Financial Services

Aditya Birla Capital Limited (ABCL)

Chemicals

Aditya Birla Chemicals (Thailand) (ABCTL)

Fashion

Aditya Birla Fashion and Retail Limited (ABFRL)

Trading

Aditya Birla Global Trading

Aditya Birla Health Insurance Limited (ABHICL)

Aditya Birla Lifestyle Brands Limited

Dining & Experiences

Aditya Birla New Age Hospitality  (ABNAH)

Venture Capital

Aditya Birla Ventures

Carbon Black

Birla Carbon

Birla Cellulose

Paints

Birla Opus Paints

Cellulosic Fibre

Century Enka

Domsjö Fabriker (Domsjö)

Textiles

Grasim Industries Limited

Metals

Hindalco Industries Limited

Yarn

Indo Thai Synthetics Company Limited

Jewellery

Indriya

Novelis Inc

Thai Acrylic Fibre Co. Ltd (TAF)

Cement

UltraTech Cement Limited

Utkal Alumina International Limited (UAIL)

Telecom

Vodafone Idea Limited (Vi)

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33x in 30 years – A Trajectory for Good

Paints is one of the latest sectoral forays of Aditya Birla Group.Birla Opus Paints, housed under Grasim Industries, Aditya Birla Group’s flagship firm, offers decorative painting solutions to consumers in India.Launched in 2024, Birla Opus Paints has a complete portfolio featuring a range of superior products across categories like interiors, exteriors, waterproofing, enamel paints, wood finishes and wallpapers.Birla Opus invested $1.2 billion to set up six strategically located, fully automated, integrated, and global scale manufacturing plants with a total commercial capacity of 1,332 MLPA (million litres per annum) - a quantum leap of 40% addition to the current industry capacity. With six manufacturing plants spread across India, Birla Opus Paints is well positioned to be amongst the market leaders in the decorative paints category.Birla Opus has a current installed capacity of 1,096 MLPA across 5 manufacturing facilities— Panipat (Haryana), Ludhiana (Punjab), Cheyyar (Tamil Nadu), Chamarajanagar (Karnataka), and Mahad (Maharashtra). It’s sixth facility, in Kharagpur (West Bengal), is expected to commence production over the course of FY25. Through these Birla Opus offers the widest range of water-based paints, enamel paints, wood finishes, waterproofing and wallpapers.All 6 manufacturing plants are fully sustainable with zero liquid discharge and equipped with 4th generation manufacturing technology to manage supply chain processes at lightning speed, zero defects and end-to-end traceability.The brand also has a painting services brand, PaintCraft.Mr. Sachin Sahay is the Chief Executive Officer (CEO) of Birla Opus Paints.

Even as India’s Rs 75,000-crore paints industry is among the fastest growing globally, the concentrated market with deeply entrenched players had strong entry barriers. Breaking into India's paints sector, where market leaders have established a stronghold over decades, was a tough challenge. For Birla Opus, the decorative paints business of Aditya Birla Group, the objective was not merely to launch another paint brand, but to define what a new entrant could achieve through long-term investments, operational excellence and customer-centric thinking. &nbsp;<h3>Concerted Focus</h3>The journey began well before the first product reached the shelves. In one of the industry's boldest greenfield investments, Aditya Birla Group committed Rs 10,000 crore to create a paints business at scale. Instead of building capacity gradually, <a href="/businesses/companies/birla-opus-paints/">Birla Opus</a> established six strategically located, fully-automated manufacturing plants across the country – in Panipat, Ludhiana, Cheyyar, Chamarajanagar, Mahad and Kharagpur. Together, these facilities represent a planned production capacity of 1,332 million litres per annum (MLPA) - adding nearly 40% to India's organised decorative paints manufacturing capacity at a go.The manufacturing-first strategy reflected a clear philosophy: market leadership begins with the ability to serve customers consistently. By creating one of the country's largest decorative paints manufacturing networks even before commercial operations commenced, Birla Opus ensured reliable product availability, faster deliveries and the flexibility to scale rapidly as demand grew. Within a year of launch, the brand become the second-largest decorative paints player in India by installed capacity, demonstrating the impact of investing ahead of the curve. &nbsp;<h3>Confidence and Communication</h3>Winning trust, however, required more than scale. In a category where homeowners, contractors and painters often rely on familiar brands, Birla Opus introduced product guarantees and value-led offers to reduce the perceived risk of trying a new name. These initiatives encouraged first-time adoption with dealers as well as contractors, while reinforcing confidence in product quality and enabling the brand to convert awareness into meaningful consumer consideration.The communication strategy challenged conventional thinking. Rather than depending solely on a single national campaign, Birla Opus adopted a region-first approach, creating market specific campaigns rooted in local languages, cultural nuances and consumer preferences. This enabled the brand to build relevance across India's diverse markets while maintaining a consistent national identity. &nbsp;<h3>Integrated Strategy</h3>Behind the scenes, an equally ambitious digital ecosystem powered the rollout. Integrated digital platforms connected manufacturing, warehousing, supply chain operations, dealer management and marketing, enabling seamless execution across the country. The scale of the distribution effort matched the manufacturing ambition. At launch, Birla Opus set out to build one of India's largest dealer ecosystems, supported by 150+ depots, 1,200+ SKUs, 2,300+ colour options, compact tinting machines and a network of over 3,00,000 registered painting contractors, ensuring products and services reached customers quickly and consistently.The result has been the rapid emergence of Birla Opus not only as a credible challenger but also a force to reckon with in one of India's most competitive consumer categories. Its story demonstrates that enduring brands are not built by advertising alone. They are built by aligning manufacturing scale, technology, distribution, customer assurance and locally relevant communication into a single, integrated strategy. For Birla Opus, the biggest differentiator was not simply entering the market—it was entering fully prepared to shape its future. &nbsp;<h3>Sustained Success</h3>The rise and success of Birla Opus demonstrates that building a challenger brand is about sustenance beyond making a strong first impression. It is about making long-term investments before the market demands them, creating the capabilities to deliver consistently, and earning trust through every customer interaction. By bringing together manufacturing scale, digital enablement, regional relevance and customer-centric innovation, Birla Opus has established a strong foundation for sustainable growth in a highly competitive consumer category.More importantly, its journey reflects Aditya Birla Group's enduring approach to building businesses - investing with conviction, creating world-class capabilities and pursuing growth with a long-term perspective. In doing so, Birla Opus is not just expanding the Group's presence in a new category, but also helping shape the future of India's decorative paints industry.

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Painting Outside the Lines: How Birla Opus Rewrote the Playbook 

Business

“I started Clothes Box Foundation so people would finally know where their old clothes actually go.” – &nbsp;Sajan Veerr Abrol, Founder, Clothes Box FoundationAt 22, while most people were still figuring out their future, Sajan Veerr Abrol spent his nights sorting through piles of discarded clothing.He had no funding, no network and no grand business plan. Just one question that refused to leave him: Where do our old clothes really go?The answer changed his life.He found mountains of discarded garments, landfill sites overflowing with textile waste, and communities receiving torn, unusable clothing in the name of charity. He saw first-hand the environmental cost of one of the world's most polluting industries—and the human cost of a system that often confused donation with charity.What began as a small side project soon became a lifelong mission.Determined to reach those most often overlooked, Sajan travelled to remote villages, border regions and communities that even many NGOs struggled to access. Some journeys required special permission from the Army. Others demanded days of travel over difficult terrain. But wherever he went, one belief guided him: every person deserves to receive clothing with dignity, not society's leftovers.Today, Gurugram-based Clothes Box Foundation processes more than 100 tonnes of clothing every week, giving usable garments a second life, recycling textile waste and ensuring that quality clothing reaches people across 20 states.But the organisation's impact extends well beyond clothing.Recognising that sustainable change begins with livelihoods, the Foundation has trained more than 350 rural women in garment sorting, repair and upcycling, while creating employment for 52 full-time women. From the very beginning, Sajan made one commitment clear—they would be paid for their work. For him, empowerment was never about charity alone; it was about creating opportunity, independence and self-respect.The journey demanded sacrifice. There were sleepless nights spent on warehouse floors, trucks to be loaded before dawn, sceptics who questioned whether the model could survive, and loved ones who wondered why he had chosen such an uncertain path.Yet every challenge only strengthened his resolve. "People told me it wouldn't last," Sajan reflects. "But when you see the impact, you don't stop."Because for Sajan Veerr Abrol, used clothes are never just discards.They are warmth. They are livelihoods. They are dignity.And ensuring that none of these are wasted has become his life's work.Aditya Birla Group is happy to partner The Better India to bring to light inspiring stories of people acting as <a href="/our-story/a-force-for-good/">#AForceForGood</a>.&nbsp;<div class="video-responsive"><iframe src="https://www.youtube.com/embed/U1FTPr-ieLk" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>

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Used Clothes: Their Journey Beyond the Wardrobe

People and diversity

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Kaarigari: Gadwal - A land steeped in history, heritage and handloom

History and heritage

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Kaarigari: Kosala - Preserving ancient tradition. Weaving sustainable futures.

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Kaarigari: Dokra - An amalgamation of metal, memory and mastery.

Meet Kanpur’s Mahboob Malik. The man who himself had to quit school after Class X because of poverty, is today running two full-fledged schools where over 1500 students from underserved communities are getting free education – and a shot at a better life.Every morning at his tea stall, Mahboob would notice a stark contrast - while some children walked by in school uniforms, others spent their days doing hard labour or picking garbage just to survive. Unable to ignore this divide, he took a bold decision: to use the money he earned from selling tea to educate underprivileged children. Mahboob, who did not get the opportunity to pursue higher education, made a promise to himself: I could not study, but I would make sure others could.Over time, his small stall became a source of big change, helping hundreds of kids build a brighter future. “In 2014, I turned my tea stall into a makeshift classroom. I would visit slums, talk to kids collecting waste, and tell them that books could change their life,” says the self-made Mahboob.In 2016, he rented a small room, got uniforms, notebooks and bags for a few children, and with two teachers began teaching full-time. It wasn't easy. Parents resisted, money ran low, but Mahboob never gave up. Soon, support from people started pouring in.The Maa Tujhe Salaam Social Foundation was founded in 2017. Today, the foundation runs two schools with 12 teachers and over 1,500 students. Kids who once had no future, are now learning, living and dreaming. Mahboob still donates 80% of his income to fund their education. He doesn't have a degree, but he is giving hundreds of children an opportunity to get one. Because change doesn't need money, just a big heart and the courage to begin.Aditya Birla Group is happy to partner The Better India to bring to light inspiring stories of people acting as <a href="/our-story/a-force-for-good/">#AForceForGood</a>.&nbsp;<div class="video-responsive"><iframe src="https://www.youtube.com/embed/-lrmm4HFo6s" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>

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A Humble Tea-Stall Owner Runs Free Schools for 1500 Children

<h3>0:00 — Introduction to Udai &amp; Leadcast&nbsp;</h3>Brian: From the boardroom to the kitchen pass, he's building India's most inspired hospitality experiences. This is Leadcast, where leadership meets life.Udai: People sometimes ask me what was the turning point. For me, it was learning that growth doesn't always look like a promotion or a title. Sometimes it's about launching a new business or an institution. Sometimes it's not saying yes to the easy path or the obvious one. And now it's this — building brands that make people feel something deeper, help them make memories. &nbsp;<h3>0:19 — Udai's Definition of Growth: Beyond Promotions&nbsp;</h3>Udai: Good morning, Brian.Brian: Hey, good morning. How are you doing?Udai: I'm well, thank you. How are you?Brian:How are you doing?Udai: I'm very, very well. How's your day been going?Brian: A little hectic, but lovely to see you. Thank you for joining us at Leadcast, man. Much appreciated.Udai: My pleasure. My pleasure, absolutely. &nbsp;<h3>0:46 — Greetings &amp; Rapid Fire Question&nbsp;</h3>Brian: Okay, so suggestion — before we get serious, let's get curious.Udai: Okay, let’s do that.Brian: Great. So Udai, one quick rapid-fire question for lack of another way to say it.Udai: Sure.Brian: So if you were to pick one restaurant from ABNAH for a meeting, which one would that be? &nbsp;<h3>1:11 — Favorite Restaurant for a Meeting: Oud&nbsp;</h3>Udai: I'd say most definitely Oud. Yeah, I think it's a lovely space — great ambience, lovely food. And you can interact with people very casually, yet with a lot of intimacy. I think it's a great space to be.Brian: Oh, nice.Udai: Yeah.Brian: Okay, that meeting should be with me.Udai: Oh, we can go right after this. &nbsp;<h3>1:39 — Udai's Grounding Ritual: Kipling's "If—"&nbsp;</h3>Brian: Great. What's that one ritual over there that keeps you kind of grounded?Udai: It's Kipling’s If—.For the last 20 years, I've had a copy of that wherever I've been, within my eyesight — just going through those lines: "Meet with Triumph and Disaster and treat those two impostors just the same." Very, very grounding.Brian: Oh man, Udai — always, but always a pleasure chatting with you.Udai: Same here. &nbsp;<h3>2:05 — Udai's 17+ Years with Aditya Birla Group &amp; Nonlinear Growth&nbsp;</h3>Brian: More than 16 years with the Aditya Birla Group, and you have served as the Executive Assistant to Mr. Kumar Mangalam Birla. You have led the launch of a new business school — none less than BITSOM — and are now leading the way at ABNA's whole project… I mean, the Chief Executive Officer.Brian: What has growth looked like to you?Udai: Nonlinear. You know, to put it — I think growth, Brian, I would say is what one perceives growth to be. And I must say that it's not always felt like growth. You know, you're doing stuff and there's a lot of learning that's happening — and the curve's not always very straight. There's this thing Adam Grant says in Hidden Potential, it's a fantastic book — that the line of growth, which is usually shown like this on a graph, is very misleading. Sometimes growth looks all topsy-turvy and so on. And you know, sometimes you take a side step to get a very different kind of experience. Sometimes you step back to learn something very new. And sometimes you just leap — in a way you've never envisaged that you will — into something. &nbsp;<h3>4:20 — Evolution of F&amp;B: Immersive, Shareable Experiences&nbsp;</h3>Udai: …and then I started — and by the way we're not counting here — but 17 plus years.Brian: Oh, okay.Udai: Yeah.Brian: Okay. I stand corrected. Happily, I must add.Udai: So, you know, I was in the telecom business. I was not in the HO, I was in Hyderabad. I was in service delivery — not in one of the swankier functions like marketing, sales, or whatever it’s perceived to be. And I was in prepaid — a very mass segment and so on. I never realized I had a structured path. I thought: Where will I get to? But then I think growth, really for me then, is about picking what you're doing, really thoroughly enjoying it, and doing a great job of it — and then you get where you get to.Brian: Interesting perspective you provide. So I'm going to move to the F&amp;B business — more F&amp;B businesses are now trying to curate immersive, visually striking, shareable experiences… nostalgic dishes and Instagrammer favourites. What's your take on this — if I can call it — evolution in the industry?Udai: See, I think like a lot of categories that evolve with consumers, consumers are much better exposed now. They're more affluent, they're more aspirational, etc. Food has now become not just about sustenance — it's about self-expression. Food is fashion. People use food to make a statement. People want food to reflect who they are and so on and so forth. So as the cliché goes — people first eat with the phone, with their eyes, and then they consume food. And they want people to know where they were, what they were eating, and so on. &nbsp;<h3>6:04 — ABNAH's Focus on Culinary Excellence&nbsp;</h3>Udai:So I think it's part of a lifestyle. It's growth. But I just think that we are what we do when no one’s watching us, you know, in a way.Brian: Well said.Udiai:And a lot of times I think while one might share where they were and so on and so forth — I would think of it like this: the last time you went to a place you really wanted to and loved to go back to — you had people you really like and you were having food you really crave. Did you dive in for your phone? Probably not. So the share of eyeballs, I don’t think, is necessarily equal to the wallet share of the consumer — where they would like to go and spend a lot of time, spend a lot of their money and attention, and have great craveable food. And in that sense, we at ABNAH have always been very, very culinary-excellence-forward, so to speak. Can the food be 'grammable? Should it look great? Of course it can. But for us, it’s about making a great honest plate of food that one would like to come back to again and again and again. And if you can make it look very photogenic — yeah, it’s a bonus. So I think — well, to each their own — it's not just about nostalgic and great-looking food, but it’s about people coming back to food that they love and really crave. &nbsp;<h3>6:43 — Heritage &amp; History in Food: A Deep Dive&nbsp;</h3>Brian: Okay, interesting. Now there’s been more chatter — should I say — on the play of heritage, of history, when it comes to food. How do you see that playing with our curated menus?Udai:Yeah, I think that's a great segue — because it’s in line with what I was saying earlier — that people are very well-travelled now. They’re far more aware. There’s a lot more information out there, right? And while at a point in time the country and the people wanted everything to be very relatable to their original palate, so to speak — people are now ready to try and push themselves to have authentic food. &nbsp;<h3>8:03 — The Story of Varsa Restaurant&nbsp;</h3>And India — while we talk of it as a monolith — I think as we all know, it's a misnomer. It's 50 different countries. And for me, going away from my cold palate is not just about having Korean or Italian — it's about trying really authentic food from, let's say, Lucknow, Awadhi — which probably I've never really known. Because what a lot of people have been exposed to is Punjabi and Mughlai. So — you know — it’s stuff like that. And hence now: rootedness. How connected the food is — matters a lot to people. I'll just take a quick example because we have this restaurant called Varsa — it's based in NCPA. And that food has its own heritage, its own history. It’s the Persians who travelled to India. And then — they thought Delhi was too busy — they bypassed the outer ring road and went straight to Lucknow, right? And they settled there. And it was a great blend of what they brought and what they conceived there. And Wajid Ali Shah was asked by the British — given a pension — and sent to Calcutta. you know, where he said, Allah-e-Butto mujhe koi dikhaye Lucknow aur mere sohne me bhi mere aata hai aah Lucknow. He was really paining for Lucknow because he was he was a Nawab there. He was sent out and then there was no gosht. There was not enough meat, but the Portuguese had brought potatoes there. They replaced the meat with potatoes and made a different kind of biryani. So that food evolved from Persia to Lucknow to Calcutta. And then they got a daughter married to the Nizams of Hyderabad — and as was the custom — they sent maids and cooks with her. And then the food travelled from Calcutta to Hyderabad — and then it evolved further. It's the journey of food. And that's what we discovered and that's what we are making at Varsa. So people like these stories. People like that history behind it and trying different cuisines. I think it matters a lot. &nbsp;<h3>9:50 — What Excites Udai About Building Hospitality Brands&nbsp;</h3>Brian: Man, your knowledge — and the fact that you've obviously deep-dived into this — is incredible.Udai:No, we really like to enjoy what we're doing, you know — and get into the heart of it. So as I said earlier — this is growth. Right? I mean you're learning something new every day. You're doing something exciting. You're a different person. I mean — that's growth.Brian: That's coming through loud and clear, Udai. &nbsp;<h3>10:10 — India’s F&amp;B Industry: Size &amp; Opportunity&nbsp;</h3>Brian: Now — you mentioned from Varsa to Jolie’s toSupasan — ABNAH is creating, I think, some of India’s distinct culinary spaces, which is brilliant. What excites you most about building hospitality brands?Udai:Yeah, sure. See — food is a very core consumer category. And it's something that’s been there obviously since the birth of time until now. But the way it's evolving is very exciting. Some estimates say it's a 65–70 billion dollar industry in India. It's one of the largest. And it also employs one of the largest workforces in the country. And with aspiration increasing, as I was saying earlier — a lot of people are now opting to look for great experiences, a lot of organized brands and so on. And despite all this, and despite all the growth happening — you realize that there are probably four or five companies today which are more than a billion dollars in valuation — and then there’s a long tail. By some estimates — the way Singapore eats out: about 50+ times a month (what you eat out — including deliveries, two–four times a day — 50% of that comes from outside). The U.S. or Europe is about 30. China is 20. For India, it's about 8 or 9. That’s the headroom that's there. For Mumbai or Delhi — probably people eat out about 15 times a month including deliveries. So just the opportunity to be able to go out and participate in one of the largest consumer businesses for the A ditya Birla Group — is a great opportunity. And when you are given the opportunity to participate in that kind of growth and build something of that order — it's obviously very exciting. And I think that’s a very important part. &nbsp;<h3>12:02 — ABNAH's Purpose: Enriching Lives Through Food&nbsp;</h3>I have a but. You know — it's out there on the wall, and we should go up and take a look at it in the office once. And it's very important to us — our purpose: "To enrich lives through the power of food and the magic of shared experiences."&nbsp; It's that purpose that really excites us a lot more. Because think about it: for the most part, experiential dining — at whatever price point — it's not because you can't cook at home or you don’t have a meal. There's so much happening outside — at your work, generally in life, and so on. When people walk into a restaurant — they want to leave all of that outside practically. They just want to have a great time with their loved ones, people they like — or sometimes maybe just by themselves with a cup of coffee. It's a privilege for us to be able to participate in that with them and give them that break they need. And it's a tough industry — thin margins, heavy competition, hawkish regulations, whatnot. But when you see a guest smiling — happy — walking out at the end of the meal — all of that’s sorted. And then you're not thinking of the industry size and how tough it is to run the restaurant and so on. That fulfilment — I think that's really exciting — to be able to participate in that entire story. &nbsp;<h3>13:12 — What Udai Wants Guests to Experience at ABNA&nbsp;</h3>Brian: You almost answered — or should I say half-answered — my next question. Always ahead of the game, you are. You know — what is it that excites you about food? And I’ll qualify that: what do you want people to experience and discover when they explore ABNA palates?Udai: So you know — it's not as much about ABNA palates alone. We wouldn't like to get ahead of ourselves and think that we are this very large player and one should view us very distinctively or separatel. We're very much with the industry. It's a growing space. And in that scheme of things — we want our guests to come in and to feel welcomed. To not feel intimidated. We are into authentic cuisines — as I said. You know: we do authentic Italian, we do authentic Japanese, we do authentic Cantonese, we do authentic Awadhi. We like to believe that we are doing honest food. At the same time — we ideally don't want them to look at a menu card and feel intimidated and hesitant to read something out and ask something. Yet — we don't want to water down their experience. That balance is what is a little tricky — but not impossible. That's where your staff and your service comes in — whether they make you feel welcome, make you feel comfortable, are able to explain the menu to you without sounding condescending — yet not being snobbish at the same time. That is very critical for us — and that's what we would like to create. But let me caveat this with saying: we’re not there yet. It's a journey. And I'm happy to confess that. We’re getting there. But we're confident that we’ll get there — because we are very clear about the intent. &nbsp;<h3>15:09 — Udai's Top 3–4 Menu Recommendations&nbsp;</h3>Brian: That’s a confident — but really honest take. And more power to you, Udai. What are the top three to four — if I might ask — things to order across restaurants, across spots? I'm putting you on the spot, I know.Udai: You're putting me in a corner — against my chefs who create menus which are 20–30 dishes long. Nevertheless. Yeah, sure. I think, you know — if you go to Oud as we were speaking about earlier — I would like you to try the Nobu’s Tarboos or the Muskmelon. These are great mocktails — so flavourful — you won’t miss any spirits even if there are none in it. Come to Supasan — I think while you can order all your sashimis and nigiris and so on — you should definitely try the Chawanmushi. It's like a warm hug to your soul — it's such a nice warm egg-custard dish. If you go to Yauatcha — you should definitely order the Cheung Fun — vegetarian for me — but if you're a prawns person, certainly you can do that. I can go on and on. But since we're on it — if you go to Varsa — you should try the Panch Patta Saag with the Magasnaan. People think that Awadhi food is all about non-vegetarian — but it’s not true. Chef Mukhtar’s mother-in-law is a consummate cook of non-vegetarian food — but she’s a vegetarian herself. And there’s such amazing vegetarian food out there in Lucknowi cuisine. I think you should definitely try Varsa. Man — you’ve got me salivating, so to speak. That’s the idea — show me the money. It sure is, and it’s working. &nbsp;<h3>16:53 — Sourcing Ingredients: Local, Sustainable &amp; Authentic&nbsp;</h3>Brian: When it comes to sourcing ingredients locally — and yet sustainably — keeping it true to the cuisine — how do you strike the balance, if you do?Udai: Okay. So I think this is in the realm of saying that — of course, if I need authentic ingredients for some of these cuisines which are not Indian — we have to obviously import some stuff. But how do you yet balance it with being local and so on? See, I think it's again an interesting question. I'll take a couple of examples. We work very closely with the founders of Narathai in Bangkok — and they have an expat chef who comes down at a regular frequency, works with us — we take them out to the market. In the Northeast — nowadays — the Seven Sisters have great vegetables and herbs growing which are very close to the flavour palette of what grows toward that part of the world — as a continuum. So we try and identify ingredients which give you the same flavour profile without compromising on the authenticity. Why do Cantonese chefs pick prawns from the East Coast of India? Chef Rahul picks up his cheese from Himachal — and some great vegetables from hydroponics farms near Pune — yet does great European food. So we don't necessarily see this as conflicting goals for sourcing. It's a little bit of hard work to also ensure your costs are under control while you're doing all of this. I think — but it's doable. I think you just have to ask the question: who made those rules? You just have to go out and explore. &nbsp;<h3>18:27 — Conclusion &amp; Farewell&nbsp; &nbsp;</h3><hr>Watch full video on YouTube - <a target="_blank" rel="noopener noreferrer" href="https://www.youtube.com/watch?v=hMsNdeTMBfc">Udai: Building India's Most Inspired Hospitality | Nonlinear Growth &amp; Culinary Excellence</a>

Leadership

Beyond the Menu
How do you build hospitality brands that stand out in a fast-changing world? Udai Pinnali, CEO of Aditya Birla New Age Hospitality, unpacked the secrets: from staying ahead of trends to leading with intent. This episode of LeadCast is a masterclass in creating experiences that last. Listen now!

Udai: Building India's Most Inspired Hospitality | Nonlinear Growth & Culinary Excellence

<h3>(00:00) – Introduction to Bala &amp; Leadcast</h3>Brian: Well, he has seen markets rise, fall and reinvent themselves. But through it all, he has stayed steady — stayed rooted in wisdom, led of course by conviction. This is Leadcast, where leadership meets life.Bala:Markets teach you passions, but more than that, they teach you perspective. Early in my career, I thought success meant mastering numbers. Over time, I've learned it's really about mastering temperament. Finance may be a number game, but leadership is about trust, clarity and staying curious.Brian:Hi Bala, how are you?Bala: Hi Brian, good to see you. I'm fine, doing alright.Brian:Thank you for inviting me to your office, to this beautiful cabin.Brian: My pleasure, as always.&nbsp; &nbsp;<h3>(01:03) – Bala Unplugged: Food &amp; Music</h3>Brian: You know, it's always a privilege chatting with you and before we deep dive into the markets and the stuff we're going to chat about, I just want to do a bit of Bala Unplugged. Are you okay with that?Bala: I'm fine.Brian: Okay — what's your go-to comfort meal after a long day?Bala: Of course, I prefer South Indian meal.Brian: But give us some details.Bala: And end up with curd rice.Brian: Oh, okay. You are also a music lover. I believe you are learning music and I know you are a music lover from back in the day. So what's your playlist for a volatile working day?Bala: I play — of course listen to the music, definitely it's one.Brian:But what kind of music?Bala: Mostly Carnatic music. But I am also learning, singing the Lord's name, which is called Nama Sangeetham . So there is also something in singing the name of the Lord — it gives you that much inner better feeling. Since I'm learning, I'm also actually just keeping humming with great understanding. It gives you some sense of deviation from your normal thinking process.&nbsp; &nbsp;<h3>(02:14) – Advice for Young Investors</h3>Brian:That's incredible. I'm going to go slightly closer to your professional personality now. One thing that you believe young investors overlook?Bala: So, overlooking investing for long term versus short term gain. Most people think making money is easy looking at short-term gain. But I always believe short-term gain is temporary. If you want to retain your gain for long term, then you must give long time period for the investment to perform.Brian: Three to five years?Bala: Three to five years. Second is, people think speculating you can make money — they'll start thinking everybody is making money, making money is easy. But my own experience: money making is tough unless you stay on course for long.&nbsp; &nbsp;<h3>(03:15) – Earliest Money Memory</h3>Brian: So we'll get into our chat now. It's been fun — the volley of questions and fun answers — but now let's settle into conversation. Bala, let's roll back the years. What was your earliest memory of money? Has that moment shaped your approach to wealth creation today?Bala: Yeah, definitely yes. First of all, thanks Brian for having me part of your discussion — a privilege. See, life of course gives a lot of lessons. As an investor in the capital market, the early lessons I got when I was age 22-23 — where you always fiddle with the market thinking you will create huge wealth with high expectations and very short return expectations — doubling or tripling money in one or two years. When you have such high expectations inevitably you meet with failures. When I started learning and getting into the capital market, the first few expectations versus outcome were miserable. Because you are a little deep in money, you become further greedy and therefore you don't book your profit — you don't sell. You keep your expectations high. That's where I learned the first lesson: what goes up can come down . And there will be failure — but still, if you keep long-term vision, I think you can create wealth.&nbsp; &nbsp;<h3>(04:40) – Learning Cycle &amp; Passion</h3>Brian:What goes down can come up as well.Bala: Can come up as well. So that's when I joined here in '94, since then we have seen crisis. In each crisis your learning curve only gets better. As an individual, you also learn from mistakes, market volatility — and that shapes your investment thesis.Brian: You mentioned 1994 — that makes it 30+ years. What has kept you inspired? What has kept you committed to the mutual fund industry all these years?Bala: So it is about passion towards your business. Mutual fund — I always believe — it's a service to the investors. Creating wealth comes next. First you are putting a platform. You are getting deeply involved in managing the money. In this process you learn, and this shapes your investment style. As an individual, you continue to learn. The market, I always believe, is a great leveler. Market teaches you. You don't need to go to any classroom to improve your learning curve. (6:01) The market teaches you. So, that keeps you actually growing all the time. You have to come back with a great amount of commitment. So, be at it, stay at it, and continue to learn, and continue to be passionate about building this business, and deep involvement. I always believe, one of the firm beliefs that I have, platform is provided to you. It is only a question of how do you use the platform. So, I used to believe Aditya Birla group is a platform, good brand platform. You have been given the responsibility to use the platform to build the business. The platform should be utilized for bringing your individual contribution to the maximum extent possible. I mean there is no right answer to that, but as far as best effort that you can put. That's why I think it kept me going. The learning curve when I talked about, learning curve come from market, learning curve come from your bosses, learning curve come from the way the founders looks at your business and then makes you stay in the business for long, make you think long term, and so on and so forth. There are many such things also got involved in the whole process. I am very sure we need more than just a quick chat. We are having to really learn from you some of the nuances. If I can, I am sure there were moments that were uppers, there were moments that were downers, and all of them high on learning.&nbsp; &nbsp;<h3>(07:29) – Defining Moment: 2009 Crisis</h3>Brian: Can you share a defining moment in your career that tested you?Bala: Of course I can quote many, but I’ll take one — the 2009 global financial crisis. All of us being finance professionals, being in the mutual fund industry — you feel the impact directly. Market falls are directly correlated to you; market rises are directly correlated to you. There was uncertainty — whether the world financial market will remain strong, whether the industry will survive, whether the firm you work for will manage the crisis. During that time I also got offers from outside — but I felt I should not leave the organization in a bad time.&nbsp; &nbsp;<h3>(08:57) – The Power of Brand</h3>Bala: One thing that helped us is representation of the brand. I used to go to the market — meet institutions — borrow from banking industry, sell assets. When you carry the brand, the door opens faster. After that, it's up to you to strike the deal. Brand impact comes during crisis. As a manager, you have to use it to your advantage. We used to run pillar to post looking for solutions. It took 35-40 days. September to November — Lehman collapse. During that time, you have to stay on course, take proactive steps, handle customers, and protect brand image. Reputation is very important. I must admit — we had to knock the door of Mr. Birla as well. He made one phone call — that was enough to manage the situation.&nbsp; &nbsp;<h3>(11:14) – Spirituality &amp; Leadership Style</h3>Brian: You’re spiritually inclined — how has spirituality influenced your leadership?Bala: Spirituality has come from childhood. I used to go to Patasala to learn basics of Vedas — after school, 6-7 PM. It's all mug up and recite. Reciting mantras became part of extracurricular activities — not ritual. Parents also prayed — so association grew. Spirituality gives calmness. It keeps you grounded. Life is not that easy, but also not that tough — you play it as it comes.&nbsp; &nbsp;<h3>(12:46) – Work-Life Integration</h3>Brian: People speak of work-life balance, but you speak about work-life integration. What does that mean to you?Bala: I don't differentiate work and life — both go hand in hand. Whether personal or professional — for me it remains the same. Invariably you end up giving 80% of your time for work and 20% for life — ratio differs per person. Personally, I used to have a seven-day working policy — so work-life balance becomes out of track. I never thought about differentiating.&nbsp; &nbsp;<h3>(13:57) – Staying Calm Through Market Cycles</h3>Brian: You’ve seen multiple cycles — booms, crashes, recovery. How do you remain calm?Bala: One thing I'm a firm believer of: often we discuss managing risk — but managing risk comes next. Being agile — agility — is more important. Tracking happenings that impact sentiment and portfolios. During uncertain times, you cannot keep quiet and you cannot keep worrying. Both are wrong. If you keep worrying, you never find a solution. We deal with public money. Market is an unknown animal. Sometimes we try to find solutions for unknown stuff — nobody can answer. So during such times — play it as it comes.&nbsp; &nbsp;<h3>(15:47) – Rituals, Energy &amp; Discipline</h3>Brian: Is there a ritual you follow?Bala: One — I believe in punctuality. Morning 6–6:30 max — the moment sunlight comes, day starts. Second — I do my rituals, chanting Gayatri. Sometimes I enjoy making breakfast. Then I come to the office with a clear schedule. This habit came from bond trading — market forces you to be at your desk. I used to even open the office. Whether rain or flood — I would go. I also believe in keeping a light heart. If your energy level goes down, everything becomes difficult.&nbsp; &nbsp;<h3>(18:30) – Mentoring: Ask vs. Tell</h3>Brian: How do you mentor next-generation leaders?Bala: Earlier my style was instruct and tell. Later I learned ask vs. tell — thanks to the Harvard AMP program. It gives clarity on empowerment vs. execution. You must differentiate between what the team must do and what only you can do. Not everything done is right and not everything done is wrong — sometimes situation forces the outcome. I always give benefit of doubt to the batsman. Mentoring is continuous — not only when they need you, but when the team needs you. I follow open-door policy. Whether 11 PM or early morning — they have liberty to call. Even today as MD &amp; CEO — I pick the phone on the second or third ring.&nbsp; &nbsp;<h3>(21:41) – If Not Investments…</h3>Brian: If you weren't in investments — what would Bala be doing?Bala:I am deeply connected to my roots. I believe in giving back to my birthplace — agriculture and village background. I still run agriculture activities — not for profit, but to provide opportunity for people to work on their land. Second — I get involved in service activities. If they need support for events or institutions — I help.&nbsp; &nbsp;<h3>(23:29) – Closing</h3>Brian: My day has 24 hours. How many does yours have — 36? 48?Bala: 24 hours only — within 24 hours you have to crunch everything.Brian:Bala, it's been an absolute pleasure. One sit-down is not enough. Thank you for taking time to share all these gems.Bala:My pleasure. It's always nice interacting with you. I'm glad we could do it today — thank you so much.Brian:Thank you for tuning in and soaking it in. Let us know your thoughts in the comments below.&nbsp; &nbsp;<hr>Watch full video on YouTube - <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/6KzEGk5t_AY?si=0Uc5FNN6FdxGYZtG">Mastering Temperament &amp; Navigating Markets: Bala's 30+ Years of Investment Wisdom&nbsp;</a>

Can Spirituality Really Shape Investing Success?
Can timeless wisdom guide modern markets? A. Balasubramanian, MD and CEO of Aditya Birla Sun Life Mutual Fund, shared how spirituality shaped his approach to investing – through purpose, rituals, and resilience. This episode of LeadCast is the perfect blend of finance and philosophy. Press play for insights that go beyond numbers.

Mastering Temperament & Navigating Markets: Bala’s 30+ Years of Investment Wisdom

Customer Delight & Building BITSOM: Udai's Journey in Hospitality & Education

Sandeep Agrawal, Senior President &amp; Head – Group Corporate Finance, Corporate Strategy &amp; Business Development, decodes deal-making, strategy, and the power of thinking ahead.&nbsp;<div class="collapsible-content-wrapper" style="--lines-to-show:6;" data-testid="collapsible-content-wrapper"><div class="collapsible-content collapsible-content__disabled"><div><div class="ant-flex css-fga7g8 ant-flex-align-stretch ant-flex-vertical" style="gap:8px;"><div><div class="markdown message-container"><hr><h3>&nbsp;</h3><h3>00:00 – Career journey and transition to strategy</h3> Host (Brian Telis): Hello and welcome to Leadcast, our leadership series under the Soundbox Initiative. My name is Brian Telis and I'm your host. In each episode we sit down with a leader from the Aditya Group for a conversation about the group and of course its businesses, and to find out what the future holds for us as an organization. In today's episode we will be speaking with Sandeep Agrawal. Now, Mr. Sandeep Agrawal holds the position of Head of Group Corporate Finance, Corporate Strategy and Business Development at the Aditya Birla Group. Sandeep is an alumnus of IIM Lucknow and is an electronics engineer. He is also a sports and fitness enthusiast. We speak to Sandeep about the world of business with a special focus on deal making and strategy at an organizational level. We also hear from Sandeep about his mantra for getting the job done and done well. So, Sandeep, you know — set the bar pretty high and for all the right reasons. But firstly thank you for joining us. It's an absolute privilege to be kind of chucking questions at you and I can't wait to hear your thoughts.Sandeep Agrawal: Now you had such a fascinating career at ABG in finance, strategy. Let's start at the beginning. I'm really intrigued to know what initially drew you to deal making and strategy – pardon the term – deal making, and how has your thinking evolved over the years?&nbsp; So if I can take the liberty of going back a little bit more… You know, I did my MBA way back in 2001. I had a keen sense of numbers, so I wanted to get into finance, and I landed up a job with ICICI Limited – which was famous for corporate lending at that time, not investment banking. As it happened, within a year of me joining, it got merged with ICICI Bank. There was a bit of chaos as you’d expect when two large organizations merge, and I got thrown into a role which I didn't envisage when I started my career. I moved to Mumbai in Standard Bank and then for three or four years I did really well in that role which was transaction banking. But what I kept thinking about is that while these solutions are extremely important to the company I was serving with, I wasn't seeing the promoters and CEOs. At best you meet CEOs and CFOs. That got me thinking: why are promoters not keen on what I'm doing right now? And that's when I thought of investment banking and creating a huge difference. So as soon as I got the first opportunity in 2010, I moved to what was corporate investment banking, and had a great stint over the next eight years. I even handled Mr. Birla as my client—I used to interact with him all the time. There's one specific transaction I always remember: JP Cement acquisition. We were on the other side, Mr. Birla was there, and he went through such minute details on the acquisition. That made me think: as an adviser, as a third-party investment banker, you can do as much grunt work as you like, but when it comes to putting in your own money—he was the perfect example of how deep and detailed you could be.&nbsp; In 2019 when I got a call from Aditya Birla Group—I had spent about 16 years in Standard Bank—I met Dr. Mishra and then Mr. Birla a few times. My mind was made up almost immediately. Being on the buy side, where you are putting in your own money, has been an extremely fascinating experience. Four or five years in M&amp;A, we did a number of transactions. Last year in August–September, Mr. Birla asked me if I'd like to run strategy as well, and I absolutely loved the moment he said this. With M&amp;A you construct the deal, you create the deal, but once it’s consummated your involvement ends. Strategy allows you to run through the full cycle of the transaction. For me, recommending something isn’t enough—I need to see through the fruition. That has been extremely satisfying and fascinating.&nbsp;<h3>02:30 – Strategic M&amp;A and leadership</h3> Brian: Interesting journey—sounds seamless. But were there challenges in the transition from banking to being part of the group?Sandeep: I joined the group in September 2019. There was no surprise — I had been handling ABG as a client for almost eight or nine years, so the corporate governance and culture were well-known. What surprised me was the vastness of the organization—hundreds of charitable activities, schools, hospitals, temples, all alongside the businesses. It was mind‑boggling. Culturally, it was extremely welcoming. One challenge: I joined in September ’19, and the COVID lockdown happened in March ’20—so many of the first few months were on Zoom. I dislike that. The first opportunity I got, I joined office back because Mr. Birla is not a fan of remote working either. Another piece: in a typical foreign bank there's always a shareholder and a board that sit elsewhere, so exceptions may be slow. At ABG, surprisingly, decision-making can be quite quick. We deliberate longer—especially when you’re putting hundreds of millions or billions behind a venture—but overall it's very positive.&nbsp;<h3>06:48 – Deal-making simplicity and clarity&nbsp; &nbsp;</h3>Brian: Over the last five years you’ve been with the group and many acquisitions and deals—what’s your secret sauce for cracking a complex deal and taking it to fruition?Sandeep: I live by the mantra of simplifying. In complex deals people tend to lump everything together, but you must break it down. If you break it into smaller pieces, usually only three or four are truly complex—and the rest is straightforward. So identify and solve those key pieces rather than tackling everything at once. Also, having a clear north star or objective is critical. You can get lost in the process. As long as you know what you’re solving for, it makes a huge difference.&nbsp;<h3>08:57 – Win-win negotiations and trust&nbsp; &nbsp;</h3>Brian: On large transactions, both sides have objectives—often conflicting. What's your negotiation style? Any tips?Sandeep: First, if a counterpart puts an untenable position, I’m comfortable walking away. They should know you're willing to walk out of the room if required—some things are non-negotiable. More importantly, establish a strong connection with the counterpart. They should feel they won as much as you did. That comes from being ultra-prepared—rational, layered arguments that counter theirs thoroughly. And remember: lose small battles to win the war. If you’re completely inflexible, you’ll lose on bigger issues. Be strategic.&nbsp;<h3>13:09 – Team dynamics and strategic space</h3> Brian: How do you balance long-term strategy with day-to-day demands?Sandeep: First, you need a best‑in‑class team. When execution gets intense, you cannot be in every meeting. Delegate to trusted team members who understand your thinking. That solves about 80% of the problem. Also, don’t fill your calendar every day—leave space to think, to read, to reflect. Focus on long-term objectives while staying aware of the environment and where value creation lies. And refine processes—like updating product manuals—so future transitions don’t get stuck in bureaucracy.&nbsp;<h3>15:10 – Golf lessons in decision-making</h3> Brian: You liken strategic thinking to golf. How has your passion for golf influenced your approach to business decision-making?Sandeep: In golf, what’s happened in the past stays in your head but what matters is what you can do in the present. Every stroke counts—small mistakes can cost championships—so focus anew every shot. Also, golfers like Tiger Woods make swing changes constantly—you’re always learning. I’ve played 10 sports at competitive levels; golf is the most difficult. There are 14 clubs, different shots each time. You continuously learn. Leadership is similar: you plan, but unexpected things happen. Failure can either consume you or teach you. Accept losses, learn, and move on.&nbsp;<h3>19:06 – Setbacks, resilience, and growth</h3> Brian: When something doesn’t go as planned in your career, how do you handle it?Sandeep: I've had setbacks but no major ones. Back in 2017 or 2018, when my boss moved out, I expected to take over but they brought in someone senior from outside. I was frustrated, but the next two years became my best performance‑wise. It felt like kayaking downstream—I knew the role, the new boss was excellent and supportive. Soon I got the call from ABG. That setback opened another door. Just like in sports: if you sulk after every loss, you'll never go anywhere. You must train harder, accept reality, and stay grounded.&nbsp;<h3>21:06 – Inspirations and inner strength</h3> Brian: Inspiration often comes from unexpected quarters. Who has inspired you in your career or life?Sandeep: Besides Tiger Woods in principle, my biggest inspiration has been Mr. Birla. For example, when a Supreme Court judgment went against us with a massive levy, I spoke to him that night—his voice was calm. No agitation. His humility and patience in crises taught me a lot. Another friend who runs a private equity firm is a fierce champion of excellence and also plays golf. I’m inspired by many: colleagues, my bosses, my wife and daughter—everyone brings sincerity. Also one subordinate who has been hospitalized multiple times but returns to work with unwavering dedication—that is truly inspiring.&nbsp;<h3>24:52 – Exercise, reflection, and clarity</h3> Brian: On a lighter note, what quirky or unexpected activity do you turn to for inspiration or recharge?Sandeep: When I’m mentally agitated or low on energy, the best release for me is an intense workout—an hour or hour-and-a-half burn. That caloric blast puts me in a different space—it’s almost meditative. Breathing becomes steady, mind shifts. I always increase workout intensity when I’ve had a tough week. It recharges me.Brian: I'll take that as a challenge! Most people think of relaxing when they're stressed—but pushing hard physically can reset everything. What a tremendous conversation this has been, Sandeep. If only we had more time to dive deeper—maybe we’ll trouble you again! A huge thank-you to you, the man himself, Sandeep Agrawal. We’ve reached the end of today's Leadcast conversation within ABG’s Soundbox podcast. It’s been a privilege. We hope you’ve enjoyed listening to this conversation. If you have any feedback, drop your comments below. We'll be back soon with another episode—another fascinating conversation. Until then, thank you very much for joining us.&nbsp;<hr>&nbsp;Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/5Sgki4Onz0w?feature=shared"><a target="_blank" rel="noopener noreferrer nofollow">Leadcast | Mastering the Deal with Sandeep Agrawal</a></a>&nbsp; &nbsp;</div></div></div></div></div></div>

Sandeep Agrawal, Senior President & Head – Group Corporate Finance, Corporate Strategy & Business Development, decodes deal-making, strategy, and the power of thinking ahead.