From humble beginnings of molasses trading to IMIL (Indian Made Indian Liquor), to quality ENA Producer, to in-house brands, to manufacturing international brands, to producing premium in-house brands, we have come a long way. Here is a glimpse of our journey so far.
From humble beginnings of molasses trading to IMIL (Indian Made Indian Liquor), to quality ENA Producer, to in-house brands, to manufacturing international brands, to producing premium in-house brands, we have come a long way. Here is a glimpse of our journey so far.
We began in 1989 and have been the leading supplier of IMIL to the Government of Madhya Pradesh. In 2017-18 we were present in Delhi, and Madhya Pradesh. For 2018-19 we have our eyes set on 5 more states, Pondicherry, Kerala, Goa, Maharashtra and Chhattisgarh.
We began in 1989 and have been the leading supplier of IMIL to the Government of Madhya Pradesh. In 2017-18 we were present in Delhi, and Madhya Pradesh. For 2018-19 we have our eyes set on 5 more states, Pondicherry, Kerala, Goa, Maharashtra and Chhattisgarh.
Back in the day, we made potable alcohol with an installed capacity of 314 lakh liters of ENA. Our strides have only grown bigger since. In 2016-17 20% of our revenues came from IMFL and 3% of it was from our premium offerings. Moving forward, by 2020, we expect to increase the IMFL revenues to 50%, and 50% of IMFL revenues will be from premium varieties.
Back in the day, we made potable alcohol with an installed capacity of 314 lakh liters of ENA. Our strides have only grown bigger since. In 2016-17 20% of our revenues came from IMFL and 3% of it was from our premium offerings. Moving forward, by 2020, we expect to increase the IMFL revenues to 50%, and 50% of IMFL revenues will be from premium varieties.
From a company that was (and still is) a leading producer of domestic liquor, we moved to be an efficient manufacturer of global brands. We are now transforming to a company with its own high-reputation brands. The proportion of revenues from proprietary brands is expected to increase from 8% in 2016-17 to 20% by 2020. We are leveraging a longstanding culture of high manufacturing competence benchmarked with global standards.
From a company that was (and still is) a leading producer of domestic liquor, we moved to be an efficient manufacturer of global brands. We are now transforming to a company with its own high-reputation brands. The proportion of revenues from proprietary brands is expected to increase from 8% in 2016-17 to 20% by 2020. We are leveraging a longstanding culture of high manufacturing competence benchmarked with global standards.
In the beginning, 100% of our power was sourced from the grid. In 2016-17 we derived 60% of our electricity needs through a high-pressure turbine. The rest were acquired from solar energy and the grid. We intend to be more than self-sufficient for our electricity needs following our upcoming expansion. This will moderate the cost of electricity and make it possible to manufacture cattle feed that consumes a large electricity quantum.
In the beginning, 100% of our power was sourced from the grid. In 2016-17 we derived 60% of our electricity needs through a high-pressure turbine. The rest were acquired from solar energy and the grid. We intend to be more than self-sufficient for our electricity needs following our upcoming expansion. This will moderate the cost of electricity and make it possible to manufacture cattle feed that consumes a large electricity quantum.