Dabur India Limited · NSE:DABUR
Dabur India — Nuvama India Conference 2025
41 slides from Dabur India's conference presentation, Feb 4, 2025
Slide 1: Schedule of Analyst/Institutional Investor Meet cover letter
^^ *^^<¥- Ref: SEC/SE/2024-25 Date: February 4, 2025 To, India Ltd. Corporate Relations Department Listing Department BSE Ltd. National Stock Exchange of India Ltd. Phiroze Jeejeebhoy Towers Exchange Plaza, 5th Floor Dalal Street, Plot No. C/1, G Block, Bandra Kurla Complex Mumbai-400001 Bandra (E),
Slide 2: Investor Presentation February 2025
Investor Presentation February 2025
Slide 3: Agenda
Agenda Dabur Overview FY24 Performance Highlights Business Fundamentals staying strong Annexures
Slide 4: Dabur Overview
Agenda Dabur Overview FY24 Performance Highlights Business Fundamentals staying strong Annexures
Slide 5: Dabur – A Leader in Ayurveda and Natural Healthcare
Dabur – A Leader in Ayurveda and Natural Healthcare Among top 4 80% 22 FMCG companies in India HH consuming Dabur products Manufacturing Units globally 8.5Mn 25% INR 12,400 Cr Outlet reach across India Sales from International regions Sales in FY24
Slide 6: Dabur's Heritage
Dabur’s 140 Year Heritage 1884 1994 2005 2010 2023 Acquires Balsara to Birth of Dabur in an Listed on BSE; IPO strengthen Oral Care Twin overseas Acquires Badshah Ayurvedic pharmacy in oversubscribed 21 portfolio & enter Home acquisitions – Namaste Masala to foray into Kolkata times Care (US) and Ho
Slide 7: Business Structure
Business Structure Domestic Business 75% International Business 25%
Slide 8: Diverse Manufacturing Locations
Diverse Manufacturing Locations 14 Locations in India 8 International Locations Jammu Baddi Pantnagar Sahibabad 8 Alwar Tezpur Turkey Newai (EU) Katni Egypt Nepal (COMESA) Indore Narendrapur Pitampur Bangladesh Silvassa UAE Umbergaon Nigeria (GCC + Nasik (ECOWAS) GAFTA) Sri Lanka Owned Manufacturing
Slide 9: INR 1 billion club brands
INR 1 billion club brands Revenue (INR) Brands >1500 Cr 1,000-1,500 Cr 500-1,000 Cr 100-500 Cr
Slide 10: Market Leadership in Domestic Business
Market Leadership in Domestic Business Leading position in key categories across verticals #1 #2 Player Player Juices & Chyawanprash Honey Nectars Oral care Air Baby MRC Bleaches Hair Oils Glucose Fresheners Massage oil
Slide 11: Market Leadership in International Business
Market Leadership in International Business Hair Oil Hair Gel Hair Serum #1 Saudi Arabia #1 Saudi Arabia #3 Saudi Arabia #1 Egypt #2 Egypt #3 Egypt #1 UAE #1 UAE #2 UAE Hair Cream Hair Mask Toothpaste #1 Saudi Arabia #1 Saudi Arabia #1 Egypt #1 Egypt #3 UAE #1 UAE #1 UAE
Slide 12: FY24 Performance Highlights
Agenda Dabur Overview FY24 Performance Highlights Business Fundamentals staying strong Annexures
Slide 13: FY24 Summary
FY24 Summary Supported by Strong Quality Growth across all levers Balance Sheet 7.6% 16.4% INR 64 Bn Net Cash as on 31st March 24 Consolidated Revenue Growth International Revenue CC Growth INR 99 Bn Net Worth 240 bps 11% 38% Operating Profit Growth Gross Margin Expansion Return on Invested 60 bps M
Slide 14: FY24 | Domestic FMCG Business Growth – By Verticals
FY24 | Domestic FMCG Business Growth – By Verticals Home & Personal Care Health Care Foods & Beverages 48.6% 31.4% 20% INR 4,157 Cr INR 2,689 Cr INR 1,711 Cr 8.1% Growth YoY 4.2% Growth YoY Flat 4 Yr. CAGR: 8.8% 4 Yr. CAGR: 7.6% 4 Yr. CAGR: 16%
Slide 15: FY24 | International Business – Performance Overview
FY24 | International Business – Performance Overview Sales Contribution by Verticals FY23 FY24 Others 3.6% Others 5.4% International International 25.1% 24.8% Domestic Domestic 71.3% 69.8% International Business grew by 16.4% in CC terms (6.2% in INR terms) FY24 Constant Currency Growth % 52.3% 46.6
Slide 16: Q3 FY25 | Performance Highlights
Q3 FY25 | Performance Highlights SALES OPERATING PROFIT PROFIT AFTER TAX 3,355 Cr 682 Cr 522 Cr Y-o-Y: 3.1% (5.6% cc growth) Margin: 20.3% Margin: 15.6% International cc growth: Y-o-Y: 2.1% Y-o-Y: 1.6% 18.9%
Slide 17: Q3 FY25 | Domestic FMCG Business Growth – By Verticals
Q3 FY25 | Domestic FMCG Business Growth – By Verticals Home & Personal Care Health Care Foods & Beverages 48% 38% 14% INR 1,110 Cr INR 872 Cr INR 321 Cr 5.7% Growth YoY (1.3%) Decline YoY (6%) Decline YoY
Slide 18: Q3 FY25 | International Business – Performance Overview
Q3 FY25 | International Business – Performance Overview Sales Contribution by Verticals Q3 FY24 Q3 FY25 Others 5.4% Others 5.1% International International 24.2% 25.5% Domestic Domestic 70.4% 69.4% International Business grew by 18.9% in CC terms (8.5% in INR terms) Q3 FY25 Constant Currency Growth
Slide 19: Business Fundamentals staying strong
Agenda Dabur Overview FY24 Performance Highlights Business Fundamentals staying strong Annexures
Slide 20: Healthy 5 Year CAGRs across verticals
Healthy 5 Year CAGRs across verticals India FMCG business grew at 5 YR CAGR of 8% HOME & PERSONAL CARE HEALTHCARE FOODS & BEVERAGES 7% 7.5% 10.8% 5 Yr Value CAGR 5 Yr Value CAGR 5 Yr Value CAGR 53.8% 28.6% 17.7% Contribution Contribution Contribution 5 Yr CAGR from FY19-24
Slide 21: Consistent gain in market shares over last 4 years
Consistent gain in market shares over last 4 years Chyawanprash* Nectars* Mosquito Repellants* Honey^ +242 +313 +979 +670 bps 61.6% bps 65.5% bps 67.2% bps 49% Digestives* Hair Oils^ Toothpastes ^ Shampoo ^ +990 +266 +150 bps 56% bps 17.1% +90 bps 16.3% bps 7.3% Market share gains ^ Volume share, *
Slide 22: Strong gains in HH penetration over last 4 years
Witnessing strong gains in HH penetration over last 4 years HAIR OILS TOOTHPASTES 36% 47% +400 bps +770 bps AIR JUICES FRESHNERS 4.7% 3% +100 bps +120 bps As of MAT March 24
Slide 23: Focused execution on Strategic Pillars
On back of focused execution on Strategic Pillars 1. Strengthening branch franchise Leveraging Power brands to create power platforms 3. Distribution Expansion 2. Innovation & New Age Channels Focus Increasing addressable markets 8.5 Mn Outlet Reach* through innovations Increased digital spending to
Slide 24: Focused execution on Strategic Pillars
On back of focused execution on Strategic Pillars 1. Strengthening branch franchise Leveraging Power brands to create power platforms 3. Distribution Expansion 2. Innovation & New Age Channels Focus Increasing addressable markets 8.5 Mn Outlet Reach* through innovations Increased digital spending to
Slide 25: Transition from Power Brands to Power Platforms
Transition from Power Brands to Power Platforms Sunderbans Organic Himalayan Chyawanprakash Kesar Prash Khajurprash Honey Honey Honey Amla Zeera Drink Mukhwas Red Bae Fresh Gel Candy Sarson Badam Brahmi Amla Aloe Real Nectars -100% Real Drinks Amla Amla Amla Vera Activ
Slide 26: Focused execution on Strategic Pillars
On back of focused execution on Strategic Pillars 1. Strengthening branch franchise Leveraging Power brands to create power platforms 3. Distribution Expansion 2. Innovation & New Age Channels Focus Increasing addressable markets 8.5 Mn Outlet Reach* through innovations Increased digital spending to
Slide 27: Investing in innovation to enter large addressable markets
Investing in innovation to enter large addressable markets 11% YoY increase in R&D expenditure (FY24) 100+ Scientists and Botanists in R&D 3.4% 1.4% FY19 FY24 Innovation Contribution
Slide 28: Focused execution on Strategic Pillars
On back of focused execution on Strategic Pillars 1. Strengthening branch franchise Leveraging Power brands to create power platforms 3. Distribution Expansion 2. Innovation & New Age Channels Focus Increasing addressable markets 8.5 Mn Outlet Reach* through innovations Increased digital spending to
Slide 29: Expanded our reach aggressively in last 5 years
Expanded our reach aggressively in last 5 years TOTAL REACH VILLAGE COVERAGE YODDHAS CHEMIST 8.5 Mn 1.22 lakhs 21,357 2.78 lakhs (1 Mn Increase) (3.2x reach of FY19) (63,000 Increase) Expansion in reach has been calculated over last 5 years
Slide 30: With digital gaining prominence in FY24
With digital gaining prominence New-age command center established for Social Listening E-commerce business Spends towards digital increased to Building a 30% direct connect with consumers built up in last few years, contributing through to in FY24 (vs <10% in FY18) DaburShop ~9% of the business (be
Slide 31: Alternate channels now contribute 22% to domestic business
Leading to robust growth across channels; alternate channels now contributes 22% to domestic business GENERAL TRADE MODERN TRADE E-COMMERCE 7% 12.4% 50% 5 Yr Value CAGR 5 Yr Value CAGR 5 Yr Value CAGR 78% 12.8% 9.2% Contribution Contribution Contribution 5 Yr CAGR from FY19-24
Slide 32: Focused execution on Strategic Pillars
On back of focused execution on Strategic Pillars 1. Strengthening branch franchise Leveraging Power brands to create power platforms 3. Distribution Expansion 2. Innovation & New Age Channels Focus Increasing addressable markets 8.5 Mn Outlet Reach* through innovations Increased digital spending to
Slide 33: Cost Optimization & Productivity Improvement
Cost Optimization & Productivity Improvement Cost Optimization Continuous Improvement Manufacturing Investment INR INR 400 Cr 2,210 456 Cr Kaizens implemented in Cumulative Savings FY24 Capex incurred in FY24 over last 5 Years Optimization across Value Chain Alternate Vendor Network Packaging Gramma
Slide 34: Dabur Operations | Digital, Disruptive, Diverse & Sustainable
Dabur Operations | Digital, Disruptive, Diverse & Sustainable Delivering Today & Transforming for a Brighter Tomorrow Planning & Logistics Procurement Manufacturing ❖ 3000+ distributors ❖ 4 continents,15 countries 2000+ suppliers, ❖ 3 continents & 60 contract mfg. locations ❖ 2000+ SKUs & 8 million+
Slide 35: Focused execution on Strategic Pillars
On back of focused execution on Strategic Pillars 1. Strengthening branch franchise Leveraging Power brands to create power platforms 3. Distribution Expansion 2. Innovation & New Age Channels Focus Increasing addressable markets 8.5 Mn Outlet Reach* through innovations Increased digital spending to
Slide 36: Making significant progress towards sustainability
Making significant progress towards sustainability DJSI Score 81 72 FY 2022-23 FY 2023-24
Slide 37: ESG Goals
ESG Goals Among the top FMCG companies in India with 140% improvement in DJSI score Climate & Bio-Diversity Operations Outside Circular Economy Protected Bio-diversity Target: zone Target: Target: Achieve Net Zero By 2045 Maintain Plastic Waste Positivity 100% Operations outside protected and eco se
Slide 38: Annexures
Agenda Dabur Overview FY24 Performance Highlights Business Fundamentals staying strong Annexures
Slide 39: Q3 FY25 | Consolidated P&L
Q3 FY25 | Consolidated P&L In INR crores Q3 FY25 Q3 FY24 Y-o-Y (%) Revenue from operations 3,355.2 3,255.1 3.1% Material Cost 1,742.9 1,672.8 4.2% Employee expense 335.2 310.6 7.9% Advertisement and publicity 226.6 244.5 (7.3%) Other Expenses 368.7 359.3 2.6% Operating Profit 681.9 667.8 2.1% % of R
Slide 40: Q3 FY25 | Standalone P&L
Q3 FY25 | Standalone P&L In INR crores Q3 FY25 Q3 FY24 Y-o-Y (%) Revenue from operations 2,448.3 2,414.4 1.4% Material Cost 1,327.0 1,280.0 3.7% Employee expense 206.0 196.9 4.6% Advertisement and publicity 166.0 189.7 (12.5%) Other Expenses 226.7 216.2 4.8% Operating Profit 522.5 531.5 (1.7%) % of
Slide 41: Thank You
RA ) over srl wc cueans PURITY 100+ QUALITY TESTS Swad Sugandh ka Raja