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)

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

Telecom

Vodafone Idea Limited (Vi)

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Build Better Today

Aditya Birla New Age Hospitality (ABNAH) was founded by Mr. Aryaman Vikram Birla with the goal of building the most preferred house of F&amp;B brands. ABNAH currently operates Jolie's, an exclusive luxury club in Mumbai. It has also collaborated with renowned chef Rahul Akerkar to launch a chain of premium casual dining restaurants across India.&nbsp;<h3>Hospitality portfolio</h3>Jolie’s: Jolie's is a members-only luxury club located in Worli, Mumbai. Covering 20,000 square feet, the club has been meticulously designed by the finest architects and features nine transformative zones, offering members an eclectic sanctuary away from home.Hakkasan: Hakkasan India was established in June 2011 in Bandra, Mumbai, and has since become one of the city’s most popular dining destinations. It captures the essence of London’s contemporary culinary scene and distinguishes itself as one of the only restaurants in India to offer a modern approach to authentic Cantonese cuisine.Yauatcha: Yauatcha offers a unique luxury dining experience, artfully blending dim sum, mixology, tea, and European patisserie. This modern-day tea house delivers authentic Cantonese cuisine, curated from the finest ingredients.Nara Thai: The Nara brand philosophy revolves around creating spaces that bring families and friends together over delicious food. Nara Thai has two outlets in Mumbai, one at Bandra-Kurla Complex and the other at Colaba, both offering diners the vibrant and exquisite flavours of Thai cuisine along with the signature warmth of Thai hospitality.CinCin: CinCin is an inviting all-day dining destination that appeals to all ages and appetites. It prides itself on honouring classic Italian cuisine, crafting every dish using locally sourced, seasonal ingredients.ODE: A chain of premium casual dining restaurants across India in collaboration with chef Rahul Akerkar.Waarsa: A premium casual dining restaurant serving signature Awadhi food.Bay 21: A luxury banqueting space in Mumbai.Supa San: a Japanese izakaya-style restaurant in Mumbai's Bandra Kurla Complex (BKC)Mr. Udai Pinnali is the Chief Executive Officer of Aditya Birla New Age Hospitality (ABNAH).&nbsp;

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Manga, Anime & the Izakaya: Japan’s Cultural Icons are a Global Phenomenon

For Assistant Sub-Inspector Bapan Das of Kolkata Police’s Special Branch, service goes beyond duty. After losing his cousin due to the lack of donated blood, Bapan resolved to dedicate his life to helping others. What began with organising blood donation camps soon expanded into something that would bring warmth and dignity to hundreds of people in need.Noticing the homeless at railway stations and bus stands shivering through the freezing North Bengal winters with little more than torn clothesbarely anything to keep themselves warm, he decided to act. Starting In in his hometown of Siliguri, he created a clothes bank called Bhalobashar Bazaar, a market where anyone in need could walk in and pick clothes for free. Later, in his city of work, Kolkata, he extended this mission under a metro flyover in Dunlop, setting up Manobotar Dewal—the Wall of Humanity.&nbsp;<div class="video-responsive"><iframe src="https://www.youtube.com/embed/8w-0mzcUobc" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>&nbsp;Every day, Bapan rides across the city on his bike, collecting donated clothes and arranging them neatly at the wall. Here, the poor and homeless can choose freely, selecting not just one, but as many clothes as they needwhat they need, but and also what they like, their favourite colours and outfits included.Balancing his full-time police role with this mission, Bapan spends much of his free time, sometimes 12 hours a day, organising camps, distributing clothes, and helping the helplessneedy. His tireless efforts have earned him recognition and accolades from across the world. But for him, the true reward is simple: “People are for the people. Work like this doesn’t need money, it just needs willingness and time. If we take out a little time, we can put smiles on the faces of many”, he says.Aditya Birla Group is proud to partner with The Better India in sharing stories of such individuals who act as <a href="/a-force-for-good/">#AForceForGood</a>.

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The Police Officer Who Built a Wall of Humanity

Group Purpose

Aditya Birla Group forayed into branded jewellery retail business in 2024 with the launch of its brand, Indriya, under the company, Novel Jewels.Rooted in Sanskrit, Indriya signifies strength and the power of the five senses—elements that drive our consciousness and shape our experiences. The brand's insignia, a graceful Female Gazelle, symbolises the senses and epitomises feminine beauty and elegance. Indriya is not just about our identity; it’s about celebrating the profound love women have for jewellery.Indriya is a "New Age Jewellery" brand that transforms the jewellery experience for every Indian. With a projected 50% CAGR and 3x the industry growth over the next decade, Indirya aspires to become one of the top three jewellery retailers within the first five years of its launch, and potentially the largest direct-to-consumer retailer under Aditya Birla Group.Indriya offers over 20,000 curated and 8,000 exclusive designs, crafted for various occasions. Currently Indriya has 27 stores across New Delhi, Hyderabad, Mumbai, Pune, Ahmedabad, Jaipur, Patna, Indore, Surat, Lucknow, Vijayawada, and &nbsp;Bhubaneswar. It plans to open 100 stores across India by FY2026.Mr. Sandeep Kohli is the Chief Executive Officer of Novel Jewels.

The brand name <a href="/businesses/companies/indriya/">Indriya</a> is derived from the Sanskrit word for 'senses’. Aptly, this jewellery brand by Aditya Birla Group is living up to its brand promise to delight the senses of consumers with its dazzling festive offerings. In the lead up to Diwali, as well as, the festive and wedding season, Indriya has added to its already-resplendent range, unveiling a sparkling new festive collection and campaign inspired by celebration and eternal love. &nbsp;<h3>Alka, a heavenly celebration of abundance</h3>Inspired by Alkapuri, the mythical abode of Kubera, the God of Wealth and Prosperity, ‘<a href="/media/press-releases/indriya-launches-festive-collection-alka/">Alka’ by Indriya</a> is an opulent range of necklaces, earrings, and bangles crafted in gold, diamonds, and polki. Depicting eternally-blooming lotuses, ethereal peacocks and graceful swans, every piece in the divine collection brings to life timeless symbols of grace, prosperity and celebration.Indriya unveiled Alka through a music video of the recreated legendary song, ‘Dil Abhi Bhara Nahin’, composed by Sneha Khanwalkar, and written and directed by Anvita Dutt. The soul-stirring video features real-life couple Aditi Rao Hydari and Siddharth coming together on screen for the first time, showcasing their chemistry in a story that redefines modern romance. Sandeep Kohli, CEO, Indriya, explains the idea behind the video: “We see jewellery as a powerful symbol of the bonds that truly matter.”The campaign brings out the idea of love in the midst of festive celebrations. The story gets a poignant push through the soulful, reimagined rendition of the classic Dil Abhi Bhara Nahi (my heart is not full yet), offering a fresh, emotional ode to the endless love the brand celebrates.&nbsp;<div class="video-responsive"><iframe src="https://www.youtube.com/embed/KIluU8dVuEo" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>&nbsp;<h3>Tradition meets delight</h3>In India, the jewellery category is steeped in tradition, with sales peaking during wedding season, festivals and auspicious days. In a recent media <a target="_blank" rel="noopener noreferrer" href="https://brandequity.economictimes.indiatimes.com/news/marketing/made-in-indriya-how-the-jewellery-brand-attempts-a-podium-position/123515963?action=profile_completion&amp;utm_source=Mailer&amp;utm_medium=newsletter&amp;utm_campaign=etbrandequity_news_2025-08-26&amp;dt=2025-08-26&amp;em=c2FzaGFtYWhhamFuQGdtYWlsLmNvbQ==">interview</a>, Mr. Kohli explained that for a brand to connect to consumers, it needs to delight the senses of people during those occasions.Delighting certainly seems to be working for the fledgling brand. Since its launch last year, Indriya has not only surpassed its initial target of 25 stores but has also stepped up to promote a wide range of collections. Inspired by tradition and regional relevance, Indriya has presented stunningly beautiful and exquisitely crafted collections such as Anantara, Rajmudra, Vanjyotsna and Aasmaniyat.<blockquote>A skyful of stars: Aasmaniyat, Indriya’s dazzling diamond collection, was launched in June 2025 with a multi-platform campaign that included a breakthrough cinema innovation. During the screenings of ‘Sitare Zameen Par’, select cinema audiences were immersed in a breath-taking overhead display of shimmering diamond visuals that coincided with the brand’s ad playing on the big <a target="_blank" rel="noopener noreferrer" href="https://www.wppmedia.com/fr/news/indriya-aasmaniyat-cinema-innovation-india">screen</a>.</blockquote><h3> An expression of confident beauty</h3>Going beyond weddings and festivals, Indriya is redefining jewellery as an expression of personal identity and artistry, in tune with three exciting trends observed by Mr. Kohli – people want to get their personal confidence from personal beauty; they are more open and willing to take help from brands, products and services; they are more informed, hence they understand value and are willing to pay more.“People will want jewellery which is for them, designs which suit them, suit their occasion, or the kind of people they want to project themselves as. Whichever way you look at it, the trend today is all about personal expression,” says Mr. Kohli.Whether it’s love, personal expression or festival celebrations, <a href="/businesses/sectors/jewellery/">Indriya </a>adds moments of delight to the occasion.

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‘Indriya’ delight meets the festive spirit

Business

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. Rakshit Hargave is the Chief Executive Officer of Birla Opus Paints.&nbsp;

The world of decorative paints in India was saturated with established, legacy players in the market for decades. &nbsp;In this crowded market, <a href="/businesses/companies/birla-opus-paints/">Birla Opus Paints</a> entered in 2024 with a mission to disrupt the status quo and bring colour back into the market, both with its offerings and its story.Earlier this year, Birla Opus achieved what typically takes years in India’s decorative paints market. By the end of FY25, the brand had already reached a high single-digit market share in decorative paints (as per internal estimates) and emerged as India’s third-largest decorative paints brand. Birla Opus has built a complete decorative portfolio of 179+ products and more than 1,450 SKUs, covering interiors, exteriors, waterproofing, enamels, wood finishes, wallpapers, and institutional paints.This rapid adoption reflects a deliberate approach that combines operational precision, advanced technology, a well-nurtured human ecosystem, and consumer-centric brand building. Birla Opus’ strategy demonstrates how a new entrant can achieve meaningful scale in a mature, competitive market. &nbsp;<h3>Differentiator 1: Preparation and Manufacturing Excellence</h3><a href="/businesses/companies/birla-opus-paints/">Birla Opus</a> invested years in preparation before its launch. A purpose-built laboratory staffed with over 120 scientists developed high-performance paints, rigorously tested across 13 cities under varied climatic conditions. Products were trialed with more than 500 contractors and painters to ensure durability, cleanability, and superior performance.Parallel to product development, the company recruited a national sales force two years in advance. Teams visited every paint dealer, geotagged stores, and assessed local demand. By the time operations went live, Birla Opus had the kind of market insight usually gained only after several years in the field.The manufacturing network reflects this planning. Five state-of-the-art plants in Punjab, Haryana, Tamil Nadu, Karnataka, and Maharashtra already deliver a combined capacity of 1,096 million litres annually. With the launch of the sixth plant in West Bengal on the 9th October, the 1,332 MLPA capacity vision of the Group has become a reality. Industry 4.0 automation, IoT-driven processes, and robotic systems ensure consistent quality, while environmentally conscious practices such as zero-liquid discharge systems and water recycling underline sustainable operations.Post Kharagpur plant launch, Birla Opus’ capacity share of 24% in the sector would provide it the pathway to travel from existing high single digit revenue market share to penultimate levels of capacity share. Importantly, Birla Opus is amongst the few players in India with fully backward integrated plants producing its own emulsions and resin products. &nbsp;<h3>Differentiator 2: Technology and Consumer Engagement</h3>Technology supports both production and consumer interaction. The meticulous planning by Birla Opus can be experienced in nuanced innovations implemented across the customer journey.For instance, tinting machines in the paint industry are the last mile linkage as the shade preparation happens at the dealer shop. The final production of 2300+ shades from 5-6 product bases is done through these tinting machine. Hence, tinting machines are essential for a dealer so as to sell the perfect shade imagined by the customer. At the same time, in India, most retailers (especially in the Tier 2 and 3 markets) have smaller stores. &nbsp;Birla Opus came up with a novel tinting machine that has 40% less footprint as compared to the tinting machines available in the market, so the space consumed at the retail store reduces significantly. This was a win-win for dealers and provides dealers additional inventory space.All of this is backed by Birla Opus Paints’ state-of-the-art R&amp;D centre, which is the second-largest paints R&amp;D facility in India, staffed by 100+ scientists and equipped with 14 specialised labs and its own pilot plant.Apart from this, the digital infrastructure with Birla Opus tinting machine is expansive in nature which helps in getting all the information centrally to assess which product combinations sell in which markets which enables the brand in better planning. From a buyer’s perspective, Birla Opus paint cans feature QR codes for end-to-end traceability, ensuring authenticity and quality.On the consumer side, AI-powered visualisation tools allow homeowners to preview colours and finishes digitally before purchase. Even infrequent painting projects become engaging experiences, while contractors and dealers gain access to digital tools that help maintain quality and efficiency. This technology ecosystem, rarely seen in the industry, has enabled Birla Opus to provide reliability and convenience across its entire network.Another differentiator is the latest initiative called the ‘Opus Assurance’, which gives consumers the assurance that Birla Opus Paints will re-paint their house for free if there’s any damage within the first year. This is applicable across its decorative paints portfolio, something that competitors do not offer. &nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<h3>Differentiator 3: The Human Ecosystem</h3>Paint is both a product and a service, with dealers, painters, contractors, and architects forming a collaborative ecosystem. Birla Opus invested in these relationships through training, support, and structured incentives, ensuring that every contractor delivers work that reflects the brand’s standards.This focus on human engagement has been a critical enabler of rapid adoption. Contractors act as brand ambassadors, while dealers leverage their networks and personal relationships to build trust. By understanding the dynamics of this ecosystem, Birla Opus ensures that consumer experiences are consistently positive, reinforcing confidence in the brand. &nbsp;<h3>Differentiator 4: Brand-Building and Assurance</h3>Marketing and consumer engagement go beyond conventional campaigns. Launch efforts included high-quality animated films, designed to capture attention and create emotional engagement. Follow-up campaigns, such as ‘Naye Zamane Ka Naya Paint,’ combined humour and creativity to highlight product advantages, distinguishing Birla Opus in a category where competitors often follow similar messaging.Experiential retail spaces extend this approach. Paint Studios in major cities provide immersive showrooms where consumers can explore finishes, textures, and colours, while franchised Paint Galleries in smaller towns expand reach and accessibility.The ‘Birla Opus Assurance’ initiative adds another layer of confidence. This one-year free re-painting guarantee across all weather conditions reinforces the brand’s commitment to quality and reliability. Celebrities Vicky Kaushal and Rashmika Mandanna amplify the campaign’s visibility, while media activations across TV, digital, and regional platforms ensure consistent messaging and engagement. &nbsp;<h3>Leveraging Scale and Legacy</h3>Aditya Birla Group’s industrial expertise underpins Birla Opus’ ability to combine speed with scale. Taking a notch higher, Birla Opus offered dealers with an exciting proposition to earn an attractive margin. For simplifying lives of its dealers, Birla Opus has also created an expansive infrastructure to enable the dealer partners to experience world class services through Dealer Management System (DMS). The paints brand also offers a democratised loyalty program known as ‘Signature Club’ inviting all performing dealers to join the Birla Opus network. To achieve this, the front-end sales team has been in close contact with over 100,000 decorative paints and allied industry dealers, across metro cities, large towns and even in mid and small towns to become part of the fast-expanding Birla Opus distribution network.In less than 12 months, Birla Opus Paints has established one of the strongest distribution networks in the category. The brand has expanded its pan-India reach to over 8,000 towns, backed by 137 depots, which makes it the second-largest depot network in the industry.The company also leverages experience from adjacent businesses, such as <a href="/businesses/brands/ultratech-cement/">UltraTech Cement</a> and <a href="/businesses/brands/birla-white/">Birla White</a> Putty, to engage dealers efficiently and ensure seamless product availability. In fact, the company achieved its target of being present in all Indian cities with a population of over one lakh by June 2025 itself, a month ahead of the planned schedule. The integration with Birla White Putty also gives Birla Opus Paints access to a wide distribution network and strong credibility with dealers and contractors. Together, the two already account for over 10% revenue market share.This operational and industrial foundation, combined with a carefully nurtured human and technology ecosystem, positions Birla Opus on course to pursue its ambitious target of ₹10,000 crore in revenue within three years. It exemplifies how large-scale industrial capabilities can support a consumer-focused brand effectively &nbsp;<h3>Moulding the Market</h3>India’s per capita paint consumption is still below global averages, and growth is expected with rising incomes and urbanisation. Birla Opus’ differentiated approach of combining preparation, technology, human ecosystem, and brand-building, has prepared the company not only to participate in this growth but also to influence market standards.Birla Opus’ journey demonstrates that even entrenched industries can be approached differently when strategy, technology, and human engagement converge. The new brand illustrates how operational scale, technological sophistication, and consumer trust can be aligned to establish a strong and sustainable presence, setting a model for new entrants in mature markets.

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Birla Opus: How a New Brand Changed the Rules in Decorative Paints 

In this era of unprecedented change, any global business is continuously buffeted by the impacts of new technologies, environmental concerns, geopolitical shifts, supply chain disruptions, and altered consumer expectations. Within this swirling business maelstrom, conglomerates — typically large entities with diversified portfolios and intricate global footprints — have to survive and thrive.A conglomerate’s ability to turn volatility into opportunity relies upon a unique blend of strengths – those arising from scale, diversity, employee empowerment, research prowess, environmental and social stewardship, geographic spread, etc. It’s these factors that assist in risk mitigation and growth in times of unpredictable change.Here's a look at Aditya Birla Group as a conglomerate at work in a VUCA (volatile, uncertain, complex, ambiguous) world. Powered by over 227,000 people, its operations span across diverse sectors - metals, cement, textiles, carbon black, financial services, fashion, hospitality, paints, jewellery, renewables, et al. A USD 67 billion organisation, the Group has built a footprint in more than 40 countries over its 75+ years in business. &nbsp;<h3>Scale: The power to endure</h3><img class="image_resized image-style-align-left" style="width:50%;" src="https://www.cms.adityabirla.com/uploads/yangshan_harbor_of_shanghai_5a8df5f02b.webp" alt="yangshan-harbor-of-shanghai.webp">At the heart of every successful conglomerate lies scale — the ability to marshal vast resources, negotiate from positions of strength, and absorb shocks that could overwhelm smaller companies. Scale is more than just a matter of size; it is a source of resilience.Aditya Birla Group has achieved world-leading scale in a number of sectors: It is the world’s No.1 in Aluminium rolling and recycling, #2 in Carbon Black (capacity) and Cellulosic Fibres, and among the top 3 in Specialty Alumina and Cement. In India, it leads in several industries – from fashion retail and specialty chemicals to copper and insulators.Across its listed companies, it records a <a href="/investors/">market capitalisation</a> of USD 112 billion (as of 1 July 2025). It has also invested in over 60 strategic acquisitions and joint ventures over the last two decades, creating a strong globe-spanning footprint. During times of economic downturn or sector-specific volatility, this scale allows conglomerates to shift resources among business units and cushion losses in one area with gains in another. &nbsp;<h3>Diversity and synergy: Building and de-risking</h3>Another hallmark of conglomerate success is diversity — of markets, products, business models, and even cultures – which helps to insulate from the risks inherent in any single market or sector.Diversity is also about leveraging synergy. By owning businesses across the value chain, conglomerates can capture efficiencies, share best practices, and transfer knowledge. The web of interconnected business units becomes, in effect, an ecosystem where the whole is greater than the sum of its parts.For instance, Aditya Birla Group’s new paints business, Birla Opus, entered a market dominated by well-entrenched and established players. However, the decorative paints business leveraged UltraTech Cement’s (India’s no. 1 cement) distribution network to garner a high single-digit market share in a relatively short time. &nbsp;<h3>Talent and leadership: Global opportunities</h3>In the war for talent, conglomerates have a distinct advantage as the breadth of operations and geographic spread create a multitude of pathways for employee development and mobility. <a target="_blank" rel="noopener noreferrer" href="https://careers.adityabirla.com/life-and-culture">Talented individuals</a> can move laterally as well as vertically, gaining exposure to different industries, functions, and markets without changing employers.Here is what Vishak Kumar , CEO of Aditya Birla Lifestyle Brands Limited, says about his 30+ years career at the Group: “Very few companies would allow people to work across three businesses, moving through various projects, and then give them choices around which company they wish to finally work with, and then create mobility beyond that.”And let’s hear Priscilla Centrone, HR manager at Birla Carbon, Brazil, “Most of our employees have been working here for 30+ years, which represents how responsible the company is and how committed the employees are .”In addition, the ability to offer learning and development at scale means that conglomerates can institutionalise a culture of continuous upskilling along with <a target="_blank" rel="noopener noreferrer" href="https://careers.adityabirla.com/leadership-programs">leadership programs</a> &nbsp;and international assignments. Moreover, the pan-Group recognition initiatives allow individuals to shine on a global stage. Little wonder that Aditya Birla Group has been rated as a Top Employer in India in 2025 by <a target="_blank" rel="noopener noreferrer" href="https://careers.adityabirla.com/">The Top Employers Institute</a>. &nbsp;<h3>Research and innovation: Staying future-ready</h3>R&amp;D is often the engine that powers long-term competitiveness. Conglomerates, with their deep pockets and tolerance for long investment horizons, can afford to take a measured approach to R&amp;D, especially through central research labs or innovation hubs that support multiple business units.Take Aditya Birla Science and Technology Company Private Limited (ABSTC), the corporate research and development wing of the Group. Located in Taloja, just outside of Mumbai in India, ABSTC supports Group businesses through multi-disciplinary teams of expert scientists and engineers who lead fundamental and applied research projects. The centre is powered by state-of-the-art equipment set in a technology-led environment.Innovation in conglomerates is also supported by venture capital arms that are willing to invest in exciting and novel start-up ideas. This keeps the conglomerate at the cutting edge, allowing it to scout for disruptive technologies and quickly scale those that align with its strategic priorities. An example of this is <a href="/businesses/companies/aditya-birla-ventures/">Aditya Birla Ventures</a> , which was founded in 2021 for investments in new-age leading businesses. &nbsp;<h3>Driving sustainability: The new imperative</h3>Environmental, Social, and Governance (ESG) considerations have become central to business legitimacy and long-term profitability. Conglomerates, due to their size and visibility, are under intense scrutiny from all stakeholders. Those that embrace ESG not just as compliance, but as a core strategy, find themselves better positioned for sustainable growth.At Aditya Birla Group, businesses can lean on the Group Sustainability Cell, which has developed and implemented comprehensive sustainability frameworks that focus on reducing carbon emissions, optimising resource efficiency, and promoting social responsibility.This central drive helps Aditya Birla Group businesses stay on track to achieve their pledge to become a net-zero carbon emitter by 2050. Community and social impact get a collective push too, as the Group reaches out to <a href="/community/">11 million</a> beneficiaries &nbsp;worldwide in an array of interventions across health, education, livelihoods, and more. &nbsp;<h3>Management and governance: A vanguard at work</h3>To keep the wheels of conglomerates moving, governance is important. At the Group, several group-level corporate functions support businesses in multiple ways. At work are Group Human Resources, Group Information Technology, Consumer Insights and Brand Development Cell, Corporate Economics Cell, Group Legal &amp; Compliance, Corporate Strategy and Business Development, Group Communication and Brand, to name a few. &nbsp;<h3>In conclusion: A Force for Good</h3>Success for conglomerates is a factor of more than size, it includes agility, vision, and resilience. Conglomerates are more than collections of businesses; they are ecosystems capable of evolving in response to economic shifts. They have an impact that extends beyond the monetary through their responsible business practices and positive social impact.Aditya Birla Group stands testament to this as a premium global conglomerate that believes in enriching lives by building dynamic and responsible businesses and institutions that inspire trust , always aspiring to be a true Force for Good.

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A Conglomerate in Action: What drives business at Aditya Birla Group 

Leadership

Aditya Birla Lifestyle Brands Limited (ABFRL) emerged after the consolidation of the apparel businesses of Aditya Birla Group, comprising ABNL's Madura Fashion division and ABNL's subsidiary Madura Lifestyle into Pantaloons Fashion and Retail (PFRL) in 2015.Post-consolidation, PFRL was renamed to Aditya Birla Fashion and Retail Ltd (ABFRL). In 2025, ABFRL underwent a vertical demerger of western wear brands within the Madura Fashion and Lifestyle’s business into a newly incorporated entity named Aditya Birla Lifestyle Brands Limited (ABLBL).ABFRL now includes constituents that operate in several high-growth segments. These are<ol><li>Masstige and value retail chains: Pantaloons and Style Up</li><li>Ethnic wear portfolio: Designer-led brands of Sabyasachi, Shantnu &amp; Nikhil, Tarun Tahiliani, and House of Masaba; and premium wear ethnic brands of TASVA, Jaypore and the recently amalgamated TCNS brands such as W, Aurelia, Wishful, Elleven, and Folksong</li><li>Luxury retail business: The Collective, select mono brands and Galeries Lafayette</li><li>Digital-first portfolio: Technology-led ‘House of D2C Brands’ under its venture, TMRW &nbsp;</li></ol>As of 31 March 2025, ABFRL boasts a vast retail footprint, covering over 7.2 million sq. ft. across India, with a robust network of 1,187 brand stores.

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A decade of shaping India’s fashion landscape with style, strategy and sustainability