2.9 XMargin by which we outperformed the industry
11%Growth in revenue inspite of sectoral downturn
13.5 %Growth in Profit
21.1%EBITDA Margin for year 2015 - 16
85 %Revenue from branded products
UPL’s wide array of crop protection products offers protection against most pest infestation sources. Over the years, we have extended beyond agrochemicals and diversified our product portfolio to seeds, seed treatment solutions, post-harvest solutions and industrial chemicals, among others. Validating our identity as a one-stop solution provider.
Over the past four decades, we created a strong presence across our sectoral value chain – R&D, registration, manufacturing, packaging and marketing. The result is that we have emerged as one of the most holistic generic agrochemical companies in the world.
UPL has established its footprint in more than 120 countries across six continents with a visible presence in key agro-based economies like India and Brazil. This ‘glocal’ approach has de-risked us from being excessively dependent on growth coming out of a single country.
Higher Growth Geographies
Robust Innovation Pipeline
Global Talent Pool
We have invested extensively in R&D activities. We launched 55 products in the last two years, emphasizing strategic effectiveness. A relentless focus on innovation helped us differentiate the application of existing products.
People represent the foundation of UPL. Nearly 80% of our senior management has been with us for more than five years.
Our large capacities allow us to generate economies-of-scale. We are the largest global producers of Mancozeb, Aluminium Phosphide, Cypermethrin, Monocrotophos and Devrinol.
We registered products in 116 countries including the fast-growing agro markets of Brazil, India, Mexico, China, Australia, the US, Argentina, France and South Africa, among others. As a means to this end, we conducted intensive research-led and country-specific studies, ensuring seamless compliance with stringent norms.
UPL prudently invested in brand-building based on the understanding that branded products command a premium over commoditised ones. The branded product accounted should be 85% for 2015-16
We moderated our net debt-equity ratio to 0.47 as on 31 mar 2016 and net debt-EBITDA ratio is 1.12. We strengthened our interest cover is 7.20 for 2015-16. We restricted our net working capital cycle to 91 days of turnover equivalent.
We expanded our marketing presence across 124 countries in six continents (supported by 28 manufacturing units in 11 countries). This facilitated customer proximity and allowed an attractive cost arbitrage leverage in manufacturing bulk chemicals in India and formulations in diverse countries.
UPL strengthened its reach through a hub-and-spoke distribution model, which allowed us to manufacture most of our bulk chemicals in India and formulate specific products in plants located closer to markets. A robust network of distributors allowed us to seamlessly distribute products and circumvent logistic bottlenecks.
We integrated operations in a manner that key products like phosphorus and chloralkali, among others, served as raw materials for the synthesis of other products. A deep integration helped us achieve qualitative consistency and cost-competitiveness.