Depth bar: MEDIUM-LOW (treated at LOW-plus depth).
[~]estimate,[!]unverified.
1. Company overview & snapshot
1.0 The connection — Prasenjit Ray
- Title: CEO & CTO, GOC Petrochemicals Pvt Ltd, since May 2018.
- Background: VP R&D, Quality & Plant Operations at Gulf Petrochem; earlier IPOL (Indian Oil-linked lubricants), Shell, Houghton (metalworking fluids) and Gulf Oil. A lubricant chemist with plant operations experience.
- Claims (LinkedIn): 3x growth 2018–24; expansion toward 50,000 KL/yr capacity (the company website says 20,000+ KL)
[!]. - Authority: runs the business day to day with the promoter-MD. Can approve a small pilot or partnership.
- Connection status: 1st-degree. LinkedIn https://www.linkedin.com/in/prasenjit-ray-3a088816.
1.1 Legal identity & corporate structure
- GOC Petrochemicals Private Limited, CIN U24304DN2018PTC005549. Originally Gold Oil Corporation (partnership/proprietorship, est. 2006), converted to a private company in 2018.
- Registered office and factory: Plot 5, Survey 207/5, Village Umarkui, Silvassa 396230, Dadra & Nagar Haveli.
- Directors: Vinod Kumar Singh (founder/MD), Manoj Pandey (Sales & Marketing), Sushama Vinod Singh. Prasenjit is not a director per MCA
[~].
1.2 What they make & where money comes from
Automotive and industrial lubricants (hydraulic, gear, turbine, compressor, slideway, spindle oils), metalworking fluids and cutting coolants, rust preventives (Trident brand), greases, rubber process oils, white oils and petroleum jelly (industrial/cosmetic/pharma), transformer oils, heat-transfer oil. Sells B2B to industry and through distributors; small export division.
1.2a Scale, MSME status & trade
| Field | Value | Confidence |
|---|---|---|
| Revenue (latest FY) | ~₹162 Cr FY25 | Tracxn |
| MSME class | Medium (by turnover ≤ ₹250 Cr) [~] | medium |
| Employees | 28 (LinkedIn) to ~45 | LinkedIn / directories |
| Import intensity | High: base oils largely imported [~] | — |
| Export share | Small | export division exists |
Revenue table
| FY | Basis | Figure | Source |
|---|---|---|---|
| FY21 | Standalone, audited | ₹153.77 Cr | Infomerics rationale |
| FY22 | Standalone, audited | ₹221.44 Cr | Infomerics rationale |
| FY24 | Standalone | ₹200–300 Cr band | Tofler |
| FY25 | Standalone | ~₹162 Cr (−33% YoY) | Tracxn |
Working revenue range: ₹160–250 Cr · confidence medium. Revenue appears to have fallen in FY25; base-oil price swings move lubricant revenue a lot.
1.3 Plants, addresses & footprint
Single LOBP at Umarkui, Silvassa (blending, filling, storage, QC lab). Website: storage of raw materials, blending, filling into small and big packs, QC and finished goods “under one roof”.
1.4 Leadership & CRM map
| Name | Role | Plant | Why they matter | ||
|---|---|---|---|---|---|
| Prasenjit Ray | CEO & CTO | Silvassa | /in/prasenjit-ray-3a088816 | prasenjit@goldoilcorporation.com (inferred) | Connection, decision-maker |
| Vinod Kumar Singh | Founder & MD | Silvassa | search | inferred | Promoter sign-off |
| Manoj Pandey | Director, Sales & Marketing | — | search | inferred | Owns customer channel |
| Tapas Debnath | North Regional Head, Industrial B2B | North | search | inferred | NCR machining customers |
| Jayakrishna Chengalvarayan | Zonal Head, South | South | search | inferred | South customers |
| Manish Singh | Export | Silvassa | search | inferred | Not relevant |
| Plant in-charge | — | Silvassa | name TBD — search | — | Meter access |
Decision path: Prasenjit + Vinod Kumar Singh decide. Partnership would run through Manoj Pandey’s sales team.
1.5 Recent news & timing
- 25 Jul 2025: Infomerics downgraded bank facilities (₹49.45 Cr) to IVR BB/Negative and IVR A4, “Issuer Not Cooperating” (previously IVR BBB-/Stable, Apr 2023).
- No expansion announcement found in 2026.
2. Energy profile
DISCOM / supply: DNH and DD Power Distribution Corporation Ltd (DNHDDPDCL), 51% owned by Torrent Power since 2022. HT industrial 11 kV tariff (JERC MYT FY25-26) about ₹440/kVA/month demand charge plus ~₹4.70/kVAh energy charge. DNH tariffs are among the lowest in India, which caps the savings pool.
2.1 Bill band, tariff & demand
₹4–10 lakh/month [~]. Basis: blending kettles with heating (thermic fluid or electric), transfer pumps, mixers, filling and packing lines, compressors, warehouse lighting; one to two shifts. Heating may be via a thermic-fluid heater on diesel/LDO, which would sit outside the electricity bill.
2.2 Generation, fuel & renewables
DG backup; thermic-fluid heater likely [~]. No solar disclosure found.
2.3 EnMS, PAT, ISO, BRSR
ISO 9001, 14001, 45001 and GMP. No ISO 50001. Unlisted; no BRSR.
2.4 Likely ₹ leak categories
Blending heaters held hot between batches; compressor leaks; contract demand set above the real peak (the ₹440/kVA charge makes this matter more than kWh); pump motors running on bypass.
3. Operations, equipment & digital stack
3.1 Process flow & critical loads
Base oil receipt → tank storage → blending (additive dosing, heating, mixing) → QC → filling (pails, drums, IBCs) → storage → dispatch.
3.1a Machine inventory
| Class | Present? | Count / size if public | OEM / brand if named | Notes |
|---|---|---|---|---|
| Blending kettles / tanks | Yes | not public | not public | heated |
| Filling lines | Yes | not public | not public | small/big packs |
| Thermic fluid heater / boiler | Likely [~] | — | — | fuel |
| Compressors / pumps | Yes | not public | not public | utility |
| QC lab | Yes | — | — | low load |
3.2 Shifts & pattern
One to two shifts [~].
3.3 Automation, metering, SCADA/EMS
Likely just the DISCOM meter and a few panel meters. Path B (add CT clamps) would be needed for a useful proof.
3.4 Capex
Capacity expansion toward 50,000 KL claimed by Prasenjit; not confirmed.
4. Stamped Energy fit analysis
4.1 ICP scorecard
| Gate | Result |
|---|---|
| Bill ≥ ₹30L/mo | Fail (₹4–10L) |
| Geography | Silvassa; outside core |
| Vertical | Lubricant blending: non-core |
| Champion | Strong authority |
| Channel value | High: metalworking fluid customers are Stamped ICP |
| Credit | Weak (BB/Negative, non-cooperating) |
4.2 Fit score rationale
4/10. Little to save at the plant; real value is as a referral channel into machining, forging and auto component plants. Credit downgrade suggests financial stress, so do not expect paid work from GOC itself.
4.3 Wedge
The strongest wedge is: a referral partnership where GOC’s industrial sales engineers introduce Stamped to metalworking-fluid customers in NCR and Pune, with a small proof on the Silvassa plant’s demand charge as the trust-builder.
4.4 Objections
- “Our bill is small” → agreed; the point is your customers.
- “Why would we refer you?” → it adds value to their coolant visits and costs nothing; offer referral fee or co-branding
[~](founder decision).
4.5 Pilot design
Silvassa incomer + heaters, 30–60 days. Success: one priced demand-charge fix. Kill: no meter data.
4.6 Concern scores
| Concern | Score | Who owns it | Why this score |
|---|---|---|---|
| Energy / electricity bill | 3 | Prasenjit Ray | Low DNH tariff, small plant |
| Maintenance / uptime / utilities | 4 | Plant in-charge | Simple plant |
| Production line / OEE / dispatch | 6 | Prasenjit Ray | Batch scheduling |
| Overall plant efficiency | 6 | Vinod Kumar Singh | Margin pressure, rating downgrade |
4.7 Pitch sketches
- Partner: “Your field team walks machining floors; we save those plants money; both of us look good.”
- Own plant: “Is your ₹/kVA demand charge set higher than your real peak?”
- Technical: compressor and coolant-pump energy on customer CNC lines as a joint talking point.
5. Before you reach out
5.1 Discovery checklist
- Contract demand vs recorded MD on the DNH bill
- Heating method for blending (electric or thermic fluid)
- Number of active industrial B2B customers in NCR and Pune
- Does GOC already offer coolant management or plant audits to customers?
- Status after the rating downgrade (bank limits, growth)
- Is Prasenjit open to a referral-fee arrangement?
5.2 Do not lead with
- Do not lead with a large-savings pitch for the Silvassa plant; the bill is small.
- Do not lead with the credit downgrade.
5.3 Opening hooks
“The shops buying your cutting coolants usually overpay on compressors. We fix that. Want to make it part of your service?“
6. Risks, flags, controversies & sources
6.1 Integrity / controversy / regulatory
- Infomerics (25 Jul 2025) downgraded GOC’s ₹49.45 Cr bank facilities to IVR BB/Negative and IVR A4 under “Issuer Not Cooperating”; the company did not share information with the rating agency.
- Searched “GOC Petrochemicals / Gold Oil Corporation fraud / GST / pollution / court case”: no other matters found.
6.2 Data quality flags
- Revenue sources disagree (₹162 Cr vs ₹200–300 Cr band).
- Capacity claims differ (20,000+ KL on site vs 50,000 KL on LinkedIn).
- Prasenjit’s email pattern unknown.
6.3 Sources consulted
- https://goldoilcorporation.com/
- https://goldoilcorporation.com/contact-us/
- https://goldoilcorporation.com/industrial-lubricants/
- https://linkedin.com/company/gold-oil-corporation
- https://www.linkedin.com/in/prasenjit-ray-3a088816
- https://www.infomerics.com (GOC Petrochemicals rating rationale, 25 Jul 2025; Apr 2023)
- https://www.tofler.in (GOC Petrochemicals Pvt Ltd, CIN U24304DN2018PTC005549)
- https://tracxn.com (GOC Petrochemicals legal entity)
- https://jerc.gov.in (DNHDDPDCL MYT tariff order FY25-26)
- https://www.torrentpower.com (DNH & DD distribution acquisition, 2022)