Financial Services

Aditya Birla Capital Limited (ABCL)

Chemicals

Aditya Birla Chemicals (Thailand) (ABCTL)

Fashion

Aditya Birla Fashion and Retail Limited (ABFRL)

Trading

Aditya Birla Global Trading

Aditya Birla Health Insurance Limited (ABHICL)

Aditya Birla Lifestyle Brands Limited

Dining & Experiences

Aditya Birla New Age Hospitality  (ABNAH)

Renewables

Aditya Birla Renewables (ABRL)

Venture Capital

Aditya Birla Ventures

Carbon Black

Birla Carbon

Birla Cellulose

Paints

Birla Opus Paints

Cellulosic Fibre

Century Enka

Domsjö Fabriker (Domsjö)

Textiles

Grasim Industries Limited

Metals

Hindalco Industries Limited

Yarn

Indo Thai Synthetics Company Limited

Jewellery

Indriya

Novelis Inc

Thai Acrylic Fibre Co. Ltd (TAF)

Cement

UltraTech Cement Limited

Utkal Alumina International Limited (UAIL)

Telecom

Vodafone Idea Limited (Vi)

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33x in 30 years – A Trajectory for Good

<div class="video-responsive"><iframe src="https://www.youtube.com/embed/F97JIYZT5FI" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>&nbsp;Pankti Pandey spent the early years of her career at ISRO, building the future through science. But some of the values that shaped her life came much earlier, from her grandmother, who taught her that every resource has value. Years later, as she prepared to become a mother, those lessons returned with a new purpose.Wondering what kind of world she would leave behind for her daughter, Pankti began making small changes at home. She started composting kitchen waste, carrying cloth bags to the market, recycling whatever she could, and reducing plastic in her daily life. While many questioned these choices, Pankti believed that lasting change begins with everyday habits. As she puts it, "People often choose convenience because that's what the world encourages... But change doesn't come overnight. It starts with one small habit."Those small habits soon inspired others. Neighbours began adopting similar practices, and what started in one home gradually grew into a community movement. In 2021, Pankti founded Zero Waste Adda, a platform that makes sustainable living simple and practical. Today, it has reached over 4.5 lakh Indians. In her own community, 100 families compost every day, over 80% of homes generate their own solar electricity, and more than 16,000 kg of plastic has been diverted from landfills over the last four years.For Pankti, the journey has always been about starting where you are. "I strongly believe that change always begins at home. So if we want to change the world, we have to change ourselves first. And if we want a better future for our kids, we have to change our habits today."Aditya Birla Group is proud to partner with The Better India to amplify stories of individuals who are changing lives by choosing to be <a href="/our-story/a-force-for-good/">#AForceForGood</a>.

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An Ex-ISRO Scientist Helping Thousands Live More Sustainably

Hindalco Industries Limited is the metals flagship company of Aditya Birla Group. It is one of Asia’s largest producers of primary aluminium (excluding China), and with its subsidiary Novelis, a global leader in flat rolled products and the world’s largest recycler of aluminium.In India, Hindalco is the largest aluminium downstream player providing customised solutions in flat rolled products and extruded aluminium solutions.Hindalco is India’s largest copper producer, contributing significantly to India’s domestic refined copper requirements. Its copper facility in India comprises a world-class copper smelter, downstream facilities, and a captive jetty.Hindalco operates across the value chain, from bauxite mining, alumina refining, coal mining, captive power plants, and aluminium smelting to downstream rolling, extrusions, and foils. It serves key sectors such as aerospace and defence, building and construction, electricals, and electronics, automotive and transport, beverage packaging, consumer durables and kitchenware, pharmaceuticals and food packaging, EV and renewables, refractories, and ceramics.Hindalco’s global footprint spans 48 manufacturing units across 10 countries (19 plants in India, and 29 overseas units). Hindalco also operates 23 mines. With a cross-cultural workforce of more than 68,500 people, it remains committed to building an agile, responsive, and productive work environment in line with our strategic priorities of value enhancing growth and strong ESG commitment. &nbsp;<h3>Products</h3>Aluminium<ul><li>Primary aluminium</li><li>Aluminium value added.</li><li>Flat Rolled Products (FRP)</li><li>Extrusions</li><li>Foils and packaging solutions</li><li>Metallurgical alumina &nbsp;</li></ul>Copper<ul><li>Cathodes</li><li>Continuous Cast Rods (CCR)</li><li>Gold and silver</li><li>By-products</li><li>Di-Ammonium Phosphate (DAP)</li><li>Sulphuric acid &nbsp;</li></ul>Chemicals<ul><li>Calcined alumina</li><li>Alumina hydrate</li><li>Sustainability</li></ul> Guided by its purpose of building a Greener, Stronger, Smarter world, Hindalco has made sustainability the backbone of its operations and strategy. Some key initiatives include global-first circular economy solutions that utilise bauxite residue as an industry input rather than waste and pioneering responsible mining through developing India’s first Sustainable Mining Charter. Initiatives for carbon neutrality, water positivity, biodiversity, and zero waste to landfill have contributed to Hindalco being recognised as the world’s most sustainable aluminium company by the Dow Jones Sustainability Indices in 2020 and 2021.&nbsp; Hindalco drives R&amp;D in aluminium solutions because these can play a big role in delivering climate action and sustainable decarbonisation for the nation. We innovated India’s first aluminium trailer, bulker, and bus which can save up to 300 tonnes of carbon per vehicle over their lifetime. We are building new-age rail and transport solutions for freight and passenger transport. We are creating an Aluminium-Air battery that does not require a charging infrastructure.Mr. Satish Pai is the Managing Director of Hindalco Industries Limited.

Mobility is a space where Aditya Birla Group has always held the pole position.But new age mobility calls for capabilities not just in manufacturing but more importantly, material science.In the latest development, <a href="/businesses/companies/hindalco-industries-limited/">Hindalco</a> has launched a new line of components addressing high-end cycling solutions which require the precise balance of speed, strength and sustainability. As e-bikes and urban cargo transform personal transport, Hindalco’s capabilities in precision aluminium engineering are solving the age-old conflict between strength and weight. &nbsp;<h3>Precision Pedalling</h3>For as long as bicycles have existed, engineers have chased the same objective: remove weight without compromising strength. It is a pursuit measured not in dramatic reinventions but in careful refinement. A lighter frame climbs more easily, responds more precisely and demands less effort from its rider. Every unnecessary gram has long been treated as something to be designed away.And yet, bicycles are becoming more demanding than ever. What was once a simple mechanical machine into a sophisticated mobility platform. Motors, batteries, integrated electronics and cargo-carrying capabilities have transformed the urban cycling experience.This is where material science begins to matter. &nbsp;<h3>The Material Behind the Movement</h3>Lighter alloys, advanced manufacturing processes and precision engineering have become integral to modern bicycle design. As bicycles diversified into commuter bikes, cargo bikes, gravel bikes and electrically assisted bicycles, the demands placed on the frame began to change. Designers had to reduce weight, improve corrosion resistance and accommodate increasingly sophisticated components, all while preserving the strength and ride quality that cyclists expected.Aluminium proved well suited to that shift. Its strength-to-weight ratio allows manufacturers to reduce weight without sacrificing structural integrity. It resists corrosion, lends itself to complex frame designs through advanced forming techniques, and can be engineered to accommodate batteries, motors and integrated cable routing. It is also infinitely recyclable, allowing the material to remain in use across multiple product lifecycles. &nbsp;<h3>Where Engineering Meets Opportunity</h3>As bicycle design has become more sophisticated, so too has the process of building one. Material selection, alloy development, forming technologies and precision manufacturing now influence how a bicycle performs every bit as much as its geometry or components.For Hindalco, Aditya Birla Group's metals flagship, the modern bicycle draws upon capabilities developed over decades across the aluminium value chain. The company's recently launched bicycle and e-bike business brings together materials science, engineering and manufacturing to produce frames, rigid forks, handlebars and wheel rims for applications ranging from commuter bicycles and folding bikes to mountain bikes, cargo bikes and high-performance e-bikes. &nbsp;<h3>Engineering for Consistency</h3>Building a bicycle component begins long before metal is shaped into its final form.<ul><li>The choice of alloy determines how a frame responds to repeated stress, how easily it can be welded and how much weight can be removed without affecting durability.&nbsp;</li><li>Forming processes influence tube geometry and stiffness.&nbsp;</li><li>Heat treatment restores strength after fabrication. Every stage contributes to how the finished bicycle performs on the road. &nbsp;</li></ul>Hindalco's manufacturing process brings these capabilities together through alloy development, extrusion, hydroforming, robotic welding, machining, heat treatment and testing.The objective is consistency. Bicycle manufacturers expect every frame and component to perform identically across production runs, often at volumes running into thousands of units. Small variations in dimensions, weld quality or material behaviour can have significant consequences once products reach the road.Hindalco's integrated aluminium business provides this reliability. The company combines primary aluminium production with downstream capabilities in alloying, extrusion, precision manufacturing and recycling, allowing greater control over quality, lead times and product development. &nbsp;<h3>A Quieter Shift in Mobility</h3>The future of mobility is often imagined through electric cars, autonomous vehicles and high-speed transport. Yet one of its most significant transformations is unfolding on two wheels. Cities around the world are investing in cycling infrastructure. E-bikes are making longer commutes practical for more people. Cargo bikes are finding new roles in urban logistics. Together, these changes are reshaping expectations of what a bicycle can do.The bicycle itself may still look reassuringly familiar. The material science and engineering hat powers it tell a very new story.

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How Our Material Science Capabilities Are Shaping the Future of Mobility

Innovation

One woman's belief in education gave more than 2,500 children a second chance at life.Every morning, more than 400 children walk through the gates of Siragu Montessori School, carrying backpacks, notebooks and dreams.For many of them, this is more than a school. It is the first place where someone believed in their future.Behind that belief stands Dr. V. Uma, a woman who has spent more than two decades proving that education can change not just individual lives, but entire communities.Her conviction was born long before she opened her first classroom.Growing up in Chennai, Dr. Uma watched her mother teach in a government school. She also knew first-hand what it meant to depend on opportunity. Much of her own education was made possible through scholarships, a generosity she never forgot.&nbsp;&nbsp;She made herself a quiet promise: If she ever stood on her feet, she would lift others with her. In 1999, she took the first step by registering the Suyam Charitable Trust.The defining moment came a few years later.One day, she saw children begging near her home. Instead of looking away, she imagined them in classrooms. In 2003, that vision became reality when she started Siragu Montessori School in a village about 40 km outside Chennai. The school opened with just 30 children, each carrying hopes that extended far beyond the classroom.Building the school demanded far more than passion. Her family pooled their savings. Loans were taken to keep the school running. To pay teachers' salaries, Dr. Uma taught private tuition classes herself, balancing long days of teaching with the constant challenge of finding enough resources for the next month.Then came a devastating setback. A fire destroyed the school. Years of hard work disappeared overnight. For many, it might have marked the end of the journey. For Dr. Uma, it became another beginning. Just two days later, classes resumed in a nearby village. The children returned. The lessons continued. The dream refused to burn away.The challenges, however, never disappeared. The school charges no fees. Funding is never guaranteed. Every month brings fresh uncertainty—whether salaries can be paid, books purchased or examination fees arranged."For so many days, I used to lie in bed without sleep," Dr. Uma recalls. "How will we pay the salaries? How will we provide books? How will we pay the examination fees? These were the questions that kept coming."Yet every challenge strengthened her resolve. Today, Siragu Montessori School educates more than 400 students, while over 2,500 children have received free education through the institution since its inception.Many of its alumni are now engineers, technicians, teachers and professionals—careers that once seemed unimaginable for children born into poverty.For Dr. Uma, these achievements are milestones, not the destination. Her dream is even bigger: to build a university where children from underserved communities can continue their education without their circumstances limiting their ambitions.She believes that every child deserves the opportunity to dream without boundaries. "Money is not the matter," she says. "If you are a good human being, it is easy to reach people and serve them in a better way through quality education."&nbsp;&nbsp;It is a philosophy she has lived every day.And for thousands of children, it has been the beginning of an entirely new future. &nbsp;<div class="video-responsive"><iframe src="https://www.youtube.com/embed/QR7Gs-y-IH0" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>

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Education That Changed Thousands of Lives

FY26 has been a remarkable year for your Company. We delivered the highest-ever consolidated revenue for <a href="/businesses/companies/hindalco-industries-limited/">Hindalco</a> at ₹2,74,944 crore. In terms of performance, our Businesses delivered an all-time high consolidated EBITDA of ₹38,097 crore, the highest in its history. We are also undertaking one of our most ambitious global capacity expansion programmes, strengthening our ability to meet market opportunities with both confidence and scale.Let me first talk about the broader macroeconomic context for <a href="/businesses/companies/hindalco-industries-limited/">Hindalco</a>.India's aluminium and copper industry is set to witness significant long-term growth, driven by some of the most powerful trends shaping Viksit Bharat: large-scale infrastructure development, an expanding AI infrastructure, growth in renewable energy, accelerating adoption of EV mobility, etc.As India continues its journey towards becoming a developed economy, the Indian aluminium industry is entering a decisive growth phase. Today, per-capita aluminium consumption in India is around 4 Kilograms, considerably lower than the global average of 12 Kilograms. As consumption gradually converges toward global levels, it unlocks substantial potential for demand growth in India.According to the Ministry of Mines’s Vision Document on the Aluminium Sector, India’s domestic aluminium consumption, estimated at 6.1 million tonnes in FY26, is projected to increase to around 8.5 million tonnes by FY30 and nearly 28 million tonnes by FY47. This is a five-fold growth.This expansion in aluminium production will naturally drive higher demand for critical raw materials. India aims to achieve complete domestic self-sufficiency in both bauxite and alumina by 2035.While aluminium will be central to the growth of mobility, infrastructure and renewable energy, copper will also play an equally critical role as the backbone of electrification. Domestic refined copper consumption, estimated at about 0.9 million tonnes in FY26, is projected to increase to around 1.5 million tonnes by FY30 and nearly 3.6 million tonnes by FY47, representing a fourfold expansion. This demand will be driven primarily by building &amp; infrastructure development and emerging sectors of renewables, e-mobility, high-speed rail, and data centres.These trends reinforce our belief that the coming decades will be defined not only by higher demand for metals, but by the need for scale, resource security, efficiency and reliability. All of this plays into our roadmap for integrated manufacturing capabilities.Your Company has leveraged this opportunity early.More than a decade ago, we invested ₹45,000 crore in creating a strong upstream foundation through Mahan Aluminium, Aditya Aluminium and the Utkal Alumina Refinery. Aditya, our fully integrated complex, combines upstream, downstream and recycling operations, giving us a unique advantage across the value chain.Today, Hindalco is among the world's leading producers of high-quality aluminium, achieving 99.98% metal purity for applications in nation-critical sectors such as defence, aerospace and semiconductor manufacturing, thus supporting our nation’s Atmanirbharta vision.Let me talk about what’s possible when metals and engineering innovation converge with manufacturing capability.Automotive aluminium is not new. But until some years ago, automotive manufacturers would provide us with a design and material specifications and ask us to manufacture it. Today, the story is changing. Hindalco is developing material specifications and designs for customers before producing them. We have process scientists, alloy specialists, modelling experts, and design engineers on board who are able to co-create safer, lighter and more efficient products. We are expanding our prototyping and testing capabilities, enabling us to translate ideas into commercial solutions more quickly.Allow me to share how this plays out for end-users and customers like you. Take electric vehicles. An EV requires around 120 kilograms of aluminium for the battery enclosure alone. But this cannot be just any aluminium. EVs require sophisticated alloys and engineered solutions that meet exacting standards of safety, strength and performance. Today, you will find Hindalco solutions present in leading two, three and four-wheeler brands. We supply battery enclosures, battery casings, crash management systems, front forks, structural components and other safety-critical applications for many of India’s leading auto brands.High-growth sectors such as electronics require precisely engineered next-gen materials capable of meeting stringent performance requirements. This is where Hindalco’s strengths are focused. For instance, multiple materials from Hindalco are present in the devices you use every day – smartphones, consumer electronics, laptops. Our Eternia brand is pushing the envelope on how windows made with our patented Duranium alloy contribute to safety in the face of high winds and storms.Today, Hindalco is integrated into the R&amp;D and supply chain of our customers. No other aluminium downstream company in India has this capability. Last year, we demonstrated business impact by achieving the highest downstream EBITDA of nearly ₹1,000 crore, which reflects our customers’ trust in our solutions.Similarly, in Copper, we have developed copper-magnesium and copper-silver alloys for India's high-speed rail infrastructure, where reliability and performance are paramount. We are developing products such as inner grooved tubes and PV ribbons, supporting import substitution in cooling systems and solar manufacturing.Our Specialty Alumina is finding increasing traction in high-end applications – such as flame retardants, battery grade materials, semiconductor chips. Recently, we have introduced a superfine precipitated hydrate – an India-first offering – in our flame-retardant portfolio. In parallel, we are evaluating investments in very high-value-added product lines such as White Fused Alumina (WFA), which serves refractory and abrasives applications.I am happy to share that much of our envisioning of the future happens in-house.We have developed as many as six Hindalco Innovation Centres which are driving the future of metal solutions. Our R&amp;D model relies strongly on collaboration with academia – IIT-Bombay Research Park, and external technology partners to develop capabilities within the country.Let me now take you through our growth roadmap.As India's demand for advanced materials continues to rise, we are investing across the value chain to build scale, strengthen resource security, and create future-ready capacity. The phased expansion of the Aditya smelter, which will add 3,74,000 tonnes, is progressing on schedule, while a similar expansion at Mahan is under evaluation. Together, these projects would take Hindalco's aluminium smelting capacity to more than 2 million tonnes.We are also scaling up our Copper business to meet rising domestic demand driven by electrification, renewable energy and infrastructure development. The inner grooved tubes facility at Vadodara has commenced operations and will steadily ramp up through the year.Our 50,000 tonnes copper e-waste recycling facility is expected to begin operations in the coming months, with plans to scale capacity to 200,000 tonnes. The copper smelter expansion of 300,000 tonnes at Dahej remains on track for FY29.With these investments, Hindalco is building a million-tonne, integrated and downstream-led copper business, positioning us to become the second-largest copper player globally outside China.Across our businesses, Hindalco is executing an unprecedented investment to enhance capacities in our mines, upstream and downstream operations in India. We have already earmarked ₹50,000 crore for strategic growth projects across the value chain. Another ₹50,000 crore of opportunities are being evaluated. This potential ₹1 lakh crore investment pipeline will lift our growth trajectory and put us in a strong position to meet India’s demands for metal solutions.At the same time, we continue to strengthen the foundations of our long-term cost leadership. Already positioned in the first quartile of the global cost curve, we are further consolidating this advantage by securing essential materials. The expansion of the Aditya Alumina refinery is progressing well, while coal production at the Chakla and Bandha captive coal mines is slated to start next calendar year. The Meenakshi captive coal mine will go online by FY29. Together, these initiatives are expected to reinforce the structural and cost advantages of our business.For <a href="/businesses/companies/novelis-inc/">Novelis</a>, the restart of the Oswego plant and the upcoming commissioning of Bay Minette in the second half of 2026, mark an important turning point. As Bay Minette ramps up, it will deepen Novelis' presence in key end markets, particularly beverage packaging, automotive and specialty products, while strengthening its U.S. manufacturing footprint. Taken together, these developments provide a clear pathway to the next phase of earnings growth and reinforce Novelis' long-term ambition of achieving Adjusted EBITDA per tonne of US$ 600.Let me now turn to an area where we have made significant progress: Digitalisation.During the year, we developed an industry-first digital import trade platform that integrates Hindalco's ERP systems directly with banking partners. The platform converts a traditionally paper-driven process into a faster, seamless and automated workflow with greater transparency and stronger compliance. What makes this solution particularly noteworthy is that it was designed and built entirely in-house by our Treasury and IT teams. It speaks of the growing depth of digital capabilities in Hindalco.Let me also touch upon our sustainability roadmap.As you may be aware, your Company has been ranked the World's Most Sustainable Aluminium Company for the sixth consecutive year, with a score of 89 out of 100 in the S&amp;P Global Corporate Sustainability Assessment 2025, our best-ever score. This recognition is an external validation of our commitment to sustainability and of our consistent and measurable progress year after year.Renewable energy remains a key focus area for us. Hindalco is the only aluminium producer in India with operational round-the-clock renewable power. We have secured 400 MW of round-the-clock renewable energy, backed by a gross captive renewable pipeline of over 1.3 GW and energy storage capacity exceeding 1 GWh.Including renewable energy capacity for our downstream operations, our commissioned captive renewable portfolio now stands at a sizeable 470 MW.Water is another focus area. Across Hindalco, every unit is working toward water self-sufficiency and community water resilience. In FY26, Hindalco harvested 18 million cubic meters of rainwater, benefitting 10,850 farming families and over 3,700 hectares of farmland beyond the fence. &nbsp;We continued to make meaningful progress on Circularity. Bauxite residue recycling stood at 126% of generation, with our bauxite residue being used in cement manufacture. Similarly, fly ash, copper slag, ETP Gypsum – as much as 88% of all waste generated in FY26 was recycled or reused. To simplify the numbers, it means Hindalco is moving away from landfills.Novelis continues to set the benchmark in aluminium recycling. It’s on track to achieve 75% recycled content in its products, and to be the industry’s lowest emissions producer by 2030. The Bay Minette plant, when commissioned, will be one of the most resource-efficient rolling and recycling facilities in the Americas, directly advancing these goals.Now, some financial highlights.FY26 has in many ways been a landmark year, reflecting both the scale of what your Company has built and the rigour with which it is managed.Consolidated Revenue, EBITDA and PAT (excluding exceptional items) were at historic highs.India business delivered an outstanding performance with revenue, EBITDA and PAT, at an all-time high. Novelis recorded a 10% improvement in EBITDA per tonne despite lower volumes, reflecting disciplined cost optimisation and the benefit of softer scrap prices.Novelis has already achieved $200 million in run-rate cost savings in FY26 well ahead of the 75 million originally targeted a year ago. Novelis now expects to show $350-400 million in total savings by FY28 exit.Together, India and Novelis maintained a consolidated Net Debt-to-EBITDA of 1.83x well within the 2x ceiling we have committed to stakeholders.Moving to the dividend recommendation.For the fiscal year 2025-26, the Board of Directors has recommended a dividend of ₹5 per equity share. This is in line with our dividend policy and reflects the need to plough back capital into strategic growth projects for long-term value creation.Let me briefly touch upon what the road ahead looks like.The world is entering an era where high performance materials, circularity and advanced manufacturing will reshape industries. Hindalco is uniquely positioned at the intersection of these trends.At one end of the value chain, we are leveraging our strong resource securitisation advantage to enhance upstream competitiveness. At the other end, we are expanding our downstream portfolio of high margin, non- LME-linked, value added and engineered products across India and Novelis.Together, India business and Novelis are investing approximately US$10 billion in organic growth ― the most ambitious capital programme in the Company's history. This roadmap will add to your Company’s profile with new capacities, capabilities and products, strengthen our ability to deepen customer partnerships, and ensure more meaningful contributions to the economies and communities where we operate.The vision remains consistent: to convert India's natural resource advantage into higher-value products, stronger domestic manufacturing ecosystems and greater technological capability.Our guardrails continue to hold firm – to live up to the trust placed in us, and to deliver and outperform on expectations. We remain committed to making business decisions wisely, responsibly, and with the genuine desire to be a ‘Force for Good’.Thank you.&nbsp;

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Chairman, Kumar Mangalam Birla’s Speech at the 67th AGM of Hindalco Industries Limited

Speeches

Grasim Industries Limited is the flagship company of Aditya Birla Group. It started as a textiles manufacturer in India in 1947, just 11 days after the country achieved independence. Today, it has evolved into a leading diversified player with leadership presence across many sectors. It is a leading global producer of Cellulosic Fibre, Diversified Chemicals, Linen Yarn and Fabrics producer in India.&nbsp;Through its subsidiaries, UltraTech Cement, Aditya Birla Capital, and Aditya Birla Renewables, Grasim is also India’s prominent cement producer, leading diversified financial services player and clean energy solutions player.The company is also present in the decorative paints business under the brand name ‘Birla Opus’. With six state-of-the art manufacturing plants across India, Birla Opus has a consolidated capacity of 1,332 MLPA, which is greater than combined current capacity of existing 2nd, 3rd and 4th largest players in India.&nbsp;Leveraging the Group synergies, Grasim launched “Birla Pivot”, the B2B online marketplace for building materials in 2023. Today, Birla Pivot is the fastest growing B2B e-commerce platform offering over 50,000 SKUs from over 1000+ national and regional brands.<h3>Grasim has a strong presence in the market through following businesses:</h3>Viscose Staple FibreGrasim is India's pioneer in cellulosic viscose fibre (CSF) or prominently known as viscose staple fibre (VSF). It is a man-made, bio-degradable fibre that is fast emerging as a sustainable alternative to cotton. A versatile fibre, CSF is used in apparel, home textiles, dress materials, knit wears and non-woven applications. Grasim’s business, Birla Cellulose, has a range of fibres which can be used in their original form, or can be blended with all natural and synthetic fibres for enhanced comfort and feel.Starting production in 1954 at Grasim’s Nagda facility, the business has grown steadily over seven decades. The Pulp &amp; Fibre Business of Grasim derives its competitive edge from its integrated business model, with captive raw materials - dissolving grade wood pulp, caustic soda, carbon-disulphide, power generation and steam.Birla Cellulose’s product portfolio includes Livaeco™ by Birla Cellulose, Birla Modal™, Birla Excel™, Birla Viscose™ and Birla Spunshades™. Birla Cellulose fibres are of natural origin, moisture absorbent, have soft feel, and are completely biodegradable.&nbsp;Viscose Filament YarnGrasim Industries Limited is the largest viscose filament yarn (VFY) manufacturer in India and the 3rd largest globally. The company is also the largest VFY exporter in India with exports to 45 countries.VFY business became a part of Grasim Industries Limited on 1st July 2017, following the merger of Aditya Birla Nuvo Limited. Subsequently, Grasim acquired the rights to operate and manage the Century Rayon division of Century Textiles and Industries Limited (CTIL) from 1st February 2018. Since then, Grasim’s VFY production capacity has increased to 48 KTPA.Represented as the brand Raysil® (formerly known as RayOne), VFY is of 100% natural origin and its product portfolio includes 20 deniers to 1200 deniers of both bright and dope dyed viscose filament yarns. Its versatility, superior drape, fluidity and lustre make it a popular choice for manufacturing fabrics such as georgettes, crepes, chiffons, and many more.Grasim’s VFY is manufactured at its twin locations in Shahad, Maharashtra and Veraval, Gujarat.&nbsp;ChemicalsIn 1972, Grasim’s chemicals business was set up to manufacture caustic soda for the company’s VSF unit. Today, it is one of India’s largest caustic soda producers and is a market leader in the chlor-alkali segment. &nbsp;Over the years, Grasim’s chemicals business has created a strong foothold in the industry and offers a wide range of products from chlorine derivatives to epoxy.Chlor-alkali: In 2016, Grasim’s merger with Aditya Birla Chemicals India Ltd. (ABCIL) helped catapult the company’s caustic soda capacity from 452 KTPA to 884 KTPA making it the largest producer of caustic soda in India. Today, Grasim’s total caustic soda capacity is 1,290 KTPA. The Chlor-alkli existing capacity is 1,505 KTPA.The business uses cost-effective membrane cell technology and is largely self-sufficient in power. For gainful utilisation of chlorine, the business has portfolio of chlorine derivatives like Stable Bleaching Powder (SBP), Polyaluminium Chloride (PAC), Chlorosulphonic Acid (CSA), Chlorinated Paraffin Wax (CPW), Calcium Chloride (CaCl), Aluminium Chloride (AlCl) and Chloromethane (CMS).Epoxy: The business’ epoxy products range from basic products like liquid epoxy resins to value added products like formulated resins, reactive diluents and hardeners. The manufacturing complex at Vilayat houses a 123 KTPA capacity epoxy plant. Through expansion, Grasim doubled the epoxy capacity to 246 KTPA by FY2024.&nbsp;TextilesGrasim ventured into the textiles industry in 1949 by setting up Jaya Shree Textiles at Rishra, West Bengal. Today, Jaya Shree Textiles is one of India’s leading linen and wool manufacturers. It has four strategic business units (SBUs) i.e., linen spinning, linen fabric, wool combing and worsted spinning. Today, Jaya Shree Textiles sells its products in over 50 countries, spanning across six continents.Jaya Shree Textiles has provided the evolving Indian fashion industry with an international edge. Finest flax is sourced from France, Belgium and other parts of Europe to make 100% pure linen. Cutting edge European technology is used to spin the fibres, weave and dye them which makes it unique and difficult to replicate. This superior technology also enables Jaya Shree Textiles to manufacture over 3000 different types of weaves, textures and blends. The company has significantly revolutionised the Indian textile market by popularising linen in India across a wide customer base with its brand ‘Linen Club’.Linen Club is the largest linen fabric brand in India with expertise in linen manufacturing and design, for more than 70 years. Linen Club is the pioneer of linen in India and is now retailed through both exclusive retail outlets and multi-brand outlets. It is the largest linen retail chain in the world.&nbsp;Know more about <a href="/businesses/brands/linen-club/">Linen Club</a>&nbsp;InsulatorsAditya Birla Insulators is India’s largest manufacturer of electrical insulators and is amongst the top four insulator manufacturers globally. It produces the widest range of insulators in India including insulators for transmission lines &amp; substations up to 1200 kV voltage level, as well as equipment &amp; railways. Its total installed manufacturing capacity is 56,400 TPA with specialisation in both ceramic and composite insulators. The company commissioned Composite Hallow Core Insulators (CHCI) plant at Halol which is a joint venture between Aditya Birla Power Composites Limited (ABPCL) with Maschinenfabrik Reinhausen GmbH of Germany in 2019.Know more about <a href="/businesses/companies/aditya-birla-insulators/">Aditya Birla Insulators</a> and <a href="/businesses/companies/aditya-birla-power-composites-limited-abpcl/">Aditya Birla Power Composites Limited</a>&nbsp;PaintsThrough Birla Opus, Grasim is the 2nd largest player (by installed capacity) in Indian decorative paints industry. With a consolidated installed capacity of 1,332 MLPA, 24% of the industry capacity, Birla Opus remains focused to drive its revenue market share in line with capacity share. The brand has a comprehensive product portfolio spanning across 218 products and 1,850+ SKUs, serving a wide spectrum of customer preferences and market segments.Birla Opus has strong network of branded franchise retail outlets covering 1,200+ stores across the country. Birla Opus also offers branded painting services under the name, PaintCraft, which is now available in 400+ towns across 6,000+ pin codes. &nbsp; &nbsp;B2B E-CommerceBirla Pivot, the B2B e-Commerce platform for building solutions, is a business unit of Grasim Industries Ltd. Birla Pivot will primarily focus on MSMEs in the Building Materials segment with the potential to further extend to other relevant categories. It’s key value proposition is an integrated procurement solution including on-time delivery and a superior product range at competitive pricing.&nbsp;Birla Pivot is the fastest growing B2B e-commerce platform offering over 50,000 SKUs from over 1000+ national and regional brands. Covering a spectrum of building materials, Birla Pivot aims to become a one-stop destination for all procurement needs.&nbsp;

From a single mill in Rishra to the fashion ramps of Paris, Aditya Birla Group's Jaya Shree Textiles has spent over 75 years building a business around one of the world's oldest natural fibres. Today, as India's only fully integrated linen manufacturer, it brings together global sourcing, end-to-end manufacturing and material innovation to serve customers in India and around the world. When the global fashion industry gathers at Première Vision in Paris, the spotlight is no longer on design alone. Increasingly, brands are looking beyond the finished fabric to understand where it comes from, how it is made and whether every stage of production can be traced with confidence.These are conversations Aditya Birla Group’s Jaya Shree Textiles is well equipped to be part of. Its presence on this global platform reflects a journey that began decades earlier in Rishra, West Bengal. &nbsp;<h3>Where India's Linen Story Began</h3>In 1949, just two years after India's independence, <a href="/businesses/companies/grasim-industries-limited/">Grasim Industries</a>, Aditya Birla Group’s flagship company introduced linen to the country through the establishment of Jaya Shree Textiles at Rishra. At a time when the fabric was largely unfamiliar to Indian consumers, the business began sourcing high-quality flax from Europe and processing it in India, laying the foundation for what would become one of the country's most established linen businesses. &nbsp;<figure class="table"><table><tbody><tr><td>The origins of linen itself lie far from India. Flax, the natural fibre from which linen is made, is cultivated primarily across the coastal regions of Northern France, Belgium and the Netherlands, where climate and soil conditions produce long, durable fibres suited to premium textiles.</td></tr></tbody></table></figure> By combining European flax with advanced manufacturing capabilities in India, Jaya Shree Textiles established a business that connected the world's finest raw material with Indian craftsmanship.Over the years, the company also helped expand the domestic market for linen through its retail brand, Linen Club. Today, the brand operates more than 240 exclusive stores and reaches consumers through over 9,000 multi-brand outlets across the country. &nbsp;<h3>Building Capability from Fibre to Fabric</h3>As demand for premium natural fibres has grown globally, traceability and consistency have become as important as design. This is where Jaya Shree Textiles' manufacturing model sets it apart. It remains India's only fully integrated linen manufacturer, with every stage of production from spinning and weaving to yarn dyeing and finishing, managed in-house. This integrated approach allows the business to maintain consistent quality across production while offering customers more than 3,000 weaves and textures. It also provides the flexibility to produce smaller, customised lots for fashion brands and retailers, while meeting internationally recognised standards such as OEKO-TEX® and ZDHC.These capabilities have enabled the business to build relationships with customers that increasingly value transparency alongside product quality. &nbsp;<h3>Beyond Linen</h3>While linen has become synonymous with Jaya Shree Textiles in India, the business has also built a significant presence in wool. Its Kolkata facility is India's largest single-location manufacturing unit for worsted yarn and wool tops and houses the country's only superwash yarn facility. Using fine Merino wool, it produces specialised machine-washable worsted yarns for international markets.Today, nearly 90% of its wool tops and worsted yarn production is exported to countries including the UK, Italy, South Korea and Turkey, reflecting the business's growing global footprint. &nbsp;<h3>Looking Ahead</h3>As material innovation continues to shape the textile industry, Jaya Shree Textiles is expanding its focus beyond conventional manufacturing.Its Circular Solutions range incorporates recycled linen made from pre-consumer industrial waste back into the production process, extending the value of materials that would otherwise go unused. The business has also introduced Silk Touch, a biodegradable blend of linen and cellulosic rayon that combines the appearance and feel of silk with the benefits of natural fibres. Alongside these developments, Jaya Shree Textiles continues to work with organisations such as Woolmark and the European Confederation of Flax and Hemp (CELC) to advance product development and manufacturing practices.From introducing linen to India in 1949 to representing Indian manufacturing on global platforms such as Première Vision, Jaya Shree Textiles has continually evolved with the industry it serves. More than seven decades on, its journey continues to be shaped by material expertise, integrated manufacturing and a focus on natural fibres that are increasingly valued across the world.

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The Linen Lineage: From Rishra to Paris

History and heritage

UltraTech Cement Limited is the cement flagship company of Aditya Birla Group. A USD 9.9 billion company, UltraTech is the world’s largest Cement Company by sales volume and capacity, excluding China.&nbsp;The Company has a consolidated production capacity of 205.5 Million Tonnes Per Annum (MTPA) of grey cement. The Company’s business operations span UAE, Bahrain, Sri Lanka and India.UltraTech’s manufacturing footprint comprises of 34 integrated manufacturing units, one Clinkerisation unit, 36 grinding units and 10 bulk packaging terminals. With 465 Ready Mix Concrete (RMC) plants in 167 cities, UltraTech is the largest manufacturer of Ready Mix Concrete in India. It has a slew of speciality concretes that meet specific needs of discerning customers.&nbsp;UltraTech has a network of over 1.45 lakh channel partners across the country and has a market reach of more than 80% across India. In the white cement segment, UltraTech goes to market under the brand name of Birla White. It has two White Cement units and four Wall Care putty units, with a current capacity of 3.3 MTPA.&nbsp;In 2025, UltraTech extended its footprint in the construction value chain, through wires and cables segment with a planned capital expenditure of ~ INR 1,800 crore over the next 2 years.The Company’s social initiatives focus on education, healthcare, sustainable livelihoods, community infrastructure and social causes. Through its CSR initiatives, UltraTech reaches out to more than 1.8 million beneficiaries in over 500 villages across India.UltraTech is also a founding member of Global Cement and Concrete Association (GCCA). It is a signatory to the GCCA Climate Ambition 2050 and has committed to the Net Zero Concrete Roadmap announced by GCCA. UltraTech is focused on accelerating the decarbonisation of its operations, and is the first company in India and the second company in Asia to issue dollar-based sustainability linked bonds. UltraTech works to actively contribute to the social and economic development of the communities in which it operates in.&nbsp;Mr. K.C. Jhanwar is the Managing Director of UltraTech Cement. Effective 1 April 2026, Mr. Jayant Dua has been elevated to the position of Managing Director. Mr. Dua will continue to serve as Managing Director (Designate) until he officially assumes the position upon the expiration of Mr. Jhanwar's term on 31 December 2026.<o:p></o:p>

Chandrapur in Maharashtra is home to Awarpur Cement Works, one of <a href="/businesses/companies/ultratech-cement-limited/">UltraTech</a>’s integrated cement units. It’s also the site of an atypical energy project. Here, rainwater harvesting has helped create two reservoirs of about 3,600 sq m. On the surface of these reservoirs, there are 7,600 solar panels generating about 3.3 MW of solar energy to operate the plant.The floating solar installation is expected to reduce about 6,000 tonnes of carbon emissions annually. The environmental benefit is equivalent to the carbon sequestration potential of nearly 270,000 mature trees. The project highlights UltraTech's focus on renewable energy while maximising the use of available resources.Today this Aditya Birla Group cement company is known for two things. It is the world’s largest cement company outside China, with capacity to produce over 200 million tonnes every year. And it generates a whopping 1.8 GW of renewable energy to power its operations. &nbsp;<h3>Strategically green</h3>For an industry where energy is among the largest operating costs, the ability to secure reliable, affordable and sustainable power can be a decisive competitive advantage. UltraTech recognised this early on. Over the years, it has transformed renewable energy from an environmental initiative into a strategic business driver—one that supports growth and enhances competitiveness.Today, renewable energy is not simply helping UltraTech reduce emissions. It is helping power one of the largest and fastest-growing cement businesses in the world.The cement industry has traditionally depended on fossil fuels and grid-based power, which exposed businesses to supply and energy price volatility, and carbon-related risks. UltraTech has chosen a path that mitigates these risks.The company's energy strategy combines renewable power, waste heat recovery systems, energy productivity improvements and innovative technologies to build a resilient and future-ready manufacturing ecosystem. The objective is not only to consume cleaner energy but also to use every unit of energy more efficiently.Touching 1.8 GW of renewables has meant a steady commitment to building the renewable energy portfolio.<ul><li>In FY2025-26 alone, the company commissioned 371 MW of renewable power to cross 1.39 GW.&nbsp;</li><li>It also expanded power generation from Waste Heat Recovery Systems (WHRS) to touch 414 MW.&nbsp;</li><li>As a result, nearly 41% of UltraTech's total power requirement is now met through green energy sources. &nbsp;</li></ul><h3>Turning ambition into action</h3>For the cement sector, UltraTech demonstrates what a low-carbon industrial future can look like. One of the most significant milestones of the renewables effort has been the achievement of 100% green energy operations at some of the facilities.The Company's grinding units at Arakkonam Cement Works in Tamil Nadu and Ginigera Cement Works in Karnataka have successfully operated entirely on green energy.<ul><li>At Arakkonam Cement Works, six months of operations powered entirely by green energy resulted in a reduction of more than 16,500 tonnes of carbon emissions.&nbsp;</li><li>At Ginigera Cement Works, over 23,000 tonnes of carbon emissions were avoided in just two months through 100% green energy usage. &nbsp;</li></ul>These facilities demonstrate that renewable energy can reliably support industrial-scale cement operations while delivering meaningful environmental benefits. &nbsp;<h3>Innovation at play</h3>UltraTech's commitment to renewable energy extends beyond manufacturing facilities. At the jetty attached to Ratnagiri Cement Grinding Unit in Maharashtra, the company transitioned operations to 100% renewable energy.<ul><li>The transition is particularly noteworthy because the jetty operates in a remote location and functions seasonally.&nbsp;</li><li>Switching to renewables reduces approximately 9,604 kilograms of CO₂ emissions every month (based on the jetty's average monthly electricity consumption).</li><li>Recently UltraTech has commenced deployment of electric heavy-duty trucks in partnership with Energy In Motion (EIM). The fleet, comprising 45 electric trucks, each of 55-tonne capacity, is projected to reduce over 8,900 tons of CO2 emissions annually, displacing the equivalent of about 2.9 million litres of diesel per year. &nbsp;</li></ul><h3>Building holistic energy systems</h3>Beyond individual projects, UltraTech is investing in technologies that can define the future of industrial energy. A notable example is the round-the-clock hybrid renewable energy project at Sewagram Cement Works in Gujarat.<ul><li>The 7.5 MW facility integrates solar power, wind power and battery energy storage within a single site.</li><li>The project provides uninterrupted clean energy without reliance on grid power. &nbsp;</li></ul>This pioneering initiative demonstrates how renewable energy can evolve from a supplementary source into a dependable primary power solution for large industrial operations. &nbsp;<h3>Peak energy efficiency</h3>Complementing renewable energy is UltraTech's extensive deployment of Waste Heat Recovery Systems. By capturing and converting process heat into electricity, WHRS improves energy efficiency, reduces costs and lowers emissions. Together, renewable energy and waste heat recovery form the foundation of a low-carbon energy ecosystem capable of supporting the Company's expanding manufacturing footprint.The commitment to energy productivity has earned global recognition by inclusion in the S&amp;P Global Sustainability Yearbook 2026 for the construction materials sector. &nbsp;<h3>Towards 85% Green Energy, and Beyond</h3>For UltraTech, the progress so far is only the beginning. It is working towards a more audacious goal: To increase the share of green energy in its power mix to approximately 85% by 2030. This ambition is closely aligned with UltraTech's broader commitment to achieve Net Zero Concrete by 2050.From grinding units powered entirely by green energy, to renewable-powered logistics infrastructure, floating solar installations and pioneering hybrid renewable projects, UltraTech is demonstrating that sustainability and scale are not competing priorities. They are mutually reinforcing drivers of long-term value creation.

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1.8 GW: UltraTech’s inspiring renewable energy story

Sustainability

<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.