Awl Agri Business Ltd · NSE:AWL
Awl Agri Business — Investor Day (May 2026)
129 slides from Awl Agri Business's investor day presentation, May 21, 2026
Slide 1: Exchange filing: Presentation of AWL Investors Day 2026
AVVL Agri business Ref No: AWL/SECT/2026-27/13 May 21 2026 BSE Limited National Stock Exchange of India Limited Floor 25, P J Towers, Exchange Plaza, Dalal Street, Bandra Kurla Complex, Mumbai – 400 001 Bandra (E), Mumbai – 400 051 Scrip Code: 543458 Scrip Code: AWL Dear Sir / Madam, Sub: Presentati
Slide 2: AWL Agribusiness Investor Day 2026
A L Agribusiness Investor Day 2026 Thursday May 21, 2026
Slide 3: Safe Harbour Statement
Safe Harbour Statement This Release / Communication, except for the historical information, may contain statements, including the words or phrases such as ‘expects, anticipates, intends, will, would, undertakes, aims, estimates, contemplates, seeks to, objective, goal, projects, should’ and similar
Slide 4: Leadership Team: Wilmar Group
Leadership Team: Wilmar Group Leadership Team: Wilmar Group
Slide 5: Wilmar Group leadership
Kuok Khoon Hong Pua Seck Guan Charles Loo Cheau Leong Chairman & CEO Executive Director & COO Deputy COO & CFO
Slide 6: Leadership Team: AWL
Leadership Team: AWL Leadership Team: AWL
Slide 7: AWL leadership: Chairman, Deputy Chairman, MD & CEO
Dorab Erach Mistry Angshu Mallick Shrikant Kanhere Chairman & Independent Director Executive Deputy Chairman Managing Director & CEO
Slide 8: AWL leadership: COO and CFO
Saumin Sheth Pankaj Goyal Executive Director & COO Chief Financial Officer
Slide 9: AWL leadership: Sales and Supply Chain heads
Mukesh Mishra Rajneesh Bansal Jt. President – Sales & Marketing Jt. President - Supply Chain & Logistics
Slide 10: Shrikant Kanhere, Managing Director & CEO
SHRIKANT KANHERE Managing Director & CEO
Slide 11: Building India's Trusted Food Platform
Building India’s Trusted Food Platform
Slide 12: Transitioning from Edible Oil Leader to Integrated Food & FMCG Platform
AWL: Transitioning from Edible Oil Leader to an Integrated Food & FMCG Platform Leveraging Scale, Sourcing and Distribution to build a diversified everyday consumption platform Portfolio Extension: Building an Integrated Scale & Leadership in Edible Oils Scaling Food & FMCG Food & FMCG Platform Leve
Slide 13: The Transition is already underway
The Transition is already underway Evolving from an edible oil leader to a broader Food & FMCG platform Business Mix Evolution: Food & FMCG Evolution of Distribution & GTM Total Outlets Rural Towns 3x 23% 20% 60,000+ 27% x FY16 FY21 FY26 4,000+ 6% 11% 18% 66% 62% FY21 FY26 FY21 FY26 68% Food Outlets
Slide 14: Built on Scale. Positioned for the Next Phase of Growth.
Built on Scale. Positioned for the Next Phase of Growth. A scaled and integrated platform serving India’s everyday consumption categories ₹ 74,000 Crore 131 Million Household Reach FY26 Total Revenue No.1 Pan India Edible Oil Player Distribution ₹ 6,400 Crore 24 Plants Own Manufacturing FY26 Food Re
Slide 15: A Decade of Scaled Growth
A Decade of Scaled Growth Volume Revenue EBITDA PAT (in MMT) (₹ Crore) (₹ Crore) (₹ Crore) 10Y CAGR: 34% 2.2x 4.2x 5.8x 19.2x Volume growth Revenue growth EBITDA growth PAT growth 6.9 74,730 2,343 1,045 728 4.5 1,325 37,090 3.0 17,887 404 54 FY16 FY21 FY26 FY16 FY21 FY26 FY16 FY21 FY26 FY16 FY21 FY2
Slide 16: India Opportunity
AVVL Agri business India Opportunity
Slide 17: India's Staples Consumption Story is Still Underpenetrated
India’s Staples Consumption Story is Still Underpenetrated Large categories. Low branded penetration. Long runway ahead. Large Everyday Low Branded Structural Growth Categories Penetration drivers in place High-frequency consumption Significant share of consumption Urbanization, Rising income across
Slide 18: Staples Category TAM and Branded Penetration
India’s Staples Consumption Story is Still Underpenetrated Large categories. Low branded penetration. Long runway ahead. CAGR Category TAM in FY25 Branded Penetration % FY20 - FY25 FY25 - FY30 (Actual growth) (expected growth) Rice ₹ 2.4 Lac Crore 13% 11% 12% Pulses ₹ 2.2 Lac Crore 8% 6% 6% Wheat Fl
Slide 19: AWL Operates at the Centre of India's Kitchen Economy
AWL Operates at the Centre of India’s Kitchen Economy A multi-category food platform serving every cooking occasion & consumption needs Wheat Flour One Platform. Multiple Touchpoints. #2 Player Households Branded HoReCa Branded Poha Pulses Exports Branded, Private Label Non-branded Institutional Ser
Slide 20: Our Right to Win
AVVL Aari business Our Right to Win
Slide 21: Our Strategic Moat: A Distribution Network Built for Scale
Our Strategic Moat: A Distribution Network Built for Scale Deep reach. Multi-channel presence. Strong execution 10,000+ Distributors 2.6 Million Outlets* 110+ Stock Points 131 Million Households 4.2 Mn Sq. Ft. Storage Space (Stock Points) 60,000 5,000+ Rural Towns Sales on Feet
Slide 22: Distribution as a Platform for Formalization-led Growth
Distribution as a Platform for Formalization-led Growth High overlap today. Large headroom going forward. India’s Retail Universe Branded Penetration Category Outlet Universe % Grocery Universe > 1.3 Crore - Edible oil > 45 Lac 85% Wheat Flour > 17 Lac 18% Basmati Rice > 9 Lac 12% The Formalization
Slide 23: Fortune: A Trusted Household Brand
Fortune: A Trusted Household Brand Built on trust. Chosen by consumers everyday. FY26 Fortune Brand Revenue ₹ 30,000+ Crore India’s leading staples brand in millions of kitchens every day Trusted by Consistent Everyday Millions Quality Choice OUR OTHER of households you can trust across India BRANDS
Slide 24: A Scaled and Growing Foods Platform
A Scaled and Growing Foods Platform Focused on building scale across large, high-frequency consumption categories Revenue Trend (₹ in Crore) 6,273 6,473 Strong topline growth Driven by leveraging 4,994 edible oil distribution 4,053 Volume-led growth Indicating consumer 2,621 acceptance of Fortune 1,
Slide 25: The AWL Ecosystem: Subsidiaries
The AWL Ecosystem: Subsidiaries Strategic subsidiaries & JVs broadening category presence, strengthening margins & enhancing supply-chain capabilities Bangladesh Edible Oil Limited GD Foods Omkar Chemicals Leading Edible Oil player in Leading Sauces & Condiments Specialty Chemicals players Banglades
Slide 26: The AWL Ecosystem: Joint Ventures
The AWL Ecosystem: Joint Ventures Strategic subsidiaries & JVs broadening category presence, strengthening margins & enhancing supply-chain capabilities KTV Health Foods Vishakha Polyfab Leading Edible Oil player in South India One of India’s largest packaging film companies ▪ Strategic 50:50 JV wit
Slide 27: The Wilmar Advantage
The Wilmar Advantage Global Scale & Reach Technical Expertise Extensive distribution Decades of domain knowledge • One of the world’s largest • Deep expertise in crushing, agribusiness refining, milling, processing • Strong relationships with foods customers, suppliers • Best-in-class processes, tec
Slide 28: Embedding Sustainability across the Value Chain (1/2)
Embedding Sustainability across the Value Chain (1/2) Strengthening Sustainable Improving Resource Efficiency ESG in Logistics Infrastructure Actual Savings in FY26 Direct Dispatch to Consumer 50% Steam 7.1% Savings Process efficiency improvements 17 / 24 10 / 24 Own plants with Solar Rainwater Harv
Slide 29: Embedding Sustainability across the Value Chain (2/2)
Embedding Sustainability across the Value Chain (2/2) DJSI (S&P Global) Performance CDP Score 60 35 18 D → C → B 16 2021 2023 2025 2022 2023 2024 2025 Committed to responsible growth & creating positive impact across our value chain
Slide 30: An Integrated Model That Few Can Replicate
An Integrated Model That Few Can Replicate End-to-end integration. Cost leadership. Consistent quality. Scalable growth. Cost Leadership Sourcing Excellence Scale, integration & Deep relationship with agri- operational excellence traders & suppliers drive sustainable cost advantage World-class Manuf
Slide 31: Vision 2030
Vision 2030 Building India’s trusted Food Platform Total Revenue Food Revenues Food Volume Share ₹ 1 Lac+ Crore 2x >25% EBITDA ROCE ~₹ 4,000 Crore >20%
Slide 32: Thank you
AVVL Agri business Thank you
Slide 33: Mukesh Mishra
Mukesh Mishra Jt. President – Sales & Marketing
Slide 34: Index
Index Industry Overview Where are we today Category highlights AWL MOATs Strategic Priorities Future Outlook
Slide 35: Indian staples market is large & underpenetrated in branded segments
Indian staples market is large & underpenetrated in branded segments Within Top 5 Branded Player in each segment Industry Size Branded Est. CAGR: Category (In ₹ lac cr.) % FY25-30 Edible Oils 2.8 88% 7.7% Rice 2.4 12% 10.8% Pulses 2.2 6% 5.9% Wheat Flour 1.6 18% 8% AWL Presence Sugar 59k 5% 4.9% Bes
Slide 36: Key Highlights: AWL
Key Highlights: AWL Packed Oil & Food Business (9.4% CAGR* ): 7.1% CAGR in Oil 23% CAGR in Food Other Highlights : Kohinoor: From 150 Cr in FY23 to 400 Cr+ in FY26 Alife Soap: 150 Cr+ Brand in 3 Years *CAGR Growth from FY21-26 Source: Internal Data
Slide 37: AWL Today
AWL Today XXX XXX XXX XXX Edible Oil Flour Rice FMCG Market share*: In Top 10 Players ~1.8X of Nearest No. 2 Player in No. 3 Player in in Soap Competitor in Atta* Basmati Rice* Category Edible Oil Segment No. 1 in Soya, No. 1 Player in Strengthening Soya Nuggets**: Mustard, Besan presence in No. 2 P
Slide 38: Presence across the price spectrum
Presence across the price spectrum Super Premium Premium Bakery & Frying Popular Conscious Efforts on Premiumization of Portfolio
Slide 39: Fortune is one of the largest FMCG brands
Fortune is one of the largest FMCG brands Value Edible Oil Foods FMCG INR 30,000 Cr + INR 5,000 Cr + INR 1,000 Cr + INR 400+ INR 100 Cr + Source: Internal Data
Slide 40: Key Categories Highlights
AVVL Agri business Key Categories Highlights
Slide 41: Market leader in Soyabean Oil with 27.2% MS
AWL is Market leader in Soyabean Oil Category with 27.2 % MS Fortune Demand Power vs Nearest 4.7x Competitor 1.9x Market Share vs No. 2 Player 2x Numeric Distribution vs No. 2 player 8-10% Fortune Premium over No. 2 Player AWL owns 2 out of Top 3 Soyabean Oil Brands $- Average Realization as on 1st
Slide 42: Market leader in Mustard Oil with 14.8% MS
Market leader in Mustard Oil category with 14.8% MS Fortune Demand Power vs Nearest 3.9x Competitor 2.1x Market Share* vs No.2 Player 2.4x Numeric Distribution* vs No.2 Player 5%-7% Fortune Premium over Popular Brands AWL owns 2 of Top 3 most distributed Brands in the segment $- Average Realization
Slide 43: No. 3 in Sunflower Oil with 11.7% MS
All India No. 3 in Sunflower Oil with 11.7% MS, No. 1 in Rest of India (Excluding Southern Markets) with 28.7% MS Fortune Demand Power vs Nearest 0.9x Competitor 0.5x Market Share* vs No. 1 Player 1.1x Numeric Distribution* vs No. 1 Player Market Share> 30% Market Share: 20-30% Market Share < 20% $-
Slide 44: Category creator, market leader with 16.3% MS
We created this Category, Market leader with 16.3% MS Demand Power vs Nearest 4.7x Competitor 2.3x Market Share* vs #2 Brand (Non- Private Label) 4.6x Numeric Distribution* vs No.2 Brand (Non-Private Label) ~10%+ Price Indexed$ to No. 2 Player $- Average Realization as on 1st May, 2026 Source: #Bran
Slide 45: No.2 in Packed Atta Segment with 5.4% MS
No.2 in Packed Atta Segment with 5.4% MS AWL Volume Growth 2.5x in Last 3 years vs Rest of Industry* Outpacing Industry in both Urban & Rural markets* Rapid Growth & penetration in High Premium South Market with HH share of 15% HH penetration increased over last 4 years 13.4% 6.2% 1.2% 0.7% MAT Mar'
Slide 46: No.3 player in Basmati Rice with MS of 9.1%
No.3 player in Basmati Rice with MS of 9.1% Leveraging Oil Reach for driving Growth in Rice AWL 3 Years Growth Basmati Rice: 15% CAGR vs 6% for industry Growing faster vs Industry in both Urban & Rural Markets Domestic Rice Sales CAGR of 20%+ over 5 Years Source: #Brand Track 2025, Kantar *Nielsen M
Slide 47: Strong No. 2 Player in Soya Chunks
Strong No. 2 Player in Soya Chunks Strong No.2 Player with Pan India Presence 18% CAGR over last 5 Years in Consumer Pack business High Margin Category with High upside due to conversions from Loose to Packed Source: Industry data, Internal Data
Slide 48: AWL MOATS
AWL MOATS XXX XXX XXX XXX Brand Strength Supply Chain Enterprise Distribution Strength Advantage Capabilities Wilmar Expertise: Market Consistent investment Agile supply chain Direct Reach of ~1Mn outlets intelligence, sourcing in Brand Building- 1 in 3 capability resulting in and R&D HH reach lean
Slide 49: AWL Outspending competition on Brand Building Spends
AWL Outspending competition on Brand Building Spends AWL Spends consistent & Increasing over the Years AWL consistently investing in Brand building AWL AWL Competition Patanajali 1 & Ruchi Competition Emami 2 Competition Gemini Edible3Oils Competition ITC Ltd 4 Competition KRBL Ltd 5 FY 21-22 FY 22-
Slide 50: Increased Focus on Impact Properties
Increased Focus on Impact Properties Increased Focus on long-term associations with high impact properties, especially in cooking & culinary shows
Slide 51: 25 Years of Fortune
25 Years of Fortune 25 Years of Fortune
Slide 52: High impact Regional Campaign with Gujarati celebrity
High impact Regional Campaign with Gujarati celebrity to drive Brand Salience
Slide 53: Fortune Atta: Emotional connect with Functional Promise
Fortune Atta: Emotional connect with Functional Promise
Slide 54: Customized Pack designs for better consumer connect
Customized Pack designs for better consumer connect Season Pack: Acchar Special Mustard Regional Packs: Gujarat variant Cotton Oil Festive Packs: Chhath Pooja Special Soya Pack
Slide 55: BTL Initiatives for Regional & Festival activations
BTL Initiatives focused to build consumer connect through Regional & Festival activations Higher Point of Sale & BTL Investments 2.4X 1.7X X 21-22 23-24 25-26 Hilsa Festival – Kolkata World’s Largest Modak: Fortune Besan & Sugar Regional Activations Festive Activations Innovations – Kanpur facade
Slide 56: How our GTM has evolved over the years
How our GTM has evolved over the years
Slide 57: The Retail Landscape in India is vast and evolving
The Retail Landscape in India is vast and evolving Current Stores Growth Relevance Criticality 28 States 8 UT Rural & GT Small Towns Low single digit 6Lacs+ 7-8% contribution growth Towns/Villages 785 District Top Cities ~346 Mn MFS Mid teens Households 10% Contribution growth 13 Mn FMCG Retailers M
Slide 58: Where is this channel shift creating an impact?
Where is this channel shift creating an impact? Retail share in GT is projected Food CAGR 5 Year (Consumer pack) Food portfolio leveraging growth in alternate channels to decline, continuing to contribute to larger market Channel wise 5 Year CAGR Grocery market share (All India) CAGR 3% 30%-32% 4x 7
Slide 59: How are we navigating this
How are we navigating this Feet on street Outlet Coverage Town Coverage Brands >1Lacs reach 3X* Food REACH INITIATIVES FY21 FY26 FY21 FY26 FY21 FY26 FY21 FY26 Growth 2x more manpower 2.6x retail coverage Covering 63K+ towns/ Villages 10 Products are reaching >1Lacs outlets Separate GTM by Channel JB
Slide 60: Key Trends driving Food Space
Key Trends driving Food Space Loose to Convenience Health a Priority Functional Nutrition Aspirational Rural Branded over Price: Qcom Well placed to Consumers focusing Consumers willing to Functional Health Upgrade towards Replicate Oil playbook on Healthier than pay premium for focus in Affluent In
Slide 61: Strategic Priorities
AVVL Agri business Strategic Priorities
Slide 62: Our strategic priorities
Our strategic priorities Premiumization through Strengthen & Protect Core Oil Business Accelerate growth in Food Portfolio New Product Innovations Leverage Oil Reach for Improving Distribution Focus in under indexed Markets Extension in Value Added Portfolio of Food portfolio
Slide 63: Accelerate Growth in Food Portfolio
Accelerate Growth in Food Portfolio Leverage Fortune brand equity and AWL distribution strength Leverage Rural network Category cross promotion for consumer and trade Leverage AWL portfolio strength in alternate channel Atta and Oil are cart starters, giving AWL an edge for Cross targeting Continue
Slide 64: Leveraging AWL Distribution Strength in Rural for Foods
Leveraging AWL Distribution Strength in Rural for Foods Direct Town/Village coverage** We are, as AWL reaching in 3x outlets VS our competitors (In Rural) 63,000+ (20x in 5 Years) Nearest Competitor in Foods AWL This has resulted in higher growth of Food portfolio in Rural 1.5x 2.8x 3.2x CAGR in Rur
Slide 65: Cross Category Offerings for Consumer & Trade
Cross Category Offerings for Consumer & Trade *Source: Nielsen **Source: Internal
Slide 66: Leverage AWL portfolio strength in alternate channel
Leverage AWL portfolio strength in alternate channel AVVL Agri business 3.5x Foods Volume in Alternate Channels in 5 Years Pay Fresh •. Bazaar Q. Search or ask a questi ... @j g MX Player Pharm, Prepare a feast for festivities Fortune range for every kitchen E·l·l-i:I+& @ Deliver to Harshit - New De
Slide 67: Gradually Building Health & Convenience Portfolio
Gradually Building Health & Convenience Portfolio Expanding our presence in adjacencies that enhance everyday well-being Health & Convenience Portfolio A Scalable Growth & margin accretive basket Turnover Soya Nuggets Poha Biryani Kit Multigrain Atta Brown Rice ₹1,300+ Crore High Protein, Wholesome,
Slide 68: Strategic foray into Value-added Kitchen & Convenience Categories
Expanding beyond Staples: A Strategic foray into Value-added Kitchen & Convenience Categories A scaled, profitable branded platform in sauces & convenience foods — complementing Fortune’s food journey Strong Brand Equity: Amongst top 3 Players in North India No. 3 player in Tomato Ketchups* No. 1 Pl
Slide 69: Tops: Large range of products focused on kitchen
Tops: Large range of products focused on kitchen Sauces and Condiments Meal preparation Cooking Aids Hero products No. 3* brand in No. 1* brand snack Noodles & Instant Vermicelli tomato ketchup sauce Ginger- noodles No. 1* in culinary Corn sauces garlic Starch Paste Hero products Corn Flakes Choco F
Slide 70: Future Outlook
AVVL Agri business Future Outlook
Slide 71: What Next 5 Years will look like
What Next 5 Years will look like Core Portfolio Food & FMCG Margin Focus Distribution Mid single digit Growth in Oils 2x Volume of Food portfolio Improve overall margins 3 Mn Outlets driven by rural through Premiumization of Oils expansion To become No. 1 in Double Digit MS in Basmati Rice & Food po
Slide 72: Thank you
AVVL Agri business Thank you
Slide 73: Rajneesh Bansal
Rajneesh Bansal Jt. President - Supply Chain & Logistics
Slide 74: Supply Chain Function
Supply Chain Function
Slide 75: AWL Footprints
AWL Footprints 24 3.6 Mn MT per annum Own Units Primary Volume 58 1.4 Mn MT per annum Toll Units Secondary Volume 110+ 1.0 Mn MT per annum FG Fulfilment Centres Institutional Bulk Sales 18k truck movements a month 0.5 Mn MT per annum Primary Logistics Export Sales Manufacturing unit Own units 24k tr
Slide 76: What are we managing?
What are we managing? 0.17 Mn+ 800+ transportation lanes SKUs pan-India 20 Mn+ 0.21 Mn+ packed units sold transportation LOIs every month 1.5 Mn+ 3 Mn+ iterations to arrive at unique transactions Analytics led Integrated oil – production & supply during the year within decision making food dispatche
Slide 77: AWL Supply Chain Growth Journey
AWL Supply Chain Growth Journey Supply WMS@ Truck Rake Container Inland Chain Digital S&OP# ILMS* S&OP – Dispatch Operation Rakes Waterways Command F&A MLP** Centre 1999 2003 2008 2009 2015 2017 2020 2021 2025 * Integrated Logistics Management System # Sales & Operations Planning @ Warehouse Managem
Slide 78: Supply Chain Strength of AWL
Supply Chain Strength of AWL Warehousing Domestic Containers Trucking Partners 110+ 22 300+ FG Depots Terminals Trucking partners 27 12k TEUs Commodity Depots Annual 4.2 Mn Total Sq. Ft Multi-Modal Operations Export Operations 15 12 Railway Rake Points Ports 23 05 No. of Hubs ICD 22k TEUs Annual
Slide 79: Supply Chain Strategy
Supply Chain Strategy Optimize Sustainability Cost To optimize total cost of servicing along with timely availability Timely End to End Availability Digitalization
Slide 80: Cost Optimization
Cost Optimization Freight Cost Optimization- Multi-Modal Higher Direct-to- Integrated Oil & Inventory Optimization Driven Network Transportation Distributor Food Complexes Optimization through Reverse Planning Utilization Dispatches Advantage Auctions Optimization driven Inventory days Contributing
Slide 81: Timely Availability
Timely Availability Optimized FC Network 110+ FCs are scientifically designed to ensure 95% serviceability Dedicated FCs 8 Dedicated Fulfillment Centers for Alternate Channels to ensure 90% fill rates Micro FCs 18 micro-fulfillment centers to support rural penetration. Replenishment Engine Replenish
Slide 82: Optimized FC Network
Optimized FC Network 50 Carton minimum load delivery capability 95% 4000+ Serviceability within Direct Town 48 hrs through coverage scientifically located centers 50 Km 250 Km Average radius Average for Metros for coverage radius improved serviceability
Slide 83: Dedicated FCs for alternate channels
Dedicated FCs For alternate channels 89% Volume Fill-Rate 1 84% Line Fill-Rate 2 3 3.1x Stock rotations achieved in a month 4 5 6 7 8 01 02 03 04 05 06 07 08 Shambhu Patli Lucknow Kolkata Bhiwandi Pune Hyderabad Bangalore
Slide 84: Micro FCs
Micro FCs Started in April Designed for stock Results are 2025 availability within 4 promising hours in rural territories
Slide 85: Replenishment Engine
Replenishment Engine Predictive Stock-out SKU-wise Production Inter-Depot Stock Identification Replenishment Logic Prioritization Balancing Predicts potential stock- Uses different Prioritizes high- Recommends inter-depot outs based on sales replenishment algorithms contribution SKUs in the stock tr
Slide 86: Sustainability
Sustainability Multimodal Transportation Approx 24% of dispatch volume is through multimodal transportation (primarily Railways / Container rakes) Green Fuel Adoption Incentivizing vendors for using Green fuel (11% of our total road dispatch is being undertaken by CNG trucks). SnOP-Led Load Optimiza
Slide 87: Digital Transformation in AWL Supply Chain
Digital Transformation in AWL Supply Chain SnOP Engine ILMS WMS Sales and operations Integrated Logistics Warehouse planning engine driving Management System for management system optimized planning for digital freight buying, real- for improved inventory lowest cost, faster time tracking, and paper
Slide 88: SnOP Engine
AVVL Agri business
Slide 89: SnOP - End to End Process
SnOP - End to End Process Demand Demand plan aggregation Demand plan Rationalized Demand plan Depot-wise demand plans Actual sales (Depot-SKU level) rationalization demand plan recalibration Plant-oil-pack type wise available capacity Basis forecast factoring oil / machine availability Available pro
Slide 90: SnOP Integrated IT Tool
SnOP Integrated IT Tool Module 1: Demand Planning • Statistical forecasting based on 5 years historical sales • Demand moderation by: • ZSMs and CHs • MFS Team • Bulk pack trading team Module 5: Track & Monitor Module 2: Monthly Plan • Dashboard to monitor: • Planning reports • Optimal production an
Slide 91: SnOP Dashboard - Landing Page
SnOP Dashboard - Landing Page
Slide 92: SnOP Dashboard - Sales Trend
SnOP Dashboard - Sales Trend AVVL Agri business luster v Zone v Category v Division v Line v Brand v Sales Achieved Against Demand (all figures are in MT & D-Dernand;S=Sales) Soya a) Mustard sun Vanaspati Bakery a) 2 0 «0 0 91% 100 0 83% 100 p:102183; 99957 0362; 35886 33353, 30288 D3aa72; S20025 83
Slide 93: ILMS
AVVL Aari business
Slide 94: Logistics - End to End IT System
Logistics - End to End IT System Auto Price RFQ Bidding Indenting Comparison & LOI POD & Invoice VIVO & In-transit AWL F&A Dashboard Generation Tracking
Slide 95: Dashboard for Vehicle Placement
Dashboard for Vehicle Placement
Slide 96: Dashboard for Vehicle Tracking
Dashboard for Vehicle Tracking
Slide 97: WMS
Aari business
Slide 98: Warehouse Management System
Warehouse Management System WMS Dashboard 2D View of a Warehouse 3D View of a Warehouse
Slide 99: Thank you
AVVL Agri business Thank you
Slide 100: Saumin Sheth, Chief Operating Officer
SAUMIN SHETH Chief Operating Officer
Slide 101: Procurement Highlights: Scale-led Sourcing Advantage
Procurement Highlights: Scale-led Sourcing Advantage AWL's sourcing scale creates structural advantage across global and domestic supply chains % Share of AWL’s Procurement Procurement Total % Share of World’s % Share of Indian Edible Oil Volume Value Manufacturing Soyabean Oil Soyabean Oil Import t
Slide 102: From where we source?
From where we source? South Soybean Oil: Argentina, Brazil America Southeast Palm Oil: Indonesia, Malaysia Ukraine Russia Asia & Thailand Black Sea & Malaysia Sunflower Oil: Ukraine, Russia South & Argentina Indonesia Brazil America Sourcing Argentina Soyabean oil Paddy, Wheat, Pulses, India Sunflow
Slide 103: Domestic Sourcing: Embedded Across India
Domestic Sourcing: Embedded Across India Procuring directly from Indian farmlands across states and commodity categories 4+ Wheat Key Agri-Commodities Various Grades of (Oilseeds, Pulses, Wheat, Paddy) Wheat 10+ Paddy/Rice States with Active Various grades of Sourcing Presence Paddy, Rice & Ricebran
Slide 104: AWL Strength
AWL Strength Scale, intelligence and integration that is difficult to replicate Market Intelligence Scale Advantage Real-time price discovery, global One of India's largest buyers - commodity analytics and Wilmar's volume gives pricing power and global information network preferred supplier access F
Slide 105: Sustainability at the Core of Sourcing
Sustainability at the Core of Sourcing Responsible procurement with focus on sustainability, traceability & compliance Traceability Compliance Model Farming End-to-end tracking from origination GMP-led procurement practices, regular AWL promotes model farming for Mustard to AWL's plants. supplier au
Slide 106: Risk Management
Risk Management A robust framework to navigate commodity price cycles and supply chain disruptions Risk Framework Layers Enablers Price Risk Hedging via futures, options & forward Real-time price feeds & contracts market intelligence tools Supply Risk Multi-origin sourcing; no single-country depende
Slide 107: The Wilmar Advantage: Global Guidance, Local Strength
The Wilmar Advantage: Global Guidance, Local Strength AWL's Wilmar parentage unlocks information, logistics and scale advantages unavailable to domestic peers Information & Market Logistics & Procurement Innovation & Product Intelligence Supply Chain Leverage Development Real-time price discovery Pr
Slide 108: Oleochemicals & Derivatives: Forward Integration
Oleochemicals & Derivatives: Forward Integration India's largest basic oleochemicals player - value-addition across the lipid value chain Oleochemicals No. 1 Basic Oleochemicals 23% Revenue CAGR 4000+ Revenue 20+ Product SKUs across Player in India (FY21-FY26) Cr Derivatives Portfolio (FY26) Key Pro
Slide 109: Castor Business: A Global Leadership Position
Castor Business: A Global Leadership Position India is the world's largest castor producer - AWL is India's leading castor processor #1 25% 300+ 2 AWL is India's Largest AWL Share of India's B2B Customers Dedicated Castor Castor oil & Derivatives Castor Exports (Global & Domestic) Processing Plants
Slide 110: Thank You
AVVL Agri business Thank You
Slide 111: Pankaj Goyal, Chief Financial Officer
PANKAJ GOYAL Chief Financial Officer
Slide 112: A Decade of Scale Creation & Financial Evolution
A Decade of Scale Creation & Financial Evolution
Slide 113: Our Performance over the past decade
Our Performance over the past decade Reflecting the evolution of our business across scale, profitability and market presence Volume Revenue EBITDA FY16 FY26 FY16 FY26 FY16 FY26 x 2x x 4x x 6x PAT EPS Operating Cashflow FY16 FY26 FY16 FY26 FY16 FY26 x 19x x 19x < ₹100 Cr > ₹1,500 Cr AWL has evolved
Slide 114: A Decade of Investments: Strong Foundation for Future Growth
A Decade of Investments: Strong Foundation for Future Growth & Capabilities AWL has consistently invested behind manufacturing scale, brands, distribution and category expansion Cumulative Investments: Cumulative Investments: Investments towards Brand Building Manufacturing Scale Inorganic Growth ~₹
Slide 115: Operating Cashflow has Strengthened Significantly
Operating Cashflow has Strengthened Significantly Improved working capital efficiency & stronger operating performance driving higher cash conversion ~₹1,500 Cr ~₹800 Cr ~₹100 Cr FY13 - FY15 FY16 - FY20 FY21 - FY26 (Avg) (Avg) (Avg) Cash conversion has improved materially over time, supported by str
Slide 116: Understanding AWL's Business Model
Understanding AWL’s Business Model
Slide 117: Edible Oil: Our Scaled and Cash Generating Business
Edible Oil: Our Scaled and Cash Generating Business A resilient and cash-generative business underpinned by scale and operating efficiency Frequency Category | Daily Essential | Resilient Demand High-volume, efficient & cash generating business Category Characteristics Business Mix Absolute EBITDA:
Slide 118: Scaling Foods with improving Economics
Scaling Foods with improving Economics Improving realizations and gross margins as the Foods portfolio evolves Gradual Premiumization: Volume Growth Gross Margin Trend Realization per Kg 39% 60 20% 29% 50 19% 15% 17% 40 -1% 30 10% FY22 FY23 FY24 FY25 FY26 FY22 FY23 FY24 FY25 FY26 FY22 FY23 FY24 FY25
Slide 119: A Balanced Foods Portfolio with Multiple Margin Levers
A Balanced Foods Portfolio with Multiple Margin Levers Core staple categories present scope for improving economics, complemented by a growing mix of structurally higher- margin food segments 80% Portfolio 20% Portfolio Gross Margins % Current Gross Rice 30% ~25% Margins % 15% Soya Nuggets ~40% 0% C
Slide 120: Understanding the Industry Essentials Portfolio
Understanding the Industry Essentials Portfolio A diversified portfolio spanning industrial ingredients, specialty applications & integrated by-products FY26 Revenue: ₹ 8,470 Crore FY26 Volume: 1.35 Mn MT Business Mix Segment Highlights What differentials this segment Oleo Castor Others Oleochemical
Slide 121: Oleochemicals & Specialty Chemicals: Building a High Margin Growth Platform
Oleochemicals & Specialty Chemicals: Building a High Margin Growth Platform Focused on scaling higher-value applications with structurally stronger margin characteristics Product Personal Care Home Care Food Ingredients Agrochemicals Applications Ingredients for Surfactants, Ingredients for Chemical
Slide 122: Risk Management Framework: Managing Commodity Exposure
Risk Management Framework: Managing Commodity Exposure with Discipline and Scale Board Approved Policy Wilmar Group’s Global Intelligence Comprehensive risk management policy Backed by Wilmar’s global footprint across approved by the Board, setting the origination & consumption markets, governance f
Slide 123: Executing the next phase of Value Creation
Executing the next phase of Value Creation
Slide 124: Strategic Acquisitions Strengthening our Portfolio in Value Added Categories
Strategic Acquisitions Strengthening our Portfolio in Value Added Categories At attractive valuations, with a clear plan to build these businesses into stronger brands Sauces & Condiments Specialty Chemicals Premium Basmati Rice Key Products: Key Products Applications: 40+ Year old legacy brand with
Slide 125: Gradually build a stronger Margin Profile
Gradually build a stronger Margin Profile Mix, premiumization & productivity to strengthen profitability over time Food Mix Premium Portfolio Operating Leverage Value Chain Integration Increase mix of Create a 5-10% sales Drive scale benefits Enhance integration branded foods within mix to target af
Slide 126: Our Capital Allocation Approach to Drive Long-term Value Creation
Our Capital Allocation Approach to Drive Long-term Value Creation A balanced approach to invest for growth, enhanced returns and deliver consistent shareholder value Invest in Brand Building & Food Business Capex for Growth M&A & Strategic Investment Opportunities Investments towards Build Food capa
Slide 127: Growth Aspiration: 2030
Growth Aspiration: 2030 How we will grow over the years? Edible Oil Food & FMCG Industry Essentials Topline Mid-Single Digit Mid-Teens High-Single Digit (Volume growth) (Revenue growth) (Volume growth) Gradual improvement EBITDA ₹4000-4500 per ₹ 2800-3000 per towards HSD* Ton Ton *HSD: High-Single D
Slide 128: Thank You
AVVL Agri business Thank You
Slide 129: Legal Disclaimer
Legal Disclaimer The information contained in this presentation is provided by AWL Agri Business Limited (together with its subsidiaries, the “Company” or “AWL”) to you solely for your reference and for information purposes only. This presentation is highly confidential and is being given solely for