- **Gokul Agro Resources is an integrated agribusiness that turns oilseeds and crude oils into the cooking oils, bakery fats, animal feed and industrial chemicals that households, food manufacturers and factories use every day. The company was born from the demerger of a family-run edible-oil trading partnership that had been operating since 1982, carrying forward four decades of promoter experience in the sector. Its recurring approach is to own the full chain - from crushing the seed at the port to delivering a branded bottle - so it captures margin at every step and can switch what it makes as commodity prices shift.** # Business segments Two engines that feed each other - a commodity-scale edible-oil platform that generates the bulk of revenue, and a high-value castor-oil derivatives business where India’s natural advantage meets specialised chemistry. ## 1. Edible oils, specialty fats and feed meals: the commodity engine that runs the house **A port-side, fully integrated processor that crushes seeds, refines crude oil and sells branded bottles to kitchens and bulk fats to biscuit makers - all from the same set of tanks and silos.** - **Seed to shelf, no middlemen** - the company runs its own seed-crushing, solvent-extraction, refining and packaging lines across four plants, so it earns the margin that would otherwise go to an intermediate crusher or refiner. - **Ports are the real estate advantage** - the flagship plant sits 20 kilometres from Kandla Port, and the Krishnapatnam and Haldia plants both connect to a port by underground pipeline, cutting the cost of moving heavy crude oil and seeds inland. - **Flexes with the cheapest raw material** - the refining lines can switch between palm, soy, sunflower and other oils without stopping, so the company buys whatever crude is cheapest at the moment and runs it through the same equipment. - **Pre-sold to protect the balance sheet** - 70-75% of inventory is sold before it arrives, and the rest is hedged on commodity exchanges, which keeps the debtor cycle under 15 days and shields the company from sudden price drops. - **Feed meals pay for part of the seed** - the de-oiled cakes left over after crushing (soya, mustard and castor) are sold as animal feed, turning a waste stream into a revenue line that offsets raw-material cost. ## 2. Castor oil and derivatives: the specialty-chemicals niche **One of the world’s largest castor-oil processors, sitting in the state that grows three-quarters of the world’s castor seed, exporting refined oil and downstream chemicals to China, Europe and the US.** - **Geography is the moat** - Gujarat produces 75% of India’s castor crop, and India itself grows 15% of the world’s supply, so the company’s Gandhidham plant is surrounded by the raw material it needs. - **More than just pressed oil** - the plant makes over ten grades of castor oil (from commercial to pharmaceutical purity) and converts part of the output into derivatives like hydrogenated castor oil and 12-hydroxystearic acid, which command higher prices from coatings, cosmetics and lubricant makers. - **Built on a dedicated 1,200-tonne-per-day crushing line** - the Gandhidham site runs a castor-seed crushing capacity of 1,200 MT/day alongside a 100 MT/day derivatives unit, giving it scale that smaller regional crushers cannot match. # Group structure and partners **A Singapore-based procurement hub and an Indonesian joint venture secure raw-material access and lower the cost of funding the import cycle.** - **Singapore subsidiaries cut borrowing costs** - the wholly owned Maurigo Pte. Ltd. and its step-down entities handle crude-oil procurement for the group from Singapore, where trade finance is cheaper than in India. - **Indonesian palm connection** - Maurigo Indo Holdings Pte. Ltd. holds a 25% stake in PT. Riya Pasifik Nabati, an Indonesian company with a licence to trade in palm oil, palm kernel oil and vegetable oils, giving the group a direct window into the world’s largest palm-producing country. - **Promoter-held, professionally governed** - the promoter group holds a majority stake, and the board is balanced with 50% independent directors.