CLEANING AND GRADING

OF VEGETABLES
Business Plan

SEPTEMBER 3, 2019
VAISHNAVI FARMER PRODUCER COMPANY. LTD
At Post Janwal, Tal - Latur, Dist - Latur
Contents
1. Project at Glance ................................................................................................................................... 2
2. Introduction ........................................................................................................................................... 2
2.1. District Profile ............................................................................................................................... 2
2.1.1. Administrative Profile ........................................................................................................... 2
2.1.2. Socio-economic Profile ......................................................................................................... 2
2.1.3. Agriculture Profile ................................................................................................................ 3
3. Market Analysis .................................................................................................................................... 4
3.1. Industry background ..................................................................................................................... 4
3.2. Market Potential ............................................................................................................................ 5
4. Business Model ..................................................................................................................................... 5
4.1. FPC details .................................................................................................................................... 5
4.2. Process flow ................................................................................................................................. 7
5. Financial model ..................................................................................................................................... 8
5.1. Project cost .................................................................................................................................... 8
5.2. Assumptions.................................................................................................................................. 9
5.3. Profit & Loss ............................................................................................................................... 11
5.4. Balance Sheet .............................................................................................................................. 12
5.5. Cash Flow ................................................................................................................................... 13
6. Financial Ratios .................................................................................................................................. 14
7. Annexure ............................................................................................................................................. 16
1. Project at Glance
India is a major producer of vegetables. Hundreds of varieties of vegetables including onion,
tomatoes, spinach, brinjal, various gourds etc. are produced in the country in huge volumes. As
vegetables form an essential ingredient of the meal, even for the non-vegetarian population in the
country, these are grown in huge numbers across the country. Vegetables are also consumed across
the entire year and hence they are grown across entire 12 months in a year.
The value lost in vegetables to intermediaries is immense; on account of the perishability of
vegetables and the scale of production for individual farmers. Vegetables also fetch different prices
based on the quality of the individual pieces. Primary processing of vegetables in terms of cleaning,
grading and sorting is the simplest form of processing which removes all the dirt, soil, stones and
other impurities from the produce and sorts them into quality graded material.
The farmer interest group plans to organize themselves into a farmer producer company to jointly
set up a cleaning, grading and sorting facility for vegetables and thereby capture more value from
enhancing the quality, from economies of scale and access to lucrative markets.

2. Introduction
2.1. District Profile
2.1.1. Administrative Profile
Latur district is in the Marathwada region of Maharashtra. Latur shares its borders with
Osmanabad, Nanded, Parbhani, Beed districts of Maharashtra. The district also shares border with
Karnataka state. The district is divided into 10 talukas with geographical area of 7157 sq. km.1 The
district is well connected to major markets with the district headquarters 300 km away from
Hyderabad and 470 km away from Mumbai. The district has a good road network of 8491 km.
whereas rail network in the district is only 148 km. Latur also has a domestic airport with limited
connectivity2.
2.1.2. Socio-economic Profile
The total population of the district is 24.54 lakhs with 25% of population residing in urban centers.
More than 70% of the working population is dependent on agriculture as a livelihood. Average
landholding size in Latur is 1.65 Ha of land, higher than state average of 1.44 Ha and Marathwada
average of 1.50 Ha.3 GDP per capita of the district is INR 41, 314 which is much lower than state
average of INR 1.21 lakh.

1
District Census Handbook of Latur District, Maharashtra (2011)
2
District Socio Economic Review of Latur District, Maharashtra (2017)
3
Agriculture Census, 2011
Industrial activity in the district is dominated by agro based industry. There are more than 600
units in the food processing sector employing close to 8000 people in the entire district. These
include a variety of industries such as beverages, tamarind processing, jaggery powder
manufacturing, soybean processing, edible oil extraction etc.
Large scale industries include sugar factories, textile manufacturing, dal mills and oil mills which
are growing in number and scale. Around 15 large sugar factories are present in the district.4 Tina
oil mills, Bombay Rayon’s fashion etc. are some other examples of large-scale industries present
in the industrial area in Latur.
2.1.3. Agriculture Profile
Latur district is part of the Deccan peninsular plateau and falls under the hot-semi arid agroclimatic
zone.5 It is hence characterized by low rainfall and temperatures round the year are predominantly
high. Average annual rainfall in the district is 770 mm with only 43 rainy days in a year. The
district is highly dependent on south west monsoon for water in the period of June-September.
Temperatures in Latur range from around 20 degree Celsius to 40 degree Celsius over the year
with the highest temperature in the month of May.
The soil in the district is predominantly black cotton soil which is conducive to the growth of
majority crops. The low rainfall however restricts the cropping pattern to hardy crops, mostly in
the absence of irrigation facilities in major part of the district. Major Kharif crops in the district
are Soybean and Toor. Major Rabi crop is Chickpea. Jowar is sown in both the seasons in Latur
district. These are grown in large quantities and hence Latur is traditionally known as a trading
hub of food grains. Even though area under cultivation for Sugarcane crop is relatively less, crop
production of Sugarcane is the highest in the district. The following table shows important data on
crops for reference year 2016- 17 whereas data on livestock is for the year 2013- 14.6

Table 1 Key Indicators

Area under Production (MT/

Name of the Crop/ Yield (Kg/Ha.) for crops
cultivation (Lakh Ha.) year) for crops
Livestock

4
MSME Profile of Latur District
5
Agriculture Contingency Plan of Latur District available
6
NDDB Dairy digest
 (Kg/ day) for milk
Animals (number) (‘000 MT/ year) for
milk
Soybean 4.08 3,76,989 787
Chickpea 2.09 2,40,300 1,006
Toor 1.17 3,99,200 3,383
Jowar 0.88 94737 861
Sugarcane 0.28 1656666 54000
Wheat 0.21 30900 1263
Green Gram 0.14 7570 542
In-milk Bovine 158000 0.17 3
Animals

Total area under cultivation in the district is 7.60 lakh Ha. Irrigation in the district is limited to
only 15% of the area under cultivation. Forest area in the district is 4000 Ha. and the area under
fodder crop is 5901 Ha.

3. Market Analysis
3.1. Industry background
India is a major producer of vegetables; with majority population in the country preferring
vegetarian food completely or partially. Majority of the farmers in the country engage in
cultivation of vegetables such as onions, tomatoes, okra, brinjal, spinach, cauliflower and various
gourds among others. The produce is used for consumption and the surplus is sold in the market.
However, despite producing vegetables over the course of a year, farmers do not have enough
marketable surplus; due to fragmented land holdings. This inhibits their ability to either process
their produce and/or access more lucrative markets. They are hence forced to sell their raw produce
to local middlemen at lower prices. The middlemen aggregate produce from significant number of
farmers and process the same to be sold further into the value chain. Primary processing includes
simple cleaning, grading and sorting of different vegetables. Secondary processing includes
polishing of cereals, flour making and other value-added products. The farmers hence loose a
significant part of the value derived to the local middlemen.
Primary processing in terms of cleaning, grading and sorting can enhance the realized prices for
the produce significantly. These facilities present a business case only when there is aggregation
on a large scale. Farmers can hence aggregate their produce to have significant volumes with them
and set up cleaning, grading and sorting facilities to derive additional value. This process removes
all the wastes in the form of stones and soil. It also produces various grades of the produce which
fetch progressively higher prices. This also opens various lucrative markets for the produce.
3.2. Market Potential
India produces huge quantity of vegetables annually. It is the second largest producer of fruits and
vegetables, just after China. The total vegetable market size in India was 269 million metric tons
by volume and € 42.9 billion in 2015. About 98% of this market is domestic production, with 2%
of the vegetables being imported from neighboring countries. Onion, tomato and brinjal form
around 30% of the vegetable produce as they see high demand on account of high usage in Indian
food on a daily basis. Spinach is vegetable which is preferred on account of it being green leafy
vegetable and hence with good nutritional properties. The fruits and vegetables market are growing
at a CAGR of 12% due to increase in population, increase in incomes and development of cold
chain infrastructure. Continuing on the same trend, the market size of vegetables is set to touch 75
billion in value and 475 million MT by volume in 2020. 7
Also, increasing awareness regarding the importance of vegetables to meet the diverse dietary
requirements is adding on to the demand for fresh vegetables; especially in the urban and peri-
urban areas of the country.
The export market size for India is also huge; with India exporting 0.73 million metric tons of fresh
vegetables (excluding export of Onion) valued at USD 279.1 mn to countries like UAE, Oman,
Qatar, UK and Nepal.8 Export of onion is also major, which amounted for 2.18 mn MT by volume
and USD 498 mn by value. Major countries exported to are Bangladesh, Malaysia, UAE, Sri Lanka
and Nepal.

4. Business Model
4.1. FPC details
Farmers from Janwal village in Latur block of Latur district in Maharashtra are interested to form
a Farmer Producer Company namely – Vaishnavi Farmer Producer Company Ltd. The company
proposes cleaning, grading and sorting of vegetables as a feasible business activity.
Vision -
The vision of the Farmer Producer Company is to become a role model farmer organization by
utilizing the true potential of the farming community in their sphere of influence.

Mission –
FPO intends to leverage the agricultural and allied activities carried out by the member farmers as
well as other farmers in the geography. They intend to effect improvements along each stage of

7
MacFruit report
8
APEDA, 2018-19
the agricultural cycle from pre-cultivation, cultivation and post-harvest through aggregation and
thereby entailing advantage of economies of scale and scope as the operations of the FPO mature.
This will lead to better prize realization for the agriculture produce and additional incomes from
farming.
Organization structure –

Board of
Directors

CEO Admin

Operations
manager

Operators

The management structure of the FPC will include mechanisms to ensure that each member farmer
has a say in operations as well as the operations are professionally managed for efficiency and
effectiveness.
The Board of Directors will consist of elected representatives from the member farmers to ensure
decision making is done based on consensus and reflects the priorities of all members. Operations
will be managed professionally by the Chief Executive Officer (CEO, who will be responsible to
the Board of Directors and eventually the member farmers).
4.2. Process flow

Farmers bring their produce to the

processing centre

Vegetables are screened manually to

remove spoilt ones

Vegetables are washed with water to take

away dirt, soil and stones

Cleaned vegetables are manually sorted in

to grades as per quality

Graded vegetables are weighed and put in

to plastic crates

Crates are transported to nearby market for

sale to larger traders

The FPC plans to procure onions, tomatoes, spinach and brinjal from villages in the vicinity of the
processing center. These vegetables have been selected based on the cropping pattern of the
particular villages (with inputs from farmers in the group). Farmers from adjoining areas will bring
their produce to the processing center after plucking and primary cleaning of the produce in their
farms. The produce will be weighed & checked for quality.
After this, the raw material is subjected to a three-stage cleaning process. In the first stage, the
produce is subjected to manual screening which removes all spoilt pieces of vegetables from the
produce. The remnants from first stage will be subjected to water jet washers, which remove all
the dirt, soil and stones from the vegetables.
Lastly, the cleaned vegetables will be manually sorted in to grades according to the quality. The
quality parameters are the look and feel and the size of the individual pieces. These graded
vegetables will be weighed and put into plastic crates. These crates will be transported in trucks to
nearby markets where these will be sold to big traders at remunerative prices. Going forward, the
FPO also can make direct commercial arrangements with organized retail chains such as Big
Bazaar, Star bazaar, Big Basket etc.
5. Financial model
5.1. Project cost

Particulars Amount

PROJECT COST
[A] Investment in Plant & Machineries
Washers Nos 3 100,000
Crates Nos 200 70,000
WT Machines Nos 3 50,000
Purchase Cost of Machines 220,000

[B] Factory Shed

Area In Sq Ft 1,000
Rate Per Sq Ft 700 700,000

Total Investment in Long term uses 920,000

[C ] Working Capital 100,000

Total Project Cost 1,020,000

MEANS OF FINANCE Percentage

A] Debt Finance
- Term Loan 1,000,000 109%
- Working Capital finance from Bankers - 0%
-Non Fund Base Limit (LC/BG)

Sub Total [A] 1,000,000

B] Own Contribution
20,000

Sub Total [B] 20,000

Grand Total [ A + B ] 1,020,000

Notes:
1. Repayment tenure is expected to 84 months
2.In respect to Working capital we have assumed that funds earned will be used in
company itself .
5.2. Assumptions
A. Cost of goods sold (INR, per quintal)

S. No Particulars Tomato Brinjal Spinach Onion Okra

1 Purchase Price per KG 15 17 19 20 18

B. Allied costs
Sr No Particulars Remuneration No of Days/ Month No of Labour Annual Salary
1 Unskilled Labour 300 365 3 328,500

C. Sales turnover
Sr No Particulars Tomato Brinjal Spinach Onion Okra
1 Input Quantity Available / 3 Month 100,000 40,000 20,000 70,000 30,000
2 Normal Wastage 5% 5% 5% 5% 5%
3 Quarterly Ourput 95,000 38,000 19,000 66,500 28,500
4 Yearly Output 380,000 152,000 76,000 266,000 114,000
5 Average Rate 18 20 22 23 20
6 Yearly Sales 6,840,000 3,040,000 1,672,000 6,118,000 2,280,000
7 Total Sales 19,950,000

D. Sale price of products (INR per Kgs) -

Sr
No Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
1 Tomato 18 18.90 19.85 20.84 21.88 22.97 24.12
2 Brinjal 20 21.00 22.05 23.15 24.31 25.53 26.80
3 Spinach 22 23.10 24.26 25.47 26.74 28.08 29.48
4 Onion 23 24.15 25.36 26.63 27.96 29.35 30.82
5 Okra 20 21.00 22.05 23.15 24.31 25.53 26.80

E. Scale of operations

Sr No Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7

1 Tomato 266,000 285,000 304,000 323,000 342,000 361,000 380,000
2 Brinjal 106,400 114,000 122,143 130,867 140,215 150,230 160,961
3 Spinach 53,200 57,000 61,071 65,434 70,108 75,115 80,481
4 Onion 186,200 199,500 213,750 229,018 245,376 262,903 281,682
5 Okra 79,800 85,500 91,607 98,151 105,161 112,673 120,721
F. Sales per year

Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7

Tomato 4,788,000 5,386,500 6,032,880 6,730,432 7,482,656 8,293,278 9,166,254
Brinjal 2,128,000 2,394,000 2,693,250 3,029,906 3,408,645 3,834,725 4,314,066
Spinach 1,170,400 1,316,700 1,481,288 1,666,448 1,874,754 2,109,099 2,372,736
Onion 4,282,600 4,817,925 5,420,166 6,097,686 6,859,897 7,717,384 8,682,057
Okra 1,596,000 1,795,500 2,019,938 2,272,430 2,556,483 2,876,044 3,235,549

G. Working capital requirement

Particulars No of Days outstanding Amount
a) Investment in Inventories 1 Days 33,888
b) Receivable from debtors 6 Days 203,326
c) Advances to Farmers 2 Days 61,590
Less:
i) Payable to Creditors 7 Days 215,565
Net Investment in Working Capital 83,239
Approximate requirement limited to 100,000

H. Gross profit analysis

Sr. No Particulars Tomato Brinjal Spinach Onion Okra

1 Sales Price of Quintal 1,800 2,000 2,200 2,300 2,000
2 Purchase Cost per Quintal
i) Purchases Quantity 105 105 105 105 105
ii) Rate Per KG 15 17 19 20 18
iii) Purchase Price 1,575 1,785 1,995 2,100 1,890
3 Transport Cost 80 80 80 80 80
Total Cost 1,655 1,865 2,075 2,180 1,970
4 Gross Profit 145 135 125 120 30
5 Gross Profit Ratio 8.76% 7.24% 6.02% 5.50% 1.52%
6 Product Mix 38% 15% 8% 27% 12%
7 Weighted Gross Profit 3.37% 1.11% 0.46% 1.48% 0.18%
8 Average Gross Profit 6.60%
5.3. Profit & Loss
PROJECTIONS
Particulars
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Revenue
Sales 12,369,000 13,915,125 15,627,583 17,524,473 19,625,953 21,954,486 24,535,113

Total 12,369,000 13,915,125 15,627,583 17,524,473 19,625,953 21,954,486 24,535,113

Cost of Goods Sold

Opening Stock 33,888 38,124 42,815 48,012 53,770 60,149
Add: Purchase Cost 11,240,179 12,629,839 14,203,868 15,949,034 17,884,087 20,005,895 22,357,417
Add: Transport 345,800 370,500 396,286 423,235 451,430 504,990 564,349
Sub Total 11,585,979 13,034,227 14,638,277 16,415,084 18,383,530 20,564,655 22,981,916
Less: Closing Stock 33,888 38,124 42,815 48,012 53,770 60,149 67,219
Cost of Goods Sold 11,552,092 12,996,103 14,595,462 16,367,072 18,329,760 20,504,506 22,914,696

Gross Profit 816,908 919,022 1,032,121 1,157,401 1,296,193 1,449,980 1,620,417

Indirect Expenses
Labour Charges 328,500 361,350 397,485 437,234 480,957 529,053 581,958
Loading & Unloading Charges 40,000 44,000 48,400 53,240 58,564 64,420 70,862
Electricity Expenses 13,140 14,454 15,899 17,489 19,238 21,162 23,278
Repairs & Maintained 25,000 27,500 30,250 33,275 36,603 40,263 44,289
Audit Fees 15,000 16,500 18,150 19,965 21,962 24,158 26,573
Communication Expenses 10,000 11,000 12,100 13,310 14,641 16,105 17,716
Printing & Stationery 10,000 11,000 12,100 13,310 14,641 16,105 17,716
Local Conveyance 30,000 33,000 36,300 39,930 43,923 48,315 53,147
Professional Fees 25,000 27,500 30,250 33,275 36,603 40,263 44,289
Travelling Expenses 25,000 27,500 30,250 33,275 36,603 40,263 44,289
Staff & Labour Welfare 35,000 38,500 42,350 46,585 51,244 56,368 62,005
Factory Rent 50,000 55,000 60,500 66,550 73,205 80,526 88,578

Total Indirect Costs 606,640 667,304 734,034 807,438 888,182 977,000 1,074,700

PBIDT (Operating Profit) 210,268 251,718 298,087 349,963 408,011 472,980 545,718

Interest Paid
Term Loan - - - - - - -
Working Capital Loan
PBDT 210,268 251,718 298,087 349,963 408,011 472,980 545,718
Depreciation 103,000 91,050 80,543 71,296 63,153 55,977 49,647
Book Profit 107,268 160,668 217,544 278,667 344,858 417,004 496,071
Income Tax* 104,251 124,018
Profit after tax 107,268 160,668 217,544 278,667 344,858 312,753 372,053
Less : Appropriation
Profit After Appropriations 107,268 160,668 217,544 278,667 344,858 312,753 372,053
5.4. Balance Sheet
PROJECTIONS
Particulars
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7

Owners Funds
Opening Bal. / Addition 20,000 127,268 287,936 505,481 784,147 1,129,005 1,441,758
Add: Profit 107,268 160,668 217,544 278,667 344,858 312,753 372,053
Less : Drawing - - - - - - -
Closing Balance 127,268 287,936 505,481 784,147 1,129,005 1,441,758 1,813,811

Secured Loans
- Term Loan (New Machine) 923,077 769,231 615,385 461,538 307,692 153,846 0
- Cash Credit - - - - - - -
923,077 769,231 615,385 461,538 307,692 153,846 0

Current Liabilities
Sundry Creditors 215,565 242,216 272,403 305,872 342,982 383,675 428,772

215,565 242,216 272,403 305,872 342,982 383,675 428,772

Total 1,265,910 1,299,383 1,393,268 1,551,558 1,779,680 1,979,279 2,242,583

Fixed Assets
Opening WDV / Addition 920,000 817,000 725,950 645,408 574,111 510,958 454,982
Less : Depreciation 103,000 91,050 80,543 71,296 63,153 55,977 49,647
Closing WDV 817,000 725,950 645,408 574,111 510,958 454,982 405,335

Other Non Current Asset 80,000 160,000 240,000 360,000 540,000 810,000

Current Assets
Sundry Debtors 203,326 228,742 256,892 288,074 322,618 360,896 403,317
Inventory 33,888 38,124 42,815 48,012 53,770 60,149 67,219
Cash & Bank Balances 150,107 157,363 210,324 313,969 434,339 453,631 434,206
Farmers Advaces 61,590 69,205 77,829 87,392 97,995 109,621 122,506
448,910 493,433 587,861 737,446 908,722 984,297 1,027,249

Total 1,265,910 1,299,383 1,393,268 1,551,558 1,779,680 1,979,279 2,242,583

5.5. Cash Flow
Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7
Cash Flow from Operating Activity
Profit after
Appropriations 107,268 160,668 217,544 278,667 344,858 312,753 372,053
Add: - Depreciation 103,000 91,050 80,543 71,296 63,153 55,977 49,647
Add: - Interest on Loans - - - - - - -
Add: - Income Tax - - - - - 104,251 124,018
210,268 251,718 298,087 349,963 408,011 472,980 545,718
Less: - Income Tax - - - - - 104,251 124,018
Operating Cash flow
before chane in working
capital 210,268 251,718 298,087 349,963 408,011 368,729 421,700
Add/Less Change in
Working capital (83,239) (10,615) (11,280) (12,472) (13,795) (15,591) (17,279)
Net Cash Flow From
Operating Activity 127,030 241,103 286,807 337,491 394,216 353,139 404,421

Cash Flow from Investing Activity

Factory Shed (920,000) - - - - - -

NonCash
Net Current
FlowAssets
From - (80,000) (80,000) (80,000) (120,000) (180,000) (270,000)
Investing Activity (920,000) (80,000) (80,000) (80,000) (120,000) (180,000) (270,000)

Cash Flow from Financing

Increase/Decrease in Activity
Capital 20,000 - - - - - -
Dividend Distribution
Interest Paid
- Term Loan - - - - - - -
- Working Capital Loan - - - - - - -
Increase/Decrease in Loans
- Term Loan (new) 923,077 (153,846) (153,846) (153,846) (153,846) (153,846) (153,846)
- Unsecured Loan
- Working
Net Capital
Cash Flow FromLoan - - - - - - -
Financing Activity 943,077 (153,846) (153,846) (153,846) (153,846) (153,846) (153,846)

Net Cash Flow 150,107 7,257 52,961 103,644 120,370 19,292 (19,425)
Opening Cash & Cash
Equivalent 150,107 157,363 210,324 313,969 434,339 453,631
Closing Cash & Cash
Equivalent 150,107 157,363 210,324 313,969 434,339 453,631 434,206
6. Financial Ratios
Year Reference Cash Flow DF @ 10% DCF
0 Cash Outflow (1,020,000) 1 (1,020,000)
1 Cash flow after tax 210,268 0.909090909 191,153
2 Cash flow after tax 251,718 0.826446281 208,031
3 Cash flow after tax 298,087 0.751314801 223,957
4 Cash flow after tax 349,963 0.683013455 239,029
5 Cash flow after tax 408,011 0.620921323 253,343
6 Cash flow after tax 368,729 0.56447393 208,138
7 Cash flow after tax 421,700 0.513158118 216,399
Terminal Value 0.513158118 -
Net Present Value / Value of the Business 1,540,050
IRR 22.36%
Payback Period in Years 4.62

EBIT 107,268 160,668 217,544 278,667 344,858 417,004 496,071

Capital Employed
Owner Capital 127,268 287,936 505,481 784,147 1,129,005 1,441,758 1,813,811
Bank Finance 923,077 769,231 615,385 461,538 307,692 153,846 0
1,050,345 1,057,167 1,120,865 1,245,686 1,436,697 1,595,604 1,813,811
ROCE 10.21 15.20 19.41 22.37 24.00 26.13 27.35
Sr No Particulars Amount
a] Fixed Cost
Labour Charges 328,500
Loading & Unloading Charges 40,000
Electricity Expenses 13,140
Repairs & Maintained 25,000
Audit Fees 15,000
Communication Expenses 10,000
Printing & Stationery 10,000
Local Conveyance 30,000
Professional Fees 25,000
Travelling Expenses 25,000
Staff & Labour Welfare 35,000
Factory Rent 50,000
Total Fixed Cost 606,640
b] GP Ratio 6.60%
c] BEP in Sales 9,185,277
7. Annexure
Sr. Title Details
No.
1 Name of VASIHNAVI FARMER PRODUCER COMPANY
company
2 Address of At Post Janwal, Tal - Latur, Dist - Latur
company
3 CIN of Not registered
company
4 Date of NA
Registratio
n
5 Details of NAME AGE
BoD
Gokul Satyapal Patil 24
Dattatray Vyankatrao Pawar 53
Satyapal B Patil 42
Digambar Vyankatrao Pawar 38
Satyavan Aknath Pawar 41
6 Details of Mr. Gokul Patil
chairman He has experience of more than 10 years in farming and allied activities.