Identification & Resolution: Helped to identify
and address operational gaps promptly.
✓ Industry Benchmark: A best-practice campaign
known for discipline and commitment.
✓ Digital-First Tracking System: Used in-house tools to
track and monitor field activities at real-time.
✓ Transparent Progress Monitoring: Tracked progress
on daily, weekly, and monthly basis.
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'Every Day Farmers’ Day' Campaign
SCI 2.0
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Consolidated Profit & Loss Account Statement
SCI 2.0
Particulars (Rs. Crs)
Revenue from Operations
COGS
Gross Profit
Gross Profit %
Employee Expenses
Other Operating Expenses
Operating EBITDA
EBITDA Margin
Other Income
Depreciation
EBIT
EBIT Margin
Interest
Profit Before Tax
PBT Margin
Tax
Net Profit
Net Profit Margin
Other Comprehensive Income
Total Comprehensive income for the period
Given the seasonality in the business, it is best monitored on an annual basis
Q2FY26
Q2FY25
988.3
567.6
420.7
YoY
-6%
-5%
42.6%
52 bps
66.1
109.3
245.3
-11%
654.4
402.4
38.1%
70.8
112.3
219.2
Q1FY26
1,056.8
QoQ
-12%
H1FY26
H1FY25
1,986.6
1,183.7
1,827.2
1,080.1
0%
501 bps
-1%
802.9
40.4%
140.3
225.4
437.2
747.1
40.9%
131.6
209.1
406.4
YoY
9%
7%
-47 bps
8%
24.8%
-137 bps
20.7%
271 bps
22.0%
22.2%
-23 bps
31.2
15.7
260.8
26.4%
1.2
259.6
26.3%
67.0
192.5
19.5%
-2.5
190.0
38.8
15.7
242.3
22.9%
1.7
240.6
22.8%
62.5
178.1
16.9%
-1.3
176.8
-1%
290 bps
-1%
281 bps
0%
227 bps
1%
77.6
32.5
482.3
24.3%
3.9
478.4
24.1%
122.6
355.9
17.9%
0.1
355.9
57.2
30.6
433.0
23.7%
2.4
430.6
23.6%
111.4
319.2
17.5%
-2.1
317.1
-8%
-57 bps
-8%
-68 bps
-8%
-36 bps
-6%
11%
58 bps
11%
52 bps
11%
44 bps
12%
929.8
529.2
400.6
43.1%
69.5
113.0
218.0
23.4%
38.8
16.8
240.1
25.8%
2.2
237.8
25.6%
60.1
177.8
19.1%
1.4
179.2
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Revenue Breakup – H1FY26
Product Breakup
8%
9%
9%
9%
7%
11%
39%
H1FY25
8%
9%
39%
H1FY26
SCI 2.0
4%
Geographic Breakup
2% 3% 4%
1%
1% 0%
7%
0% 0%
2%
2% 3% 3%
H1FY25
H1FY26
26%
26%
Insecticides
PGR
Fungicides
Herbicides
Metal Phosphides
AND & EHD*
83%
85%
Domestic Africa
Japan Asia (Ex. India)
Europe South America
North America Australia
Segment Breakup
Bulk & Branded
69%
70%
31%
30%
H1FY25
H1FY26
Generic
Speciality
Domestic
18%
20%
82%
80%
Exports
72%
28%
66%
34%
H1FY25
H1FY26
H1FY25
H1FY26
Bulk
Branded
* Animal Nutrition Division (AND) and Environmental Health Division (EHD)
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Consolidated Balance Sheet
SCI 2.0
Investments
Assets (Rs. Crs) Non-Current Assets (A) Property, Plant and Equipment Capital work-in-progress Right to use an Asset Goodwill Other Intangible Assets Intangible Assets under Development Non-Current Financial Assets (i) (ii) Loans & other financial assets Deferred tax Asset (net) Non-Current tax Assets (net) Other non-current Assets Current Assets (B) Inventories Current Financial Assets (i) Investments (ii) Trade receivables (iii) Cash and cash equivalents (iv) Bank balances other than (iii) above (v) Loans (vi) Other financial assets Other Current Assets Total Assets (A+B)
Sep-25 893.6 408.6 14.4 69.1 60.4 8.0 17.8
128.1 154.2 0.6 25.9 6.4 3,544.9 613.3
1,090.9 903.4 40.9 1.6 205.9 538.8 150.2 4,438.5
Mar-25 944.1 425.8 9.4 63.5 60.4 6.7 19.1
67.1 247.9 1.2 37.5 5.7 3,020.3 703.7
457.2 783.4 38.2 4.6 101.9 814.5 116.9 3,964.4
Equity & Liabilities (Rs. Crs)
EQUITY (A)
Equity Share Capital
Other Equity
Non-controlling Interests
Non-Current liabilities (B)
Non-current Financial liabilities
Lease Liabilities
Provisions
Deferred tax liabilities (net)
Non-current Tax Liabilities
Current liabilities (C)
Current Financial liabilities
(i) Borrowings
(ii) Trade Payables
(iii) Lease Liabilities
(iii) Other financial liabilities
Other current liabilities
Provisions
Current tax liabilities
Sep-25
3,201.1
499.1
2,698.3
3.7
101.6
37.2
36.3
28.1
0.1
Mar-25
2,905.1
499.1
2,402.0
3.9
94.2
32.8
34.8
26.6
-
1,135.8
965.2
0.0
483.8
21.0
525.4
58.9
5.3
41.4
0.0
489.4
19.1
377.3
64.7
9.0
5.6
Total Equity & Liabilities (A+B+C)
4,438.5
3,964.4
NIL borrowings Cash, Cash Equivalents & Liquid Investments of ~Rs. 2,089 Crs as on 30th September 2025
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Consolidated Working Capital Movement
SCI 2.0
Particulars (Rs. Crs)
Inventory (A)
Sep-25*
Jun-25*
Change (Sep-25 to Jun-25)
Mar-25*
Change (Sep-25 to Mar-25)
Sep-24*
Change (Sep-25 to Sep-24)
613.3
648.6
-35.3
703.7
-90.4
564.3
49
Inventory Days (Inventories/ COGS* No. of days in period) (i)
95
90
138
96
Trade Receivables (B)
903.4
882.1
21.3
783.4
120
944.5
-41.1
Trade Receivables Days (Trade Receivables / Revenue*No. of days in period) (ii)
83
76
91
95
Trade Payables (C)
483.8
574.9
-91.1
489.4
-5.6
490.4
-6.6
Trade Payables Days (Trade Payables/ COGS*No. of days in period) (iii)
75
80
96
83
Other Financial Liabilities (D)
525.4
505.2
20.2
377.3
148.1
447.4
78
Other Financial Liabilities Days (Other Current Liabilities / Revenue*No. of days in period) (iv)
48
44
44
45
Net Working Capital (A+B-C-D)
Net Working Capital Days (i + ii – iii – iv)
507.5
450.6
56.9
620.3
-112.8
571.0
-63.5
55
43
89
62
Key Highlights ✓ In term of overall net working capital days, there has been reduction of 34 days & 7 days as on September ’25 compared to that of March ’25 and September ’24 respectively. The y-o-y reduction in WC days was primarily led by better receivable management, with a sharper reduction in receivable days relative to the decrease in payable days. Inventory days remained broadly stable, reflecting consistent and efficient inventory planning.
✓ Cash & cash equivalent as on 30th September 2025 stood at Rs. 2,089 crore. Focused efforts towards improving collections - Collection during H1FY26 of ~Rs. 2,277 crores as
compared to Rs. 1,999 crores during H1FY25, reflecting consistent focus on receivable management and disciplined cash flow practices despite challenging seasonal conditions.
Given the seasonality in the business, it is best monitored on an annual basis * No. of Days in period: Sep-25 – 92, Jun-25 – 91 days, Mar-25 – 365 days, Sep-24 – 92 days
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Consolidated Cash Flow Statement
SCI 2.0
Cash Flow Statement (Rs. Crs)
Net Profit Before Tax
Adjustments for: Non-Cash Items / Other Investment or Financial Items
Operating profit before working capital changes
Changes in working capital
Cash generated from Operations
Direct taxes paid (net of refund)
Net Cash from Operating Activities
Half Year ended 30-Sep-25 Half Year ended 30-Sep-24
478.4
-25.7
452.7
55.6
508.3
73.1
435.2
430.6
-17.2
413.4
15.6
429.0
70.9
358.2
Net Cash from Investing Activities
-359.9
-298.6
Net Cash from Financing Activities
Net Increase /(Decrease) in Cash and Cash equivalents
Add: Cash & Cash equivalents at the beginning of the period
Cash & Cash equivalents at the end of the period
-72.2
2.6
38.2
40.9
-53.2
6.5
46.6
53.1
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Financial Performance Trend
Gross Profit Margin %
EBITDA Margin %
PAT Margin %
1200.0
1121.7
1000.0
36.1%
39.0% 37.6%
910.4
985.5
38.1%
37.9%
35.1%
35.3%
800.0
782.0
707.2
665.1
753.7
31.3%
724.2
651.6
31.1%
903.5
39.8%
41.7%
38.4%
42.6%
988.3
42.1%
40.0%
1,056.8
38.1%
38.9%
838.9
674.2
641.9
24.8%
679.4
23.6%
24.8%
19.2%
16.4% 19.1%
17.9%
13.5%
16.9%
14.0% 18.0%
11.2%
12.6%
11.1%
16.0%
12.4%
12.0%
11.1%
8.5%
542.0
20.8%
20.8%
19.2%
12.1%
16.3%
19.5%
16.5%
17.6%
20.7%
16.9%
19.1%
15.9%
10.1%
15.1%
13.6%
14.7%
Q1FY22 Q2FY22 Q3FY22 Q4FY22 Q1FY23 Q2FY23 Q3FY23 Q4FY23 Q1FY24 Q2FY24 Q3FY24 Q4FY24 Q1FY25 Q2FY25 Q3FY25 Q4FY25 Q1FY26 Q2FY26
Innovate Nurture Grow
www.sumichem.co.in
) s e r o r c n
I
. s R ( e u n e v e R
600.0
400.0
200.0
0.0
18
SCI 2.0
43.1%
929.8
45.0%
40.0%
35.0%
30.0%
23.4%
25.0%
20.0%
15.0%
10.0%
5.0%
Company Overview
Journey to 14x Growth in India
SCI 2.0
SCIL – Vision & Mission
Formidable Player in the Indian Agrochemicals Space
Strategically Located Manufacturing Facilities
Strong Focus on R&D, Process Innovation and Safety, Health and Environment (SHE)
Diversified & De-risked Portfolio Across the Agro-Chem Value Chain
Autonomous Board with Vast Industry Experience
Strong Brand and Well-Entrenched Distribution Network
Growth Strategies
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SCIL - Vision & Mission
SCI 2.0
Vision & Values
Vision:
• To be a trusted market leader in Indian crop-
protection sector
• To develop a vibrant corporate culture
• Endeavor to achieve success and sustainability
through innovation & excellence
Core Values:
•
Innovation
• Excellence
•
Integrity
• Respect & value all stakeholders
• Customer focus
• People focus
• Sustainability
Mission
Marketing and Sales:
• Further penetration into Indian market & take
leadership; expand exports
• Strengthen Sales Force, Distribution and Product
Portfolio
Manufacturing:
• Supplying the most competitive products with safe
and stable operation and meet demand
• Strengthen Procurement Power
• Expand Manufacturing Functions
Management & Support:
• Establishing the most efficient organization to
support business growth and alignment with SCC
• Develop administrative efficiency while ensuring
internal controls
• Full & Strict Compliances
• Value Creation for all stakeholders
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Journey to 14x Growth in India in last 15 years
SCI 2.0
2000
Manufacturing JV with New Chemi Industries
2002
Started EHD (Public Health) business
2005
Acquired product - ‘Sulfosulfuron’ Leader rights from Monsanto
2009
Exploration Phase : 2000 – 2009
Feasibility study to set-up correct business model to capture potential in Indian market and start aggressive growth phase
SCIL incorporated in India as EHD (HHI) distribution company
2001
Started ASD business
2003
Acquired EHD (HHI) unit from Bayer Vapi
2006
Started Animal Nutrition
SCIL Sales ~ INR 2 Bn
Aggressive Growth Phase : 2010 – 2023
2010 : Acquisition of New Chemi Industries and integration with SCIL
Setting-up new organization, control system, PCO function and innovative sales team
2016 : Majority stake acquisition of Excel Crop Care Limited (ECC)
Revenue (Rs. Bn)
11.4
6.9
4.5
12.7
7.8
4.9
16.3
9.8
6.5
17.4
10.3
7.1
16.9
9.0
7.9
18.2
9.7
8.5
19.1
11.9
9.0
22.3
13.2
10.0
Sector related temporary headwinds impacted revenues
Highest profitability despite low pricing environment
SCIL 2.0 – 1st full year of integrated operations
24.2
26.4
Highest revenue
30.6
35.1
28.4
31.5
FY11-12
FY12-13
FY13-14
FY14-15
FY15-16
FY16-17
FY17-18
FY18-19
FY19-20
FY20-21
FY21-22
FY22-23
FY23-24
FY24-25
Robust 14 times growth driven by Organic & In-organic expansion
Innovate Nurture Grow
www.sumichem.co.in
ECC SCIL
9.5
7.2 2.3 FY10-11
22
Formidable Player in the Indian Agrochemicals Space
SCI 2.0
5 Manufacturing Facilities
14 Technical Actives
15,000+ Direct Distributors & 60 Depots
200+ Brands 700+ SKUs
25+ Patents 200+ Registrations
Grown 14x+ over FY11-25
Rs. Bn
14x
31.5
1600+ Employees 1500+ FDOs#
#FDOs - Field Development Officers (contractual)
s t c u d o r P y e K
Product Name
Fenpropathrin Glyphosate Profenophos Pyriproxyfen
Clothianidin
Tebuconazole
Product Category
Indicative Use
Insecticide Herbicide Insecticide Insecticide
Insecticides
Fungicides
Paddy, Cotton, F&V Tea Gardens, non-cropped Cotton, Soya bean Cotton
Vegetables
Wheat, Soya bean, Chilli
Gibberallic Acid
Plant Growth Regulator
Citrus Fruits
Aluminum Phosphide
Fumigant
Warehousing of Food Grains
Chlorpyriphos
Insecticide
Paddy, Beans, Gram
DL-Methionine
Animal Nutrition
Poultry
2.3
FY11
FY25
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Diversified & De-risked Portfolio Across the Agro-Chem Value Chain
SCI 2.0
Well-Diversified across multiple dimensions
Business Segments
Products
Geographies
Customers
Crops Served
Diversified Portfolio Across Segments
Geographic Diversification with Exports to ~50 countries
Insecticides
Herbicides
PGR
Metal Phosphides
Fungicides
AND & EHD
10%
9%
11%
9%
FY25
21%
Generics
Speciality
40%
29%
Domestic 78%
71%
FY25
1%
36%
Exports 22%
15%
22%
3%
Australia
8%
16%
North America
South America
Europe
Asia (Ex. India)
Japan
Africa
✓ Greater focus on high growth, stable and high profitable segments such as Herbicides, PGR,
Bio-rational products
✓ Increasing contribution from PGR segment and offerings for both Kharif and Rabi crops to
reduce seasonality in the business
✓ Top 10 products contributes less than 45% of Total Revenue on annual basis
✓ No product / molecule contributes more than ~15% of Total Revenue on annual basis
✓ Diversified across key crops - Concentrated efforts on fruits & vegetables, paddy, cotton and other high
✓ One of the highest proportion of environmentally-friendly products in the Industry
growth segments
24
Innovate Nurture Grow
www.sumichem.co.in
Strong Brand and Well-Entrenched Distribution Network
SCI 2.0
✓ Strong brand with market leading position across various product categories
✓ Dual brand portfolio can offer products at all price points serving multiple
customer sub-segmentsa
26 States
60 Depots
✓ In-depth knowledge of own research products, proven go-to-market strategy and deep farmer connect facilitates launch of Speciality products
15,000+ Distributors
✓ On-field demonstration of products, training of farmers in using the products,
building awareness among stakeholders in relation to the products
✓ Pan-India distribution network ensures strong presence with both
retailers and farmers and on-time feedback mechanism
4.4 million+ Farmer Connect through physical meetings 20 million+ Digital Connect
~40,000 Dealers
~600 Sales Team
✓ Scale and diversity of product offerings lead to superior bargaining power
with distributors and provides one-stop solution for farmers
✓ Expanded teams for strategic marketing, demand generation, product
development and regulatory affairs to focus on future growth
Domestic
23%
Bulk & Branded Contribution (FY25)
67%
77%
Bulk
Branded
Exports
33%
25
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Expanding Brand Visibility and Connect
SCI 2.0
✓ Wide range of generics and speciality products for Increased crop presence and providing
crop protection solutions
✓ More than 1,500+ Relationship managers connecting to 4.4 million+ farmers throughout crop
cycle
✓ Over 200 brands covering maximum of crops and pest segments
✓ 15,000+ distributors; 40,000+ dealers and 60 Depots help in expanding brand visibility and
connect
✓ More than 600+ Qualified and skilled managers in Sales, Marketing and customer support
✓ Company with 20+ mega brands with high brand recall
✓ Healthy geographical Brand coverage throughout India including North East and J&K
✓ Optimum use of advertising media with increased Digital Platforms presence
26
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Resurging Through Phygital Transformation (1/2)
SCI 2.0
Rural India: Digitally Connected, Strategically Engaged
With rural India witnessing a digital revolution—boasting over 442 million internet users and 425 million smartphone owners—SCIL has strategically positioned itself to lead this wave. Our data-driven digital marketing framework now serves as a powerful catalyst for business growth and rural community engagement.
✓ 814+ localized landing pages across key dialects, optimized for voice search and rural accessibility
✓ 639 precision-targeted digital campaigns mapped to crop cycles, geographies, and farmer needs
✓ 14.2 crore digital touchpoints, contributing significantly to lead generation, brand affinity, and dealer inquiries
✓ 17.2% reduction in engagement costs, driven by smart segmentation and programmatic delivery
✓ Partnerships with hyper- local influencers, enhancing message authenticity
✓ Field activity tracking Apps- Sumitomo Connect & Sumitomo Field Connect
The Power of Phygital Field Days
Our Field Days evolved into immersive Phygital experiences—where digital interactivity met on-ground demonstration. A standout initiative was the “Live Field Days”, allowing farmers, distributors, and field executives to engage in real-time with our agronomists, R&D experts, Portfolio Managers, Demand Generation and Sales teams.
These live sessions:
✓ Enhanced farmer trust through live Q&A and transparent product demonstrations
✓ Drew strong participation from farmers, channel partners, and field teams across regions, fostering vibrant
two-way engagement during each session
27
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Resurging Through Phygital Transformation (2/2)
SCI 2.0
Glimpses of “Live Field Days”
28
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Strategically Located Manufacturing Facilities
SCI 2.0
Connectivity to Major Cities and Proximity to Main Highways, Ports Reduces Logistic Time and Costs
Plant Location
Area (acres) Segment Served
Product Manufactured
Bhavnagar
~58
Gajod
~120
Tarapur
Vapi
Silvassa
~5
~6
~3
Gajod
Bhavnagar
Tarapur
Dahej
Silvassa
Vapi
Mumbai
Mumbai – Head Office
5 Manufacturing Plants
4 Branches & 60 Depots Pan India
Manufacturing of Technical Grade Pesticides and Formulations Production and manufacturing of Metal Phosphides, Sulphur WDG and other WDG formulations Production and manufacturing of Active Ingredients
Formulation & Packaging
Formulation of Glyphosate and Other Speciality Products
Technical Grade Products: Chlorpyriphos, Profenophos, Glyphosate, Tebuconazole Tech, Quinalphos, Imidacloprid, Thiacloprid, Acetamiprid, Byspyribac Sodium, Fluroxypyr, Aluminium Phosphide, Zinc Phosphide, Sulphur WDG, Fenpropathrin
Formulations for above TG products and several other speciality and generic products
• Overall Optimal capacity utilization ~ 80% to 90% for TGAI’s • Bought 2 additional private owned land parcels for future
expansion:
o ~20 acre adjoining our existing Bhavnagar site o ~50 acre at a prime location at Dahej within Chemical Zone
(recently received environmental clearance)
Gujarat
Maharashtra
Mumbai
Maps not to scale. All data, information, and maps are provided "as is" without warranty or any representation of accuracy, timeliness or completeness
29
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New CAPEX Plans
SCI 2.0
Second Plant for a key SCC innovated product at Bhavnagar site for global requirements
Production of a newly launched SCC innovated molecule at Tarapur site
SCIL has received board approval to set up a second plant for an important SCC innovated product for global requirements at existing Bhavnagar site
Product
SCIL has received board approval to manufacture a newly launched SCC innovated molecule at its Tarapur site
Brownfield expansion at existing Bhavnagar site – second plant for the same product within two years of first plant
Project Type
SCIL will undertake equipment modification and line readiness at its Tarapur facility for this newly launched product
Approximately ₹55 crore
Investment
Around ₹10 crore
To build on the success of the first plant, which demonstrated high utilization, world-class quality, and strong cost competitiveness
Objective
In order to demonstrate SCIL’s capability to manufacture in India a newly launched SCC innovative molecule, as also to meet the expected domestic demand of this newly launched product
Q4FY27 (Jan–Mar 2027)
Target Completion & Commercialization
Q4FY27 (Jan–Mar 2027)
30
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R&D: End-to-End Product Development Capabilities
SCI 2.0
❑ 3 fully equipped, DSIR approved R&D labs located at Mumbai, Bhavnagar and Gajod capable of synthesis, technical product and formulation development; Soil Health Research Laboratory and in-house field trials
❑ R&D Team comprises of 75+ qualified and dedicated engineers & scientists of
which 10+ are PhDs with more than 15 years of Experience
❑ 25+ patents granted across various geographies; 9 applications filed
❑ R&D facilities to gain capability for creating new processes and new improve
combinations using SCC Japan’s chemistries which would help production processes and efficiency
D E V E L O P M E N T
F O R M U L A T I O N
Bhavnagar, Synthesis Lab
Bhavnagar, R&D Analytical lab
Bhavnagar, Soil Health Research Lab Bhavnagar, Biopesticides Unit
31
Innovate Nurture Grow
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Thrust on Safety, Health and Environment (SHE)
SCI 2.0
Quality Certifications Ensure Consistent product quality and healthy working environment at manufacturing sites
Abiding by SCC Japan’s EHS Policies
Four Start Export House by Ministry of Commerce and Industry
Authorized Economic Operator AEO (Tier-2) Certification
ISO:9001:2015, ISO-14001:2015 and OHSAS18001:2007 for the manufacturing sites at Bhavnagar, Gajod, Tarapur and Silvassa; ISO:9001:2015 at Vapi
A8000 Certification for Social Accountability in Bhavnagar and Gajod
Efforts focused on reducing effluent load and effluent treatment cost, for staying innovative and competitive in the market
The quality of the products is maintained and upgraded to the applicable national and international standards through rigorous pursuit of Six Sigma initiative
Focused on energy conservation and energy cost reduction: 65% of total power requirement through wind and solar power generation plants
Expanding solar power plant capacity in line with towards green energy would also help in reducing dependence on outsourced power as well as in energy cost reduction
3R Principle: Recovery – Recycle – Reuse
Safety audit, training programmes and other safety management processes and programmes are carried out/conducted at regular intervals
Dr. Vikram Sarabhai award department of Science and Technology, Government of Gujarat
for developing green technology
from
Certificates of appreciation received ten times from jointly by Gujarat Safety Council and Dish
Government of Gujarat for achieving 10 lakh accident free man-hours
Certificates of merits received from jointly by Gujarat Safety Council and Dish Government of Gujarat for achieving 20 lakh accident free man-hours
Certificates of honour received two times jointly by Gujarat Safety Council and Dish Government of Gujarat for achieving 30 lakh accident free man- hours
Focus on purity, quality and timely delivery of products to the customer
32
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Awards & Accolades
SCI 2.0
Quality Certifications Ensure Consistent product quality and healthy working environment at manufacturing sites
Jamnalal Bajaj Award for “Fair Business and Practices”
National Safety Award by Labour Ministry, Government of India for safety performance
Chemexcil Best Exporter's award: 2017-18 received in 2023
Shramveer Award to employees from Labour Ministry, state level received six times
First award for export of organic and inorganic chemicals
Shram Bhushan Award to employees received five times
ICMA award for innovation and purposeful programs for social progress
Shram Ratna to employees, received seven times
First Sir P.C. Ray award for development of products and process with indigenous technology
Shram Shri award to employees received three times
Punjab Haryana Delhi Chamber of Commerce and Industries award for ethical business
Gujarat State Safety Certificate for safety commitment
Winner active ingredient trophy and certificate from M/s. Bayer
CSR Award from Federation of Gujarat Industries
Trishul award for the excellent performance for exports in international markets
Global CSR award from SCC for one of our Integrated Village Development Programme
ICMA award for innovation and purposeful programs for social progress
Shramveer award for improvement of product efficiency received from national level Delhi
Vishwakarma Rashtriya Puraskar received for process development
Focus on purity, quality and timely delivery of products to the customer
33
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Autonomous Board with Vast Industry Experience
SCI 2.0
Dr. Mukul Govindji Asher Chairman and Independent Director
▪ Professorial Fellow at Lee Kuan Yew School of Public Policy at
the National University of Singapore
▪ Advisor to Govts in Asia on tax policy & pension reforms; and to multi-lateral institutions including IMF, Asian Development Bank, PFRDA of India, Govt of Gujarat, & World Bank
▪ Member of the panel to review Crawford School of Public Policy
at Australian National University
N. Sivaraman Independent Director
▪ Qualified Chartered Accountant with close to 40 years of experience as finance professional and business and organizational leader.
▪ He had over 35 years of successful career with Larson & Toubro Group holding position of President and Whole-time Director of L&T Finance Holdings Limited and board membership of L&T Infrastructure Finance Limited where he played pivotal role. Managing Director and Group CEO at ICRA Limited and COO of IL&FS Limited
Preeti Gautam Mehta Independent Non-executive Director
▪ 32 years of experience in corporate laws, foreign investment and collaborations, mergers and acquisitions and private equity investments, banking, franchising and hospitality
Ninad Dwarkanath Gupte Non-executive Director
▪ Experience of 45 years in management of companies operating in fine chemicals, performance chemicals, industrial chemicals & agrochemicals
▪ Held senior positions at Excel Industries, BASF India, Herdillia Chemicals and worked as MD of Cheminova India and Agrocel Industries and as Joint MD of Excel Crop Care
34
Innovate Nurture Grow
34 www.sumichem.co.in
Autonomous Board with Vast Industry Experience
SCI 2.0
Tadashi Katayama Non-executive Director
▪ MBA from Vanderbilt University, U.S.A. and a Master’s degree from Kyoto University in Japan
▪ Associated with SCC Japan since 1992 in
the Health and Crop Science business unit in various positions
▪ President of Agro Life Sciences sector at
SCC Japan
Masanori Uzawa Non-executive Director
▪ MBA from University of Virginia, USA and a Bachelor’s degree from the University of Tokyo in Japan
▪ Associated with SCC Japan and has experience of over 20 years in the areas of strategy, planning and business development for crop protection & other chemical businesses. ▪ Head of Agro Solutions Division International
Chetan Shantilal Shah Managing Director
▪ Commerce graduate from the University of Mumbai and holds a master’s degree in Business Administration from North Rope University in the USA
▪ Over 45 years of industry experience in
various leadership and senior management roles
Sushil Champaklal Marfatia Executive Director
▪ Chartered Accountant with over 44
years of industry experience
▪ Worked with New Chemi Industries Limited for 33 years which was later merged with the Company
Dr Suresh Ramachandran Deputy Managing Director
▪ Ph.D. in Entomology“ from The University
of Georgia, USA
▪ 26 years of expertise - Sales and
Distribution, Product Management, Regulatory, Business Management, R&D, Six Sigma & Enterprise Resource Planning, in Crop Protection & Seeds Business.
Board is supported by a strong and experienced management team associated with Company since long
35
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Growth Strategies
SCI 2.0
Continued Investment in R&D and Pipeline
Capacity Expansion
• Aim to invest in seamless integration of R&D between SCIL and SCC improve our production processes,
units which would help enhancing yields and efficiency Introduce new products as per market demand
•
• Driving operational efficiencies maintaining highest safety
•
standards and Responsible Care compliances Invest ~15% of consolidated EBITDA every year for upgradation of manufacturing facilities and capacity expansion to cater to strong domestic/global demand
Further Brand Development
Product Pipeline
Expand Export Business
• Multiple products coming from initiatives • Global Speciality Proprietary products to be
•
launched in India
• New combination products / pre-mixtures currently under development for domestic and exports
• Off-patent products under development
•
for domestic and exports Technical products for manufacturing and exports
Enhance exports in regions like Africa Leverage SCC’s Global supply chain and marketing network to drive exports in Latin America, Asia and Europe
•
Investments for marketing of new and existing products and brands • On-field demonstrations,
training of farmers for building ground-level demand generation supported by digital marketing for new Extraordinary preparations product launches underway
•
36
Achieving Market Leadership in India
▪
▪
▪
Balanced portfolio of specialty products (including futuristic green products) and off- patent products
Consolidate position as best agro-chemical marketer in India
for manufacturing excellence &
Strive expand Make in India Projects
▪ Making organization ready to handle future
challenges (Transform)
▪
Sustainable and healthy financial results (Harvest)
Leverage expertise in successful product launches, demand generation and manufacturing capacity expansions to fuel future growth
Innovate Nurture Grow
www.sumichem.co.in
Financial Performance & Key Takeaways
Historical Performance Highlights
SCI 2.0
Revenue (Rs Crs)
+5%
+13%
3,065
3,511
2,425
2,645
3,149
2,844
FY20
FY21
FY22
FY23
FY24
FY25
Networth (Rs Crs)
EBITDA (Rs. Crs) & EBITDA Margin (%)
PAT (Rs Crs)
+14%
667
600
632
487
475
+20%
502
506
424
345
370
333
13.7%
18.4%
19.6%
19.0%
16.7%
20.1%
205
FY20
FY21
FY22
FY23
FY24
FY25
FY20
FY21
FY22
FY23
FY24
FY25
RoCE (%)^
Net Working Capital Days
+19%
2,905
2,382
2,445
24.8%
29.8% 30.2%
27.7%
29.0%
1,927
1,541
1,222
20.8%
133
124
115
104
91
89
FY20
FY21
FY22
FY23
FY24
FY25
FY20
FY21
FY22
FY23
FY24
FY25
FY20
FY21
FY22
FY23
FY24
FY25
^ ROCE – {EBIT/ (Net Worth + Borrowings)}
38
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Consolidated Profit & Loss Account Statement
SCI 2.0
To be done by Raj
Particulars (Rs. Crs) Net Revenue from Operations COGS Gross Profit Gross Profit % Employee Expenses Other Operating Expenses Operating EBITDA EBITDA Margin Other Income Depreciation EBIT EBIT Margin Interest Profit Before Tax & Exceptional Exceptional Item Gain / (Loss)** Profit Before Tax PBT Margin Tax Net Profit Net Profit Margin Other Comprehensive Income Total Comprehensive income for the period EPS
FY25 3,148.5
1,858.9
1,289.6
41.0%
264.7
392.9
632.1
20.1%
120.1
66.1
686.1
21.8%
5.9
680.2
0.0
680.2
21.6%
173.8
506.4
16.1%
-1.0
505.5
10.13
FY24 2,843.9
1,775.1
1,068.9
37.6%
232.0
362.3
474.6
16.7%
95.7
62.2
508.1
17.9%
5.1
502.9
0.0
502.9
17.7%
133.2
369.7
13.0%
-0.4
369.4
7.40
FY23 3,511.0
2,270.6
1,240.3
35.3%
218.4
355.4
666.6
19.0%
44.9
51.9
659.6
18.8%
5.4
654.2
0.0
654.2
18.6%
152.0
502.2
14.3%
2.3
504.5
10.06
FY22 3,061.2
1,908.0
1,153.2
37.7%
202.0
351.3
599.9
19.6%
26.8
44.8
581.9
19.0%
6.2
575.7
0.0
575.7
18.8%
152.2
423.5
13.8%
2.4
425.9
8.49
FY21 2,644.9 1,655.4 989.5 37.4% 194.3 308.4 486.9 18.4% 18.6 46.6 458.9 17.3% 5.6 453.3 - 453.3 17.1% 107.9 345.4 13.1% 1.6 347.0
6.9
FY20 2,424.8 1,607.6 817.2 33.7% 179.3 304.7 333.2 13.7% 10.7 41.0 302.9 12.5% 5.5 297.4 -30.9 266.5 11.0% 61.8 204.7 8.4% -5.1 199.6 4.1
1. Appointed date for merger of ECC and SCIL is 1st Apr’18
39
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Consolidated Balance Sheet
SCI 2.0
Assets (Rs. Crs)
Non-Current Assets (A)
Property, Plant and Equipment
Capital work-in-progress
Right to use an Asset
Goodwill
Other Intangible Assets
Intangible Assets under Development
Non-Current Financial Assets
(i)
Investments
(ii) Loans & other financial assets
Deferred tax Asset (net)
Non-Current tax Assets (net)
Other non-current Assets
Current Assets (B)
Inventories
Current Financial Assets
(i)
Investments
(ii) Trade receivables
(iii) Cash and cash equivalents (iv) Bank balances other than (iii) above (v) Loans
(vi) Other financial assets
Other Current Assets
Total Assets (A+B)
Mar-25 Mar-24 Mar-23 Mar-22 Mar-21 Mar-20
Equity & Liabilities (Rs. Crs)
Mar-25 Mar-24 Mar-23 Mar-22 Mar-21 Mar-20
944.1
425.8
640.4
451.7
581.2
392.8
487.6
349.6
367.6
277.6
9.4
63.5
60.4
6.7
19.1
67.1
247.9
1.2
37.5
5.7
4.0
42.5
62.2
6.0
18.7
0.1
13.8
0.7
37.7
2.8
53.5
33.2
-
3.8
17.7
0.1
36.4
-
34.9
8.7
21.1
36.4
-
4.3
14.1
0.1
30.8
-
21.6
9.5
4.3
31.1
-
0.6
10.0
0.1
6.0
- 20.4
17.6
360.6
282.9
6.5
34.9
-
1.7
3.8
0.1
5.3
1.1
20.2
4.2
3,020.3 2,672.9 2,787.5 2,522.0 2,304.3 1,745.6
703.7
610.4
888.7
937.8
754.4
588.0
457.2
783.4
38.2
345.7
715.9
46.6
238.8
946.1
46.9
356.02
843.13
57.25
4.6
136.7
256.0
21.88
101.9
814.5
116.9
181.2
536.5
99.8
236.5
0.47
48.5
174.50
126.1
131.03
150.3
3,964.4 3,313.3 3,368.7 3,009.6 2,671.9 2,106.2
290.2
848.2
213.3
28.8
7.7
11.4
86.0
849.8
92.6
0.9
7.9
21.8
98.6
EQUITY (A)
2,905.1 2,444.5 2,381.8 1,927.2 1,541.3 1,221.8
Equity Share Capital
499.1
499.1
499.1
499.1
499.1
499.1
Other Equity
2,402.0 1,942.4
1882.6
1428.1
1,042.2
722.6
Non-controlling Interests
Non-Current liabilities (B)
Non-current Financial liabilities
Lease Liabilities
Provisions
Deferred tax liabilities (net)
Non-current Tax Liabilities
3.9
94.2
32.8
34.8
26.6
-
3.0
68.0
18.5
25.9
23.6
-
0.0
53.9
17.7
22.6
13.6
-
0.0
61.0
24.7
22.3
13.9
-
0.1
49.6
15.3
29.2
5.0
-
0.0
44.5
19.4
25.1
-
-
Current liabilities (C)
965.2
800.7
933.0
1,021.4 1,081.0
839.9
Current Financial liabilities
(i) Borrowings
(ii) Trade Payables
(iii) Lease Liabilities
0.0
0.5
-
-
-
-
489.4
430.0
490.2
517.2
591.2
490.9
19.1
11.2
16.2
12.9
17.3
16.2
(iii) Other financial liabilities
377.3
294.8
366.2
399.7
356.8
235.4
Other current liabilities
Provisions
Current tax liabilities Total Equity & Liabilities (A+B+C)
64.7
9.0
5.6
53.2
10.4
0.5
51.2
79.8
108.2
80.2
6.3
2.8
7.2
4.7
5.6
1.9
9.7
7.4
3,964.4 3,313.3 3,368.7 3,009.6 2,671.9 2,106.2
40
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Consolidated Working Capital Movement
SCI 2.0
Particulars (Rs. Crs)
Inventory (A)
Mar-25
Mar-24
Mar-23
Mar-22
Mar-21
Mar-20
703.7
610.4
888.7
937.8
754.4
588.0
Inventory Days (Inventories/ COGS*365) (i)
138
126
143
179
166
134
Trade Receivables (B)
783.4
715.9
946.1
843.1
848.2
849.8
Trade Receivables Days (Trade Receivables / Revenue*365) (ii)
91
92
98
100
117
128
Trade Payables (C)
489.4
430.0
490.6
517.2
598.3
490.9
Trade Payables Days (Trade Payables/ COGS*365) (iii)
96
88
79
99
132
111
Other Financial Liabilities (D)
377.3
294.8
366.2
399.7
349.8
235.4
Other Financial Liabilities Days (Other Current Liabilities / Revenue*365) (iv)
44
38
38
48
48
35
Net Working Capital (A+B-C-D)
620.3
601.5
978.0
864.0
654.5
711.4
Net Working Capital Days (i + ii – iii – iv)
89
91
124
133
103
115
41
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Consolidated Cash Flow Statement
SCI 2.0
Particulars (Rs. Crs)
Net Profit Before Tax
Adjustments for: Non-Cash Items / Other Investment or Financial Items
Operating profit before working capital changes
Changes in working capital
Cash generated from Operations
Direct taxes paid (net of refund)
Net Cash from Operating Activities
Year ended 31-Mar-25
Year ended 31-Mar-24
Year ended 31-Mar-23
Year ended 31-Mar-22
Year ended 31-Mar-21
Year ended 31-Mar-20
680.2
-45.6
634.7
-18.0
616.6
163.9
452.7
502.9
-6.7
496.3
392.6
888.8
129.0
759.8
654.2
38.5
692.7
-135.2
557.5
168.1
389.4
575.7
46.3
622.0
-257.6
364.4
142.6
221.8
453.3
54.5
507.8
25.6
533.4
107.9
425.4
266.5
45.7
312.2
-9.4
302.8
81.4
221.4
Net Cash from Investing Activities
-392.1
-431.7
-327.2
-290.2
-282.7
-117.9
Net Cash from Financing Activities
-69.1
-328.3
-72.5
-62.6
-47.1
-61.4
Net Increase /(Decrease) in Cash and Cash equivalents
Add: Cash & Cash equivalents at the beginning of the period
Cash & Cash equivalents at the end of the period
-8.4
46.6
38.2
-0.3
46.9
46.6
-10.4
57.2
46.9
-131.1
188.3
57.2
95.7
92.6
188.3
42.2
50.5
92.6
42
Innovate Nurture Grow
www.sumichem.co.in
Key Takeaways
SCI 2.0
Formidable Player in the Indian Agro-chem Space
Experienced Management Team and Board of Directors
Well-diversified Product Portfolio Across Agro-Chem Value Chain
Strong Brand and Well-Entrenched Distribution Network
▪ Strong / leadership position across
products and processes
▪ Ability to develop new combination
products
▪ Strong
management
autonomous experience and domain expertise
Board with
and vast
▪ Localized experience enables better understanding of market needs to drive growth
▪ Multi-product,
multi-geography,
multi-customer de-risking
▪ 26 states, 60 depots, 15,000+ distributors, 40,000+ dealer network
▪ Access to an impressive range of own actives along with significant speciality exposure towards product products offerings at all price points serving multiple customers sub-segment
resulting
in
▪ High credibility and brand recall amongst famers and the trade on account of transparent and ethical business dealings
To Benefit from Strong Parentage of SCC Japan
State-of-the-art Manufacturing and R&D Facilities
Strong Track Record of Driving Growth
▪ Benefits from international standing of SCC Japan; most well revered brand renowned for its quality
▪ Access to SCC’s global supply chain and global R&D activities (one of the in largest development of actives and broad range of formulation research
spenders)
resulting
▪ Operates
five manufacturing facilities with state-of-the-art plants at strategic location which helps reduce logistic time and costs
▪ Capacity not a constraint allowing for significant growth on existing investments
▪ Grown 14X over FY11-25 driven by organic and inorganic expansion
▪ Debt free balance sheet with strong
return ratios
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Annexures
Glance of various events to bring people together
'Every Day Farmers’ Day' Campaign
SCI 2.0
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Innovate Nurture Grow
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'Every Day Farmers’ Day' Campaign
SCI 2.0
ONE TEAM...ONE MISSION... ONE CAMPAIGN
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Innovate Nurture Grow
www.sumichem.co.in
'Every Day Farmers’ Day' Campaign
SCI 2.0
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Innovate Nurture Grow
www.sumichem.co.in
Demand Generation Activities via EDFD
SCI 2.0
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Innovate Nurture Grow
www.sumichem.co.in
Selected Retailer & Grower Launching Meetings
SCI 2.0
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Innovate Nurture Grow
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Prelaunch Activities
SCI 2.0
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Innovate Nurture Grow
www.sumichem.co.in
Glance of various events to bring people together
SCI 2.0
Strategic Workshop of senior and middle management to deliberate on growth acceleration
Logo for Annual Sales Team meeting - Manthan means joint efforts to squeeze out the results
Logo for Annual Distributors meeting - Bandhan means strong bonding
Logo showing Core Values
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Innovate Nurture Grow
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For further information, please contact:
Company :
Investor Relations Advisors :
Sumitomo Chemical India Limited
Strategic Growth Advisors Pvt. Ltd.
CIN: L24110MH2000PLC124224
CIN: U74140MH2010PTC204285
investor.relations@sumichem.co.in
Mr. Jigar Kavaiya / Mr. Parin Narichania +91 99206 02034 / +91 99300 25733 jigar.kavaiya@sgapl.net / parin.n@sgapl.net
jigar.kavaiya@sgapl.net
parin.n@sgapl.net
www.sgapl.net
For further information, kindly visit our new website www.sumichem.co.in
www.sumichem.co.in