The 60-second version of Poona Dal and Oil Industries Limited — what it does, how it earns, and who it competes with, before any of the numbers below.
| Metric | FY23 | FY24 | FY25 | FY26 | 3Y CAGR |
|---|---|---|---|---|---|
| Revenue | ₹185 Cr | ₹98 Cr | ₹147 Cr | ₹141 Cr | -8.7% |
| EBITDA | ₹2 Cr | ₹1 Cr | ₹2 Cr | ₹2 Cr | +12.0% |
| EBITDA Margin | 1.0% | 1.3% | 1.4% | 1.8% | — |
| PAT (Net Profit) | ₹1 Cr | ₹1 Cr | ₹1 Cr | ₹1 Cr | +8.4% |
| EPS | ₹2.04 | ₹1.36 | ₹2.35 | ₹2.6 | +8.4% |
| ROE | 2.1% | 1.4% | 2.4% | 2.5% | — |
| ROCE | 2.9% | 1.9% | 3.2% | 3.5% | — |
| Free Cash Flow | ₹6 Cr | -₹25 Cr | ₹24 Cr | -₹6 Cr | — |
| Company | P/E | ROE |
|---|---|---|
| HINDUSTAN UNILEVER LTD. | 42.5x | 21.5% |
| ITC LTD | 16.6x | 27.4% |
| NESTLE INDIA LIMITED | 59.8x | 79.9% |
| BRITANNIA INDUSTRIES LTD | 44.1x | 51.0% |
The low price is the whole case here, and the business underneath scores poorly. Cheap-and-weak is what a value trap looks like from the outside — it needs a specific reason the numbers are about to improve, not just the observation that they are low. 2 high-severity red flags sit above this conclusion and should be read first.