Emami Agrotech, a company engaged in the production of vegetable oil, plans to achieve a revenue of INR 22,000 crore in the fiscal year 2027, anticipating a 10% increase in income due to strong demand. However, the company's management remains vigilant regarding geopolitical tensions, weather conditions, and fluctuations in commodity prices.
Emami Agrotech, part of the Kolkata-based Emami group, reported a revenue of INR 20,137 crore in 2025-26. The company specializes in the production of vegetable oil, biodiesel, and food products. Sudhakar Rao Desai, CEO and Director of Emami Agrotech, told PTI in an interview that the company will increase sales volumes in the vegetable oil segment and expand its presence in the food category, including atta, maida, suji, soy snacks, and spices.
According to Desai, demand is expected to remain high during the upcoming festive season, supported by stable raw material prices and replenishment of stocks in trade channels. He noted that consumption will inevitably increase over the next three to four months and anticipates market inventory accumulation amid stabilizing commodity prices.
Nevertheless, Desai warned about risks associated with the development of the geopolitical situation and changing weather patterns, including the impact of El Niño in India and key Asian regions, which require close monitoring from a supply and demand perspective.
He also acknowledged that inflationary pressure on packaging materials has decreased in recent months following the correction of global crude oil prices. Previously, components such as laminates, cardboard boxes, and tin cans became more expensive due to sharp increases in oil prices; however, the stabilization of oil prices has eased these costs, which should ultimately benefit consumers.
Desai emphasized that Emami Agrotech is expanding beyond vegetable oils, strengthening its food product portfolio with items like atta, maida, suji, soy snacks, and spices. In the food segment, the company utilizes the brands Mantra Spices, Himani Best Choice, and Advans Soya Chunks. In the vegetable oil business, the company expects sustained volume growth supported by its line of premium and differentiated brands.
The company intends to continue utilizing its multi-location manufacturing and distribution network to increase market reach and support growth across all segments. Regarding profitability, Desai stated that the operating environment remains extremely volatile, requiring flexible management of currency and commodity risks. He noted that the company is aiming for moderate profit growth while maintaining a cautious yet consistent approach to expansion.
Concerning capital expenditures (CAPEX), it was mentioned that the company has already invested significantly in processing and milling capacities, and the focus will now shift to brand development and product portfolio expansion. Furthermore, Desai pointed to issues related to the penetration of low-cost vegetable oil brands into India via Nepal, which particularly affects the markets of North and East India.
According to a senior executive, the Air India group plans to receive between 50 and 60 new aircraft over the next eighteen months, continuing its transformation program despite challenges related to supply chains and the geopolitical situation.
Following the acquisition of the loss-making Air India by the Tata group in January 2022, the airline is implementing an ambitious transformation plan. Nipun Aggarwal, Commercial Director of Air India and Chairman of Air India Express, noted that 'tons of lessons' have been learned over the past years, and that the project is complex and not easy.
He emphasized that the industry has faced a number of difficulties, including multiple 'black swan' events that could not have been foreseen at the beginning of the transformation journey. These problems include issues with supply chains, airspace, oil price volatility, and geopolitical factors.
Air India has encountered various obstacles, including the fatal crash of its Dreamliner last June, which resulted in 260 fatalities. The airline has embarked on a five-year large-scale transformation plan, and Aggarwal reported that most of the planned activities, including fleet renewal and investments in MRO (Maintenance, Repair, and Overhaul), are being implemented.
Nevertheless, there are delays in aircraft deliveries and retrofitting. Despite external circumstances that have significantly impacted the company, Aggarwal expressed optimism, stating that they remain on track to achieve their goals.
The Air India group has an order for nearly 600 aircraft, and less than ten percent of them have been delivered so far. This order will be valid until the middle of the next decade. Aggarwal forecasts that between 50 and 60 aircraft will be added annually over the next seven to eight years. He specified that deliveries will begin to accelerate at the end of the current year, and then in the following year, ensuring a steady flow of both wide-body and narrow-body models—approximately 10-15 wide-body and 45-50 narrow-body per year.
Approximately 50-60 aircraft are expected to be received in the next 18 months. Regarding modernization, Air India Express plans to complete the retrofitting of its entire fleet into a single harmonized fleet by March of next year, while Air India's wide-body aircraft will be modernized over two to three years. Retrofitting the Dreamliner or Boeing 787 is expected by mid-next year, whereas the Boeing 777 will require more time.
Aggarwal also mentioned that deliveries of Boeing MAX 8 are already arriving, and the company will be one of the first customers to receive the MAX 10 after certification, which is expected to begin early next year. Previously, Air India faced operational issues with older wide-body aircraft, but this period, according to the Commercial Director, is behind them, and modernization is gaining momentum.
Due to high oil prices and the Middle East conflict, Air India has reduced some services. However, Aggarwal reported that network recovery is underway since the second half of this year. In the Middle East region, a 90 percent level has already been reached, and most reductions in Europe and the US, made in August-September, have already resumed. He predicts that within a couple of months, the airline will return to the level it was before the war began.
Furthermore, Air India is investing in improving the customer experience at all touchpoints, focusing on new standards for crew and airport staff service, as he believes that hardware will not bring significant benefit without good software for equipment operation.
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The headquarters building, named Koenji Office Building / SO&CO, was designed to occupy a 'flag'-shaped plot near Koenji Station, featuring a facade only two meters wide.
The building has a composition of three floors above ground level and one basement floor. The main objective of the project was to overcome the limitations imposed by the traditional logic of reinforced concrete constructions that use shear walls, seeking to expand the functional capabilities of the concrete material itself.
