The 2010-25 exercise was a reference year for Mother Dairy, since the Leader Milk brand celebrated its 50th anniversary, closing the year with a growth of about 16% and a turnover of almost 17,500 almost RS crores, says its managing director Manish Bandlish. In an interaction with Et digitalBandlish actions that the company aims to overcome the sign of the revenue of 20,000 RS in Fy26. It also reveals plans to introduce a wider range of dairy products rich in proteins, including Paneer, Cagliata and other offers, to meet the needs of evolving consumers.Bandlish also discuss how the dairy industry -casearia is navigating the challenge of floating raw milk prices. He shares his perspective on the recent entry of eminent southern milk brands in the northern market and outlines the Mother Dairy’s strategy to face this intense competition and more. Modified extracts:
ET: Between the increase in demand, the evolution of consumer preferences and a growing attention to value-added products, where the dairy sector of India is currently located?
MB: The dairy industry -casearian organized by India continues to evolve rapidly, guided by urbanization, increasing income, greater attention to health and well -being, the growing preference for packaged products, experimentation and growing exposure to global trends. We made a long way from considering milk as only a daily point; The dairy is now seen as a source of nourishment, indulgence and convenience, thus opening the way to the accelerated increase in lactiero-casear value-added products. At Mother Dairy, we are actively responding to this trend. We have constantly expanded our portfolio of products with innovations that resonate with these emerging needs of consumers. Each new product is a step towards the supply of greater value, relevance and joy for our consumers.ET: How does the dairy industry -Casearia of India deals with the price of fluctuation of raw milk prices?
MB: The raw milk prices are subject to multiple factors and tend to vary between the regions. Over the years, the Indian dairy industry has been decisive for establishing structured supply systems, strengthening the farmers’ partnerships and focusing on productivity improvements, guaranteeing greater stability of the offer and long-term resilience.
ET: In recent months, important southern milk brands have expanded in the northern market. How is the mother positioning himself to face this intensified competition?
MB: With a strong presence of over five decades, Mother Dairy defined the dairy market -Caseario of Northern India, in particular the NCR. It is one of the most reliable brands and a family name in the region. We believe that organized players will only help guiding the growth of the dairy industry -Casearia and the spirit of competition should open the way to benefit consumers.
ET: The late-capacity of India must face a series of challenges: from inadequate quality feeds and a limited cold-to-cold infrastructure forage that lead to post-racking losses and a fragmented supply chain, low productivity for animal and deficiencies in animal health and breeding programs. How can these problems be solved?
MB: The government is assigning the utmost priority to the dairy sector -Caseario, recognizing its vital role in nutrition, in the means of rural subsistence and in the construction of the nation. A testimony of this focus is the creation of the Ministry of Fishing, Breeding and Dairy and of the Ministry of Cooperation in 2019 and 2021, respectively; Both have the purpose of guiding growth and strengthening institutional paintings, including cooperative structures that form the backbone of the milk ecosystem of India. The Department of Zootechnics and Caseifificio continues to implement various initiatives and patterns aimed for the benefit of the sector: to improve the health and breeding of animals, guarantee the availability of quality and forage feed, develop modern infrastructures and increase the productivity of animals.
The Ministry of Cooperation has also set in motion the White Revolution 2.0, with a renewed push to enhance the dairy cooperatives, allow infrastructure and improve agricultural income through modern systems and guided by technology.
In addition, the establishment of Apex milk of the country, the National Dairy Development Board (NDDB) and its branches, including Mother Dairy, are guiding the impact in the value chain by supporting the well -being of farmers, improving the nutrition and maintenance of animals, strengthening the supply networks, guaranteeing the quality of the product and accessibility, supporting sustainable practices and construction of systems future. With prolonged attention, collaborative execution and long-term vision, the dairy sector of India is well positioned to offer inclusive growth.
ET: There has been an increase in the demand for high-chair offers high protein content in the country. How does Mother Dairy respond to this market attentive to nutrition?
MB: Mother Dairy recently set the segment rich in protein with the launch of its Promok, the variant of daily milk designed to grasp the daily intake of proteins for each generation. The freshly introduced Poly Pack variant offers 30% more protein: natural milk proteins; 40 of grams of protein per liter – and they integrate without effort into daily routines, increasing the intake of proteins without altering habits, keeping the taste intact.
This launch marks a significant step for us towards the democratization of protein consumption and the promotion of a healthier future for everyone. While we strive to strengthen our protein-based portfolio, soon we will introduce a wide range of dairy products rich in proteins, including Paneer, Cagliata and more, for our consumers.
ET: What opportunities and gaps do you identify for India in the global milk export market?
MB: India has an immense potential to emerge as the “dairy for the world”. Being the largest milk producer in the world, with a strong network of producers and growth skills, the Foundation is underway. Our country can intensify with safety as a reliable and high quality milk supplier to international markets by continuing to meet internal needs.
ET: What is your roadmap for expansion in terms of new markets, improvement of the capacity and products of products? What are your expansion plans for the Safal brand?
MB: We are entering a phase of expansion calibrated and guided by the capex, with a tired outlay of about 1,500 RS. This includes a new lactiero -caseary processing structure in Nagpur. With an investment outlay of over 500 crores, this next cutting-edge system will produce Poly Pack milk, together with other value-corner lactiero-casear products such as ice cream, Chaach, lassiPaneer, etc.
In line with the preferences of the evolving consumer, we launched over 25 new products alone one summer, focused on the offer of safe, healthy and convenient choices that resonate with today’s needs. The new launches included a premium range KulfisPremium ice cream tanks and youth flavors, together with exciting additions to the fermented segment of the dairy products -caseari. Our geographical expansion continues in parallel, with a clear vision of building a national imprint. We are deepening our presence in existing markets and we enter new ones. We recently prepared in Rajasthan and other regions are on the horizon.
On the hortery front, our Safal brand is also ready for the scale. We are about to create two new F&V processing structures, one in the Vadodara district in the Gujarat and the other in the Kuppam region of Andhra Pradesh, has indicated to the processing of fruits, vegetables and frozen products. These strategically positioned structures are expected to substantially improve the ability to process Safal and strengthen its presence in national and international markets. In addition, we are expanding the portfolio of Safal products; We introduced the dosa safli pastella and coconut water to the Safa, with multiple products in conduct.
ET: What is your goal for Mother Dairy Revenue in the 2025-26 financial year?
MB: The tax year 2024-25 was an important year for us, since we have celebrated 50 years since our start. We ended the year with an impressive growth of about 16%, reaching a turnover of about RS. 17,500 crores. This strong performance is a testimony of our strategic initiatives: expanding our national presence beyond NCR, strengthening our scope through New Age distribution channels, reducing production skills and enriching our wallet with new exciting launches of new products to involve and delight consumers. In the Fy26, we intend to continue the growth momentum, targeting our revenues to overcome the sign of 20,000 RS crores.
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