Behind the Science of Everything

From Blueprint to Build

From Past to Present

Good News Bulletin

Cementing the Future

<img src="https://www.cms.adityabirla.com/uploads/abg_htls_2024_26c224bfac.webp" alt="abg-htls-2024.webp">Aditya Birla Group Hindustan Times Leadership Summit (HTLS) 2024, brought together leaders and icons from across the fields of politics, sports, business, health, science, and entertainment to share their views on the theme: Progressing Beyond Barriers.The audience included senior politicians, bureaucrats, diplomats, business executives, thinkers, commentators, and analysts. Over the years, the Summit has become one of India’s most prestigious and eagerly awaited forums.HTLS 2024 hosted distinguished public figures such as Narendra Modi, Hon. Prime Minister of India; Dr. S. Jaishankar, Hon. Minister of External Affairs, Government of India; John Kerry, 68th U.S. Secretary of State; Chandrababu Naidu, Hon. Chief Minister of Andhra Pradesh; Kumar Mangalam Birla, Chairman, Aditya Birla Group; Hon. Elizabeth Truss, Former Prime Minister of the United Kingdom; Dr. Manish Gupta, Director, Google Deepmind; Akshay Kumar, Actor &amp; Producer; Ajay Devgn, Filmmaker &amp; Entrepreneur; and Nitin Gadkari, Hon. Minister of road Transport &amp; Highways, Government of India; among others.Here are some quotable quotes from the event: <a href="/en/media/stories/aditya-birla-group-hindustan-times-leadership-summit-2024.html">HTLS 2024</a>

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Aditya Birla Group Hindustan Times Leadership Summit 2024

The Aditya Birla Group once again joined forces with TEDxGateway 2024, India's hub of innovative ideas, on March 2nd at at the Jamshed Bhabha Theatre in NCPA, Mumbai. It was an exhilarating day, fulfilling its mission by sparking stimulating conversations and fostering connections.With over 20 outstanding speakers ranging from visionary artists to tech pioneers and captivating storytellers, the event was a showcase of diverse perspectives. Their stories, fuelled by passion and resilience, left a lasting impact, igniting imaginations along the way. The line-up also included researchers, philanthropists, educators, and activists, underscoring TEDxGateway's dedication to ground-breaking ideas.TEDxGateway, an independently organised TEDx event, has a rich history. Since its modest beginnings in 2010, it has evolved into India's premier platform for thought leaders. Today, it hosts multiple events annually, drawing over 55,400 attendees (on-ground) and 350+ speakers of global repute, and continues to spread impactful ideas.

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TEDxGateway 2024: A Day of Inspiration

Starting from 31 October 2023, until 4 November 2023, Aditya Birla Group Hindustan Times Leadership Summit (HTLS) 2023, will bring together leaders and icons from across the fields of politics, sports, business, health, science, and entertainment to share their views on the theme 'Beyond Barriers'.HTLS 2023 will host distinguished public figures such as Prime Minister Narendra Modi, Chief Justice of India Dhananjaya Y. Chandrachud, and Minister of External Affairs Dr. S. Jaishankar. It will also feature well-known personalities from politics to sports and even entertainment industries, such as Piyush Goyal, Ashwini Vaishnaw, Sushmita Sen, Karan Johar, Alia Bhatt, Charlize, Satwiksairaj Rankireddy and Chirag Shetty, Bhagwant Mann, Sukhvinder Singh Sukhu, Alan Mamedi, Neeraj Chopra, Navin Chawla, and Chris Miller.Launched in 2003, HTLS has evolved into a platform that enhances the quality of discourse on critical global issues and fosters solution-oriented discussions among leaders. Over the years, the summit has grown to become one of the most eagerly anticipated events in India.To learn more or register for the event, click <a href="https://htls2023.virtualeventexp.com/signup">here</a>.

Aditya Birla Group Hindustan Times Leadership Summit 2023

<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.

Mastering the Deal

Strong performance amid volatility, strengthened by Hindalco’s integrated business modelRevenue at ₹66,058 crore, up 13%; PAT at ₹4,741 crore, up 21% YoY<h3>Key Highlights</h3><ul><li>Consolidated PAT at ₹4,741 crore, up 21%&nbsp;</li><li>Aluminium Upstream quarterly EBITDA at ₹4,524 crore, up 22%&nbsp;</li><li>Industry-best Aluminium Upstream EBITDA margins, at 45%</li><li>All-time high Aluminium Downstream quarterly EBITDA at ₹261 crore, up 69%</li><li>Copper EBITDA at ₹634 crore, in line with guidance</li><li><a href="/businesses/companies/novelis-inc/">Novelis</a> shipments at 941 KT, in line with the prior year period&nbsp;</li><li>Novelis cost reduction initiatives target over $125 million run-rate savings by FY26&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; and $300 million by FY28</li><li>Novelis Oswego plant to restart the hot mill in December 2025</li><li>Hindalco announces Aditya Aluminium Phase 2 expansion of 193 KT</li><li>Consolidated Net Debt to EBITDA at 1.23x as of September 30, 2025,&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; vs 1.19x a year ago &nbsp;</li></ul><a href="/businesses/companies/hindalco-industries-limited/">Hindalco Industries Limited</a>, the Aditya Birla Group metals flagship, today reported results for the quarter ended September 30, 2025. Consolidated EBITDA for the second quarter stood at ₹9,684 crore, up 6% from the same quarter last year, and Net Profit increased to ₹4,741 crore, up 21% over the prior year quarter. &nbsp;The robust results were driven by a strong performance by the India business, and a resilient performance by Novelis. India Aluminium Upstream business delivered another standout performance with EBITDA at ₹4,524 crore, up 22%, while Aluminium Downstream achieved a record EBITDA of ₹261 crore, up 69% compared to Q2 FY25. Despite headwinds, Novelis reported flat shipments over the prior year quarter. &nbsp;<h3>Summary of Consolidated Financial Highlights for the Quarter and Half Year ended September 30, 2025 (₹ Crore)</h3><figure class="table" style="float:left;"><table><tbody><tr><td>Particulars</td><td style="text-align:center;">Q2 FY25</td><td style="text-align:center;">Q1 FY26</td><td style="text-align:center;">Q2 FY26</td><td style="text-align:center;">% Growth YoY</td><td style="text-align:center;">H1 FY25</td><td style="text-align:center;">H1 FY26</td></tr><tr><td>Revenue from Operations</td><td style="text-align:center;">58,203</td><td style="text-align:center;">64,232</td><td style="text-align:center;">66,058</td><td style="text-align:center;">13%</td><td style="text-align:center;">1,15,216</td><td style="text-align:center;">1,30,290</td></tr><tr><td>EBITDA</td><td style="text-align:center;">9,100</td><td style="text-align:center;">8,673</td><td style="text-align:center;">9,684</td><td style="text-align:center;">6%</td><td style="text-align:center;">17,092</td><td style="text-align:center;">18,357</td></tr><tr><td>PBDT</td><td style="text-align:center;">8,231</td><td style="text-align:center;">7,919</td><td style="text-align:center;">8,881</td><td style="text-align:center;">8%</td><td style="text-align:center;">15,364</td><td style="text-align:center;">16,800</td></tr><tr><td>Profit Before Tax and Exceptional Items</td><td style="text-align:center;">6,157</td><td style="text-align:center;">5,676</td><td style="text-align:center;">6,722</td><td style="text-align:center;">9%</td><td style="text-align:center;">11,335</td><td style="text-align:center;">12,398</td></tr><tr><td>Profit/ (Loss) After Tax</td><td style="text-align:center;">3,909</td><td style="text-align:center;">4,004</td><td style="text-align:center;">4,741</td><td style="text-align:center;">21%</td><td style="text-align:center;">6,983</td><td style="text-align:center;">8,745</td></tr><tr><td>EPS (₹/Share) - Basic</td><td style="text-align:center;">17.59</td><td style="text-align:center;">18.03</td><td style="text-align:center;">21.35</td><td style="text-align:center;">&nbsp;</td><td style="text-align:center;">31.43</td><td style="text-align:center;">39.38</td></tr></tbody></table></figure><div class="page-break" style="page-break-after:always;">&nbsp;</div>Commenting on the results, Mr. Satish Pai, Managing Director, Hindalco Industries, said,&nbsp;&nbsp;&nbsp; “Hindalco continued its growth momentum amid global volatility, delivering strong performance in both volumes and profitability. This performance was driven by robust contribution from &nbsp;India business, disciplined cost management and operational efficiencies across segments.The Aluminium Upstream business continued to outperform with industry-best EBITDA margins of 45%. The Downstream segment reported a solid quarter with 69% EBITDA growth, supported by all-time high volumes and a superior product mix. The Copper business remained resilient, performing in line with our guidance even with lower TC/RCs. Novelis recorded a sequential improvement in both EBITDA and Net Income, despite net tariff impact partially offset by better pricing and accelerated cost efficiency initiatives.Our integrated business model, prudent capital allocation and focus on cost optimisation, continues to enable us to deliver sustained, resilient growth across market cycles.Our sustainability agenda remains focused on climate action, circularity through waste recycling, water stewardship and biodiversity protection.” &nbsp;<h3>Segment-wise Performance for Q2 FY26</h3><h4>Novelis*&nbsp;</h4><figure class="table" style="float:left;"><table><tbody><tr><td>Particulars</td><td>UOM</td><td>Q2 FY25</td><td>Q2 FY26</td><td>H1 FY25</td><td>H1 FY26</td></tr><tr><td>Shipments</td><td>KT</td><td>945</td><td>941</td><td>1,896</td><td>1,904</td></tr><tr><td>Revenue</td><td>$ Bn</td><td>4.3</td><td>4.7</td><td>8.5</td><td>9.5</td></tr><tr><td>Adjusted EBITDA</td><td>$ Mn</td><td>462</td><td>422</td><td>962</td><td>838</td></tr><tr><td>EBITDA/ton</td><td>$/ton</td><td>489</td><td>448</td><td>507</td><td>440</td></tr></tbody></table></figure><div class="page-break" style="page-break-after:always;">&nbsp;</div><ul><li>Shipments flat at 941 KT&nbsp;&nbsp;</li><li>Revenue at $4.74 billion, up 10%, driven by higher average aluminium prices&nbsp;&nbsp;</li><li>Adjusted EBITDA at $422 million, down 9% due to the impact of tariffs&nbsp;&nbsp;</li><li>Cost take-out run rate at more than $125 million by end of FY26&nbsp;&nbsp;&nbsp;</li><li>Bay Minette and other strategic investments projects advancing well&nbsp;&nbsp;&nbsp;</li><li>Oswego plant to restart hot mill in December 2025 *As per US GAAP &nbsp;</li></ul><h4>Aluminium (India)</h4>Aluminium Upstream:<figure class="table" style="float:left;"><table><tbody><tr><td>Particulars (Aluminium Upstream)</td><td style="text-align:center;">UOM</td><td style="text-align:center;">Q2 FY25</td><td style="text-align:center;">Q2 FY26</td><td style="text-align:center;">H1 FY25</td><td style="text-align:center;">H1 FY26</td></tr><tr><td>Shipments</td><td style="text-align:center;">KT</td><td style="text-align:center;">328</td><td style="text-align:center;">341</td><td style="text-align:center;">657</td><td style="text-align:center;">666</td></tr><tr><td>Revenue</td><td style="text-align:center;">₹ Cr</td><td style="text-align:center;">9,125</td><td style="text-align:center;">10,078</td><td style="text-align:center;">17,964</td><td style="text-align:center;">19,409</td></tr><tr><td>Segment EBITDA</td><td style="text-align:center;">₹ Cr</td><td style="text-align:center;">3,709</td><td style="text-align:center;">4,524</td><td style="text-align:center;">7,202</td><td style="text-align:center;">8,604</td></tr><tr><td>EBITDA/tonne</td><td style="text-align:center;">$/ton</td><td style="text-align:center;">1,349</td><td style="text-align:center;">1,521</td><td style="text-align:center;">1,311</td><td style="text-align:center;">1,495</td></tr></tbody></table></figure><div class="page-break" style="page-break-after:always;">&nbsp;</div><ul><li>Quarterly Upstream revenue at 10,078 crore, up 10%&nbsp;&nbsp;&nbsp;</li><li>Aluminium Upstream EBITDA at ₹4,524 crore, up 22%, driven by higher volumes and realisations&nbsp;&nbsp;&nbsp;&nbsp;</li><li>Aluminium Upstream EBITDA per tonne at $1,521, up 13%, with industry-best margins of 45%&nbsp;&nbsp;&nbsp;</li><li>2nd Phase Aditya Aluminium expansion of 193 KT announced, with a project cost of ₹10,225 crore and expected commissioning in FY29</li></ul> Aluminium Downstream:<ul><li>Sales of Aluminium Downstream at 113 KT, up 10%&nbsp;&nbsp;&nbsp;&nbsp;</li><li>Downstream revenue at ₹3,809 crore, up 20%&nbsp;&nbsp;&nbsp;</li><li>Record Aluminium Downstream EBITDA at ₹261 crore, up 69% on account of higher shipments and favourable product mix&nbsp;&nbsp;&nbsp;</li><li>Downstream EBITDA per tonne at $265, up 49% &nbsp;</li></ul><h4>Copper</h4><figure class="table" style="float:left;"><table><tbody><tr><td>Particulars</td><td>UOM</td><td>Q2 FY25</td><td>Q2 FY26</td><td>H1 FY25</td><td>H1 FY26</td></tr><tr><td>Metal Sales^</td><td>KT</td><td>117</td><td>113</td><td>236</td><td>237</td></tr><tr><td>^Of which CCR Sales</td><td>KT</td><td>90</td><td>97</td><td>190</td><td>201</td></tr><tr><td>Revenue</td><td>₹ Cr</td><td>13,114</td><td>14,563</td><td>26,406</td><td>29,449</td></tr><tr><td>Segment EBITDA</td><td>₹ Cr</td><td>829</td><td>634</td><td>1,634</td><td>1,307</td></tr></tbody></table></figure><div class="page-break" style="page-break-after:always;">&nbsp;</div><ul><li>Copper metal sales at 113 KT, down 3%</li><li>Copper Continuous Cast Rod (CCR) sales at 97 KT, up 8%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</li><li>Revenue at ₹14,563 crore, up 11%&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</li><li>Maintained a healthy EBITDA of ₹634 crore; in a declining TC/RCs market, offset with higher realisation from Sulphuric Acid&nbsp;&nbsp;&nbsp;&nbsp;</li><li>Copper Tubes project progresses to commissioning phase&nbsp;&nbsp;&nbsp;&nbsp;</li><li>Construction of copper recycling project progressing on schedule&nbsp;</li></ul>

Hindalco Reports Q2 FY26 Results

<h3>KEY HIGHLIGHTS – Q2FY26</h3><ul><li>Revenue: Consolidated revenue for the quarter stood at ₹39,900 Cr., up 17% YoY.</li><li>Cellulosic Staple Fibre: Specialty Sales volume share at 24% driven by higher exports.</li><li>Chemicals: EBITDA up by 34% YoY led by higher ECU realisation and volume growth in Chlorine Derivatives.</li><li>Cement: Expansion plan announced aiming 240.8 mtpa of total grey cement capacity (India + Overseas) by Mar-28.</li><li>Birla Opus: 2nd largest Decorative Paints industry capacity share of ~24% with commissioning of 6th plant at Kharagpur (Oct-25).</li><li>Birla Pivot: Revenue up by 15% QoQ led by new buyers, healthy repeat orders and increasing contribution from wider range of product categories.&nbsp;</li><li>Financial Services: Total Lending portfolio (NBFC + HFC) grew 29% YoY to ₹1,77,855 Cr. &nbsp;</li></ul><h3>Consolidated Financial Results (₹ Cr.)</h3><figure class="table" style="float:left;"><table><tbody><tr><td style="text-align:center;">H1FY26</td><td style="text-align:center;">H1FY25*</td><td style="text-align:center;">YoY</td><td style="text-align:center;">&nbsp;</td><td style="text-align:center;">Q2FY26</td><td style="text-align:center;">Q2FY25*</td><td style="text-align:center;">YoY</td></tr><tr><td style="text-align:center;">80,018</td><td style="text-align:center;">68,832</td><td style="text-align:center;">16%</td><td style="text-align:center;">Revenue</td><td style="text-align:center;">39,900</td><td style="text-align:center;">34,223</td><td style="text-align:center;">17%</td></tr><tr><td style="text-align:center;">11,647</td><td style="text-align:center;">8,797</td><td style="text-align:center;">32%</td><td style="text-align:center;">EBITDA</td><td style="text-align:center;">5,217</td><td style="text-align:center;">4,056</td><td style="text-align:center;">29%</td></tr><tr><td style="text-align:center;">1,972</td><td style="text-align:center;">1,390</td><td style="text-align:center;">42%</td><td style="text-align:center;">PAT^</td><td style="text-align:center;">553</td><td style="text-align:center;">315</td><td style="text-align:center;">76%</td></tr></tbody></table></figure><div class="page-break" style="page-break-after:always;">&nbsp;</div>^owner’s share of PAT; *Restated due to Kesoram acquisition by UltraTech Cement<a href="/businesses/companies/grasim-industries-limited/">Grasim Industries Limited</a> (BSE: 500300, NSE: GRASIM) today announced its financial results for the quarter ended 30th September 2025. The TTM consolidated revenues stood at ₹1,59,663 Cr., up 8% compared to FY25. Consolidated revenue for Q2FY26 stood at ₹39,900 Cr., up by 17% YoY largely driven by growth in Building Materials and Chemicals businesses. Standalone revenue for Q2FY26 stood highest-ever at ₹9,610 Cr., up 26% YoY, led by robust growth from new businesses: Paints and B2B E-commerce coupled with stable core businesses: Cellulosic Fibres and Chemicals.Consolidated EBITDA in Q2FY26 stood at ₹5,217 Cr. was up by 29% YoY mainly led by higher profitability in the Cement and Chemicals businesses. Consolidated PAT in Q2FY26 grew by 76% YoY at ₹553 Cr. &nbsp;<h3>Cellulosic Fibres (Cellulosic Staple Fibre: CSF and Cellulosic Fashion Yarn: CFY)</h3>In China, operating rates averaged at 89% in Q2FY26, higher compared to 86% in Q2FY25. Also, average inventory holding increased to 15 days compared to 8 days in Q2FY25. This has led to moderation in average CSF prices to $1.51/kg in Q2FY26. However, domestic CSF prices remained stable due to rupee depreciation.CSF sales volume de-grew by 5% YoY at 209 KT due to temporary logistics challenges at Vilayat, which is now normalized. Specialty sales volumes were up by 53% YoY led by higher exports during the quarter. CFY sales volumes was up by 3% YoY driven by festive demand, however realisation remains under pressure due to Chinese producers aggressive pricing for the Indian markets.Cellulosic Fibres segment revenue stood at ₹4,149 Cr., up 1% YoY. EBITDA stood at ₹350 Cr., down 29% YoY due to higher input prices which were absorbed by the Company. &nbsp;<h3>Chemicals (Chlor-Alkali, Chlorine Derivatives and Specialty Chemicals)</h3>Caustic soda international average spot prices (CFR-SEA) declined for the second consecutive quarter to $449/ton in Q2FY26, down by 5% YoY. However, domestic caustic realisations were higher due to stable domestic demand and rupee depreciation.ECU realisations stood at ₹32,979/ton, up 8% YoY. Caustic sales volumes stood flattish YoY due to lower production by constrained power availability. Specialty Chemicals volumes were higher by 34% YoY supported by stabilising utilisation levels at the last commissioned plant. However, higher input prices continue to impact profitability in Specialty Chemicals.Overall Chemicals business revenue stood at ₹2,399 Cr., up 17% YoY. EBITDA increased by 34% YoY at ₹365 Cr. driven by higher volumes in Chlorine Derivatives and better ECU realisations. &nbsp;<h3>Building Materials (Cement, Paints and B2B E-commerce)</h3>Despite monsoon related demand weakness, Building Materials segment reported revenue of ₹22,253 Cr., up 28% YoY, led by overall performance across Cement, Paints and B2B E-commerce businesses. EBITDA stood at ₹2,950 Cr., up 55% YoY anchored by robust performance in Cement (<a href="/businesses/companies/ultratech-cement-limited/">UltraTech</a>) which was partially moderated by initial investments for ‘<a href="/businesses/companies/birla-opus-paints/">Birla Opus</a>’ and ‘Birla Pivot’ as we scale the Building Materials business. Building Materials segment is expanding capacities to meet the growing demand from infrastructure and housing segments.Cement business, UltraTech has announced capacity expansion plans aiming total grey cement capacity (India + Overseas) of 240.8 mtpa vs. current capacity of 192.3 mtpa by Mar-28. Consolidated sales volumes for Q2FY26 of the Cement business stood at 33.85 MT, up by 6.9% YoY and ready-mix concrete sales volumes stood at 3.79 Mn m3, up 26% YoY. UltraTech Building Solutions (UBS) outlets increased to 5,084, contributing 20.5% of total domestic grey cement sales volume. Operating EBITDA/Mt grew by 32% YoY at ₹966 compared to ₹732 in Q2FY25. Green Power Mix for the Cement business stood at 41.6% compared to 30.2% in Q2FY25 with a target to reach 85% by FY30. Cement business revenue stood at ₹19,607 Cr., up 20% YoY supported by both higher volumes and improved realisations.Paints business, Birla Opus, continues to gain market share in the Indian decorative paints market, despite industry slowdown. Revenue market share gains are driven by rapid expansion of distribution network, higher secondary sales, enhanced brand visibility and sustained product quality differentiation. With commencement of Kharagpur plant in Oct-25 the total capacity has reached 1,332 MLPA. This marks an industry capacity share of ~24%, the 2nd largest in the Indian Decorative Paints market. The decorative paints distribution network has now expanded to over 10,000 towns, beyond original guidance. The business has expanded its portfolio to 191 products with 1,750+ SKUs across entire six decorative paints product categories with launch of 13 new products. Reflecting strong confidence in product quality, the business has launched ‘Opus Assurance’, an industry-first commitment to repaint the registered sites at no cost (including labor) if any issue emerges within the first year of painting. PaintCraft, the Birla Opus premium painting service, is now offered through dealers &amp; franchisees and has introduced industry-first features such as EMI options and GST-compliant tax invoices on home painting services. Such industry-first initiatives are receiving encouraging feedback, reflecting rising customer trust and confidence in the brand. Given the success of ‘Opus Boy’ campaign, Birla Opus has established itself as India’s #2 Decorative Paints Brand in top-of-mind brand recall as per third-party brand track survey in urban India. Cumulative capex for paints business stood at ₹9,727 Cr. till Sep-25.B2B E-Commerce business, Birla Pivot, continues its growth momentum with steady uptick in Annualised Revenue Run-rate (ARR). The quarter saw revenue growth of 15% QoQ, fuelled by new customer additions, healthy repeat orders and increasing contribution from product categories such as Non-ferrous, Bitumen, Chemicals and Tiles &amp; Ply. The Business remains on track to achieve revenue of ₹8,500 Cr. ($1 billion) by FY27. Birla Pivot is continuously improving its proposition across the 3 core pillars of e-commerce - Price, Assortment &amp; Experience. The Business continues to expand its digital ecosystem by introducing solutions for frictionless convenience and user delight. With a wide-ranging portfolio across 35+ categories and 40,000+ SKUs sourced from 300+ premier brands globally and domestically, the platform provides customers unmatched choice, enhancing engagement and loyalty. &nbsp;<h3>Financial Services, Aditya Birla Capital</h3>Revenue of the financial Services business, as consolidated in accordance with Ind AS, grew by 3% YoY to ₹10,569 Cr. The overall lending portfolio (NBFC and HFC) increased by 29% YoY to ₹1,77,855 Cr. The total AUM (AMC, life insurance and health insurance) grew by 10% YoY to ₹5,50,240 Cr. The D2C platform, <a href="/businesses/companies/aditya-birla-capital-limited-abcl/">ABCD (Aditya Birla Capital Digital)</a> continues to witness robust response with over 7.6 million customers as of Sep-25. Udyog Plus, B2B platform for MSMEs, continues to scale up well with 2.4 mn+ registrations and a total AUM of ~₹4,397 Cr. ABCD also continues to expand its pan-India network with 22 new branches added taking the total branch count across all businesses to 1,712 as of Sep-25. The branch expansion is targeted at driving penetration into tier 3 and tier 4 towns and new customer segments. &nbsp;<h3>Other Businesses (Textiles, Renewables, and Insulators)</h3>Revenue from other businesses stood at ₹996 Cr. and EBITDA stood at ₹249 Cr led by robust performance in the Renewables business. Renewable business cumulative installed capacity stood at 1.93 GWp, nearly 2x the capacity in Q2FY25. The capacity share for Group companies stood stable at 43%. Textiles business revenue grew by 6% YoY at ₹586 Cr. led by festive demand in premium textiles. EBITDA of Textiles business stood at ₹24 Cr. against EBITDA loss in Q2FY25 led by normalisation of input prices in linen segment. &nbsp;<h3>Capital Expenditure</h3>Capital expenditure (capex) for Q2FY26 stood at ₹461 Cr and for H1FY26 stood at ₹941. Paints total cumulative capex stood at ₹9,727 Cr. The rapid Paints scale up has been executed without any project overrun. In Cellulosic Fibres, Phase-1 of 55 KTPA (out of total 110 KTPA) is progressing well and commissioning is targeted by mid-2027. &nbsp;<h3>Sustainability</h3>Grasim’s Cellulosic Fibres business has achieved the highest rating of 'Dark Green Shirt' for the sixth consecutive year in Canopy’s Hot Button Report 2025 for its commitment to conserve Ancient and Endangered Forests and promote circular solutions. The Company remains committed to increase the adoption of renewable energy and water recycling across manufacturing units. On a standalone basis (including Paints business), the proportion of recycled water consumption to freshwater consumption stood at 49%. The share of renewable power capacity to total capacity stood at 24%. &nbsp;<h3>Outlook</h3>Grasim Industries stands to gain considerably from India’s broad-based economic momentum. Its diversified portfolio, underpinned by strategic capital deployment and scale-building across core sectors, places it in a unique position as the country advances through its next phase of development. The Government’s ambitious agenda for a Viksit Bharat, rooted in infrastructure expansion, a resurgence in domestic manufacturing, formalisation of the financial system, and rising disposable incomes, creates fertile ground for sustained demand. With its strong foundations and future- focused investments, Grasim is well placed to participate in the next chapter of India’s growth.

Grasim announces Q2FY26 financial results 

<ul><li>Consolidated Revenue1: &nbsp;₹12,481 crore (↑4% y-o-y)&nbsp;</li><li>Consolidated Profit after tax1,2: ₹855 crore (↑3% y-o-y)&nbsp;</li><li>Total lending portfolio: ₹1,77,855 crore (↑ 29% y-o-y and 7% q-o-q)</li><li>Portfolio quality holds strong amidst uncertain environment</li><li>Mutual fund quarterly average AUM: ₹4,25,171 crore (↑ 11% y-o-y)</li><li>Life insurance individual first year premium: ₹1,880 crore in H1 FY26 (↑ 19% y-o-y)</li><li>Health insurance gross written premium: ₹2,839 crore in H1 FY26 (↑ 31% y-o-y)&nbsp;</li><li>Udyog Plus, B2B platform for MSMEs reached ₹4,397 crore AUM&nbsp;</li><li>ABCD, omnichannel D2C platform with 7.6</li></ul> Aditya Birla Capital Limited (“The Company”) announced its unaudited financial results for the quarter and half year ended September 30, 2025.The consolidated revenue1 grew by 4% year-on-year to ₹12,481 crore. The consolidated profit after tax, excluding one-off items, grew by 3% year-on-year to ₹855 crore. The overall lending portfolio (NBFC and HFC) grew by 29% year-on-year and 7% sequentially to ₹1,77,855 crore as on September 30, 2025. The total AUM (AMC, life insurance and health insurance) grew by 10% year-on-year to ₹5,50,240 crore as on September 30, 2025. The life insurance individual first year premium grew by 19% year-on-year to ₹1,880 crore in H1 FY26 and health insurance gross written premium grew by 31% year-on-year to ₹2,838 crore in H1 FY26.The Company’s D2C platform, ABCD offers a comprehensive portfolio of more than 26 products and services such as payments, loans, insurance, and investments. It helps customers to fulfil their financial needs and serves as an acquisition engine for the Company. The platform has witnessed a strong response with more than 76 lakh customer acquisitions as of September 30, 2025.The comprehensive B2B platform for the MSME ecosystem, Udyog Plus, offers seamless, paperless digital journey for business loans, supply chain financing and a host of other value-added services. It has scaled up significantly with 24 lakh registrations and reached an AUM of ₹4,397 crore as of September 30, 2025.The Company also continues to expand its pan-India network with 22 new branches added taking the total branch count across all businesses to 1,712 as of September 30, 2025. The branch expansion is targeted at driving penetration into tier 3 and tier 4 towns and new customer segments. &nbsp;<h3>Highlights of NBFC business in Q2 FY26</h3><ul><li>Disbursements grew by 14% year-on-year and 39% sequentially to ₹21,990 crore</li><li>AUM grew by 22% year-on-year and 6% sequentially to &nbsp;₹1,39,585 crore&nbsp;</li><li>Profit before tax grew by 13% year-on-year and 3% sequentially to ₹956 crore&nbsp;</li><li>Return on assets was 2.20%&nbsp;</li><li>Gross stage 2 and 3 ratio improved by 121 bps year-on-year and 67 bps sequentially to 3.03%</li></ul><h3> Highlights of Housing Finance business in Q2 FY26</h3><ul><li>Disbursements grew by 44% year-on-year and 7% sequentially to ₹5,786 crore&nbsp;</li><li>AUM grew by 65% year-on-year and 11% sequentially to &nbsp;₹38,270 crore&nbsp;</li><li>Profit before tax grew by 87% year-on-year and 26% sequentially to ₹194 crore&nbsp;</li><li>Return on assets increased by 23 bps sequentially to 1.82%</li><li>Return on equity increased by 168 bps sequentially to 13.95%</li><li>Gross stage 2 and 3 ratio improved by 24 bps sequentially and 112 bps year-on-year to 1.10%</li></ul><h3> Highlights of Asset Management business in Q2 FY26</h3><ul><li>Mutual fund quarterly average assets under management grew by 11% year-on-year to ₹4,25,171 crore with equity mix at 45.3%</li><li>Equity QAAUM grew by 7% year-on-year to ₹1,92,401 crore&nbsp;</li><li>Individual monthly average assets under management grew by 2% year-on-year to ₹2,06,554 crore</li><li>Folios serviced increased by 5% year-on-year to more than ₹1 crore</li><li>Operating profit grew by 13% year-on-year to ₹270 crore</li></ul><h3> Highlights of Life Insurance business in H1 FY26</h3><ul><li>Individual First Year Premium (FYP) grew by 19% year-on-year to ₹1,880 crore&nbsp;</li><li>Market share in individual FYP increased by 50 bps year-on-year to 4.9%&nbsp;</li><li>Renewal premium grew by 18% year-on-year to ₹4,664 crore&nbsp;</li><li>13th month persistency: continued to be top quartile in industry at 86%</li><li>Net value of new business (VNB) margin increased by 420 bps year-on-year to 11.6%</li><li>Absolute net VNB grew by 74% year-on-year to ₹237 crore</li></ul><h3> Highlights of Health Insurance business in H1 FY26</h3><ul><li>Gross written premium (GWP) grew by 31% year-on-year to ₹2,839 crore</li><li>Standalone health insurer (SAHI) market share increased by 170 bps year-on-year to 13.6%&nbsp;</li><li>Combined ratio improved to 112% (H1 FY25: 113%)</li></ul>

Aditya Birla Capital Q2 FY26 Financial Results | Consol. PAT rises 3% YoY to Rs 855 Crore

Mr. Kumar Mangalam Birla: Fresh investment reflects sustained confidence in the economy and the scale of its infrastructure ambitions.UltraTech Cement announced an investment of Rs 10,255 crores to expand its <a href="/media/press-releases/ultratech-q2fy26-financial-results/">cement production</a> capacity by 22.8 mtpa, including that of its subsidiary India Cements Limited. This expansion, approved by the Board of Directors at its meeting held today, will be executed through a mix of brownfield and greenfield projects.This move reinforces UltraTech's commitment to sustained growth and its role in meeting the evolving demands of the Indian market.Commenting on the development, Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group stated, “India is now a commanding force in the <a href="/media/stories/becoming-indias-number-one-cement-manufacturer-the-ultratech-story/">global cement</a> landscape, and UltraTech stands at the helm as its foremost champion. This latest capacity expansion follows more than Rs.50,000 crores invested over the past five years, underscoring deep and sustained confidence in the Indian economy and the scale of its infrastructure ambitions. Capital, when deployed strategically, has a catalytic effect. It energises ecosystems, deepens industrial linkages, and creates durable employment. With this investment, we are reinforcing momentum across core sectors and contributing meaningfully to the acceleration of India’s economic flywheel. As India enters a transformative era of infrastructure and economic development, UltraTech is well-positioned to meet the rising demand for cement and contribute meaningfully to the nation’s journey towards Viksit Bharat 2047.”Over the past decade, UltraTech has demonstrated resilience and stewardship, adding over 65 mtpa capacity through the inorganic growth. UltraTech ranks as the second <a href="/businesses/companies/ultratech-cement-limited/">largest cement company</a> globally by capacity and the largest by sales volume, (excluding China) - a testament to its strategic foresight and operational excellence.Commercial production from these new capacities is expected to go fully on stream in a phased manner, starting from FY28 and will catapult the Company’s cement capacity to 240.76 mtpa globally.

UltraTech Cement Commits fresh capex of Rs. 10,255 crores; Cement Capacity to top 240.76 mtpa at the end of this capex cycle

Why is Jefferies bullish on Grasim Industries: 3 reasons fuelling the 25% upside potential

Allen Solly onboards Sania Mirza as brand ambassador for womenswear

Hindalco arm Novelis inks $100 million municipal bond loan deal, amends term loan

TMRW raises $50 million

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The Story of a Global Textile Powerhouse

Sustainability

Technical textiles are materials and products that are manufactured for specific technical and functional performance. Global textiles powerhouse, Aditya Birla Group, has an extensive portfolio of this advanced category of textiles comprising of solutions engineered for high performance across industries, geographies and applications.&nbsp; &nbsp;<h3>Function meets performance</h3>Technical textiles are designed to perform vital functions, such as providing strength, durability, insulation, filtration, protection etc. They have wide-ranging applications across diverse sectors - from the labels in clothing, to the surgical sutures in medical procedures; from fishing nets and sports nets, to packaging material, recycled packaging, and much, much more.&nbsp; &nbsp;<h3>Types of Technical Textiles&nbsp;</h3><img src="https://www.cms.adityabirla.com/uploads/technical_textiles_infographic_in_story_71f1ebb2e8.jpg" alt="technical-textiles-infographic-in-story.jpg"> &nbsp;<h3>Engineering customised solutions</h3>Aditya Birla Group’s expertise in technical textiles exceeds four decades, spanning across 70+ global markets in six continents. Its multi-geographical and multi-disciplined approach is designed to give customers the best value addition through customized products engineered to meet unique applications.R&amp;D Centres for Technical Textiles<ol><li>Aditya Birla Science and Technology Company&nbsp;</li><li>Aditya Birla Cellulosic Research Centre</li><li>Textile Research and Application Development Centre&nbsp; &nbsp;</li></ol>In addition to three state-of-the-art research centres, the Group has multiple pilot plants across its manufacturing facilities in eight countries, dedicated to product application development; over and above which, it partners with renowned technology and research organisations to bring the latest innovations to its customers.&nbsp; &nbsp;<h3>Cutting-edge Product Portfolio</h3>The Group’s vast portfolio of technical textile products extends across categories and companies. Here’s a selection of five, along with their benefits and applications, as well as the businesses that are spearheading their production:<ol><li>PROTECH comprises of technical spun yarns and high-performance fibres manufactured by PyroTex, Spinnerei Lampertsmühle, ABY and Thai Acrylic Fibre. With properties such as resistance to fire, heat, extreme weather and chemicals, high strength and comfort, ProTech products are ideal uniform material for the safety of firefighters, police, military and industrial workers.</li><li>INDUTECH provides high strength, durability and optimised barrier benefits to industrial applications for webbings, conveyor belts, PCBs, filtration products, battery separators etc. <a href="/businesses/companies/century-enka/">Century Enka</a>, Spinnerei Lampertsmühle, Grasim, ABY and Thai Acrylic Fibre are the Group companies manufacturing these fibres, technical yarn blends and filaments that drive efficiency in industrial solutions.</li><li>MOBILTECH redefines comfort for road travel due to its load bearing capacity, excellent adhesion to rubber, heat ageing and chemical resistance, high modulus and low thermal shrinkage, and durability. Used in automotive tyre cords, seat covers and clutch lining / brake pads, it encompasses fibres, technical yarn blends and filaments that are manufactured by Century Enka, Spinnerei Lampertsmühle, Raysil, ABY and Thai Acrylic Fibre.</li><li>HOMETECH is where beauty meets durability and comfort in upholstery, mattresses, curtains, carpets and flooring. <a href="/businesses/companies/grasim-industries-limited/">Grasim</a> Birla Viscose, Pyrotex, ABY, Thai Acrylic Fibre and Spinnerei Lampertsmühle manufacture these fibres, yarns and blends that are flame and heat resistant, comfortable, durable and moisture-controlled.</li><li>GEOTECH is produced by Century Enka for the application of Geogrids. Its technical yarn blends (filament) combines safety, stability and sustainability through soil reinforcement and superior strength.&nbsp; &nbsp;</li></ol><h3>Manufacturing excellence across the board</h3>A glimpse into some of the Group businesses manufacturing technical textiles, their products, brands, reach and defining propositions.<ul><li>ADITYA BIRLA YARN is a global leader in man-made fibre-based spun yarn products, with a wide portfolio of technical, sustainable and speciality value-added spun yarn. The company has a considerable manufacturing capacity across six plants in Indonesia, Thailand, Germany and Slovakia; its research centre comes with dedicated spinning, knitting, weaving, dyeing, finishing, garmenting and testing labs. Under the brand names <a href="/businesses/companies/aditya-birla-yarns/">ABY</a>, Spinnerei Lampertsmühle and Aramex-Garne, it exports ProTech, HomeTech, InduTech and MobilTech products to over sixty countries.</li><li>CENTURY ENKA is the largest processor and recycler of nylon in India, manufacturing nylon and polyester industrial yarns, nylon and polyester tyre cord fabric and conveyor belting fabric. Its research centre also comes with dedicated spinning, knitting, weaving, dyeing, finishing, garmenting and testing labs. Century Enka exports ProTech, HomeTech, InduTech, MediTech, SportTech, ClothTech and MobilTech to North America, Czech Republic and Vietnam.&nbsp; Century Enka is the first company globally that can supply Nylon Tyre Cord Fabric made from 100% recycled route. The sustainability leader also biofuels power steam generation, discharges zero liquid at its manufacturing sites and recycling 100% of waste.</li><li>BIRLA CELLULOSE, a subsidiary of Grasim, is a leading producer of man-made cellulosic fibres, such as Viscose, Modal and Lyocell. The global exporter supplies ProTech and HomeTech products under the brand names Birla Cellulose and Birla Excel.&nbsp; <a href="/businesses/companies/birla-cellulose/">Birla Cellulose</a> produces 100% plant-based fibres, made from wood pulp, sourced from&nbsp;sustainably managed forests and manufactured in state-of-the-art plants adhering to highest global norms on environmental responsibility.</li><li>CENTURY RAYON is among the top manufacturers of Viscose Filament Yarn globally. The company exports MobilTech products, such as high-tenacity rayon tyre cords for ultra-high-performance tyres, as well as zero twist and pre-twisted yarns under the brand Raysil, to Europe, USA and Japan. Its sustainability certifications include OEKO TEX Standard 100, Recycled Claim Standard and STeP.&nbsp; &nbsp;</li></ul><h3>Growth meets opportunity</h3>Technical textiles have considerable potential for growth, particularly in India, where its penetration is a mere 10-12%, compared to a global penetration range of 30% - 70%. With a firm foothold in the market already, Aditya Birla Group is poised to meet the growing demand for the high-performance products.

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 Tough, Rugged and Safe: What sets Technical Textiles apart

It’s like the quick finance platform for micro, small and medium enterprises (MSME &amp; SME). With 2.4-million registered users and a portfolio of Rs 3,658 crore as of September 30, 2025, Aditya Birla Capital’s Udyog Plus digital platform has emerged as a leading one-stop shop for all the financing, investment and protection needs of MSMEs.MSMEs hold the key to increasing the country’s manufacturing GDP and fulfilling the promise of Make in India. Yet, small and medium businesses face a huge credit gap. <a href="/businesses/companies/aditya-birla-capital-limited-abcl/">Aditya Birla Capital Limited (ABCL)</a> is solving this through Udyog Plus – a seamless, data-led platform that empowers entrepreneurs to access finance efficiently.Udyog Plus is plugging the credit gap with its 360-degree offering of both financial solutions such as business loans and supply-chain financing and non-financial solutions. Moreover, it has eased access to finance for small and medium businesses from disbursing small-ticket loans within minutes on the digital platform to offering the supply chain finance facility seamlessly.&nbsp;&nbsp; &nbsp;<h3>Growth engine of MSME lending at ABCL</h3>In the two-plus years since its launch, Udyog Plus has become central for ABCL’s MSME growth strategy. ABCL has leveraged data, digital and technology to transform its business and accelerate growth in recent years. As a digital-first platform, Udyog Plus provides a unified customer engagement and acquisition model to ABCL, and accounts for ~32% of the non-bank’s unsecured lending business today.Udyog Plus provides digital unsecured loans, secured loans and supply chain finance. It has expanded its MSME base by integrating with various government and private B2B ecosystems such as e-commerce sites and payment aggregators, and also with Aditya Birla Group’s large network of dealers, vendors and franchisees. Udyog Plus sources 38% of its business from the ABG ecosystem today. These partnerships allow the platform to link financing directly to real business flows, providing a competitive edge.&nbsp;&nbsp; &nbsp;<h3>Partner in growth</h3><h3><img class="image_resized image-style-align-left" style="width:40%;" src="https://www.cms.adityabirla.com/uploads/partnership_of_business_concept_business_network_216a07789d.webp" alt="partnership-of-business-concept-business-network.webp"></h3>Crucially, the platform has simplified the MSMEs’ access to finance through embedded journeys and straight-through digital fulfilment. The impact is most visible at the ground level, where small and medium enterprises experience the benefits of digital-first financing.Take a look at how it supported the business growth of a small distributor from a Tier 2 town during the recent festive season.<div class="page-break" style="page-break-after:always;">&nbsp;</div><blockquote>Onboarding the distributor through a partner marketplace, Udyog Plus used its consented GST data to grant an invoice discounting line, providing crucial working capital. The straight-through digital application and disbursement process compressed what would have taken multiple branch visits into ‘one digital journey’. Quick disbursement of funds thus enabled the distributor to stock up ahead of a festive demand spike.</blockquote> Such embedded journeys are now enabling faster access to working capital for thousands of MSMEs across India’s growth corridors&nbsp;&nbsp; &nbsp;<h3>What sets Udyog Plus apart</h3>The platform’s wide range of solutions:<ul><li>Financial solutions for lending, protection and investment needs&nbsp;</li><li>Business management solutions that enable MSMEs to run their operations smoothly like business management software, payroll platform and taxation advisory&nbsp;</li><li>Business growth solutions such as online store creation and skill development courses&nbsp;</li><li>Value-added solutions like payment gateway services and escrow services&nbsp;&nbsp; &nbsp;</li></ul>Popular lending products on the platform include invoice discounting on both the dealers and vendors side, small-ticket unsecured loans for self-employed and small businesses, and business loans. It also offers inventory finance and term loans for capital expansion and factoring.&nbsp;&nbsp; &nbsp;<h3>Easy and faster access to finance</h3>Udyog Plus has also reduced the turnaround time taken by MSMEs to secure finance through:<ul><li>Cash flow-led underwriting: The platform uses GST, bank statements (via account aggregator, where consented), and transaction signals to assess real business health.</li><li>Embedded and assisted journeys: MSMEs can apply inside their everyday workflows—on partner platforms or with guided assistance through ABCL’s channel network.</li><li>Paper-light, e-rail enabled: This includes e-KYC/CKYC, e-sign, e-stamp, e-NACH for interbank clearing, e-mandates, and digital documentation.</li><li>OCEN and ONDC-ready rails: The integration with digital public infrastructure like the Open Credit Enablement Network (OCEN) and Open Network for Digital Commerce (ONDC) ensures faster support on buyer-seller platforms and marketplaces.</li><li>One workspace for MSMEs: Small and medium size businesses can track loan applications, offers, repayments, and value-added services in a single pane.&nbsp;&nbsp; &nbsp;</li></ul>As a result, small-ticket loans that used to take days are disbursed within minutes without any physical documentation. The platform has also reduced turnaround time for working capital facilities of higher ticket size by almost 75% across the application, underwriting and disbursement stages.&nbsp;&nbsp; &nbsp;<h3>High growth ahead</h3>This is only the beginning, though, and Udyog Plus has huge growth plans ahead. Over the next three years, it intends to increase its share of MSME originations and contribute ~75% of ABCL’s unsecured business. It also expects to increase its registered customer base by 3x by expanding its product portfolio and coverage across Tier 2 and 3 locations, by deepening ecosystems through digital-first offerings, and improving unit economics. This includes leveraging the payments infrastructure to provide faster access to credit and improving cash-flow resilience for MSMEs. In short, it intends to catalyse ‘Make in India’ by bridging the credit gap in the MSME sector and partnering with small and medium size businesses in their growth, strengthening the foundation of India’s economic growth story.&nbsp;&nbsp; &nbsp;<blockquote><h4>Udyog Plus Features</h4>100% digital process from case login to loan disbursement&nbsp; Unsecured business loans loans up to Rs 10 lakh with minimal documentation requirements.&nbsp; Digitally enabled working capital finance up to Rs 5 crore&nbsp; Lowest rate of interest&nbsp; Dedicated support team available 12/5 from 8am-8pm<h4>Loan eligibility</h4>Age: 21-65 years&nbsp;&nbsp; Business vintage: 1 year and above&nbsp;&nbsp; Credit score: Score of 650+ increases chance of loan approval</blockquote>

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