logo
Demand is massive & supply is limited, we're here to fill that gap: Oswal Pumps top brass on Industry Landscape

Demand is massive & supply is limited, we're here to fill that gap: Oswal Pumps top brass on Industry Landscape

Time of India8 hours ago

STORY
Oswal Pumps Limited, a leading manufacturer of water and solar pumps in India, has launched its ₹1,387 crore initial public offering. In an exclusive conversation with ET's Neha Vashishth, Chairman & MD Vivek Gupta and CFO Subodh Kumar lay out the company's expansion roadmap, financial performance, and what sets them apart in a rapidly growing solar pump industry. With operations spanning motors, controllers, and solar modules, the company is betting big on rural electrification, exports, and government schemes like PM-KUSUM. 'We're not just raising capital, we're expanding our family,' says Gupta, urging retail investors to be a part of Oswal's next growth phase.
Excerpts:
Q. The ₹1,387 crore issue of Oswal Pumps Limited has hit the markets. Can you briefly walk us through your business and its model?
Vivek Gupta:
Oswal Pumps is a diversified water pump manufacturing company. We produce a wide range of pumps, from industrial and domestic to agriculture-based off-grid pumps, as well as solar pumps. What sets us apart is our strong backward integration, we manufacture pump motors, controllers, and even solar modules and structures in-house.
We operate in both the private and government sectors. Under the PM-KUSUM Yojana, we directly supply to government agencies and EPC players. We're also expanding into specialized segments like helical pumps, boiler feed pumps, PCB pumps, and chemical pumps.
This integration helps us maintain control over quality and cost, ensuring robust margins. It also positions us strongly in both the domestic and export markets.
Q. Let's talk numbers. How has Oswal Pumps performed financially?
Subodh Kumar:
As of March 31, 2024, we recorded total revenue of ₹758 crore. For the nine months ended December 31, 2024, revenue stood at approximately ₹1,650 crore — a significant year-on-year growth.
Live Events
Our gross margins improved from 35% (FY24) to 45% during the nine-month period. PAT margins also increased from 13% to 20%, reflecting strong operational efficiency and profitability.
Q. What about your future plans? Any expansion on the cards?
Vivek Gupta:
Absolutely. With this IPO, we aim to scale up our production capacity, especially in the solar pumps segment, which is growing rapidly. The government's goal to support over 8 crore farmers under the
PM-KUSUM scheme
creates immense market potential.
We plan to expand our backward-integrated operations to better serve both government and private sector demands.
Q. What differentiates Oswal Pumps from other players in the Indian market?
Vivek Gupta:
Right now, the market is vast and largely untapped. Only about 7.5 lakh solar pumps have been installed so far across India, so there's plenty of headroom for all players.
That said, our deep backward integration, end-to-end manufacturing capabilities, and experience give us a unique edge. We focus heavily on profitability and sustainability, which allows us to remain competitive in a cost-sensitive market.
Q. How has the solar and pump manufacturing industry evolved over the last five years? And is Oswal focusing more on domestic or global markets?
Vivek Gupta:
The solar pump market in India has seen exponential growth. But while there are nearly 2,000 players in the pump sector, organised, semi-organised, and unorganised, very few have the advanced technology required for solar pumps. Oswal is among the top few with end-to-end solar pump manufacturing capability.
Currently, we're focused on both domestic and international markets. Exports and pan-India sales have grown by over 70–80% recently. And we plan to deepen our global footprint further.
Q. As of now, Oswal Pumps exports to about 22 countries, including Australia, Bangladesh, and Dubai. Any plans to expand further?
Vivek Gupta:
Yes, but with caution. While we export to over 20 countries currently, our priority is fulfilling strong demand in the Indian market. Our export lead times are longer — about 80–90 days — due to domestic supply commitments.
That said, once we expand capacity post-IPO, we aim to aggressively enter new geographies, particularly in Europe, the Americas, and other high-potential markets.
Q. How will the IPO proceeds be utilised?
Vivek Gupta:
We are raising ₹890 crore through a fresh issue. Here's the breakdown:
₹360 crore
will go into capital expenditure for capacity enhancement and automation at Oswal Pumps.
₹260 crore
will be invested in our 100% subsidiary,
Oswal Solar
, to scale solar module manufacturing from 0.6 MW to 2.1 GW. We'll also set up backward integration facilities — aluminium extrusion, EVA backsheet, JB box, and packaging plants.
₹330 crore
will be used to repay working capital debt, making Oswal Pumps a
completely debt-free company
.
The remaining
₹190 crore
will be allocated towards general corporate purposes and working capital.
ETMarkets.com

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

IT companies, BPOs set target of 100% electric vehicle cab fleet by 2030
IT companies, BPOs set target of 100% electric vehicle cab fleet by 2030

Business Standard

time29 minutes ago

  • Business Standard

IT companies, BPOs set target of 100% electric vehicle cab fleet by 2030

The target is rather ambitious. It means converting 95 per cent of the existing fleet of over 900,000 cabs, which transports corporate employees from home to office and back Surajeet Das Gupta New Delhi Listen to This Article Most global and Indian corporates in the information technology/IT-enabled services (IT/ITES), business process outsourcing (BPO) and knowledge process outsourcing (KPO) spaces — which offer transport services to their employees —want all their cabs to be electric vehicles (EVs) by 2030. The target is rather ambitious. It means converting 95 per cent of the existing fleet of over 900,000 cabs, which transports corporate employees from home to office and back. The figure is 90 per cent in the case of five cities — Benguluru, Chennai, Hyderabad, Pune and Delhi-NCR, as they have a higher EV penetration.

Fintech Aspora raises $53 million to expand cross-border banking for global Indians
Fintech Aspora raises $53 million to expand cross-border banking for global Indians

Time of India

time39 minutes ago

  • Time of India

Fintech Aspora raises $53 million to expand cross-border banking for global Indians

Bengaluru: Aspora, a London-headquartered fintech startup focused on providing banking services for immigrant communities, has raised $53 million co-led by Sequoia and Greylock, with participation from Quantum Light Ventures. The company, which was previously known as Vance, is targeting the global Indian diaspora as its first major customer base. The latest round follows Aspora's $35 million and a $5 million seed extension last year. Over the past six months, the company has raised a total of $93 million across multiple funding rounds. Founded by Parth Garg in 2022, who dropped out of Stanford University to start the venture, Aspora is building cross-border financial products for non-resident Indians (NRIs) and other diaspora segments. According to the company, it currently serves 250,000 users, with its primary user base in the UAE. Over the past six months, Aspora's transaction volume has grown from $400 million to more than $2 billion, with users saving over $15 million in fees compared to traditional providers. Aspora offers zero-fee remittance transfers from the UAE and provides exchange rates identical to market benchmarks displayed on Google, while fees may apply in other markets. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Eat 1 Teaspoon Every Night, See What Happens A Week Later [Video] getfittoday Undo The company currently operates across the UK, EU, and UAE, and plans to launch in the United States in July 2025, followed by expansion into Canada, Australia, and Singapore by the end of the year. In addition to institutional investors, Aspora is backed by a group of individual investors that includes Balaji Srinivasan (former CTO, Coinbase), Sundeep Jain (former CPO, Uber), Prasanna Sankar (co-founder, Rippling), and Chad West (former global marketing head, Revolut).

India's uneasy balancing act in the Bay of Bengal
India's uneasy balancing act in the Bay of Bengal

The Hindu

time39 minutes ago

  • The Hindu

India's uneasy balancing act in the Bay of Bengal

India's economic engagements in the Bay of Bengal appear to be entering a new phase. On the face of it, there is reason for quiet confidence. Trade volumes through India's eastern ports are up. Cargo throughput at Visakhapatnam (Andhra Pradesh), Paradip (Odisha), and Haldia (West Bengal) has grown steadily. The signing of the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC) Maritime Transport Cooperation Agreement earlier this year promises to ease regulatory frictions and reduce port costs. For a region long characterised by low trade integration, these are welcome signs. The decision on Bangladesh And yet, the optimism sits uneasily alongside a decision that has raised more than a few eyebrows. In early April, India withdrew the transshipment facility it had granted to Bangladesh — an arrangement that had allowed Dhaka to route exports through Indian ports to third-country destinations. The official explanation was logistical: Indian terminals were congested, and delays were hurting exporters. That may well be true. But in Dhaka, the move was read differently — as a quiet assertion of Indian disapproval, possibly linked to Bangladesh's recent diplomatic overtures toward China. The timing was hardly a coincidence. The announcement came after Bangladesh's interim Chief Adviser, in a speech in Beijing, described India's northeastern States as 'landlocked' and cast Bangladesh as the region's maritime lifeline — a claim that did not sit well in New Delhi. Prime Minister Narendra Modi has repeatedly underscored the strategic and economic importance of the Northeast, with Indian Ministers also championing its role in regional connectivity. The suggestion that these States are dependent on Bangladesh for maritime access struck a nerve. This came as India has doubled down to position itself as a regional integrator. In recent years, New Delhi has invested heavily in port infrastructure through the Sagarmala programme to improve coastal logistics and connectivity. Cargo movement on the east coast has more than doubled in a decade, aided by policy changes such as Goods and Services Tax (GST) cuts on bunker fuel and incentives for coastal shipping. Maritime trade is, by all measures, a national priority. Tensions amid reenergised BIMSTEC At the regional level, India has sought to reinvigorate BIMSTEC. The BIMSTEC Maritime Transport Cooperation Agreement, for instance, aims to harmonise customs procedures and foster multimodal linkages, with the broader goal of reducing the cost and friction of trade within the Bay. For smaller economies such as Bhutan, Myanmar and Nepal, improved access through Indian ports remains a lifeline. That is what makes the rollback of Bangladesh's transshipment facility seem somewhat jarring. It reintroduces conditionality into what had been presented as a neutral economic architecture — one where trade facilitation serves regional integration, not shifting political winds. For Bangladesh, the impact is immediate: exporters, particularly in the ready-made garment sector (which accounts for over 85% of the country's foreign earnings), will likely bear the brunt. Many had come to rely on Indian gateways for faster, cheaper access to global markets. The alternatives — via Sri Lanka or Southeast Asia — are costlier and less time-efficient. The move injects uncertainty into Bangladesh's export logistics at a time of already fragile demand. Tensions have since escalated. In mid-May, India placed restrictions on the import of seven categories of Bangladeshi goods, which include garments, plastics, and processed foods, through land ports in the Northeast. These products can now only enter India through seaports such as Kolkata and Nhava Sheva (Maharashtra), which raises costs and delays. Indian officials cited Dhaka's restriction on yarn imports via land routes as justification, though India's revocation of the transshipment facility had preceded that move. Many in Bangladesh, nonetheless, view New Delhi's response as disproportionate. Some in Delhi argue that Dhaka is being reminded of the risks of strategic hedging. Bangladesh has, after all, stepped up diplomatic engagement with China, reopened maritime trade with Pakistan, and asserted its role as a regional connector. But these are choices Dhaka is entitled to make. If India recalibrates trade access to signal political displeasure, it risks undermining the very idea of cooperative regionalism it has sought to promote. This is not just a bilateral issue. What affects Dhaka will be noted in Naypyidaw, Bangkok, and Colombo. The concern is not that India has used leverage — major powers often do. The concern is that India has done so in a domain once insulated from overt geopolitical contest. Maritime trade corridors, once seen as shared infrastructure, are beginning to feel more transactional. The issue is about credibility India still holds many cards. Its port infrastructure remains the most extensive and efficient in the region. Cargo-handling capacity is expanding rapidly, and coastal shipping and multimodal linkages are more developed than those of any other BIMSTEC partner. But infrastructure alone does not confer leadership. In a region as fragmented and wary as the Bay, credibility matters as much as capacity. If neighbours begin to view Indian trade facilitation as shifting with the political winds, they will hedge — and the regional architecture India hopes to build will inevitably stall. The Bay of Bengal, then, is at an inflection point. On one level, it is a zone of opportunity. With improved connectivity, it could emerge as a self-sustaining corridor between South and Southeast Asia. A proposed BIMSTEC free trade agreement, if concluded and implemented well, could reshape regional trade patterns. On another level, the region remains vulnerable to strategic anxieties. The line between economic policy and geopolitical preference is beginning to blur. There may still be time to draw that line more clearly. India could clarify the circumstances under which the transshipment arrangement with Bangladesh might be reinstated — or, better yet, replace it with a rules-based mechanism that insulates trade from political cycles. That would send a reassuring signal not only to Dhaka but to the rest of the Bay. The larger question is whether India can maintain the balance between asserting strategic interests and cultivating regional trust. So far, the signals are mixed. Abhijit Singh is the former head of maritime policy at the Observer Research Foundation (ORF), New Delhi

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store