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)

Aditya Birla Sun Life Insurance (ABSLI)

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

Founded by Mr. Aryaman Vikram Birla, Aditya Birla Ventures is the venture capital arm of Aditya Birla Group.It invests in new-age high growth businesses across a diverse sectors — Consumer-tech, Health-tech, Deep-tech, Fin-tech, Enterprise-tech (including SaaS), Consumer brands, etc. Apart from financial investment, it aspires to open Aditya Birla Group’s global eco-system, wealth of experience and industry relationships for the growth of its portfolio companies.Some high growth companies in the portfolio include Finbox - digital credit infrastructure company; Eka.Care - &nbsp;leading health-tech company; Giva - fine silver jewellery brand; Digantara - Space situational awareness solutions company; Mokobara - &nbsp;new age travel lifestyle brand; Uptime AI – AI enabled predictive maintenance company; Pixxel - space tech company leveraging hyperspectral imagery, amongst others. It has also invested in FirstClub, a 'Quality first' Q-commerce platform, offering curated premium and mass premium products.The company has been expanding its portfolio with several new investments. In 2025, it invested in Stable Money, a wealth-tech platform catering to the financial aspirations of 'Middle India' by offering fixed-income investment products.&nbsp; ABV was accorded prestigious ‘New Fund Entry – Outstanding Achievement of the Year’ award in 2023 by Indian Venture and Alternate Capital Association (IVCA), apex industry body for PE-VC in India.

The $72-billion Aditya Birla Group has long shaped the country’s industrial landscape and created global impact in sectors ranging from cement and aluminium to financial services and fashion. Over decades, Group companies have anticipated technological and consumer shifts, seeded new markets and products, and created sustainable businesses that have tracked India’s economic rise.Aditya Birla Ventures, the Group’s venture capital company founded by Aryaman Vikram Birla, is expanding this legacy by investing in the new-age businesses of tomorrow, offering both capital and access to the Group’s vast global ecosystem. Since its inception in late 2021, Aditya Birla Ventures has provided early and mid-growth stage funding to nearly a dozen startups with a focus on the consumer tech, deep tech, fintech and enterprise tech sectors, among others.Over the last year, Aditya Birla Ventures has stepped up the momentum by investing in three new companies:<ul style="list-style-type:disc;" type="disc"><li>California-headquartered enterprise GenAI startup Articul8</li><li>Quality-first quick commerce platform FirstClub Technology that recently featured on the <a target="_blank" rel="noopener noreferrer" href="https://www.forbesindia.com/article/news/india-leads-with-19-companies-in-forbes-asia-100-to-watch-list-2026/2997426/1">Forbes Asia 100 to Watch 2026</a> list, and</li><li>Stable Money, India’s first digital platform dedicated to fixed income investments &nbsp;</li></ul>The three start-ups are carving out new market niches and addressing new business and consumer demands. In keeping with ABV’s investment strategy, all three are also backed by outstanding founders. &nbsp;<h3>The Edge of AI</h3>Take Santa Clara-based Articul8, which was spun out of Intel in early 2024 by founder and CEO Arun K Subramaniyan. An aerospace engineer who started his career designing jet engines before changing his flight path to computing, Subramaniyan was responsible for building Amazon’s high-performance computing business. He then moved to Intel to build its AI Supercomputer and full software stack, delivering a domain-specific GenAI model to a customer a month before ChatGPT was even launched. That success proved the need for GenAI platforms purpose-built for complex industrial and regulated sectors, leading to <a target="_blank" rel="noopener noreferrer" href="https://pulse2.com/articul8-profile-arun-subramaniyan-interview/">the birth of Articul8 in January 2024</a>.Articul8 develops specialised GenAI systems comprising domain-specific models, software applications and AI agents that are tailored for regulated industries where data accuracy, auditability and control are critical. These include sectors like energy, manufacturing, aerospace, financial services and semiconductors. Its systems are designed for hybrid and on-premises environments, and <a target="_blank" rel="noopener noreferrer" href="https://techcrunch.com/2026/01/07/intel-spin-off-articul8-is-halfway-to-70m-ai-funding-round-at-500m-valuation/">its customers include Amazon Web Services, Intel, Hitachi Energy and Franklin Templeton</a>. “We’re not just building GenAI — we’re building GenAI that enterprises can trust,” Subramaniyan has stated in <a target="_blank" rel="noopener noreferrer" href="https://pulse2.com/articul8-profile-arun-subramaniyan-interview/">one media interview</a>.The opportunity is huge. As Aryaman Vikram Birla stated after <a target="_blank" rel="noopener noreferrer" href="https://economictimes.indiatimes.com/ai/ai-insights/aditya-birla-ventures-backs-ai-startup-articul8-in-70m-funding-round/articleshow/126409445.cms?utm_source=contentofinterest&amp;utm_medium=text&amp;utm_campaign=cppst">ABV’s participation in Articul8’s Series B funding</a> round in January 2026: “Generative AI is rapidly becoming a strategic necessity for businesses. Articul8’s platform helps companies worldwide build and deploy AI applications efficiently, unlocking value from their proprietary data. We have strong belief in the founding team, and this investment aligns with our goal to support outstanding founders building global businesses of tomorrow.” &nbsp;<h3>Fintech Frontiers</h3>Meanwhile, with Stable Money, Aditya Birla Ventures has reinforced its commitment to back fintech innovation and financial inclusion. Stable Money was founded in 2022 by Saurabh Jain and Harish Reddy as a safety-first wealth platform that makes investing in fixed income instruments simple, transparent and accessible to everyone.Both Jain and Reddy are graduates from IIT Bombay. <a target="_blank" rel="noopener noreferrer" href="https://www.linkedin.com/in/saurabhjain1099/details/experience/">Jain</a> has worked in various startups including Swiggy. He was also MD &amp; CEO of Navi Mutual Fund, where he helped build the business from scratch. <a target="_blank" rel="noopener noreferrer" href="https://www.linkedin.com/in/harish-reddy-11a98b2a/">Reddy</a> has over 12 years of experience in the capital markets and hedge fund industry, including as portfolio manager at Besseggen Infotech, where he built the algorithmic trading business from scratch.The two believe that trust is the most important factor in investing. Hence, they decided to build a category-defining platform around the Indian investor’s long-held trust in bank fixed deposits as a secure instrument offering predictable returns while protecting their capital.“I realised that if you want financialisation, the route was not to get people directly into mutual funds or stocks. It is very important to honour the beliefs of the customer,” Jain stated <a target="_blank" rel="noopener noreferrer" href="https://entrepreneur.economictimes.indiatimes.com/news/startups/stable-money-revolutionizes-investment-in-india-with-fixed-deposits/130279300">in one newspaper interview</a>.As Aryaman Birla stated after ABV participated in <a href="/media/stories/aditya-birla-ventures-bets-big-on-wealth-tech-with-investment-in-stable-money/">Stable Money’s $20 million Series B funding round in 2025</a>, “Tech-enabled investment solutions for retail investors are set to experience substantial growth. Stable Money, with its robust wealth-tech platform, is well-positioned to serve the evolving financial aspirations of the rising 'Middle India'.”<a target="_blank" rel="noopener noreferrer" href="https://stablemoney.in/">Stable Money</a> has drawn over 6 million users in 3,500+ cities across India with its user-friendly interface, <a target="_blank" rel="noopener noreferrer" href="https://entrepreneur.economictimes.indiatimes.com/news/startups/stable-money-revolutionizes-investment-in-india-with-fixed-deposits/130279300">wide range of bank FDs and instant withdrawal facility</a>. Users can invest in FDs on Stable Money without opening a bank account. The platform also offers corporate bonds through its Stable Bonds platform and FD-backed credit cards. It is now <a target="_blank" rel="noopener noreferrer" href="https://yourstory.com/2026/02/stable-money-raises-25-million-in-pre-series-c-funding-led-by-peak-xv-partners">expanding its product portfolio and partner network</a> with banks and non-banks, and also strengthening its on-ground presence in key cities. &nbsp;<h3>Q Stands for Quick and Quality</h3>If Stable Money is carving out a niche in the world of investing, FirstClub is differentiating itself in the quick commerce space as a quality-first groceries retailer instead of banking on speed like other quick commerce players.Ayyappan R, a Flipkart veteran and former CEO of Cleartrip, traces FirstClub’s genesis to his habit of <a target="_blank" rel="noopener noreferrer" href="https://www.firstclub.site/about-us">reading product labels</a> and discovering that most products had a lot of preservatives. He launched FirstClub’s operations in Bengaluru in June 2025, and Aditya Birla Ventures participated in its Series A funding round three months later.“Quick commerce today is built for speed, not standards. At FirstClub, we’re changing that. Every product you see on our platform is tested, vetted and curated. Customers shouldn’t have to compromise between convenience and quality,” Ayyappan has stated in <a target="_blank" rel="noopener noreferrer" href="https://yourstory.com/2025/09/firstclub-raises-23-mn-to-push-quality-first-quick-commerce-startup">one media interview</a>. This includes testing through third-party screenings and blind tastings.Ayyappan is banking on the <a target="_blank" rel="noopener noreferrer" href="https://www.ndtvprofit.com/markets/indias-consumption-shift-is-going-premium-investors-hunt-for-the-next-multibaggers-11940142">growing premiumisation of the Indian retail market</a> with consumers showing a greater willingness to spend on quality products across categories like food, clothing and automobiles. He has positioned First Club as a mass mid-premium retailer, targeting around 20 million-30 million households by offering quality groceries “minus 200+ harmful ingredients” (as its website states) at a fair price. For instance, it offers milk brands that are lab-tested and free from antibiotics and growth hormones, and vegetables that are packaged in sal leaves instead of plastic.The startup has completed 1 million orders in its first year of operations and <a target="_blank" rel="noopener noreferrer" href="https://entrackr.com/news/former-flipkart-executives-startup-firstclub-raises-55-mn-led-by-peak-xv-and-sofina-11999444">recently closed a Series B round of funding</a>. It is planning to expand its operations across geographies and add categories like beauty and personal care, home essentials and pet care. &nbsp;<h3>Future Ready</h3>As global businesses adopt GenAI, investors seek to financialise their savings, and consumers upgrade to premium products, Aditya Birla Ventures’ investee companies are ready to tap these opportunities and become the leading businesses of tomorrow.

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Aditya Birla Ventures Supports New-Age Businesses 

Business

Everyone’s heard of March 8th and Women’s Day: it’s a date to celebrate the women in our lives and commemorate those who fought for gender equality and women’s rights. But far beyond the corporate offices and urban communities where women have made significant strides lies a different reality.Rural women, who contribute to almost half of the world’s food production, have far less access to land, resources, education or technology as compared to their male counterparts. To promote awareness about their plight, the United Nations commemorated October 15th as <a target="_blank" rel="noopener noreferrer" href="https://www.un.org/en/observances/rural-women-day">International Day of Rural Women</a>. &nbsp;<h3>A Force for Equal Opportunity</h3>The day holds greater relevance in an agrarian economy like India, where <a target="_blank" rel="noopener noreferrer" href="https://www.niti.gov.in/rural-women-key-new-indias-agrarian-revolution">80% of rural women are employed in farming or allied livelihoods</a> and constitute 60% of the country’s agricultural workforce. <a target="_blank" rel="noopener noreferrer" href="https://x.com/LabourMinistry/status/2082759119254229249?lang=ar">Empowering rural women to achieve their fullest potential</a> -- through social, economic and health reforms – is a strong pathway to holistic development of the entire nation.With this social need in mind, Aditya Birla Group actively works towards the upliftment of women, under the guidance of Aditya Birla Centre for Community Initiatives and Rural Development, chaired by Mrs. Rajashree Birla.Here’s a quick look at select <a href="/community/">women empowerment initiatives</a> that have had impact:<ul><li>50,000 women are empowered through 5,000 Self Help Groups (SHGs) each year</li><li>100,000 women and children receive support through Mother &amp; Child Healthcare projects</li><li>2,000 women have been trained at the Applicators Training Programme in Rajasthan till date</li></ul><h3> A Pan-India Effort</h3>While most initiatives are on-going, the efforts of FY2025-26 are worth highlighting.<a target="_blank" rel="noopener noreferrer" href="https://www.grasim.com/Upload/PDF/grasim-integrated-annual-report-2025-26.pdf">Grasim Industries</a> blueprinted and implementedan extensive project for menstrual hygiene and cervical cancer awareness in FY26. This was in addition to other interventions:<ul><li>Mother and child healthcare to support 16,729 women and children through 477 camps addressing immunisation, nutrition and maternal health needs</li><li>Financial inclusion and collective enterprise strengthened for 4,620 women through 453 SHGs &nbsp;</li></ul><div><blockquote>Grasim’s Menstrual Hygiene and Cervical Cancer Awareness Initiative reached over 1,000+ women and adolescent girls across 22 villages in the project catchment area. The sustainable and scalable project model adopted a community-based approach in consultation with the Taluka Health Office, accredited Social Health Activists (ASHA workers), Anganwadi staff, school authorities, and community leaders to identify needs, mobilise beneficiaries, and design culturally appropriate awareness sessions on menstrual hygiene and cervical cancer. Demonstrations were held on the use, cleaning, and storage of reusable sanitary pads followed by the distribution of 800 reusable sanitary pad kits, and dissemination of referral information for cervical cancer screening under government programmes.</blockquote></div> <a target="_blank" rel="noopener noreferrer" href="https://www.hindalco.com/Upload/PDF/hindalco-annual-report-2025-26.pdf">Hindalco</a> invested in the mettle of women through interventions such as:<ul><li>Promotion of 2,827 SHGs comprising 33,740 women members, enabling financial inclusion through ₹160.47 crore in bank linkages and internal credit mobilisation, thereby strengthening community-based income systems.</li><li>Employment generation through Project Saksham, supporting 164 women in garment manufacturing units, facilitating sustainable income and industrial integration.</li></ul> <a target="_blank" rel="noopener noreferrer" href="https://www.ultratechcement.com/content/dam/ultratechcementwebsite/pdf/financials/annual-reports/integrated-and-sustainability-report-2025-26-single-page.pdf">UltraTech</a> contributed towards the construction of a more equitable future by:&nbsp;<ul><li>Engaging 9,127 women through programmes on antenatal and postnatal care, nutrition, mass immunisation and escorted institutional deliveries&nbsp;</li><li>Implementing Project Saksham and training 350 women in industrial sewing machine operations; 105 women have secured industrial employment till date.&nbsp;</li></ul> <a target="_blank" rel="noopener noreferrer" href="https://www.abfrl.com/wp-content/uploads/2026/07/ABFRL-Annual-Report-FY25-26.pdf">Aditya Birla Fashion and Retail Limited</a> (ABFRL) tailored initiatives for women in its rural communities including menstrual health and hygiene awareness sessions for 142 women, and support for 80 families with women artisans.&nbsp;<div><blockquote>ABFRL Empowered Women Artists Through Traditional Art by providing financial assistance and marketing support to 80 families in Nayak Patana village through SHGs. The women in these families depend on Pattachitra/Pattachitra art as their primary source of livelihood so, this support enabled the SHGs to enhance production capacity, improve access to markets, and sustain their traditional art practices. The programme has contributed to women’s economic empowerment, preservation of cultural heritage, and the promotion of sustainable livelihoods at the community level.&nbsp;</blockquote></div> <a target="_blank" rel="noopener noreferrer" href="https://www.adityabirlacapital.com/-/media/ABCL/pdf/Financial-Reports/Annual-Reports-New-2025-26/130726_Annual-Report-for-2025-26.ashx">Aditya Birla Capital</a> invested in women-centric CSR programmes across 13 states in India in areas like:Healthcare:<ul><li>~450,000+ women beneficiaries including 41,437 women from underserved communities across Tamil Nadu, Odisha, Maharashtra, Karnataka and Bihar received Maternal and Child Health Support such as access to enhanced prenatal and postnatal care, institutional deliveries, immunisation coverage and nutrition support</li></ul> Public Health Infrastructure:<ul><li>Labour rooms and maternity wards were strengthened across 20 Public Health Centres (PHCs) to enhance access to quality maternal and child healthcare and promote safer delivery outcomes.&nbsp;</li><li>33 PHCs were supported through capacity-building initiatives and handholding support for Auxiliary Nurse Midwife (ANM) and ASHA workers, strengthening overall healthcare service delivery.&nbsp;</li></ul> Farm-Based Livelihoods:<ul><li>66,723 women farmers across Madhya Pradesh and Rajasthan received support through a network of Self-Help Groups (SHGs), Village Development Committees and Community-Based Organisations (CBOs) for capacity-building initiatives focused on improved agricultural practices that contribute to higher farm incomes</li><li>583 women from vulnerable tribal communities in Jharkhand were empowered through goat-rearing initiatives</li><li>550 women entrepreneurs from the North-Eastern states received training and equipment for beekeeping</li></ul> Entrepreneurship and Financial Inclusion:<ul><li>19,102 economically-disadvantaged women across 267 villages in the rural Bengaluru and Haveri districts of Karnataka were provided doorstep financial literacy and entrepreneurship training&nbsp;</li><li>20 women-led start-ups were supported through the Womenpreneur for Bharat 3.0 initiative</li><li>158 young women were provided with residential training and certification in Smart Manufacturing and Hospitality, thus improving their earning potential</li></ul> On the International Day for Rural Women 2026, Aditya Birla Group joins the pledge to build resilient futures for the rise of rural women -- in our communities, across our country and world-over.As a Force for Good, Aditya Birla Group’s community initiatives collectively benefit 11 million people across 9,000 villages in India each year. To know more, <a href="/community/">click here</a>.

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From Fields to Resilient Futures: The Focus on Rural Women Communities

Over a century ago, Mahatma Gandhi recognised the transformative potential of promoting village industries for economic empowerment. His philosophy regarding Khadi was deeply intertwined with his broader socio-economic vision for India. For him, the handwoven fabric represented a symbol of nationalism, social equality, and self-reliance.Gandhi's vision of promoting village industries to accelerate rural development, alleviate poverty, and create sustainable livelihoods remains as relevant today. The agricultural sector, despite being the primary source of employment of millions, faces myriad challenges, leading to social-economic ills such as rural poverty and urban migration driven by the search for employment. This migration not only impacts rural economies but also contributes to urban poverty, social unrest, and environmental degradation.&nbsp; &nbsp;<h3>A Force for Sustainable Good</h3>As a responsible corporate citizen, Aditya Birla Group recognises the need for creating alternative economic opportunities to empower rural communities. On Gandhi Jayanti, the Group pays tribute to the tremendous legacy of the Father of the Nation.Here’s a quick look at how Group companies supported sustainable rural livelihoods in FY2025-26, guided by <a href="/community/">Aditya Birla Centre for Community Initiatives and Rural Development</a>, chaired by Mrs. Rajashree Birla.<ul><li>100,000 people trained by Aditya Birla Skills Foundation</li><li>50,000 women empowered by 5,000 Self-Help Groups</li><li>200,000 farmers on board agro-based training projects</li><li>33 bn litres water harvested annually across 450 villages, benefitting 50,000 people</li><li>95,000 people trained at vocational training centres and Aditya Birla Rural Technology Park</li><li>8,000 people, including 2,000 women, trained by an Applicators Training Programme for the construction sector</li><li>2,200 college drop outs/unemployed youth trained in collaboration with CII and PMKVY</li><li>100+ villages covered under Integrated Livestock Development Centres</li></ul><h3> ABRFL: Style With a Purpose</h3><a href="/businesses/companies/aditya-birla-fashion-and-retail-limited-abfrl/">Aditya Birla Fashion &amp; Retail</a> follows a ‘childhood to livelihood’ approach in the communities within which it operates, providing support at different stages of the beneficiaries’ lives though programmes in <a target="_blank" rel="noopener noreferrer" href="https://www.abfrl.com/wp-content/uploads/2026/07/ABFRL-Annual-Report-FY25-26.pdf">FY2025-26</a> such as:Skill Academy: Over the years, 4,377 rural youths have been trained and certified in employable skills. In FY26 alone, 451 youth were trained and certified, and 355 secured job placements.&nbsp;Craft Entrepreneurs Accelerator Programme: A collaborative initiative between ABFRL and NICE.org, this was a first-of-its-kind intervention designed to support the artisan community through mentorship by engaging industry experts. The initiative benefited 12 enterprises across multiple states, which were successfully linked with established businesses to explore new revenue streams and build confidence in product development and design.Meghalaya - Artisan Cluster Development: The programme aims to develop artisan clusters by enhancing capacities, improving production capabilities, and connecting artisans with market opportunities.Odisha - Promotion and Sustenance of Art and Art Forms: To sustain and promote the ancient art forms of Pattachitra and Pothichitra, ABFRL’s interventions included:&nbsp;<ul style="list-style-type:circle;"><li>Wall-painting at Nayak Patana benefitting 546 community members</li><li>Financial support to artisan SHGs benefitting 80 families</li><li>Capacity building of 42 artisans trained under the guidance of Guru Maga Nayak and Bibhu Maharana &nbsp;</li></ul><header class="blurb-header"><blockquote><h3>Turning Homes into Living Art Galleries</h3></blockquote></header><div class="blurb-body"><blockquote>42 young practitioners of Pattachitra in Nayak Patana and Danda Sahi villages were trained by renowned artists to strengthen their traditional art skills.Post-training, artists carried out wall paintings on homes and community spaces, giving the village a vibrant artistic identity and creating direct income-generating opportunities, as tourists could engage with and purchase art directly from households.</blockquote></div><h3> Grasim: Manufacturing Lasting Change</h3><a href="/businesses/companies/grasim-industries-limited/">Grasim Industries</a> focuses on strengthening local capabilities, whether through skills, small enterprises, or better use of available resources, so that individuals and families can build steady, self-sustaining incomes. This includes supporting <a target="_blank" rel="noopener noreferrer" href="https://www.grasim.com/Upload/PDF/grasim-integrated-annual-report-2025-26.pdf">women-led and self-help groups</a>, enabling resilience within communities<a>.</a>In FY26, Grasim drove the following:&nbsp;Water: The creation of 12 water harvesting structures improved water availability for agriculture and benefitted 7,879 individuals.Large Scale Plantations: Environmental restoration and supplementary livelihood opportunities benefited 10,145 individuals.Animal Husbandry Support: 18,301 farmers benefitted from 240 veterinary camps, immunisation, and dairy training programmes for improved livestock health and productivity.Sustainable Farming: Agricultural practices and soil health management improved farming for 5,373 farmers.Skilling: 3,180 individuals gained employable skills across trades such as tailoring, computer literacy, handicrafts etc.&nbsp;Financial Inclusion: 4,620 women benefitted (through 453 self-help groups) that helped strengthen financial inclusion and collective enterprise.&nbsp; &nbsp;<h3>Hindalco: Forging Resilient Futures</h3>The Group’s metals major continued to contribute towards creating more sustainable communities in <a target="_blank" rel="noopener noreferrer" href="https://www.hindalco.com/Upload/PDF/hindalco-annual-report-2025-26.pdf">FY2025-26</a>.The establishment of four Aditya Birla Skill Centres have helped 324 youth gain vocational skills in FY26 aloneProject Kaushal enabled 1,329 youth to receive extended skill training and thus improve access to livelihood opportunities.Project Saksham benefitted 164 women through employment generation in garment manufacturing units.Improved water security has a lasting effect on rural economies.<ul><li>381 Mn litres cumulative storage capacity of water created by constructing 25 check dams and repairing 7 existing structures.</li><li>5,978 farmers benefitted through the development of 103 irrigation channels and 36 lift irrigation points, enabling irrigation across 420 hectares leading to enhanced agricultural productivity</li></ul><h3> Ultratech: Cementing Robust Communities</h3><a target="_blank" rel="noopener noreferrer" href="https://www.ultratechcement.com/content/dam/ultratechcementwebsite/pdf/financials/annual-reports/integrated-and-sustainability-report-2025-26-single-page.pdf">The Group’s infrastructure powerhouse</a> achieved significant impact by pursuing a multi-pronged approach to sustainable livelihoods in FY26 - strengthening agricultural productivity, skill-based employment, to empowering women economically and improving livestock management, to drive meaningful income enhancement across its communities<a>.</a>Agriculture productivity training was provided to 8,219 farmers.Irrigation support benefitted over 815 farming families through watershed management initiatives in collaboration with National Bank for Agriculture and Rural Development. In addition, over 220 farmers gained from improved irrigation infrastructure such as distribution of sprinkler systems and irrigation pumps, enabling second-crop cultivation and increased output.Alternative Incomes: Initiatives such as mushroom cultivation, turmeric and spice processing supported 1,460 families through alternative income generation.Livestock Support: Veterinary health camps and cattle health services ensured better health for 32,881 animals.Women Empowerment: Vocational skills training have helped over 3,200 women by opening doors to livelihoods. &nbsp;<h3>Aditya Birla Capital: Investing in Long-Term Impact</h3>Through institution building, capacity enhancement, the promotion of Self-Help Groups (SHGs), support for women farmers, entrepreneurship development and financial literacy initiatives, the Group’s financial flagship company seeks to build resilient, self-reliant communities and <a target="_blank" rel="noopener noreferrer" href="https://www.adityabirlacapital.com/-/media/ABCL/pdf/Financial-Reports/Annual-Reports-New-2025-26/130726_Annual-Report-for-2025-26.ashx">create sustainable pathways for inclusive growth</a><a>.</a>The organisation touched over 1,17,880 beneficiaries in FY2025-26, including:<ul><li>66,723 women farmers across Madhya Pradesh and Rajasthan, who received support for capacity-building initiatives focused on improved agricultural practices and market linkages, contributing to higher farm incomes and more sustainable livelihoods</li><li>52,131 farmers benefitted from Farmer Producer Company (FPC) initiatives that improved access to farm machinery, infrastructure, and market linkages</li><li>620+ watershed structures constructed to strengthen water security</li><li>19,102 economically disadvantaged women across 267 villages in the rural Bengaluru and Haveri districts of Karnataka, who were provided doorstep financial literacy and entrepreneurship training</li><li>583 women from vulnerable tribal communities in Jharkhand empowered through goat-rearing initiatives</li><li>550 women entrepreneurs from the North-Eastern states, who received training and equipment for beekeeping &nbsp;</li></ul>On Mahatma Gandhi’s birth anniversary, Aditya Birla Group reinforces our commitment to actively contribute towards the social and economic upliftment of our communities so that Gandhiji’s vision of a self-reliant and poverty-free India can become a reality.As a Force for Good, Aditya Birla Group’s community initiatives collectively benefit 11 million people across 9,000 villages in India each year. To know more, click <a href="/community/">here</a> .

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An Ongoing Tribute to the Mahatma and the Khadi Movement: Powering Sustainable Rural Livelihoods

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

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The Flawless Strategy Behind Indriya’s Rising Brilliance

The ability to read and write with comprehension and possess basic numeracy skills are foundational for an individual’s ability to learn, earn a living and lead a healthy life. It is also the building block for advancing India’s Human Development Index. Yet, as estimated by Unesco, at 81.7%, India’s literacy rate remains below the global average of 87.74% with only a few states achieving full literacy.As a Force for Good, Aditya Birla Group is determined to rewrite this script by enhancing access to quality education and raising literacy levels. Group companies are engaged in diverse educational endeavours that span the spectrum from early childhood development to girl child and adult literacy, and even digital literacy. These initiatives are guided by the Aditya Birla Centre for Community Initiatives and Rural Development, which is chaired by Mrs. Rajashree Birla.&nbsp;&nbsp; &nbsp;<h3>Well Begun Is Well Done</h3>The first five years of childhood are crucial for the development of the brain and lays the foundation for lifelong learning. Malnutrition and lack of access to educational material can negatively impact development at this stage. Hence, Group companies support India’s anganwadis and balwadis, which play an important role by providing pre-school education, nutritional support and health services to young children and their mothers.For instance, <a href="/businesses/companies/hindalco-industries-limited/">Hindalco</a> has supported 650 anganwadis and balwadis in FY26 alone, thus benefitting ~8,000 children and rehabilitating 2,589 malnourished children. The company has set 2030 as its target year for achieving the SDG 4.2 goal of ensuring access to quality early childhood development, care and pre-primary education to all children in its operational areas.<a href="/businesses/companies/ultratech-cement-limited/">UltraTech Cement</a> and <a href="/businesses/companies/aditya-birla-capital-limited-abcl/">Aditya Birla Capital</a> too have worked to strengthen anganwadi infrastructure and improve access to early childhood care. UltraTech transformed 110 of the 698 anganwadis it supports into model centres, while Aditya Birla Capital renovated 228 anganwadis in Bihar, benefitting 9,221 children.&nbsp;&nbsp; &nbsp;<h3>Upgrading School Infrastructure</h3>The Indian education system faces several challenges, such as poor access to educational institutions, low learning outcomes and high drop-out rates. Functional literacy remains elusive for many children even after several years in school.Here’s what Group companies have achieved in FY26 alone by improving infrastructure in government schools and creating equitable education opportunities for underprivileged children:<ul><li>UltraTech Cement’s community transformation goal includes 100% enrolment and zero dropout rates in schools in its operational areas. The company reached over 167,000 children in educational institutions in FY26, including 11,288 rural children through 37 Aditya Birla Public Schools.</li><li><a href="/businesses/companies/grasim-industries-limited/">Grasim</a>’s educational initiatives included enrolling 5,980 students in 84 schools in FY26. Besides, ~52,000 students benefitted from its capacity-building sessions.</li><li>Hindalco upgraded 17 schools, benefitting 12,478 students.</li><li>Aditya Birla Capital established solar-powered smart classrooms, libraries, drinking water facilities and sanitation infrastructure in 160 schools in Maharashtra, Uttar Pradesh and Tamil Nadu. Its efforts improved attendance and engagement for over 79,000 students.</li><li>ABFRL’s School Transformation Project in partnership with the Panvel Municipal Corporation has transformed the learning environment in 11 primary schools since 2017.</li></ul><h3> Empowering women through literacy</h3>The improving trendline in India’s overall literacy rates disguises the gap in female and adult literacy. Illiteracy constricts opportunities and reinforce social and economic inequalities for women and marginalised communities. To overcome this, education of girls has been a priority for Group companies. A few years ago, the Group achieved a <a target="_blank" rel="noopener noreferrer" href="https://www.facebook.com/AdityaBirlaGrp/videos/811944216787559/">Zero Drop Out score </a>for girls in supported schools. In FY26, here’s what progress looks like.<ul><li>Girls accounted for an overwhelming 66% of the 165,000 beneficiaries of Aditya Birla Capital’s educational interventions.</li><li><a href="/businesses/companies/aditya-birla-fashion-and-retail-limited-abfrl/">ABFRL’s Aditya Birla Fashion and Retail</a> Jan Kalyan Trust has supported over 138,000 girls in three states through its Girl Child Education Programme since its inception. This includes enhancing access to quality education for underprivileged girls in rural Karnataka and Tamil Nadu through the Gyanarjan project and Kasturba Gandhi Balika Vidyalayas (KGBV).</li><li>Grasim partnered non-profit Kashyap Divya Jyoti in two villages of Uttar Pradesh to enrol 50 women in literacy learning centres. The initiative has not only raised their self-confidence, but is helping them to access healthcare information and government schemes more easily, and participate more actively in family and community decision-making.</li></ul><h3> Digital Literacy for a Connected World</h3>Beyond basic literacy and numeracy, digital literacy has become crucial to navigate today’s information-rich and connected world. It is also essential for marginalised communities to access government schemes and direct benefits transfers in countries like India.Grasim’s Project Disha enabled 10,120 students to access digital learning through smart classrooms and exposure to artificial intelligence tools in FY26. UltraTech provided digital literacy training to 1,209 rural students through 9 computer education centres. Other Group companies are also increasingly working to redress the gap in digital literacy.As a Force for Good and trusted partner in India’s socio-economic progress, Aditya Birla Group remains committed to promoting literacy and improving learning outcomes to foster inclusive growth.<figure><div class="w-full overflow-x-auto"><figure class="table" style="width:100%;"><table border="1" cellspacing="0" cellpadding="0"><tbody><tr><td style="vertical-align:top;" colspan="4" width="513">Supporting Literacy, Strengthening Schools</td></tr><tr><td style="vertical-align:top;" width="110">Group Company</td><td style="vertical-align:top;" width="122">Total no of children/schools reached</td><td style="vertical-align:top;" width="173">Infrastructure support in schools</td><td style="vertical-align:top;" width="108">Anganwadis</td></tr><tr><td style="vertical-align:top;" width="110">Grasim</td><td style="vertical-align:top;" width="122">89,561 children</td><td style="vertical-align:top;" width="173"><ul><li>Improved infrastructure for 1,250 students in multiple schools</li><li>Provided learning materials to 9,564 students</li></ul></td><td style="vertical-align:top;" width="108">&nbsp;</td></tr><tr><td style="vertical-align:top;" width="110">UltraTech</td><td style="vertical-align:top;" width="122">1,67,322 children in educational institutions;22,923 in anganwadis</td><td style="vertical-align:top;" width="173"><ul><li>7 school buildings repaired, 3 classrooms built, benefitting 2705+ rural students</li><li>Study desks etc provided to 3,900 students in 130 schools</li></ul></td><td style="vertical-align:top;" width="108">698, of which 110 transformed into model anganwadis</td></tr><tr><td style="vertical-align:top;" width="110">Hindalco</td><td style="vertical-align:top;" width="122">287 schools supported, benefitting 31,224 students</td><td style="vertical-align:top;" width="173"><ul><li>17 schools, benefitting 12,478 students</li><li>14 classrooms constructed for 3,230 students</li><li>28 smart classes installed for 4,318 students</li><li>8 mini science centres, providing experiential learning to 1,740 students</li><li>Educational and sports materials distributed to 41,788 students</li></ul></td><td style="vertical-align:top;" width="108">618 anganwadis and 32balwadis, benefitting ~8,000children</td></tr><tr><td style="vertical-align:top;" width="110">ABFRL</td><td style="vertical-align:top;" width="122">138,440 girls in 3 states since inception</td><td style="vertical-align:top;" width="173"><ul><li>11 primary schools in partnership with Panvel Municipal Corporation</li><li>Model School initiative in 4 KGBV schools in Tamil Nadu</li></ul></td><td style="vertical-align:top;" width="108">&nbsp;</td></tr><tr><td style="vertical-align:top;" width="110">Aditya Birla Capital</td><td style="vertical-align:top;" width="122">164,838 students, 66% girls</td><td style="vertical-align:top;" width="173"><ul><li>160 schools in Maharashtra, UP and Tamil Nadu, benefitting 79,277 students</li><li>100 rural School Management Committees strengthened</li></ul></td><td style="vertical-align:top;" width="108">282 anganwadis in Bihar, benefitting 9,221 children</td></tr></tbody></table></figure></div></figure>

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Reinforcing the Three Rs: Reading, Writing and Arithmetic  

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>

There is a point in the construction of every building when an invisible network of connections comes up behind the walls, above ceilings and beneath floors.It often takes kilometres of wires and cables to carry the electricity, data and energy that make a building work. As India builds more homes, factories, offices, infrastructure and digital assets, that invisible network is becoming an increasingly important part of the country’s growth story.It is an opportunity that Aditya Birla Group has now entered in a significant way.Through <a href="/businesses/companies/ultratech-cement-limited/">UltraTech Cement</a>, the Group has entered the Wires and Cables business under the name Ultravolt, backed by a capex of ₹1,800 crore. The business enters the market at scale, emerging as the No. 2 player in wires segment (by capacity) at launch. The foray is part of UltraTech’s broader strategy to strengthen its position as a comprehensive building-solutions provider, extending its presence across the construction value chain. In fact, the business aims to build a scaled national brand and emerge as one of the top two players in the wires and cables segment within five years.Commercial production at the new facility in Jhagadia, Gujarat, commenced on 1 September 2026. The facility currently has an installed capacity of 10.98 lakh km and uses European technology with advanced E-Beam Pro capability.The timing is compelling. India’s <a target="_blank" rel="noopener noreferrer" href="https://protect.checkpoint.com/v2/r05/___https:/www.expertmarketresearch.com/reports/india-wires-and-cables-market___.YXBzMTphZGl0eWFiaXJsYW1hbmFnZW1lbnQ6YzpvZmZpY2UzNjVfZW1haWxzX2F0dGFjaG1lbnQ6YzkxZjJmYTQzMmI1MmRhYmI3NWM4Y2JmMzMxZTYwMzg6Nzo0MzU4OjYzZGMxZDNjZDYxMDZkZDQ1YzYzMjJiMGY2YTdmNzg4ZTE4YTRmZGM5MDVhMmMzZmEwNzU5OWQwNWI1ZTU2NDY6cDpUOk4">wires and cables industry</a> reached a market size of Rs 1,24,085 crore and is projected to grow at 14.50% annually up to 2035, supported by housing, infrastructure, industrial investment and electrification.But the opportunity for the Aditya Birla Group is about more than entering a growing market. It is about entering a category where the Group already possesses several of the ingredients needed to build a scaled business. &nbsp;<blockquote>Mr Kumar Mangalam Birla, Chairman, Aditya Birla Group, said, “Wires and cables are becoming central to India's next phase of development. They sit at the intersection of three mega trends in the Indian economy – urbanisation, electrification and digitisation. More than 100 million new homes over the next decade, expanding energy infrastructure, and the rapid rise of data centers, are poised to fuel a boom in the category. Our distinctive advantage comes from a deep understanding of the product, its underlying components and the adjacent ecosystems.”&nbsp;</blockquote><h3> From Building Materials to Building Solutions</h3>UltraTech’s evolution provides the starting point on the journey. The company has progressively expanded its role in the construction ecosystem through UltraTech Building Solutions, creating a multi-category platform that addresses customers across different stages of construction. Its portfolio already extends beyond cement into products such as ready-mix concrete, waterproofing, tile-fixing solutions, mortars and other building products.Wires and cables take that proposition a step further.For a homeowner, contractor or builder, electrical wiring is one of the essential requirements of completing a building. By entering the category, UltraTech can potentially increase its presence in the customer’s mindshare while offering a wider set of construction solutions through an ecosystem it already understands. &nbsp;<h3>Entering With Scale and Ambition</h3>The wires and cables market is large, competitive and increasingly organised. Established companies have built powerful brands and extensive distribution networks over decades.UltraTech’s answer is to enter with scale from day one. The company intends to reach more than 100,000 retailers across more than 500 districts and further activate availability through 5,000+ UltraTech Building Solutions (UBS) outlets.The portfolio is similarly broad, covering house wires, light-duty cables, communication cables, solar cables, and LT and industrial cables. This breadth matters because India’s electrical requirements are changing. Solar installations, communications infrastructure, industrial automation, data-led businesses and increasingly sophisticated electrical systems are creating demand for products with different technical specifications.The ambition, therefore, is not simply to manufacture wires. It is to build a technology-led wires and cables business capable of serving a broadening range of applications. &nbsp;<h3>An Advantage That Begins Before the Factory</h3>One of the most distinctive strengths of the business lies upstream—in the Group’s metals ecosystem.Copper is at the heart of a wire. For Ultravolt wires and cables, the proposition begins with TruePure Copper—99.97% pure, electrolytic-grade annealed copper , sourced from Aditya Birla Group’s metals flagship <a href="/businesses/companies/hindalco-industries-limited/">Hindalco</a>. That connection gives the new business an advantage that few brand-led propositions can replicate greater control over the quality and provenance of a critical raw material.The significance is more than supply assurance. In wires, the quality of the conductor directly affects electrical performance, safety and durability. A proposition built around high-purity copper therefore allows UltraTech to make quality a tangible advantage. &nbsp;<h3>Winning the Electrician</h3>There is another stakeholder who is particularly important to the wires and cables category: the electrician.Electricians can influence product choice, installation quality and ultimately the customer’s experience with the product. Building a relationship with this community is therefore as important as building relationships with dealers and consumers.The Group’s Wires and Cables Business has recognised this through its Skill India Electrician Training Programme, launched in partnership with the Electronics Sector Skills Council of India. The programme aims to train and certify more than 40,000 electricians across India over the next year.The programme goes beyond product promotion. It focuses on safe wiring practices, correct installation, material selection, changing electrical-load requirements and advanced wire technologies. Participants receive Skill India-aligned certification as well as professional identification credentials.This creates an interesting dimension to the business strategy: the company is not only entering an ecosystem; it is investing in strengthening it. &nbsp;<h3>A New Chapter in the Construction Value Chain</h3>Aditya Birla Group’s entry into wires and cables is therefore a convergence of several strengths.There is the market opportunity: A large and growing category benefiting from India’s construction, infrastructure and electrification ambitions.There is UltraTech’s construction ecosystem: A strong brand, extensive distribution and deep relationships with the people and businesses involved in building India’s physical infrastructure.There is manufacturing and technology: A large Gujarat facility, advanced machinery, in-house testing and R&amp;D capabilities, and a portfolio designed for both traditional and emerging applications.And there is the Group advantage: Access to capital, capabilities across metals, manufacturing, technology and distribution.Little wonder then that Ultravolt aims to build a scaled national brand and become one of the top two players within five years.&nbsp;The walls may be made with cement. But what makes a modern building come alive is what runs through them. With its entry into wires and cables with Ultravolt, Aditya Birla Group is positioning itself to be an integral part of that connection.

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Wiring India’s Growth with Ultravolt: Aditya Birla Group Enters a New Building Opportunity

<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.