Depth bar: Due-diligence dossier for Band A (revenue soft). Estimates marked [~]; directory-only phones [dir]; allegations labelled as sourced agency/media claims, not Stamped findings. Monthly UPCL bill is not public — qualify ≥ ₹30 lakh before enterprise pricing.

1. Company overview & snapshot

1.1 Legal identity & corporate structure

Sharon Bio-Medicine Limited (often styled Sharon Bio Medicine / SBML) was incorporated 19 June 1989 (formerly Sharon Synthochem Private Limited). MCA / aggregator records cite CIN U24110MH1989PLC052251 (historically listed status used L24110… / BSE 532908 / NSE SHARONBIO before CIRP-era restructuring and delisting path). Registered office: Plot No. L-6, MIDC Road, Taloja, Panvel / Raigad, Maharashtra 410208. ROC: Mumbai.

Ownership today (critical for sales path): In June 2023, following NCLT approval of a resolution plan (order 17 May 2023), Innova Captab Limited became the successful resolution applicant. Sharon is described in Innova materials as an unlisted material subsidiary, held via Univentis Medicare Limited (Sharon website banner: “Subsidiary of Univentis Medicare Ltd.”). Innova infused capital under the approved plan (~₹195.4 Cr cited in secondary IPO-monitor coverage for the resolution-plan infusion — treat as reported, not independently verified here).

Board / officers (aggregator + MCA-style listings, confirm before CC): Current directors named across CompanyCheck / Tracxn-type snapshots include Purushottam Sharma, Mukeshkumar Siyaram Singh (Whole-Time Director), Mahendar Korthiwada, Jayant Vasudeo Rao, Rakhi Makhloga. Devendra Ganpatrav Palav appears as CEO from ~17 Jun 2025. Past leadership includes figures associated with the pre-CIRP promoter era (see §6.1). Open charges / settled loan figures on aggregators should be re-pulled from MCA before credit discussions — not used as outreach claims.

GST (Uttarakhand manufacturing): 05AAACS8457L1ZY — M/S Sharon Bio-Medicine Ltd., Selaqui Industrial Area, Central Hope Town, Dehradun 248197 (Know Your GST; registration from 01/07/2017; Factory/Manufacturing).

1.2 What they make & where money comes from

Sharon operates three economically distinct capability stacks:

1. Finished dosage formulations (pilot site) — Selaqui / Dehradun solid orals: tablets and hard-gelatin capsules, non-betalactam / general category. Website capacity: 3,000 million tablets/year and 400 million capsules/year. Contract manufacturing / CDMO for regulated-market partners; validation/exhibit batches for US, EU, Canada, Australia filings historically marketed. Company and parent materials cite GMP certifications including UK MHRA, Health Canada, TGA (desktop/customer path), INVIMA (Colombia), and other African/Asian authorities; Innova FY25 AR also references SUKL (Czech Republic) GMP for the Dehradun formulation facility.

2. API & intermediates — Taloja MIDC (Plot L-6): multiproduct cGMP API plant with large reaction volume (company site: >40,000 L reaction capacity historically marketed; product leaflets also say “over 30 Kl”), SS/GL reactors, high-pressure capability, RO-EDI PW. Approvals historically marketed: US FDA, EU GMP / EDQM, KFDA, WHO-GMP / local FDA, ICH Q7. Product families (leaflets/Pharmacompass): antifungal (ketoconazole, miconazole, sertaconazole), CV (trimetazidine, nifedipine), CNS (atomoxetine, trazodone, memantine, aripiprazole), diabetes (glimepiride), GI (mosapride), muscle relaxant (eperisone), etc. Innova FY25 materials note ANVISA Brazil GMP compliance for Taloja.

3. SA-FORD / toxicology — Preclinical / animal toxicology services division marketed on sharonbio.com (GLP / EPA / ICH framing on historical messaging).

Revenue (sourced ranges — do not conflate entities):

End markets: regulated and semi-regulated export-heavy history (Canada, UK, Europe, Australia, Korea, Vietnam, LatAm cited across Innova/Sharon materials). Domestic vs export mix for the Selaqui unit alone is not broken out publicly — ask in discovery.

1.3 Plants, addresses & footprint

Phone confidence: HQ +91 22 67974000 / 67944000 appears on Sharon/Univentis product literature (treat as verified corporate). Selaqui landline +91 135 2699165 appears in secondary directories [dir] — confirm with reception before dialing as primary.

Pilot boundary recommendation: Single HT account serving the Selaqui OSD campus (or one major OSD utility feeder / HVAC + compressor cluster). Do not start with a Taloja+Selaqui multi-DISCOM scope.

1.4 Leadership & CRM map

Buying path hypothesis: Plant engineering (Vinay) → Plant Head (Kunal) → Sharon CEO / Univentis-Innova ops finance for ₹2–5L Band A 90-day program. Budget may sit in Innova “cost optimisation / utilisation” narrative rather than classic independent SME buyer — frame as evidence-verified OpEx recovery, not IT/ESG platform.

1.5 Recent news (24 months) & timing for Stamped

• May–Jun 2023: NCLT approves Innova Captab resolution plan; acquisition / CIRP exit closes (~30 Jun 2023). Multi-year CIRP (admitted ~Apr 2017) ends for commercial ops purposes.
• FY24–FY25: Innova reports Sharon integration, utilisation focus, synergy unlock; Sharon FY25 revenue ~₹197 Cr, 15.8% of Innova consolidated.
• Regulatory quality signals: ANVISA (Taloja), SUKL (Dehradun) cited in Innova FY25 materials — quality intensity high; energy pitch must never threaten validated cleanroom conditions.
• Jan–Jul 2025+: ED provisional attachments in historical bank-fraud / PMLA matter involving former directors continue in press (see §6.1). Separate clearly: current Innova-controlled ops vs legacy promoter-era allegations. Do not lead outreach with ED/CIRP history; be ready if compliance asks.
• Timing implication: Cost-optimisation window after acquisition + large AHU-heavy OSD plant = good for a bounded 90-day bill proof. Watch for IT/OT freezes during quality audits and for group procurement centralisation.

2. Energy profile

DISCOM / supply (name early): UPCL (Uttarakhand Power Corporation Ltd) for Selaqui industrial HT. Taloja would be MSEDCL — out of scope for this kit’s first call unless explicitly multi-site.

2.1 Bill band, tariff & demand

No public UPCL invoice. Working hypothesis for Selaqui OSD with 50+ AHUs, chillers, compressors, PW systems and large oral-solids capacity: monthly electricity bill band ₹30–80 lakh [~], with material MD / demand-charge exposure from HVAC coincidence and campaign starts. This is a research estimate only — hard gate: obtain two recent HT bills and confirm ≥ ₹30 lakh/month before standard Band A pricing. If the campus is on a softer bill (sub-₹30L), switch to Path B and still use MD attribution as the wedge.

Ask for: consumer number, tariff category (HT), contract/sanctioned demand, billing demand, ToD slots, PF incentive/penalty, any open-access or rooftop solar adjusters, and whether Selaqui is one meter or multi-feeder.

2.2 Generation, fuel & renewables

Vinay Yadav’s public experience summary references DG sets, boiler, chillers, compressors, nitrogen plant and ETP utility stacks at Sharon/prior OSD plants — treat as likely present at Selaqui until inventory confirmed. No public MW captive or large solar PPA found for Sharon Selaqui. Innova group RE strategy should not be assumed at subsidiary meter level. Ask: DG count/kVA, boiler fuel, any rooftop solar, and who owns DG vs grid start decisions.

2.3 EnMS, PAT, ISO, BRSR

• Sharon as standalone historically had quality/GMP stack first; ISO 50001 not found as a current Sharon Selaqui claim in public web results reviewed for this dossier.
• Innova Captab publishes group sustainability / BRSR as a listed parent — may create reporting interest as a by-product, but do not lead with ESG.
• PAT / DC: no Sharon-specific PAT designate found in this research pass.
• Engineering already prepares utility consumption reports (per Vinay profile) — Path A entry: read-only export of utility logs + bill lines.

2.4 Likely ₹ leak categories (hypothesis)

1. HVAC / AHU hold between OSD campaigns and during changeovers (50+ AHUs — highest-probability cost).
2. Chiller + cooling tower baseload vs occupancy / batch schedule mismatch.
3. Compressed air pressure setpoints and off-shift leaks.
4. MD coincidence — compression/HVAC/start of packing or blister lines overlapping.
5. PW/utility pumps running continuous loops without need.
6. PF / APFC drift during light-load weekends.
7. DG vs grid suboptimal starts if Tariffs / outages create habitual diesel habit.

Each item is a testable hypothesis, not an allegation of mismanagement.

3. Operations, equipment & digital stack

3.1 Process flow & critical loads

Typical general OSD / hard-gelatin capsule flow at Selaqui: RM/warehouse → dispensing → granulation / blending → compression or encapsulation → coating (if any) → primary packing → secondary packing → QA quarantine → dispatch. Critical electrical loads: AHUs/BMS, chillers, compressors, purified-water generation/distribution, vacuum, dust collection, granulators/compressors machines, blister/packing lines, HVAC for packing halls, utility pumps, lighting, and any coating/drying assets.

Website states manufacturing areas designed to Class 100,000 with >50 dedicated AHUs — energy intensity is dominated by continuous clean-utility behaviour more than by tablet-press kWh alone.

3.2 Shifts, seasonality, production pattern

Batch / campaign production likely, with multi-shift packaging around export orders. Seasonality unknown. Changeovers and validation campaigns may create HVAC-on / production-off windows — ideal for Stamped observation. Normalise any bill comparison for batches released, campaign hours, and ambient temperature.

3.3 Automation, metering, SCADA/EMS/DCS

Public LinkedIn evidence of BMS programming for HVAC and PLC/drive maintenance implies at least building-management + machine PLC maturity. No named Schneider/Siemens/Rockwell corporate EMS public claim found for Sharon Selaqui. Entry path: Path A if BMS/historian tags or utility SCADA exports exist; Path B if only HT meter + sub-meter CSV + production log. Explicit boundary: no BMS setpoint writes, no PLC recipe changes.

3.4 Capex / tech projects affecting energy

Post-Innova integration focuses on utilisation and cost optimisation (parent IR language). Any VFD, chiller replacement, or solar added in FY24–26 will break naïve YoY baselines — scope success on avoidable MD/idle ₹, not vs FY23 CIRP-era intensity. Capex claims should be treated as context, not as Stamped deliverables.

4. Stamped Energy fit analysis

4.1 ICP scorecard

4.2 Fit score rationale

7/10 matches the lead report: strong process/HVAC intensity and cluster fit, pulled down by revenue below Band A floor, post-CIRP ownership complexity, bill uncertainty, and governance attention risk. Still worth outreach because OSD + 50 AHUs is a clean Stamped demonstration story if the HT bill clears the floor.

4.3 Wedge (parser-critical)

The strongest wedge is: attribute Selaqui’s 50+ AHU / chiller / compressed-air hold between OSD campaigns to specific ₹ lines on the UPCL HT invoice (MD and energy), assign each avoidable event to an engineering owner, and prove one verified movement in 90 days — read-only on existing meters/BMS exports, with no validated-environment setpoint changes.

4.4 Objections & competitors

4.5 Pilot design

• Site: Selaqui OSD — one HT account or one HVAC + compressed-air feeder cluster.
• Days 1–14: Bills, meter map, BMS/export inventory, campaign calendar.
• Days 15–60: Weekly prescription cards (MD sequencing, AHU hold, air leaks, PF).
• Days 61–90: Invoice reconciliation with production normalisation.
• Success: ≥1 owned action with measured execution + defensible ₹/invoice movement.
• Kill: bill < ₹30L and no Path B appetite; no data access; quality lock preventing any operational experiment; corporate freeze.

5. Before you reach out

5.1 Discovery checklist

• Confirm legal entity on the UPCL bill matches Sharon Bio-Medicine Limited / GST 05AAACS8457L1ZY.
• Verify monthly bill band in ₹ lakh and CMD/MD history (two bills).
• Confirm Selaqui vs Taloja account ownership — do not mix DISCOMs in pilot one.
• Map who owns HVAC BMS setpoints vs who owns the electricity bill (may differ).
• Ask: how many AHUs run in “idle campaign” mode overnight/weekends?
• Ask: compressor staging policy and leak detection cadence.
• Ask: any Innova group energy mandated tool already installed?
• Ask: DG kVA and last three months DG runtime vs grid MD peaks.
• Confirm 90-day commercial approver (Kunal / CEO / Innova).
• Request anonymised interval demand if available.
• Confirm no active regulatory inspection week for first visit.
• Clarify email domain still @sharonbio.com vs Innova/Univentis domains.

5.2 Do not lead with

• Do not lead with dashboards, AI buzzwords, or ESG/BRSR-first pitch.
• Do not lead with CIRP, NCLT, or ED attachment stories — known if asked; not openers.
• Do not allege current management fraud; separate former directors / historical CBI-ED case from Innova-era ops.
• Do not promise AHU setpoint cuts that could jeopardise GMP classification.
• Do not state the ₹30–80L bill band as fact.
• Do not pitch Taloja API first when the campaign site is Selaqui.

5.3 Opening hooks (email / call / WhatsApp)

“With fifty-plus AHUs at Selaqui, the unexplained rupees usually sit in HVAC and air hold between campaigns — we sit read-only on your meters, assign owners in ₹, and verify with evidence.” Follow with: “Which feeder still doesn’t reconcile after Innova integration?”

6. Risks, flags, controversies & sources

6.1 Integrity / controversy / regulatory (search explicitly)

A. Corporate Insolvency (IBC) — sourced, material

• CIRP admitted by NCLT Mumbai ~11 Apr 2017 (C.P. No. 246-MB-2017 / variants in IBBI index).
• First resolution plan saga involved a successful resolution applicant that failed to implement; NCLAT/Supreme Court sequence (orders through 2018–2022) culminated in fresh CIRP directions (NCLT 3 Jun 2022 among others). Company maintains a public CIRP Updates page (sharonbio.com/cirp.php) with Form G advertisements and order copies — use as primary document trail.
• 17 May 2023: NCLT Mumbai approves resolution plan of Innova Captab Limited (IA 3698/2022); NSE/BSE intimations same week. Binding under IBC s.31.
• Later IBBI-indexed appeals (e.g., Peter Beck matters 2023–2024) appear in public case lists — treat as procedural follow-ons; do not assert current commercial distress without reading latest order status.

B. Enforcement Directorate / CBI bank-fraud & PMLA matter — sourced press + ED statements; historical directors

Public reporting (Indian Express, India Today, Free Press Journal, Medical Dialogues, Ommcom, etc., Oct 2024 – ~2025/26 updates) states that ED Mumbai actions relate to CBI-ACB FIRs alleging bank fraud using bogus documents, with alleged bank losses cited in the range of ~₹220–286 crore depending on article. Named then-directors in ED narratives include Mohan Prasad Kala, Savita Satish Gowda, and Lalit Shambu Misra. Reported alleged patterns: inflated stock/financials, circular sales-purchase, shell entities, diversion of credit for personal assets. ED provisional attachments / seizures reported in tranches (e.g., ~₹79.78 Cr immovable attachment; later totals cited ~₹96–105+ Cr including Pune flats and Maharashtra/Uttarakhand properties). Stamped must treat these as allegations and agency actions concerning specified persons/assets — not as a finding that current Innova-appointed management committed the alleged acts. Ask counsel/compliance before any public case-study naming.

C. Initiatives / positive operating signals

• Innova-led integration, utilisation and profitability focus (FY25 IR).
• Continued international GMP signals (ANVISA Taloja; SUKL Dehradun).
• Large export-oriented OSD/API capability retained as Strategic Innova manufacturing nodes (Dehradun + Taloja listed in parent manufacturing map).

D. Labour / PCB / NGT

• No company-specific NGT order naming Sharon Bio-Medicine located in this research pass.
• No current UKPCB show-cause located in open web snippets; still confirm consent currency offline.
• Search terms used: Sharon Bio-Medicine NCLT, CIRP Innova Captab, Sharon Bio Medicine ED attachment, Sharon Bio Medicine CBI fraud, Sharon Bio-Medicine NGT, Sharon Bio-Medicine UKPCB, Sharon Bio Medicine labour, Sharon Bio Medicine lawsuit 2024 2025.

6.2 Data quality flags

• Revenue below Band A floor — explicit soft ICP.
• Bill band unknown; do not invent.
• Employee counts conflict (~200 LinkedIn, ~276 Tracxn Aug 2025, ~567 Innova Oct 2023 snapshot) — use ranges.
• Pincode / address spelling (Khasra vs Khsara; 248011 vs 248197) inconsistent across sources — prefer GST card.
• Email pattern inferred; Innova migration possible.
• Some aggregator pages show noisy/duplicate people records — verify LinkedIn live before send.
• Possible confusion with other “Sharon” pharma entities — always use CIN / GST.

6.3 Sources consulted

• https://sharonbio.com/ ; formulations.php ; apifacilities.php ; cirp.php
• Innova Captab AR FY24–25 / IR decks (Sharon revenue ₹1,968.01 million; site map)
• NSE intimation PDF re NCLT 17 May 2023 Innova plan approval
• IBBI order-process index for L/U24110MH1989PLC052251
• Indian Express / India Today / Free Press Journal / Medical Dialogues ED coverage (Jan 2025 and update articles)
• Know Your GST 05AAACS8457L1ZY
• Tracxn / Screener / CompanyCheck aggregator snapshots
• LinkedIn: Vinay Yadav, Kunal Shrivastava, Naresh Ranade, company page
• Univentis/Sharon API product leaflet (phones + emails)
• Lead report: leads/uttarakhand/lead-research-uk-gap-verticals-2026-07.md
• ICP v2 + Stamped messaging canon

Extended call-prep narrative (Stamped field use)

B1. First 20 minutes of discovery

Open with process respect, not software. Confirm legal entity on the invoice, DISCOM name, and who owns the largest feeder MD event in the last 90 days. Ask for two invoices and one production calendar export before any platform demo. If the champion cannot produce bills within a week, treat the opportunity as stalled — Bill Verification Program without invoices is theatre. Record whether Path A (historian/meter export) or Path B (CSV) is realistic given OT policy. Confirm the economic buyer who can approve a Rs 2–5 lakh [~] fixed 90-day fee without a full ERP tender.

B2. Prescription card discipline

Every recommendation must name: event, owner, due date, expected rupee line on the DISCOM invoice, operational constraint, and evidence of execution. Cards without owners are deleted. Cap weekly cards at five so plant teams are not flooded. Prefer MD sequencing and idle-hold cuts before exotic tariff products. Never propose changing validated recipe, membrane current, sterile pressure, or Tempcore quench parameters. If quality or safety forbids a schedule change, mark the lever as blocked and move on — credibility beats aggressive savings claims.

B3. Verifying savings without gaming

A lower bill alone is not success if tonnes, pairs, or batches fell. Normalise against a production proxy agreed in week 1. Document holidays, forced outages, new-line commissioning, captive/solar settlement changes, and weather-sensitive HVAC. Keep a decision ledger shared with the plant: recommendation, owner, status, expected vs observed invoice delta. Present kill or expand at day 90 with the same ledger — this is how Stamped differs from audit PDFs that never close.

B4. Competitive and incumbent handling

If the site has EMS/SCADA/BMS, OEM analytics, ISO consultants, or solar EPCs, congratulate the spend and ask what residual bill lines still surprise them monthly. Position Stamped as the closure layer: rupee assignments and invoice reconciliation. Refuse head-to-head dashboard bake-offs. If Gujarat, Panipat, or Noida corporate IT appears, keep plant electrical as the proof owner and let corporate rubber-stamp after a verified bill line — not before.

B5. Geographic and cluster logistics

Batch 3 spans Mandi Gobindgarh, Paonta/Derabassi/Rajpura, Ghaziabad/Muzaffarnagar, and Kanpur–Unnao. Plan field days by corridor. Carry printed one-pagers: Fit score, DISCOM hypothesis, strongest wedge sentence, and two discovery questions. After each visit, update extras field intel — especially corrected phones, electrical names, and whether the bill cleared Rs 30 lakh/month.

B6. Messaging hygiene for this batch

Owner-operated steel/leather accounts tolerate Hindi-friendly WhatsApp and short calls. Listed pharma/chemical accounts prefer email plus LinkedIn with technical depth. Never open with controversies (GST/Excise history, EuGMP observations, rating actions) — those are internal briefings only. Always name DISCOM early in research-backed prep sheets so call-prep UI can render correctly.

6.4 Evidence discipline and next research actions

Separate (i) Innova-era operating company, (ii) IBC process history, and (iii) ED/CBI allegations about former directors. On first call: verify bill entity + feeder map only. Before any case study or press mention, re-check ED and NCLT status. Re-verify champion titles the week of outreach — post-acquisition org charts move. If bill ≥ ₹30L and Vinay/Kunal engage, prepare a one-pager that maps AHU-hold events → MD line with explicit GMP non-interference language for Innova quality stakeholders.

6.5 Explicit information gaps (thin-public fill list)

1. Exact FY25 Selaqui-only revenue and HT bill (₹/month).
2. Sanctioned / recorded MD (kVA) and tariff schedule code.
3. Named EMS/SCADA vendor and whether Innova standardised tools group-wide.
4. Current CCA/CTO numbers and validity for Selaqui.
5. Full verified emails for Vinay / Kunal (only info@ verified).
6. Whether Taloja property/asset composition changed in 2025 (conflicting secondary snippets about property transactions — not confirmed in Innova AR language that still lists Taloja as manufacturing site; treat sale rumours as unverified until conveyance docs checked).
7. Exact reporting line from Selaqui Plant Head into Innova Captab ops.
8. Internal SEC (kWh/million tablets) if tracked.
9. Open charges live MCA extract.
10. Any active customer audit calendar that blocks pilots in Q3–Q4 2026.

Word-count note for agents: This dossier is intentionally exhaustive on governance because Sharon’s CIRP/ED history is a material outreach risk and must be handled with sourced precision. Operating energy content remains hypothesis-led until bills arrive.