JVL Agro is one of the most trusted cooking media companies in India today (promoted by father & son duo Mr. D. N. Jhunjhunwala & Mr. S.N. Jhunjhunwala in 1989).
The principal edible oils consumed in India comprise palm oil, soya bean oil, rapeseed/mustard oil, groundnut oil and sunflower oil. Palm oil accounts for around 45% consumption. (Source: CRISIL)
To extend leadership from saturated fats to the entire vegetable oils segment in the first stage and to agro-based premium food products thereafter, from being present in a single region in India to acquiring a global manufacturing and marketing presence.
To delight the consumer through a complete portfolio of vegetable oils and other FMCG products through continuous research and development, leading to single-stop convenience.
Headquartered in Varanasi, the Company’s manufacturing facilities are based in the following locations: Naupur (Uttar Pradesh) | Dehri-on-Sone (Bihar) | Alwar (Rajasthan) | Haldia (West Bengal) | Rohtas (Bihar)
JVL Agro has a subsidiary company (JVL Overseas Pte. Ltd, C/o No.1, North Bridge Road, # 18-07 High Street Centre, Singapore – 179094) as back operational office in Singapore.
JVL has a step down subsidiary - PT. JVL Varanasi Nusantara Pertama, with its office in Jakarta, Indonesia.
JVL Agro’s portfolio is active, evolving, vibrant and relevant.
The company’s brands are backed by edible oils that are increasingly consumed by a health-conscious India.
The product basket accounts for a large consumption base in India today.
The growing demand for these edible oils points to a ready market.
At JVL, we have not only invested in these products but have invested in synergic capacities that consume captive raw material. Besides, the company intends to graduate to building food manufacturing and logistics infrastructure, intended to take the entire industry ahead.
VariantsOlein | Soyabean
VariantsSteamed | Par -Boiled
Jhoola enjoys a market-leading share in Central India’s edible oil market. Its biggest consumption centres comprise Uttar Pradesh and Bihar, contributing over 70% of the product’s revenues . Besides, the Company is in the process of setting up a 7.5 acre processing plant in Pipavav (Gujarat) and intends to commission an oil, chemicals and rice processing facility in Guwahati (assam). A truly pan-India presence.
Mr. D. N. Jhunjhunwala
Mr. S. N. Jhunjhunwalaa
Mr. Adarsh Jhunjhunwala
Mrs. Anju Jhunjhunwala
Mr. Harsh Agarwal
Dr. S. K. Dixit
Mr. Mahesh Kedia
Mr. B.K. Misra
There is only one constant at JVL Agro. And that is perpetual change.
Over the last decade, we have been in a state of continuous and positive change.
From a taste-based company to a health-based proposition.
From a processed oils company into a foods organisation.
From a product’s company into a food infrastructure company.
From a single-country presence into a multi-country operation.
From products addressing rural and semi-urban palates to preferences across economic classes.
From a regional presence to a pan-India brand.
It is through this emphasis – positive change – that we expect to enhance value for all our stakeholders, from
employees, vendors and consumers to bankers, shareholders and society.
The JVL Agro business model has been created around stability and sustainability.
Brands: JVL has prudently invested in brand building, largely protecting margins from cyclicality and erosion.
The result: The company has progressively increased the revenues derived from branded sales from Rs.619.58 crores in 2006-07 to Rs.3444.89 crores in 2014-15.
Economies-of-scale: The edible oil business is largely volume-driven, marked by competitive margins. This reality makes it imperative to run a cost-competitive organisation. JVL Agro invested in building capacities, which enhanced economies-of-scale and efficiently ammortise fixed costs.
The result:JVL has one of the largest edible oil capacities at a single port-based location in India (Haldia, 1,200 TPD). The Company has grown its capacity more than 100-fold since inception from 25 TPD in 1990-91 to 3,000 TPD as of 31st March 2015.
Product basket:JVL widened its product basket with the objective to address a range of customers – from mass to premium – widening its appeal and relevance. From two products in 2005-06, the Company has emerged as a multi-product player; the company widened its SKU range from 200 millilitres to 5 kilograms to 15 kilograms. .
The result:The Company has been reporting robust profits and margins across the years.
ntegrated approach: JVL has invested in capacity growth cum integration (captive energy and packaging). The Company manufactures 1.8 million HDPE jars per annum and 4.2 million containers per annum (along with handles and caps). The Company is self-sufficient as far as power requirements are concerned. The company intends to extend to the manufacture of cosmetics, using a large proportion of captively generated raw material. Besides, it intends to commission a food and logistics park in Bihar, synergic to its business interests.
The result:The Company has reported attractive margins in a volatile business.
Deep-rooted network: In India’s competitive FMCG industry, product availability ensures success. JVL has over the years, made prudent investments in creating a widespread distribution channel, covering more than 100,000 retail outlets across India. JVL increased its network from 4,000 dealers in 2013-14 to 7,000 dealers in 2014-15. More than 50% of the dealers have been working with the Company for five years or more.
The result:The Company’s products roll off shelves with increasing velocity, strengthening inventory management and working capital efficiency.
JVL Agro does not just manufacture products; it markets products that consumers want to buy.
In the first phase of the company’s existence, the preference for JVL’s products and brand was the result of a prudent positioning across the country’s price-conscious middle-class and lower middle-class consumers.
In the second phase, JVL progressively reoriented its product mix to address evolving lifestyles, growing disposable incomes and a desire for hygienic cooking media.This translated into an accelerated launch of relatively premium brands, translating into value-addition and corporate growth higher than the broad sectoral growth average.
Jhoola products are available across more than 100,000 retail outlets across India.