Quick Ratios
Quarterly Results
Profit & Loss
Balance Sheet
Cash Flow
Ratios
Mkt Cap
Market Capitalization
₹34Cr
Textiles - Manmade - PPFY
Rev Gr TTM
Revenue Growth TTM
-0.60%
Peer Comparison
Compare up to 10 companies side by side across valuation, profitability, and growth.

VERA
VS
| Quarter | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
|
Growth YoY Revenue Growth YoY% | -2.2 | -17.9 | -13.4 | 18.5 | 30.9 | 12.7 | 131.6 | 9.9 | -47.1 | 8.0 | -12.3 | 10.3 |
| 14 | 12 | 13 | 17 | 15 | 18 | 38 | 21 | 20 | 21 | 18 | 23 |
Operating Profit Operating ProfitCr |
| 10.0 | 15.5 | 0.5 | 4.8 | 12.6 | 8.6 | 7.2 | 1.6 | 6.0 | 8.8 | 7.3 | 9.6 |
Other Income Other IncomeCr | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Interest Expense Interest ExpenseCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Depreciation DepreciationCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 1 | 0 | 1 | 0 |
| 2 | 2 | 1 | 1 | 2 | 2 | 3 | 0 | 1 | 2 | 2 | 3 |
| 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 |
|
Growth YoY PAT Growth YoY% | 209.7 | 50.0 | -46.9 | -60.0 | 178.4 | 101.8 | 28.2 | -122.9 | -70.9 | 604.0 | 45.3 | 57.1 |
| 6.2 | 9.2 | 3.8 | 3.1 | 8.1 | 5.6 | 4.5 | -1.2 | 2.5 | 5.4 | 4.1 | 7.7 |
| 1.9 | 2.7 | 1.0 | 1.1 | 0.0 | 0.0 | 3.7 | 0.0 | 0.0 | 2.5 | 1.6 | 0.0 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 | TTM |
|---|
|
| 23.5 | -11.7 | -15.8 | 20.8 | 53.0 | -1.9 | -15.9 | 24.5 | 16.4 | -3.3 | 7.1 | 5.7 |
| 24 | 21 | 17 | 20 | 31 | 30 | 26 | 32 | 38 | 36 | 39 | 41 |
Operating Profit Operating ProfitCr |
| 4.4 | 4.2 | 5.2 | 10.3 | 7.9 | 9.2 | 8.3 | 8.7 | 7.2 | 9.3 | 8.1 | 8.6 |
Other Income Other IncomeCr | 0 | 0 | 0 | 0 | 0 | 0 | 1 | 0 | 0 | 0 | 0 | 0 |
Interest Expense Interest ExpenseCr | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
Depreciation DepreciationCr | 0 | 0 | 0 | 0 | 1 | 1 | 1 | 1 | 0 | 1 | 1 | 1 |
| 0 | 1 | 1 | 2 | 2 | 2 | 3 | 3 | 2 | 2 | 3 | 4 |
| 0 | 0 | 0 | 0 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
|
| -35.9 | 11.1 | 16.9 | 147.8 | 32.7 | 32.4 | 0.1 | 6.0 | -7.5 | -1.3 | 12.8 | 35.7 |
| 1.3 | 1.7 | 2.3 | 4.7 | 4.1 | 5.5 | 6.6 | 5.6 | 4.5 | 4.6 | 4.8 | 6.2 |
| 1.8 | 2.0 | 2.4 | 2.9 | 2.8 | 3.8 | 3.8 | 4.0 | 3.7 | 3.6 | 4.1 | 1.6 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Equity Capital Equity CapitalCr | 2 | 2 | 2 | 4 | 5 | 5 | 5 | 5 | 5 | 5 | 5 |
| 2 | 2 | 2 | 2 | 7 | 9 | 10 | 12 | 14 | 16 | 18 |
Current Liabilities Current LiabilitiesCr | 3 | 3 | 4 | 8 | 3 | 4 | 4 | 5 | 4 | 3 | 4 |
Non Current Liabilities Non Current LiabilitiesCr | 0 | 0 | 0 | 2 | 1 | 1 | 1 | 1 | 1 | 0 | 0 |
Total Liabilities Total LiabilitiesCr |
Current Assets Current AssetsCr | 4 | 5 | 4 | 12 | 11 | 14 | 16 | 20 | 17 | 17 | 21 |
Non Current Assets Non Current AssetsCr | 2 | 2 | 3 | 4 | 4 | 4 | 5 | 3 | 6 | 7 | 6 |
Total Assets Total AssetsCr |
| Financial Year | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Operating Cash Flow Operating Cash FlowCr | 1 | 0 | -1 | -1 | 1 | 1 | -1 | 4 | 6 | -5 |
Investing Cash Flow Investing Cash FlowCr | 0 | 0 | -3 | -1 | -1 | -1 | 1 | -4 | -2 | 0 |
Financing Cash Flow Financing Cash FlowCr | 0 | 0 | 4 | 4 | -1 | 0 | 0 | -1 | -1 | 0 |
|
Free Cash Flow Free Cash FlowCr | 1 | 0 | -1 | -1 | 1 | 0 | -1 | 0 | 4 | -5 |
| 340.3 | -19.9 | -59.5 | -101.3 | 79.2 | 66.3 | -67.8 | 222.1 | 318.0 | -248.8 |
CFO To EBITDA CFO To EBITDA% | 136.1 | -8.8 | -27.5 | -52.5 | 48.0 | 52.7 | -43.7 | 137.8 | 156.6 | -147.2 |
| Financial Year | Mar 2015 | Mar 2016 | Mar 2017 | Mar 2018 | Mar 2019 | Mar 2020 | Mar 2021 | Mar 2022 | Mar 2023 | Mar 2024 | Mar 2025 |
|---|
Valuation Ratios Valuation Ratios |
Market Cap Market CapitalizationCr | 0 | 0 | 0 | 0 | 35 | 42 | 16 | 0 | 36 | 0 | 33 |
Price To Earnings Price To Earnings | 0.0 | 0.0 | 0.0 | 0.0 | 24.9 | 22.8 | 8.6 | 0.0 | 19.9 | 0.0 | 16.1 |
Price To Sales Price To Sales | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | 1.3 | 0.6 | 0.0 | 0.9 | 0.0 | 0.8 |
Price To Book Price To Book | 0.0 | 0.0 | 0.0 | 0.0 | 3.0 | 3.1 | 1.0 | 0.0 | 1.9 | 0.0 | 1.4 |
| 1.1 | 0.3 | 0.4 | 1.8 | 12.6 | 13.4 | 6.3 | -0.2 | 12.0 | -1.5 | 9.4 |
Profitability Ratios Profitability Ratios |
| 25.5 | 21.1 | 26.9 | 31.5 | 27.3 | 36.8 | 38.6 | 28.9 | 27.8 | 31.4 | 29.2 |
| 4.4 | 4.2 | 5.2 | 10.3 | 7.9 | 9.2 | 8.3 | 8.7 | 7.2 | 9.3 | 8.1 |
| 1.3 | 1.7 | 2.3 | 4.7 | 4.1 | 5.5 | 6.6 | 5.6 | 4.5 | 4.6 | 4.8 |
| 18.1 | 15.7 | 14.4 | 19.3 | 17.0 | 17.6 | 16.2 | 14.8 | 12.9 | 12.1 | 11.9 |
| 9.8 | 9.8 | 10.3 | 20.4 | 12.0 | 13.8 | 12.1 | 11.4 | 9.5 | 8.6 | 8.8 |
| 5.4 | 5.7 | 5.4 | 6.9 | 8.9 | 10.2 | 9.0 | 8.4 | 7.8 | 7.7 | 7.6 |
Operational Ratios Operational Ratios |
Solvency Ratios Solvency Ratios |
Liquidity Ratios Liquidity Ratios |
Vera Synthetic Limited is a specialized manufacturer of **technical textiles** and **plastic engineering products**. Headquartered in **Bhavnagar, Gujarat**, the company has established a niche in high-density plastic applications, primarily serving the critical **fishing and agricultural sectors**. Since its listing on the **NSE EMERGE** platform on **April 12, 2018**, the company has focused on scaling its manufacturing depth through technological integration and product diversification.
---
### **Core Manufacturing Capabilities & Product Portfolio**
The company operates a centralized manufacturing model, leveraging **imported machinery from China** to produce high-performance synthetic materials. Its business is concentrated in a single reporting segment (**Manufacturing**) as per **Accounting Standard-17**.
**Primary Product Lines:**
* **Fishing Industry Solutions:** High-durability **Fishing Nets**, **Ropes**, and **Twines**.
* **Agricultural Applications:** Specialized **Agriculture Nets** designed for crop protection and shade.
* **Industrial Intermediates:** Production of **Yarns**, **Taps**, and various **Plastic Engineering Products**.
**Operational Infrastructure:**
* **Facility Location:** Block No 171, Plot No 3, Ghogha, Mamsa, Bhavnagar, Gujarat.
* **Supply Chain Management:** Raw material procurement is overseen directly by the **Chairman & Managing Director** to ensure cost-efficiency and quality control.
* **Asset Management:** The company maintains computerized records for **Property, Plant, and Equipment (PPE)**, with a rigorous physical verification cycle conducted every **three years**.
---
### **Strategic Growth Pillars & Expansion Roadmap**
Vera Synthetic’s strategy is anchored in transitioning from a traditional net manufacturer to a diversified technical textile player. The management maintains a **strong optimism** for sustained growth by focusing on the following pillars:
* **Technological Upgradation:** A core strategic intent involves the acquisition of **new, advanced machinery** to increase production depth and meet the rising demand for high-precision plastic engineering products.
* **Market Penetration:** Leveraging India’s GDP growth to capture market share from both domestic and global competitors by securing approvals from **new and renowned customers**.
* **Human Capital Development:** A focus on recruiting leadership-oriented personnel and promoting internal responsibility to drive innovation in synthetic fiber development.
* **Value-Added Mix:** Shifting the product mix toward higher-margin, value-added technical textiles to insulate the bottom line from commodity price swings.
---
### **Leadership & Corporate Governance**
The company is managed by its **Promoter Group**, characterized by long-term stability and a high level of "skin in the game."
| Role | Appointee | Key Details |
| :--- | :--- | :--- |
| **Chairman & Managing Director** | **Mr. Sunil Devjibhai Makwana** | Re-appointed for a **5-year term** (effective **Aug 20, 2024**) |
| **Promoter Shareholding** | **Promoter Group** | **NIL pledged or encumbered shares** as of March 31, 2025 |
| **Statutory Auditor** | **M/s. Raj Shah And Company** | Appointed for **FY 2025-26** (following M/s. Nirav Patel & Co.) |
| **Banking Partner** | **State Bank of India** | Primary financial institution |
**Governance Highlights:**
* **Compliance Status:** The company is currently exempted from **IND-AS** adoption as an SME-listed entity, following **Accounting Standard-17** for financial reporting.
* **Regulatory Standing:** As of **October 2025**, no material orders have been passed by regulators or courts impacting the company’s **going concern status**.
* **CSR Applicability:** **Corporate Social Responsibility (CSR)** provisions are currently **not applicable** based on existing financial thresholds.
---
### **Financial Performance & Reporting Integrity**
Vera Synthetic maintains a transparent financial framework, consistently receiving **unmodified (clean) audit opinions**.
**Financial Summary (FY 2024-25):**
* **Profitability:** Reported a **net profit**, contributing to positive **Changes in Equity**.
* **Liquidity:** Active management of operational movements is reflected in a comprehensive **Statement of Cash Flows**.
* **Inventory Control:** Regular physical verification of **Finished Goods, Raw Materials, and Stores & Spares** is conducted by management to prevent leakage and ensure valuation accuracy.
* **Structure:** The company has **NIL subsidiaries, joint ventures, or associate companies**, ensuring a clean, non-complex balance sheet.
---
### **Risk Landscape & Mitigation Framework**
The company operates under a formal **Risk Management Policy** to address the inherent volatilities of the plastic and textile industries.
| Risk Category | Specific Threat | Mitigation Strategy |
| :--- | :--- | :--- |
| **Input Cost Volatility** | Fluctuations in **plastic granules** (principal raw material). | Direct procurement oversight by CMD; optimized inventory levels. |
| **Market Competition** | Pricing pressure from large global and domestic players. | Focus on **market share commensurate with capacity** and high-quality standards. |
| **Macroeconomic** | **Interest rate hikes**, inflation, and credit availability in India. | 100% domestic asset base; conservative debt management. |
| **Operational** | **Wage increases** and stringent delivery schedules. | Investment in automation and imported high-efficiency machinery. |
| **Regulatory** | Changes in **import tariffs** or reduction in tax benefits. | Continuous monitoring of Government of India fiscal policies. |
**Key Challenge:** The company must continuously innovate to prevent **product obsolescence** in the rapidly evolving plastic engineering sector. Failure to meet **fixed-price** or **fixed-timeframe** contracts remains a primary operational risk that management mitigates through rigorous production planning.